project management case studies second edition

PROJECT MANAGEMENT CASE STUDIES, SECOND EDITION PROJECT MANAGEMENT CASE STUDIES, SECOND EDITION HAROLD KERZNER, Division of Business Administration Baldwin–Wallace College Berea, Ohio John Wiley & Sons, Inc Ph.D This book is printed on acid-free paper ∞ Copyright © 2006 by John Wiley & Sons, Inc All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4470, or on the Web at www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, e-mail: permcoordinator@wiley.com Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose No warranty may be created or extended by sales representatives orwritten sales materials The advice and strategies contained herein may not be suitable for your situation You should consult with a professional where appropriate Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002 Wiley also publishes its books in a variety of electronic formats Some content that appears in print may not be available in electronic books For more information about Wiley products, visit our Web site at www.wiley.com Library of Congress Cataloging-in-Publication Data: Kerzner, Harold Project management : case studies / Harold Kerzner 2nd ed p cm Includes bibliographical references and index ISBN-13: 978-0-471-75167-0 (pbk.) ISBN-10: 0-471-75167-7 (pbk.) Project management Case studies I Title HD69.P75K472 2006 658.4Ј04 dc22 2002028892 20050182537 Printed in the United States of America 10 Contents Preface PROJECT MANAGEMENT METHODOLOGIES ● ● ● xi Lakes Automotive Ferris HealthCare, Inc Clark Faucet Company IMPLEMENTATION OF PROJECT MANAGEMENT ● ● ● ● ● ● ● ● ● ● ● ● ● ● Kombs Engineering 13 Williams Machine Tool Company 15 Wynn Computer Equipment (WCE) 17 The Reluctant Workers 20 Hyten Corporation 22 Macon, Inc 35 Continental Computer Corporation 37 Goshe Corporation 43 Acorn Industries 49 MIS Project Management at First National Bank Cordova Research Group 70 Cortez Plastics 71 L P Manning Corporation 72 Project Firecracker 74 11 56 v vi CONTENTS ● ● ● ● ● ● ● PROJECT MANAGEMENT CULTURES ● ● ● ● ● ● ● ● ● ● ● 151 Como Tool and Die (A) 153 Como Tool and Die (B) 157 Apache Metals, Inc 160 Haller Specialty Manufacturing 162 The NF3 Project: Managing Cultural Differences 163 An International Project Manager’s Day (A) 172 An International Project Manager’s Day (B) (see handout provided by instructor) An International Project Manager’s Day (C) (see handout provided by instructor) An International Project Manager’s Day (D) (see handout provided by instructor) Ellen Moore (A): Living and Working in Korea 177 Ji’nan Broadcasting Corporation 196 PROJECT MANAGEMENT ORGANIZATIONAL STRUCTURES ● ● ● ● ● ● ● ● Phillip Condit and Boeing 777: From Design and Development to Production and Sales 81 AMP of Canada (A) 105 AMP of Canada (B) (see handout provided by instructor) AMP of Canada (C) (see handout provided by instructor) Lipton Canada 118 Riverview Children’s Hospital 124 The Evolution of Project Management at Quixtar 145 Quasar Communications, Inc 207 Jones and Shephard Accountants, Inc 212 Fargo Foods 216 Government Project Management 220 Falls Engineering 222 White Manufacturing 227 Martig Construction Company 229 Mohawk National Bank 231 NEGOTIATING FOR RESOURCES ● ● ● Ducor Chemical 237 American Electronics International The Carlson Project 245 235 241 205 vii Contents PROJECT ESTIMATING ● ● ● ● ● ● Greyson Corporation 269 Teloxy Engineering (A) 274 Teloxy Engineering (B) 276 Payton Corporation 277 Spin Master Toys (A): Finding A Manufacturer for E-Chargers Spin Master Toys (B): A New E-Chargers’ Supplier (see handout provided by instructor) Spin Master Toys (C): Keeping E-Chargers’ Wings On (see handout provided by instructor) 295 299 The Blue Spider Project 301 Corwin Corporation 317 Quantum Telecom 329 The Trophy Project 331 Concrete Masonry Corporation 334 Margo Company 343 Project Overrun 345 The Automated Evaluation Project 347 The Rise and Fall of Iridium 351 Missing Person—Peter Leung 369 Zhou Jianglin, Project Manager 377 10 CONTROLLING PROJECTS ● ● ● 279 293 Crosby Manufacturing Corporation PROJECT EXECUTION ● ● ● ● ● ● ● ● ● ● ● 258 267 PROJECT SCHEDULING ● Capital Industries 249 Polyproducts Incorporated 251 Small Project Cost Estimating at Percy Company Cory Electric 259 Camden Construction Corporation 263 PROJECT PLANNING ● ● ● ● ● ● 247 381 The Two-Boss Problem 383 The Bathtub Period 385 Ford Motor Co.: Electrical/Electronic Systems Engineering 388 viii CONTENTS 11 PROJECT RISK MANAGEMENT ● ● ● ● ● ● The Space Shuttle Challenger Disaster 403 The Space Shuttle Columbia Disaster 453 Packer Telecom 460 Luxor Technologies 462 Altex Corporation 466 Acme Corporation 470 12 CONFLICT MANAGEMENT ● ● ● ● 473 Facilities Scheduling at Mayer Manufacturing Scheduling the Safety Lab 478 Telestar International 480 The Problem with Priorities 482 13 MORALITY AND ETHICS ● The Tylenol Tragedies 485 487 14 MANAGING SCOPE CHANGES ● 401 515 Denver International Airport (DIA) 517 15 WAGE AND SALARY ADMINISTRATION ● ● ● ● ● ● Photolite Corporation (A) 563 Photolite Corporation (B) 566 Photolite Corporation (C) 569 Photolite Corporation (D) 574 First Security Bank of Cleveland Jackson Industries 583 16 TIME MANAGEMENT ● 580 587 Time Management Exercise 589 17 INDUSTRY SPECIFIC: CONSTRUCTION ● ● 561 Robert L Frank Construction Company The Lyle Construction Project 652 613 615 475 646 HONG KONG AND SHANGHAI BANKING CORPORATION LIMITED Presentation to the Board Gordon Graham, the bank’s architectural adviser, attended the November 13, 1979, board meeting with Roy Munden Although Munden had anticipated a quick hearing of his recommendation by the board, the board members discussed the submissions by the various architects and their qualifications for several hours After the general discussion, Norman Foster was invited into the meeting The board adopted the recommendation, put forward by Munden, and Norman Foster & Associates were appointed The day after the board meeting, Michael Sandberg, Roy Munden, and Norman Foster met to discuss the project Foster’s estimated completion date for the project was December 1985 In another submission to the RFP, the American firm, Skidmore, Owings and Merrill, Architects & Engineers, had identified June 1984 as its projected completion date The bank was interested to know if Foster’s schedule could be contracted The bank was concerned with respect to schedule; cost was a lessor priority Later that month the board advised Munden: In view of the prestigious and special nature of the building and having employed one of the world’s leading architects it (is) not appropriate to place any particular ceiling on the price to be paid for the building.3 Contract Award and Project Design: November 1979 to January 1980 The award of the contract to Foster & Associates from an international field of competitors, along with the expressed mandate of the bank “to produce the best bank building in the world,” had tremendous impact on the designers in Foster’s office The designers, young architectural graduates who had been handpicked by Norman Foster for their commitment to modern buildings, were eager to exercise the ideas of popism that they had already begun to explore in some of the firm’s projects.4 It was like being mercilessly overpaid,” said one designer “The award boosted the egos of everyone in the office even higher It was like we had never left school, like writing a manifesto With the award of the contract, the practice suddenly became fluid The designers recognized the tremendous opportunity to implement ideas they had previously explored on small projects Norman Foster provided the inspiration—he put confidence into the designers and challenged them by pitting one against an- November 25, 1979, board paper Popism was an architectural style The Hong Kong and Shanghai Banking Corporation Limited 647 other in design teams The atmosphere in the office was described as highly competitive “like a training ground for pedigree race horses.”5 The Project Team For the preparation of the submission to the RFP, Norman Foster had chosen to work with Ove Arup & Partners, Structural Engineers The London headquarters of Ove Arup & Partners was next door to Foster’s office on Fitzroy Street Subsequent to the award, the bank formally engaged Ove Arup’s for the detailed