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Solution Manual For Contemporary Project Management 4th Edition
Solution Manual For Contemporary Project Management 4th Edition
© 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
then ask the students how this knowledge can help them decide which projects they want
to pursue. This introduces the concept of multiple criteria decision-making.
Next we introduce the mission statements for both our university and our college of
business. We ask the students what they can tell us about the mission or vision
statements for their present organizations (Many of our MBA students work full time and
many of our undergraduates work part time.). We then discuss how this knowledge can
be helpful in selecting projects that will help achieve the vision and mission. Often,
students do not claim to know their organizational vision and mission. We encourage
them to find those statements and try to understand how they should guide behavior.
Show Exhibits 2.5 through 2.8 to get students thinking about what a portfolio really
means. We relate a project portfolio for an organization to a personal financial portfolio
since most students have had finance and can remember diversifying. Either to follow-on
one of the earlier breakouts, or as a standalone breakout, ask students to brainstorm
potential projects of each type shown in Exhibit 2.8 for a particular company or other
organization. You can even use your own university.
Since our entrepreneurship majors need to take project management, we remind them that
a vast majority of work in young organizations is project based.
Quickly present Exhibit 2.8 to emphasize that net present value (NPV) is the most
commonly used financial model in project selection, but that other methods are available.
For another breakout, give a scenario faced by an organization (real or fictitious). Ask
students to first brainstorm potential criteria for selecting projects in that situation. The
students then weight the projects on each criterion. When they report out, ask them to
give the rationale behind their decisions.
Ask the students to use a scoring model to select and prioritize projects. Demonstrate
with Exhibits 2.10, 2.11 and 2.12. Exercise 1 or 2 could be used for this breakout.
Alternatively, with some prior setup of generating several possible projects, a
continuation of the scenario of the local organization described in the previous bullet
could be used to add authenticity. Yet another alternative is to have the students in groups
select a type of car to buy. They will need to decide on the selection criteria first.
We like to point out Exhibit 2.13 (Alternative Breaks Project Site Selection). Emphasize
both how this is an example of selecting projects based upon multiple criteria and that we
will have numerous places throughout the course where we will demonstrate points with
this same integrated project.
If your course emphasis is on preparing students for the PMP and/or CAPM exam, be
sure to emphasizes the study tips.
You might choose to use either Suburban Homes Construction Project (to create a
scoring model to select from the six alternatives) and/or Casa de Paz Development
Project (to create an elevator pitch) as in-class workshops or homework assignments.
© 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Internal and external analysis using SWOT.
Guiding principles
Vision (preferred future state) and mission (what we stand for and how we will
operate) statements, perhaps purpose and values also.
Strategic objectives
Annual goals to help achieve vision and mission.
Flow-down objectives
In larger organizations an expansion on strategic objectives.
2.2 Portfolio management
Since projects are investments, we must ensure the best set of projects is selected.
Portfolio
A collection of projects or programs and other work that are grouped together to
facilitate effective management of that work to meet strategic business objectives.
Program
A group of related projects managed in a coordinated way to obtain benefits
and control not available from managing them individually.
Subproject
A smaller portion of the overall project created when a project is subdivided into
more manageable components or pieces.
Assess organization’s ability to perform projects
Understanding the type and amount of projects the organization can successfully
perform.
Identify potential projects
Systematically and entrepreneurially by everyone in the organization.
Methods for project selection
Based upon organizational priorities, including financial and other considerations.
Using a cost-benefit analysis model to select projects
Comparing expected project costs with benefits often by using net present value
analysis.
Using a scoring model to select projects
Used when multiple criteria such as timing, risk, and resource needs are important
in selection decisions.
Prioritizing projects
Once selected, determining when each project will start and how conflicts will be
resolved.
Resourcing projects
After the priorities of each project has been determined, leaders should start
assigning resources from the highest priority project down until resource
availability limits additional projects.
2.3 Securing projects
Client company perspective of finding contractors to perform and contractor
company perspective of finding projects to perform.
Identify potential project opportunities
Contractor companies use many methods to uncover possible projects.
Determine which opportunities to pursue
Decide whether to pursue all projects or only select projects.
© 2015 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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Title: A call
The tale of two passions
Language: English
LONDON
CHATTO & WINDUS
1910
CONTENTS
PART I
PART II
PART III
PART IV
PART V
EPISTOLARY EPILOGUE
PART I
A CALL
II
THAT was not, however, to be the final colloquy between Robert
Grimshaw and Ellida Langham, for he was again upon her doorstep
just before her time to pour out tea.
“What is the matter?” she asked; “you know you aren’t looking
well, Toto.”
