| Question | Create a probably/impact matrix based on the information below. Explain which of the risks need to be further analyzed and/or watched closely during the project. 1. 2. 3. 4. 5. 6. 7. |
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| Subject | business-management-leadership |
business-management-leadership
Order the answer to: Create a probably/impact matrix based on the information below. Explain
business-management-leadership
Order the answer to: Following are four short case study scenarios that represent risk
| Question | Following are four short case study scenarios that represent risk response category choices. Match each scenario with one of the four possible risk responses (accept, avoid, transfer, mitigate) and explain your answer. a. Two critical tasks in the project you are running deal with complex database design issues. You have negotiated with the supervisor of the data management group to get the group’s best worker in this area, John. The problem is that a rumor has surfaced that John is looking for a new job and may leave the company at any time. To make sure your project will be less affected if John leaves, you have built some contingency funds and extra time into the schedule. You have also contacted several local consulting companies that have expertise in database design, just in case. b. The current project is to add a new information section to the company’s public Web site for the marketing department. The project is not particularly complex, but you have worked with the marketing department before and know that the people there are difficult to work with because of their lack of technology experience and their travel schedules. As the project leader, you have decided to adopt a more agile development methodology with short development time intervals. You have also asked the marketing department to dedicate one individual as a key contact. c. After researching all the possible software applications on the market, your team has reduced the list to just two choices. The first application delivers on 95 percent of the needed requirements, but the vendor is very new and has a small customer base. The second application delivers on 85 percent of the needed requirements; the vendor has been in business for many years and has a large customer base. The company, being risk averse, decides on the second application package. d. The current proposed project is to create a custom software application, which will add functionality identified during the recent gap analysis between the purchased accounting software package and the user requirements. The new software must interface with the new software, but your organization has no one trained in the new software application. The project team has decided to hire a consulting company to develop the new application. |
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| Subject | business-management-leadership |
business-management-leadership
Order the answer to: Change the probabilities in question 5 to the following and
| Question | Change the probabilities in question 5 to the following and reevaluate your answers. |
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| Subject | business-management-leadership |
business-management-leadership
Order the answer to: You have been asked to use decision tree analysis with
| Question | a. Draw a decision tree analysis chart with values from the above table, filling in the amounts for EMV totals. b. Which project presents the best alternative, based on this information, for a risk-averse organization? c. Which project presents the best alternative, based on this information, for a risk-seeking organization? |
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| Subject | business-management-leadership |
business-management-leadership
Order the answer to: Explain the difference between a fallback plan and a contingency
| Question | Explain the difference between a fallback plan and a contingency plan. Create one of each for the R & S Amusements Services case study in this chapter, based on the risks identified in this chapter. Pick one of the risks and explain its impact to the project and your fallback and contingency plans. |
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| Subject | business-management-leadership |
business-management-leadership
Order the answer to: Paulo’s Pizza has a fairly simple process, as shown in
| Question | Paulo’s Pizza has a fairly simple process, as shown in Figure 4.20. Answer the following questions. Assume that the capacity of the oven is 3 pizzas at a time and that you start with a single worker. a. If orders for pizzas arrive every 10 minutes, how many pizzas can Paulo’s sell per six-hour shift? How long will it take to fill a customer order? b. What will the utilization of the single worker be? What is the effect of variation in demand (i.e., orders do not arrive exactly 10 minutes apart, but instead average 10 minutes apart)? c. If a pizza sells for $16 and the ingredients cost $5, what amount of profit can Paulo’s make per hour? What is the value of a second worker to out Paulo? What will the utilization of the workers be? d. Evaluate the value of a reduction in the pizza price to $13 if that will result in an average of one order every 7 minutes. |
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| Subject | business-management-leadership |
business-management-leadership
Order the answer to: The process depicted in Figure 4.19 is initially staffed with
| Question | The process depicted in Figure 4.19 is initially staffed with 5 workers. Each worker is assigned to one and only one step in the process. Step E does not require a human. The capacity of Step E is 4 units. Orders for 1 unit arrive every 6 minutes. Assume that the entire system is paced (i.e., the entire system works at the pace of the slowest/ bottleneck operation). a. Determine the output in units per hour. Also, what is the utilization of Step C? b. If you can assign 2 additional workers (each worker is assigned to work exclusively at one step), which two steps would be assigned an additional worker? Determine the output in units per hour. Also, what is the utilization of Step C? c. What is the expected work-in-progress inventory at Step E? d. If you can assign another worker (there is now a total of 8 workers), which step would be assigned an additional worker? Determine the output in units per hour. Will the process be able to produce and sell 50 units in an eighthour shift? If the units have a gross profit margin (after subtracting materials but not labor) of $35 per unit, what will the gross profit per hour be? What will the revenue per worker be? e. If you can expand Step E to a capacity of 8, how does this change the output, utilization, and gross profit? f. If demand can be increased to 1 unit every 4 minutes by decreasing the price so that the gross profit is $30 per unit, should you do this? Assume that you have a ninth worker. |
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| Subject | business-management-leadership |
business-management-leadership
Order the answer to: Consider the process in Figure 4.18. a. If 1 worker is
| Question | Consider the process in Figure 4.18. a. If 1 worker is assigned to handle each step, for a total of 5 workers, what is the output in terms of products per hour? b. What is the utilization of Step B? c. What is the effect on output and utilization of hiring a sixth worker? To which step will this worker be assigned? |
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| Subject | business-management-leadership |
business-management-leadership
Order the answer to: Consider the process in Figure 4.17. a. If 1 worker is
| Question | Consider the process in Figure 4.17. a. If 1 worker is assigned to handle each step, for a total of 4 workers, what is the output in terms of products per hour? b. What is the utilization of Step B? |
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| Subject | business-management-leadership |
business-management-leadership
Order the answer to: A department store is being planned for a new shopping
| Question | A department store is being planned for a new shopping mall. Using the information in Table 4.8, assign departments to locations in order to minimize traffic flow through the store. |
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| Subject | business-management-leadership |