structural design of the building, J Roger Preston, a London-based firm for the mechanical and electrical design and Levitt &Bailey, quantity surveyors Under the terms of the agreements, the consultants were employed directly by the bank The architect was responsible for the direction, management and coordination of all consultants (see Exhibit V, project organization chart) Upon contract award, the design teams in the architect’s and structural engineer’s offices were mobilized Ove Arup & Partners Ove Arup & Partners had offices in twenty-two countries and 3,000 staff They were the largest firm of consulting engineers in the United Kingdom and had designed the structure for the Center Pompidou in Paris and the Sydney Opera House Although the firm was renowned for the structural design of landmark buildings, the challenge of building the best bank building in the world was an uncommon request from a client Large industrial clients of the firm usually proceeded along an organized path, according to program The bank, a client viewed within the firm as perhaps one of the last “patrons of the arts,” was focused on developing a building of high architectural quality and on keeping the bank in operation throughout the project At Ove Arup, from very early on, there was a sense that this project would be unique and would not follow the structured path that the firm had grown accustomed to with its traditional industrial projects To establish a team capable of rising to the challenge, Jack Zunz, senior partner, assembled a small team of the best and brightest in the London office and located them in an office in a nearby building There was an understanding amongst the team members that they were being offered the opportunity of their careers The team divided itself into design area groups that mirrored the design divisions in the architect’s office Conversation with Tony Hackett, one of the designers in Foster’s office 648 HONG KONG AND SHANGHAI BANKING CORPORATION LIMITED Exhibit V Project organization chart Communication path Contractual relationship Supervisory relationship Board HSBC Munden Foster & Associates Ove Arup & Partners J Roger Preston & Partners Levett & Bailey Foster’s Team The bank job was the largest, most prestigious job ever to be undertaken by Foster & Associates The design team for the bank was broken up into three primary work areas: client relations, programming, and design Client relations were handled by Norman Foster who flew to Hong Kong to meet with Munden and Sandberg as required Spencer de Grey, an associate with the firm, was put in charge of developing the program for the building in conjunction with the bank’s staff and was located in Hong Kong Design was handled by a team of eight in London, led by Roy Fleetwood Fleetwood had seven years of experience at Foster Also on the team were Ken Shuttleworth, who had worked with Foster since 1976 and had joined the firm formally in 1977, and David Nelson and Tony Hackett, recent graduates The design of the project at Foster was “like fire fighting element by element.”6 Design meetings held within the office lasted between one and four hours and were intense and collaborative The abstract concepts, which would inform the design of the building, were discussed in depth Weaknesses in the design schemes were identified and jobs were reallocated Team members would volunteer to take on the design of new elements of the building as new problems came up The high energy and intensity expended during the design phase of the building were interspersed with emotionally difficult periods for the architects The Conversation with Tony Hackett The Hong Kong and Shanghai Banking Corporation Limited 649 major difficulty stemmed from the highly ambiguous deliverables of the project The only certainty was that the HSBC building would be significantly different from any other building in the world This knowledge raised the team’s excitement and commitment even higher Fluid Working Relationship between the Offices of the Engineer and the Architect The conceptual design of the building necessitated a fluid relationship between Ove Arup’s office and Foster—it was