Robert Grimshaw was a man of thirty-five, who, by reason that
he allowed himself the single eccentricity of a very black, short
beard, might have passed for fifty. His black hair grew so far back
upon his brow that he had an air of incipient baldness; his nose was
very aquiline and very sharply modelled at the tip, and when, at a
Christmas party, to amuse his little niece, he had put on a red
stocking-cap, many of the children had been frightened of him, so
much did he resemble a Levantine pirate. His manners, however,
were singularly unnoticeable; he spoke in habitually low tones; no
one exactly knew the extent of his resources, but he was reputed
rather “close,” because he severely limited his expenditure. He
commanded a cook, a parlourmaid, a knife-boy, and a man called
Jervis, who was the husband of his cook, and he kept them upon
board wages. His habits were of an extreme regularity, and he had
never been known to raise his voice. He was rather an adept with
the fencing-sword, and save for his engagement to Katya Lascarides
and its rupture he had had no appreciable history. And, indeed,
Katya Lascarides was by now so nearly forgotten in Mayfair that he
was beginning to pass for a confirmed bachelor. His conduct with
regard to Pauline Lucas, whom everybody had expected him to
marry, was taken by most of his friends to indicate that he had
achieved that habit of mind that causes a man to shrink from the
disturbance that a woman would cause to his course of life. Himself
the son of an English banker and of a lady called Lascarides, he had
lost both his parents before he was three years old, and he had been
brought up by his uncle and aunt, the Peter Lascarides, and in the
daily society of his cousins, Katya and Ellida. Comparatively late—
perhaps because as Ellida said, he had always regarded his cousins
as his sisters—he had become engaged to his cousin Katya, very
much to the satisfaction of his uncle and his aunt. But Mrs.
Lascarides having died shortly before the marriage was to have
taken place, it was put off, and the death of Mr. Lascarides, occurring
four months later, and with extreme suddenness, the match was
broken off, for no reason that anyone knew altogether. Mr.
Lascarides had, it was known, died intestate, and apparently,
according to Greek law, Robert Grimshaw had become his uncle’s
sole heir. But he was understood to have acted exceedingly
handsomely by his cousins. Indeed, it was a fact Mr. Hartley Jenx
had definitely ascertained, that upon the marriage of Ellida to Paul
Langham, Robert Grimshaw had executed in her benefit settlements
of a sum that must have amounted to very nearly half his uncle’s
great fortune. Her sister Katya, who had been attached to her mother
with a devotion that her English friends considered to be positively
hysterical, had, it was pretty clearly understood, become exceedingly
strange in her manner after her mother’s death. The reason for her
rupture with Robert Grimshaw was not very clearly understood, but it
was generally thought to be due to religious differences. Mrs.
Lascarides had been exceedingly attached to the Greek Orthodox
Church, whereas, upon going to Winchester, Robert Grimshaw, for
the sake of convenience and with the consent of his uncle, had been
received into the Church of England. But whatever the causes of the
rupture, there was no doubt that it was an occasion of great
bitterness. Katya Lascarides certainly suffered from a species of
nervous breakdown, and passed some months in a hydropathic
establishment on the Continent; and it was afterwards known by
those who took the trouble to be at all accurate in their gossip that
she had passed over to Philadelphia in order to study the more
obscure forms of nervous diseases. In this study she was
understood to have gained a very great proficiency, for Mrs. Clement
P. Van Husum, junior, whose balloon-parties were such a feature of
at least one London season, and who herself had been one of Miss
Lascarides’ patients, was accustomed to say with all the enthusiastic
emphasis of her country and race—she had been before marriage a
Miss Carteighe of Hoboken, N.Y.—that not only had Katya
Lascarides saved her life and reason, but that the chief of the
Philadelphian Institute was accustomed always to send Katya to
diagnose obscure cases in the more remote parts of the American
continent. It was, as the few friends that Katya had remaining in
London said, a little out of the picture—at any rate, of the picture of
the slim, dark and passionate girl with the extreme, pale beauty and
the dark eyes that they remembered her to have had.
But there was no knowing what religion might not have done for
this southern nature if, indeed, religion was the motive of the rupture
with Robert Grimshaw; and she was known to have refused to
receive from her cousin any of her father’s money, so that that, too,
had some of the aspect of her having become a nun, or, at any rate,
of her having adopted a cloisteral frame of mind, devoting herself, as
her sister Ellida said, “to good works.” But whatever the cause of the
quarrel, there had been no doubt that Robert Grimshaw had felt the
blow very severely—as severely as it was possible for such things to
be felt in the restrained atmosphere of the more southerly and
western portions of London. He had disappeared, indeed, for a time,
though it was understood that he had been spending several months
in Athens arranging his uncle’s affairs and attending to those of the
firm of Peter Lascarides and Company, of which firm he had become
a director. And even when he returned to London it was to be
observed that he was still very “hipped.” What was at all times most
noticeable about him, to those who observed these things, was the
pallor of his complexion. When he was in health, this extreme and
delicate whiteness had a subcutaneous flush like the intangible
colouring of a China rose. But upon his return from Athens it had,
and it retained for some time, the peculiar and chalky opacity. Shortly
after his return he engrossed himself in the affairs of his friend
Dudley Leicester, who had lately come into very large but very
involved estates. Dudley Leicester, who, whatever he had, had no
head for business, had been Robert Grimshaw’s fag at school, and
had been his almost daily companion at Oxford and ever since. But
little by little the normal flush had returned to Robert Grimshaw’s
face; only whilst lounging through life he appeared to become more
occupied in his mind, more reserved, more benevolent and more
gentle.
III
IV