1. From the textbook and research – what is the difference between the PLC and the SDLC. Also, what factors should be considered when selecting a structured versus a RAD approach to the SDLC? Also, argue the following – is prototyping a system development model or a technique that could possibly be used in any IT project? Can prototyping replace a waterfall or RAD model? Is the literature sometimes unclear or confusing on these particular topics?

2. From chapter 12 in your textbook and other sources – discuss the pros and cons of in sourcing, selective outsourcing, and full outsourcing.

3. In detail, explain what the WBS is and when it should be created and how work package size can be determined. Also, explain what you feel was the most difficult part of learning how to enter the basic WBS and schedule information in MS Project – be as detailed as possible. Compare and contrast the auto-schedule and manual schedule modes in MS Project. Also, explain what information needs to be included in the proper statement of an MOV and give two examples that are not part of the Husky project – be sure to review the MOV examples from the course content because the book has errant examples. What are some common metrics tied to supporting the achievement of IT MOVs?

4. Develop a network diagram using the AON techniques and calculate the critical path or paths using the information in the table below. State the length of the critical path. Show the network diagram and explain what the critical path is and describe this analysis as if describing to someone who knows nothing. Explain how it could happen that there are two critical paths.

Task/Activity Estimated Duration Predecessor
A 6 days None
B 3 days A
C 5 days B
D 4 days B
E 2 day C
F 3 days C,D
G 3 days E
H 1 day F
I 3 days G,H
J 5 days I
Table. Activity Estimates

 
5. Answer the following questions ….
In an earned value analysis, what are the ETC typical and atypical calculations? And, what are the EAC typical and atypical calculations? When would you use each of these calculations? What is the difference between typical and atypical? Earned value analysis alone does not tell you everything about the status of a project. Explain how SV and other standard earned value calculations should be considered in conjunction with other measures and other data (like network diagrams) so that the project status is fully understood and so that an earned value analysis is not misinterpreted (there are many articles related to this and I included information about this in the course content for week 9). As you answer, discuss the fact that Schedule typically refers to time, yet Schedule Variance SV is a dollar-based calculation – can that be confusing and misleading in some cases? Last, answer the following questions – if the planned value for a task is greater than the earned value for the task – how are CPI and SPI affected? If the planned value for a task is greater than the actual cost for a task, how are CPI and SPI affected? If the earned value for a task is greater than the actual cost for a task, how are SPI and CPI affected? If the actual cost for a task is greater than the planned value for a task, what happens to the ETC and why?

6. Explain how resources should be entered in MS Project and what UNITS stands for in MS Project in the resource view. Also, should all sub-activities in a phase (say activities 1.11 through 1.15) depicted on the WBS add-up to the total amount of days shown is the main activity above it – why or why not? – give an example in your explanation. Last, if a network diagram is built assuming all needed resources will be available, what can happen when resources are constrained (limited)? For example if you thought you would have 4 painters to work on a house for 4 days – what happens when you have only two painters available – does the critical path change? – can the order and sequencing of activities change? – give a small example in your explanation.
7. Organizational culture and change were topics during the course. A “good” culture fosters trust, creativity, innovation, commitment, and higher levels of employee self-control and monitoring. Explain in detail what conditions allow for a “good” culture. How large of a difference can the organizational culture make in terms of how well a company adapts to change? The NUMMI case study and links to it were mentioned in the course material in the course content area during the course. There are several ongoing case studies of NUMMI published but the cases studies started coming out in the late 80’s – take a most close look at the case studies discussing NUMMI that are more near to NUMMI’s beginning (case studies from 1985 through around 2000 that look at NUMMI in the early 80s through the mid or late 90s). What was learned at NUMMI related to creating a “good” culture? Can the status of the culture make a difference when a company is thinking of a change such as moving to Agile methods? Can it make a difference in recruiting and retaining talent? Which do you feel is more important – the organizational structure utilized at a company or the status of the organizational culture?

Books Used for the class are, however need a full research with in-text citation references:
Marchewka, J. T. (2012). Information Technology Project Management (4 ed.). Hoboken, NJ:
John Wiley & Sons, Inc.
A guide to the project management body of knowledge. (2013). (5th ed.). Newtown Square, PA: Project Management Institute.