not unusual for a member of one team to call up another and ask for help to fix a problem or make a correction to a design If designers at Foster were meeting about an element of the building and needed engineering input, a telephone call would be made to Ove Arup’s to summon an engineer to attend the meeting One engineer described the project environment as one in which “there was a lot of honesty.” The interdependence of the members of the design team was understood—the project required them to work together, no matter what problem arose Managing the Project: January 22, 1980 Munden reviewed the remaining areas of work that needed to be further defined: the overall responsibility for the project, management of the construction process, and the synthesis of the Bank’s spatial and functional requirements He wondered who should take on these areas of work and what their roles and responsibilities should be Overall Management of the Project The first area of work, the overall management of the project, was becoming a concern to board members of the bank At the moment, the bank held the contracts with the individual consultants The architect was responsible for the direction, management and co-ordination of the consultants (see Exhibit V) Norman Thompson, one of the bank’s board members, believed that the bank should have a co-ordinator for the entire project To this end, he was highly supportive of the proposal made by one of his employees, Ron Mead, project director of the Hong Kong Mass Transit Railway (MTR) Mead was credited with being responsible for the under-budget, early completion of the MTR In mid-December 1979, Munden received a proposal from Ron Mead In his proposal, Mead advised the bank to create a position of control over the entire project Mead suggested that he be engaged as construction coordinator for the project As construction coordinator, he would be responsible for transmitting the bank’s instructions to the architect, running the subcontracts, and overseeing construction This description was very close to that of a full-fledged project manager (see Exhibit VI) 650 HONG KONG AND SHANGHAI BANKING CORPORATION LIMITED Exhibit VI Project organization proposed by Mead Communication path Contractual and supervisory relationship HSBC Construction Coordinator (Mead) Foster & Associates Ove Arup & Partners J Roger Preston & Levett & Bailey Subcontractors In discussing the concept with the architect, however, Munden recognized that Norman Foster was not in favor of the bank hiring Mead As architect to the bank, Foster wanted complete authority for the project and direct access to bank personnel Foster’s concern was that a construction coordinator, as described by Mead, would impede his direct line of authority from the bank De facto, the construction coordinator would act as a filter between the architects and the owner, thus eliminating direct access to the bank and reducing the architect’s control over the project In addition, Foster felt that there was no need for a construction coordinator to oversee the consultants Instead, Foster suggested to Munden that the bank consider engaging a project coordinator and a management contractor The project coordinator envisioned by Foster was more limited in scope than the construction coordinator proposed by Mead Foster recommended that the project coordinator be someone with experience in construction management, cost control, and project planning Foster proposed that the project coordinator act as a focal interface between the bank and the architects As such, the project The Hong Kong and Shanghai Banking Corporation Limited 651 Exhibit VII Project organization proposed by Foster Communication path Contractual relationship Supervisory relationship Board Munden HSBC Program Committee Project Co-ordinator Foster & Associates Management Contractor Ove Arup & Partners J Roger Preston & Partners Levett & Bailey Subcontractors coordinator would provide direct access to the owner and be the sole source of bank instruction to the architects A second component of Foster’s recommendation was his proposal for a management contractor who would participate with the