1) You have been assigned as project manager for a small construction project that will convert an existing 3000 sq ft boardroom into a training room to facilitate computer-based training in your organization. You have 4 weeks to complete the project, and you are asked to provide the project sponsor with a high-level estimate of the resources required, and their anticipated costs. You know that you will need 8 computer workstations, suitable office furniture, audio-visual equipment for the trainer and IT support to install equipment and ensure connectivity for the new space.
Provide estimates using 2 different methods of estimation that you would use to produce the deliverables. Which method is preferred? Why?
2) Your project team is faced with a dilemma. Originally, the project plan (as described in Q#1) anticipated a 4 week project duration. However, due to a labour dispute with the local union, it appears a work stoppage is imminent. As project manager you must decide how to proceed and provide a report to the project sponsor by the end of the week.
Describe the process you would use to assist in making any decision(s), including how you would engage your project team.
3) For the project described in Q#1 above, as you plan your resources, what outputs are required? Explain the importance and relevance of each output.
4) You are a project manager for a new large pipeline project that will see 800 km of natural gas pipeline installed in a remote Northern Ontario community. The pipeline will need to cross 3 First Nation territories but will provide an excellent return on investment once completed.
You are asked to provide a high level assessment of the “value proposition” for the pipeline and highlight any risks for your project sponsor. Using the ethical principles and a Corporate Social Responsibility model, what would you tell your sponsor?
5) In 1997, a company called PointCast Network Inc. was the hottest start-up in Silicon Valley. Its founder and CEO was Christopher Hassett. The “push technology” that PointCast pioneered was making headlines.
All the attention around PointCast motivated one of the world’s largest communications companies—Rupert Murdoch’s News Corporation—to make them an offer of $450 million. Negotiations were intense and lasted weeks. With media speculation that PointCast deserved to be valued at $750 million, some people say Hassett started believing the hype and, with the support of his board, asked for more money. “People involved in the company thought they’d be the next Netscape. They hung out for more,” Murdoch said. News Corporation instead lowered its initial offer to $400 million but added incentive clauses that brought the offer close to the original $450 million if PointCast met its financial projections.
PointCast also rejected that offer, and News Corporation walked away from the bargaining table.
Explain PointCast’s negotiation strategy. What type of negotiation was this? What could Hassett have done differently?