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Homework answers / question archive / ASSIGNMENT 4: ADVANCED PROJECT MANAGEMENT (PROJECT)  Read the case study below and answer the questions that follow,  Project Management at Global Green Books Publishing Global Green Books Publishing was started two years ago by two friends, Jim King and Brad Mount, who met in college while studying in Philadelphia, USA

ASSIGNMENT 4: ADVANCED PROJECT MANAGEMENT (PROJECT)  Read the case study below and answer the questions that follow,  Project Management at Global Green Books Publishing Global Green Books Publishing was started two years ago by two friends, Jim King and Brad Mount, who met in college while studying in Philadelphia, USA

Project Management

ASSIGNMENT 4: ADVANCED PROJECT MANAGEMENT (PROJECT) 
Read the case study below and answer the questions that follow, 
Project Management at Global Green Books Publishing Global Green Books Publishing was started two years ago by two friends, Jim King and Brad Mount, who met in college while studying in Philadelphia, USA. In the new businesslim focused on editing, sales and marketing while Brad Mount did the electronic assembly and publishing of books for Global Green Books. Their business was successful and profitable in the first two years, largely due to contracts from two big businesses. 
In their third year they got very busy thanks to their third major customer, a local college that needed customized eBooks. They hired several part time employees to he them with their publishing business. 
But by the end of third year of operation, Global Green Books started experiencing critical problems. They were: — unable to leverage all the new employees effectively — unable to deliver eBooks to their customers on schedule — unable to provide quality texts—time and money was being spent fixing defects in their products — unable to control costs—their business was not profitable in the third year. 
Global Green Books saw a significant rise in issues, a lot of unpleasant "surprises" were cropping up, business was down as new resources were hired, also some of the projects were poorly estimated. The local university was unhappy as their eBook products reached campus late for use by professors and student. In some cases, the books were a week or two late. Since the courses must start on schedule and students need their books at the beginning of their courses, the new lucrative college customer was unhappy. 
One of the new part-time employees hired by Jim and Brad, Samantha, had taken a project management course at college. Samantha was excited about the discipline of project management and had intentionally selected a job with Global Green Books Publishing as she saw an opportunity to polish her project management skills. 
One fine day, Jim invited Samantha, for a lunch meeting. He was aware that Samantha was familiar with project management, and wanted to hear what she had to say about the problems he and Brad were facing. Over lunch he questioned why their small business which had operated and implemented projects so successfully over the first two years was being challenged significantly now. He specifically listed the problems they were facing and asked for input to solve them. 
Samantha asked for more time to research all the issues but noted that Global Green Books, while being innovative, completed projects without a roadrnap or a project plan and lacked a disciplined approach to project management. She noted that Jim and Brad did not use any project software for scheduling and they did not use tools or techniques to estimate, budget or to communicate with stakeholders. Finally, they had no processes in place to manage project risks and quality. 
Impressed with this and other conversations, Jim IGng asked Samantha if she would consider joining them as a project associate or project manager on a full-time basis to help them introduce project management practices and help them tide over their current crisis. 
Samantha accepted the offer! She has several key skills—she is an excellent communicator with very good interpersonal skills and detail-oriented. Within the first three months in her new role as PM, she introduced formal project management processes, created a PM manual and trained the employees to get the work done well. 
Within nine months Samantha had fully turned things around. Due to proactive risk analysis and risk response planning, surprises and issues reduced. Communication with stakeholders was enhanoed. 
Brad and Jim noted that the company was delivering projects on schedule, the quality processes worked—and customers were happy with the products! source: Attps://politeaduorateaching-pm/case-studies/ 
QUESTION 1 (60) 1.1 Projects at Green Books Publishing were not delivering successfully. Discuss the reasons for successful project management by highlighting the non-performance issues of Green Books Publishing. (20) 
1.2 The quality of the products and services provided by Green Books Publishing was not acceptable to their customers. By applying the theory on the core values of TOM, discuss how adopting TOM could help Green Books Publishing to deal with their non-performance. (20) 
1.3 There were many risks at Green Books Publishing that were not managed prudently. These risks resulted in under performance. Reflect on the different categories of risks and discuss how Green Books Publishing could have managed their risks effectively. (20) 
SECTION B (40) QUESTION 2 (20) When scheduling resotrces, the project manager needs to consider time-constrained and resource- constrained scenarios. Gleaned on the theory, choose a project you are familiar with, and analyse these two constraints. Note: it is important to illustrate your understanding of the theory by presenting relevant diagrams. 
QUESTION 3 (20) The compilation of the Workplace Skills Plan (WSP) is being planned by the Municipality. The activities necessary for the compilation of the WSP project are listed in the table below. 
,„_ Activity Imm.din• Prodrosssors Normal Time (Days) Crash Time (Days) Normal cost (Rand) Crash cost (Rand) A 3 2 1400 2000 B S 2 3000 4200 C A 2 1 900 1300 0 A 4 2 1100 2500 E A 2 1 400 900 F B 7 3 2300 3100 G C.E 7 2 500 1100 H 0.1 9 4 2200 3200 I 6,H 5 3 2000 2400 
3.1 Determine the cost per day to crash each of the activities. 3.2 Determine; a) The total duration of the project b) The cost involved if the project duration is reduced 
(10) (5) (5) 39 
 

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