consultants in the design of the building, hold and manage the subcontracts and oversee the construction process (see Exhibit VII) Building Program The second area of work, which needed further definition, was the establishment of a spatial program and definition of the functional interrelationships that reflected the organization of the bank The architects had requested input from the bank on the size of the departments to be accommodated in the new building The bank had experienced difficulty in synthesizing this information because of the tremendous growth and changes in business practices it was undergoing Munden had approached Sandberg about appointing a special program committee made up of representatives of the different areas within the bank to direct the architects on the bank’s 652 HONG KONG AND SHANGHAI BANKING CORPORATION LIMITED Exhibit VIII Special committee for program development Program Committee Communication path Board HSBC Project Coordinator Foster & Associates Note: The proposed program committee was to be made up of representatives from different areas within the bank to direct the architect on the bank’s needs needs (see Exhibit VIII) Sandberg had rejected Munden’s proposal on the basis that the architect had been contracted to provide the bank with a flexible building that would incorporate changes as they were required With regard to the bank’s special needs, Sandberg reminded Munden that the bank had selected Foster, in part, because of the understanding he had illustrated of the workings of the bank In addition, Foster’s previous clients had verified how Foster’s office had worked with their staff to develop a program for the building Sandberg advised Munden that any decisions Munden felt ill-equipped to make could be referred directly to him (see Exhibit IX) Preparing for the Board Meeting As Munden considered the presentation he would make at the upcoming board meeting, he reviewed the project arrangements established to date: The feasibility study was complete, the architect had been selected, the consultants were under contract and the design team was brainstorming concept proposals for the design of the building He recognized that the organization of the project team, both internal to the bank and the external design team was as challenging as the assignment facing the architects and engineers: to build “the best bank building in the world.” Munden knew that the structure set up by the relationships between the consultants would have a strong impact on innovation in the project and the final building Strong opinions were being expressed within the bank and by the The Hong Kong and Shanghai Banking Corporation Limited 653 Exhibit IX Reporting structure for building program Communication path Sandberg Munden HSBC Foster & Associates design team with respect to the overall management of the project Munden considered the motivations of Sandberg, the members of the board and the consultants as he prepared his recommendation to the board for the management of the project He knew that the outcome of the project had to be an innovative building composed of the most up-to-date systems and highest quality materials The Richard Ivey School of Business gratefully acknowledges the generous support of The Richard and Jean Ivey Fund in the development of this case as part of the RICHARD AND JEAN IVEY FUND ASIAN CASE SERIES Index Acme Corporation, 470–472 Acorn Industries, 49–55 Altex Corporation, 466–469 American Electronics International, 241–244 AMP of Canada (A), 105–117 Apache Metals, Inc., 160–161 Automated Evaluation Project, 347–350 Bathtub Period (case study), 385–387 Blue Spider Project, 301–316 Boeing 777 project, 81–104 and aircraft industry, 82–83 and Boeing as company, 83–86 as consumer-driven product, 87–91 design-build teams, use of, 94–95 digital design in, 93–94 and employee empowerment/culture, 96 and leadership/management, 97 lessons of, 99–100 results of, 98–99 Camden Construction Corporation, 263–266 Capital Industries, 249–250 Carlson Project, 245–246 Challenger disaster, see Space Shuttle Challenger disaster Change, scope, see Managing scope change Clark Faucet Company, 