The DPCI score for size would be 4 in which of the following situations? The project manager and team members have done many similar size projects before. The project size is at the high or low end of the range of project sizes that the organization or team members have done before. The project size is about 50 percent higher or lower than projects the organization or most of the team members have done before. The project size is about 20 percent higher or lower than projects the organization or some of the team members have done before. Neither the organization nor the team members are experienced working on a project this size.

In managing the organizational project, we would consider the DPCI score or Darnall Preston…

Answered: The DPCI score for size would be 4 in…

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter2: Introduction To Spreadsheet Modeling

Section: Chapter Questions

Problem 21P

See similar textbooks

Similar questions

The Budget at Completion (BAC) is the sum of all budgeted values established for the work to be performed on a project. As such it is equivalent to: Select one: a. the total planned value of the project. b. the total earned value of the project. c. the total actual cost of the project. d. the total value of the work completed to date
You are the project manager of the NHQ Project, which is part of the HQQ Program to construct a condominium building. Samuel, the program manager, has required that you document any variances to costs, schedule, scope, and quality expectations as part of the program governance. You believe that your project team now has an internal failure cost that needs to be documented for Samuel. Which of the following is an example of internal failure cost? Group of answer choices Project team training Rework Random quality audits Quality audits
A project’s revenue is $40,000, and the cost is $30,000. What is the return on investment for this project? 25% 75% 33% 133%
A project has the following risks. 40% chance of schedule delay costing $3,000 20% chance of success of a new methodology saving $4,000 a 50% chance of a legal obligation which costs $3,000 a 50% chance of unexpected savings of $10,000 What is the expected monetary value of this project? $20,000 $8,000 -$1,400 $3,100
Your team has just finished a project within scope, on budget and as scheduled. The final product was handed over to the customer however the customer has expressed dissatisfaction with the final product/output. What is the most likely cause of the customer's dissatisfaction? Select one: a.A failure of the project team to satisfactorily implement robust quality management processes throughout the project life cycle b.It is a simple case where the customer is being unnecessarily difficult and inherently hard to satisfy, after all, the project was completed on time, within budget and scope. c.A failure of the project team to satisfactorily balance the constraints of cost, time and schedule throughout the project life cycled. d. A failure of the project team to satisfactorily manage project stakeholders throughout the duration of the project
Highway ProjectThe Department of Highways in South Carolina was exploring ways to reduce the road construction costs and developed new contracting processes to allow the road builders to bring new ideas for cutting costs. On one project, the contractor proposed cost-cutting ideas throughout the life of the project. At each phase, the client accepted many of the ideas and then revised the budget. The client promoted the revised cost target of the project as an example of the success of the new process. By the end of the project, the final cost was less than 1 percent over the newest target. Although the total cost of the project was almost 10 percent less than the original cost projections and contract obligations, the success of the project was connected to the new expectations that developed during the life of the project. Even though this project performance exceeded the original goal, the client was disappointed. Biotech ProjectA biotechnology company developed a new drug that…
To ensure project can be done with the available resources, time and budget is termed as ___________. Implementation Feasibility Acquisition Development Which one of the following is a part of the three-sphere model of systems management? Proximity Responsiveness Budget Technology
You have just been assigned as the project manager for an ongoing project in your company. You have discovered there is no Work Breakdown Structure (WBS) which is a project management tool showing a hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives. When you talked to your project sponsor about the issue, he told you that nobody in the company even knows what a Work Breakdown Structure is or what purpose it serves. He also told you that the company has executed numerous projects in the past without ever using a Work breakdown structure. However, he asked you to prepare one just in case it is really a necessary project tool. A) Using a hypothetical project in the mentioned company, prepare a Work Breakdown Structure for presentation to your sponsor.. B) Discuss the characteristics of an effective WBS and the importance of applying it to the project management cycle.
The expected number of days to completion for a different project is E(x) = 3.32 The variance of days to completion is var(x) = 1.22 The project cost involves A fixed cost (in thousands of dollars) of FC = $83.783 A variable cost for each day taken to complete the project ($000) VC = $9.774 16 The standard deviation of the project cost is $________. a 13.041 b 12.245 c 11.497 d 10.796
Sarah Chang is the owner of a small electronics company. In six months, a proposal is due for an electronic timing system for the next Olympic Games. For several years, Chang’s company has been developing a new microprocessor, a critical component in a timing system that would be superior to any product currently on the market. However, progress in research and development has been slow, and Chang is unsure whether her staff can produce the microprocessor in time. If they succeed in developing the microprocessor (probability p1), there is an excellent chance (probability p2) that Chang’s company will win the $1 million Olympic contract. If they do not, there is a small chance (probability p3) that she will still be able to win the same contract with an alternative but inferior timing system that has already been developed. If she continues the project, Chang must invest $200,000 in research and development. In addition, making a proposal (which she will decide whether to do after…
Sarah Chang is the owner of a small electronics company. In six months, a proposal is due for an electronic timing system for the next Olympic Games. For several years, Chang’s company has been developing a new microprocessor, a critical component in a timing system that would be superior to any product currently on the market. However, progress in research and development has been slow, and Chang is unsure whether her staff can produce the microprocessor in time. If they succeed in developing the microprocessor (probability p1), there is an excellent chance (probability p2) that Chang’s company will win the $1 million Olympic contract. If they do not, there is a small chance (probability p3) that she will still be able to win the same contract with an alternative but inferior timing system that has already been developed. If she continues the project, Chang must invest $200,000 in research and development. In addition, making a proposal (which she will decide whether to do after…
You are managing a project. The project has a budget of $1500. The project is 45% complete. The project is a 3-month project. You planned to spend $600 per month (have $600 worth of work completed each month). What is the value for SPI at the end of the first month? What is the earned value term for "How much was the project supposed to cost."? I

SEE MORE QUESTIONS

Recommended textbooks for you

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

Practical Management Science

Operations Management

ISBN:

9781337406659

Author:

WINSTON, Wayne L.

Publisher:

Cengage,

SEE MORE TEXTBOOKS

	The project manager and team members have done many similar size projects before.
	The project size is at the high or low end of the range of project sizes that the organization or team members have done before.
	The project size is about 50 percent higher or lower than projects the organization or most of the team members have done before.
	The project size is about 20 percent higher or lower than projects the organization or some of the team members have done before.
	Neither the organization nor the team members are experienced working on a project this size.