In: Operations Management
Good project managers know what type of trouble can occur at the various stages in the development of a project. The activities in the numbered list below indicate the various stages of a project. The lettered list that follows identifies major problems. For each project stage, select and list all of those problems that are applicable.
Request for proposal ___________________
Submittal to customer __________________
Contract award ________________________
Design review meetings _________________
Testing the product_____________________
Customer acceptance ___________________
Engineering does not request manufacturing input for end-item producibility.
The work breakdown structure is poorly defined.
The customer does not fully realize the impact that a technical change will have upon cost and schedule.
Time and cost constraints are not compatible with the state of the art.
The project–functional interface definition is poor.
Improper systems integration has created conflicts and a communications breakdown.
Several functional managers did not realize that they were responsible for certain risks.
The impact of design changes is not systematically evaluated.
1. Request for proposal ___________________
The project-functional interface definition is poor.
2. Submittal to customer __________________
The work breakdown structure is poorly defined.
3. Contract award ________________________
Engineering does not request manufacturing input for end-item producibility.
4. Design review meetings _________________
Improper systems integration has created conflicts and a communications breakdown.
Several functional managers did not realize that they were responsible for certain risks.
The impact of design changes is not systematically evaluated.
5. Testing the product_____________________
Time and cost constraints are not compatible with the state of the art.
6. Customer acceptance ___________________
The Customer does not fully realize the impact that a technical change will have upon cost and schedule.
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