7–10 Como Tool and Die (A), 153–156 Como Tool and Die (B), 157–159 Concrete Masonry Corporation, 334–342 Conflict management, 473 facilities scheduling at Mayer Manufacturing, 475–477 problem with priorities, 482–483 scheduling the safety lab, 478–479 Telestar International, 480–481 Construction, 613 Continental Computer Corporation, 37–42 Controlling projects, 381 bathtub period, 385–387 655 656 Controlling projects (Continued) Ford Motor Company, 388–399 two-boss problem, 383–384 Cordova Research Group, 70 Cortez Plastics, 71 Corwin Corporation, 317–328 Cory Electric, 259–262 Crosby Manufacturing Corporation, 295–297 Cultures, see Project management cultures Denver International Airport (DIA), 517–560 and airline deregulation, 518–519 background, 517–518 baggage handling system at, 529–530 chronology, 530–547 debt, 547 design of, 525–527 and enplaned passenger market, 523–524, 548 land selection for, 524–525 and need for new airport, 519–523 PM firms chosen for, 527–529 Ducor Chemical, 237–240 Estimating, see Project estimating Ethics, see Morality and ethics Excel Consulting, 369–376 Execution, project, see Project execution Facilities scheduling at Mayer Manufacturing, 475–477 Falls Engineering, 222–226 Fargo Foods, 216–219 Ferris HealthCare, Inc., 5–6 First National Bank, 56–69 First Security Bank of Cleveland, 580–582 Ford Motor Company, 388–399 Goshe Corporation, 43–48 Government Project Management, 220–221 Greyson Corporation, 269–273 INDEX Haller Specialty Manufacturing, 162 Hongkong and Shanghai Banking Corporation Limited (A), 635–653 Hyten Corporation, 22–34 Implementation of project management, 11 Acorn Industries, 49–55 AMP of Canada, 105–117 Continental Computer Corporation, 37–42 Cordova Research Group, 70 Cortez Plastics, 71 Goshe Corporation, 43–48 Hyten Corporation, 22–34 Kombs Engineering, 13–14 Lipton Canada, 118–123 L.P Manning Corporation, 72–73 Macon, Inc., 35–36 MIS Project Management at First National Bank, 56–69 Philip Condit and the Boeing 777, 81–104 Quixtar, 145–148 The Reluctant Workers, 20–21 Riverview Children’s Hospital, 124–144 Williams Machine Tool Company, 15–16 Wynn Computer Equipment, 17–19 Industry specific: Hongkong and Shanghai Banking Corporation Limited (A), 635–653 The Lyle Construction Project, 625–634 Robert L Frank Construction Company, 615–624 Iridium, 351–368 Jackson Industries, 583–585 Ji’nan Broadcasting Corporation, 196–204 Jones and Shepard Accountants, Inc., 212–215 Kent Corporation, 482–483 Kombs Engineering, 13–14 Korea, living and working in, 177–195 Index L P Manning Corporation, 72–73 Lakes Automotive, 3–4 Lipton Canada, 118–123 Luxor Technologies, 462–465 Lyle Construction Project, 625–634 Macon, Inc., 35–36 Managing scope change, 515 Denver International Airport, 517–560 Maralinga-Ladawan Highway Project, 172–176 Margo Corporation, 343–344 Martig Construction Company, 229–230 Mayer Manufacturing, 475–477 Methodologies, see Project management methodologies MIS Project Management at First National Bank, 56–69 Mohawk National Bank, 231–234 Morality and ethics, 485 The Tylenol tragedies, 487–514 Negotiating for resources, 235 American Electronics International, 241–244 The Carlson Project, 245–246 Ducor Chemical, 237–240 The NF3 Project, 163–171 Organizational structures, see Project management organizational structures Packer Telecom, 460–461 Payton Corporation, 277–278 Percy Company, 258 Philip Condit and the Boeing 777, 81–104 Photolite Corporation (A), 563–565 Photolite Corporation (B), 566–568 Photolite Corporation (C), 569–573 Photolite Corporation (D), 574–579 Planning, see Project planning Polyproducts Incorporated, 251–257 Priorities, problem with, 482–483 Project estimating, 247 Camden Construction Corporation, 263–266 657 Capital Industries, 249–250 Cory Electric, 259–262 Polyproducts Incorporated, 251–257 small project cost estimating at Percy Company, 258 Project execution, 299 The Automated Evaluation Project, 347–350 The Blue Spider Project, 301–316 Concrete Masonry Corporation, 334–342 Corwin Corporation, 317–328 Excel Consulting, 369–376 Iridium, 351–368 Margo Corporation, 343–344 Project Manager, 377–380 Project Overrun, 345–346 