Coursework cover sheet – be sure to keep a copy of all work submitted
Coventry University
Section A – To be completed by the student – PLEASE PRINT CLEARLY& IN SINGLE PAGE
Student Name / Module No.(Submission date & SCOPE stamp)
Programme Title & Programme Code
BSc (Hons) Aviation Management, 82942
SCOPE ID Numbers (from your SCOPE student card)
Time taken (hrs) (per student for group coursework)
Lecturer
Ivan Li / Lab group / Tutorial group / Tutor(if applicable)
Module Code and Title
303KM Project management / Due Date
12th Dec 2008
Assignment No. / Title
Coursework 2 / Extension & late submissions allowed:
Estimated Time (hrs)
8 hrs. / Assignment Type: / % of Module Mark
15% / Hand-out date:
21st Nov 2008
Late Submission Policy: Coursework submitted up to 1 week after the due date for submission will lose 10% of the mark. Coursework submitted after this, but up to 2 weeks late will lose a further 20% of the mark. Coursework submitted more than 2 weeks after the due date will not be accepted and a zero mark awarded. Please refer to Student Handbook for full details on Late Submission Policy.
Declaration: I / We the undersigned confirm that I / we have read and agree to abide by the University regulations on plagiarism and cheating and Late Submission Policy. I / we confirm that this piece of work is my / our own. I / We consent to appropriate storage of our work for checking to ensure that there is no plagiarism / academic cheating.
Signature(s): ______
Student Copy
This is to acknowledge receipt the assignment from below student:
Student Name / Module No.(Submission date & SCOPE stamp)
Programme Title & Programme Code
BSc (Hons) Aviation Management, 82942
SCOPE ID Numbers (from your SCOPE student card)
Lecturer
Ivan Li / Lab group / Tutorial group/ Tutor (if applicable)
Module Code and Title
303KM Project management / Due Date
12th Dec 2008
Assignment No. / Title
Coursework 2 / Extension & late submissions allowed:
Section B – To be completed by the assessor
Intended Learning Outcomes assessed by this work.- Select and evaluate project management tools and techniques that need to be applied for the effective and successful implementation of a project.
- Schedule and appraise key aspects of industrial or knowledge based projects within the scope of the indicative content.
Marks breakdown / Max / Awarded
1
2
3
4 / 25
25
25
25
Assessor’s signature / initials: / Date: / Total
100 / Total
Extension Agreed until:
Programme Leader Signature: / Penalty Due:
(Yes / No) / Penalty / Final Mark
Signed internal moderator:
Samuel Liang / This work may have been moderated. You may find additional comments in the work.
This section may be used for feedback or other information
Question 1
Human Resource Management
As a project manager, you needed to hire a junior member for your project. You utilized the Myers-Briggs Type Indicator (MBTI) approach and short listed John and David. The interviews had taken up half an hour each. You found that David was outgoing and enthusiastic, while John had good power of concentration and listened more than talked. David noticed details and remembered facts and described himself as living here and now. John admired creative ideas and thought about future implications. Both David and John appeared warm and friendly and make decision based on their values and feelings. David was playful, unconventional, and preferred to keep options open while John liked to make plans and stick with them.
A / Which MBTI type does John belong to?B / Which MBTI type does David belong to?
C / Who would you invite to join your project team? Why?
Question 2
Communication Management
Review the following scenarios and write a short paragraph for each one describing WHAT media you think would be the most appropriate to use, and state the reason WHY. See table 10-2 of text for suggestions.
A / Many of the technical staff on the project come in between 9:30 and 10:00 a.m., while the business users always come in before 9:00 a.m. The business users have been making comments. The project manager wants the technical staff to come in by 9:00 a.m., although many of them leave late.B / Your company is bidding on a project for the entertainment industry. You know that you need new ideas on how to put together the proposal and communicate your approach in a way that will impress the customer.
C / Your business has been growing successfully, but your productivity is restricted by phone calls and e-mails of the users asking similar types of questions.
D / You need to make a general announcement to a large group of people and want to make sure they get the information.
Question 3
Risk Management
As a project manager in a consultancy company you have four project plans on hand to review. You knew there would be uncertainty in accepting any project and the company only had capacity to take up one of the projects. You decided that quantitative risk analysis method is the best way to select the project. Assume that all up-front investments were not recovered, so they were shown as losses.
Project 1 had stringent clauses included in the contract that a penalty would be imposed if the project could not be delivered on time. According to historical experience, the success rate could be 50% with a net income of $190,000. However, if the project failed, the consultancy company needed to pay penalty and added up with the sunk cost spent to an amount of $100,000 total losses.
Project 2 was under stringent contract. Still, the company had 30% chance of success under normal pace of work and earned profits of $ 180,000. If heavy over-time works were started in early beginning, most likely (40%) the project could be delivered but the net income would only be $80,000 as higher payout was made in the salaries. Unfortunately the company would pay a higher sunk cost and added up with the normal penalty to a total of $120,000 losses if the project failed (30% chance).
Project 3 was a relatively small project. Many details had been written out and could confidently be completed. It was figured out that there was 70% chance of getting the profits of $40,000; still there would be 30% chance that the project would be delayed and the profits would be dropped to $12,000.
Project 4 could be handled in three different ways:
- There was 30% chance that the project was running in normal pace and earned a profit of $60,000;
- There was 30% chance that heavy overtime was required to complete the project and the earning would be $45,000;
- There was 20% chance that additional system analyst be hired to the existing team to help out; then the profits would only be $30,000.
Similar to other projects, there would be 20% chance that the project would fail and pay a penalty and with the sunk cost added up to $100,000.
A / Calculate the Expected Monetary Value (EMV) for each of the four projects as stated above.B / Explain which project you would bid based on the EMV results.
Question 4
Procurement Management
K2000is a franchise company targeting the latest trend setting styles for young people in Asia. The support of the current Point-of-Sales (POS) system in K2000 is contracted to an external vendor in a Cost Plus Incentive Fee (CPIF) format. K2000 pays the vendor for an allowable performance cost along with a predetermined fee and an incentive bonus. The expected cost of a project is $1,000,000. The fee to the vendor is $200,000, and the share formula is 85/15, meaning that the buyer absorbs 85 percent of the uncertainty and the vendor absorbs 15 percent. If the final price is $700,000,
A / Calculate the total reimbursement fee.B / What is the saving for K2000 to outsource the POS service?
The vendorsuggestschanging the service arrangement into a CPPC contract next year with no fixed fee to the vendor. The only charge is a performance cost of 15% on the total cost.
C / If the final price remains $700,000, what will be the total reimbursement under the CPPC contract?D / Compare the advantages and the disadvantages of CPIF and CPPC contracts from K2000’s perspectives.