Quantum Telecom, 329–330 The Trophy Project, 331–333 Project Firecracker, 74–80 Project management cultures, 151 Apache Metals, Inc., 160–161 Como Tool and Die (A), 153–156 Como Tool and Die (B), 157–159 Haller Specialty Manufacturing, 162 Ji’nan Broadcasting Corporation, 196–204 Korea, living and working in, 177–195 Maralinga-Ladawan Highway Project, 172–176 The NF3 Project, 163–171 Project management methodologies, Clark Faucet Company, 7–10 Ferris HealthCare, Inc., 5–6 Lakes Automotive, 3–4 Project management organizational structures, 205 Falls Engineering, 222–226 Fargo Foods, 216–219 Government Project Management, 220–221 Jones and Shepard Accountants, Inc., 212–215 Martig Construction Company, 229–230 Mohawk National Bank, 231–234 Quasar Communications, Inc., 207–211 658 Project management organizational structures (Continued) White Manufacturing, 227–228 Project Manager, 377–380 Project Overrun, 345–346 Project planning, 267 Greyson Corporation, 269–273 Payton Corporation, 277–278 Spin Master Toys (A), 279–292 Teloxy Engineering (A), 274–275 Teloxy Engineering (B), 276 Project risk management, 401 Acme Corporation, 470–472 Altex Corporation, 466–469 Luxor Technologies, 462–465 Packer Telecom, 460–461 The Space Shuttle Challenger disaster, 403–452 The Space Shuttle Columbia disaster, 453–459 Project scheduling, 293 Crosby Manufacturing Corporation, 295–297 Quantum Telecom, 329–330 Quasar Communications, Inc., 207–211 Quixtar, 145–148 Reluctant Workers, 20–21 Resource negotiation, see Negotiating for resources Risk management, see Project risk management Riverview Children’s Hospital, 124–144 background, 125–131 and decision to continue or delay, 142–144 hiring of new project manager, 139, 141–142 implementation of new computer system, 133, 135–139 purchase of new computer system, 131–133 Robert L Frank Construction Company, 615–624 INDEX Safety Lab, 478–479 Salary, see Wage and salary administration Scheduling, see Project scheduling Scheduling the safety lab, 478–479 Scope change, see Managing scope change Small project cost estimating at Percy Company, 258 Space Shuttle Challenger disaster, 403–452 accident, 440–443 commission findings, 443–447 and communication, 416, 432–437, 447–448 and ice problem, 437–440 launch liftoff sequence profile, 419–422 and Mission 51–L, 430–432 and NASA-media relations, 443 and paperwork/waivers, 416–419, 428–430 and pressures facing NASA, 406–408 questions resulting from, 449–452 and risk classification, 415–416 and space transportation system, 405–406 and spare parts problem, 415 and technology, 408–415, 422–427 Space Shuttle Columbia disaster, 453–459 Spin Master Toys (A), 279–292 Structures, organizational, see Project management organizational structures Telestar International, 480–481 Teloxy Engineering (A), 274–275 Teloxy Engineering (B), 276 Time management, 587 Time management exercise, 589–611 Trophy Project, 331–333 Two-Boss Problem, 383–384 Tylenol, 487–514 background history, 488–489 beginning of crisis, 489–491 and corporate culture, 507–508 Index and nature of crisis management, 488 recovery activities, 503–506 second poisoning tragedy (1986), 508–510 tamper-resistant packaging, 499–501, 510 timing factors in re-introducing, 502–503 Wage and salary administration, 561 First Security Bank of Cleveland, 580–582 659 Jackson Industries, 583–585 Photolite Corporation (A), 563–565 Photolite Corporation (B), 566–568 Photolite Corporation (C), 569–573 Photolite Corporation (D), 574–579 WCE, see Wynn Computer Equipment White Manufacturing, 227–228 Williams Machine Tool Company, 15–16 Wynn Computer Equipment (WCE), 17–19 ... PROJECT MANAGEMENT CASE STUDIES, SECOND EDITION PROJECT MANAGEMENT CASE STUDIES, SECOND EDITION HAROLD KERZNER, Division of Business Administration... on-the-job training, case studies and situations are perhaps the best way to learn project management Case studies allow the students to apply the knowledge learned in lectures Case studies require... Harold Project management : case studies / Harold Kerzner 2nd ed p cm Includes bibliographical references and index ISBN-13: 978-0-471-75167-0 (pbk.) ISBN-10: 0-471-75167-7 (pbk.) Project management