TRident PRM301 module 3 case and slp

| October 22, 2018

Module 3 – CasePROJECT EXECUTION AND CONTROLCase AssignmentThe Manhattan Project was unique in at least one respect; a major industrial enterprise was built in support of a totally new, untested product – one that it may not have been possible to build. Although scientists knew that heavy atoms like uranium spontaneously disintegrated, producing energetic radiation, it was by no means certain that the process could be scaled up to produce an explosion. The only way to find out was to try – and the only way to try was to first separate kilograms of U235 from tons of U238. (A parallel project was aimed at producing fissionable plutonium; both proceeded in parallel, because it was by no means certain that either project would succeed.)The massive work of uranium separation and plutonium production took place concurrently with basic scientific research and technical weapons design. The first employed thousands of workers, most of them laborers with no scientific background whatsoever. The second employed hundreds of the greatest scientific minds of the day, including (in a supporting role) Albert Einstein.The production work and the theoretical work required vastly different control mechanisms. The greatest need on the production side was secrecy. The mere fact that the United States had made uranium separation a high national priority would tell scientists in other countries much more than the American government wanted them to know. The greatest need on theoretical side was the free exchange of information among the scientists. If Physicist A wanted to discuss an idea with Physicist B, he wanted to talk to him directly – not draft a report, to be read, classified, and hand-delivered by Military Intelligence.The solution was to create two entirely different organizations within the Manhattan Project; one managed by military officers, the second by a distinguished, charismatic physicist.Q1: What were the organizations?Q2: Who were the managers? How well were they suited to their jobs?Based upon your detailed knowledge of modern project management techniques,Q3: Could the control problems have been anticipated?Q4: What, if anything, should have been done differently at the beginning of the Manhattan Project?At the risk of giving too much away, we should note that one of the organizations still exists: Los Alamos National Laboratory of the US Department of Energy. Feel free to visit the website. No scientific organization in the world has a more interesting history, or a more distinguished pedigree.Assignment Expectations· Integrate your answers to the above questions into a well-constructed essay. Feel free to use tables and bulleted lists, if appropriate.· The readings do not provide specific answers to every question. You will need to “fill in the gaps,” using your understanding of the Project’s history, plus the Background Information.· Style and format must comply with the Writing Style Guide. ( TUI Guide, n.d.)· This is not an English course; however, errors in spelling, grammar and style will be penalized.· Provide citations and references. Use of APA style (Writing Guide) is encouraged, but not required.· There is no page requirement. Write what you need to write, neither more nor less.Module 3 – SLPPROJECT EXECUTION AND CONTROLContinue to read the Woody 2000 case. (Wideman, 2015b) case, paying particular attention to Construction, Startup, and Control.Then, address the following questions in a short essay. (These are found at the end of the Case.)1. Contracting for Engineering and Construction Servicesa.What were the contracting alternatives open to Woody’s? Which would have been best and what would that have involved?b.How should the contract(s) be organized and tendered?c.How should they be administered?d.Were the original Woody 2000 project requirements delivered?2. Communication and People Managementa.Draw a project organization chart. What were the real relationships?b.Should Leadbetter have been left to run the project? Would training have helped?c.How should the Woody 2000 project plan be communicated and when?d.What communication (coordination) would you expect to see during execution?3. Progress Monitoring and Controla.Would a good baseline plan have helped to make up time?b.Draw a responsibility chart for effective control.c.What would you have done when you saw that the project would not meets its schedule?d.Project records were apparently poor. What records should have been kept and how?4. Cost Controla.Why was EID’s first price so high? Was their position reasonable?b.When did Woody’s know they were in trouble with over expenditure? What was the result?c.How should the project budget and expenditures be set out for cost control?d.Draw a simple flow chart for processing changes?5. Risk Identification and Managementa.How did EID handle their risks? Was this effective? What might they have done?b.List Woody’s actual surprises and add other possible surprises. What was, or should have been, done to prepare for and respond to them?c.Were there changes? What were the impacts?SLP Assignment Expectations· Don’t write in checklist form. Integrate your answers to the above questions into a well-constructed essay.· The Case does not provide specific answers to every question. You will need to “fill in the gaps,” using your understanding of the Case, and the Background Information.· Style and format must comply with the Writing Style Guide. ( TUI Guide, n.d.)· This is not an English course; however, errors in spelling, grammar and style will be penalized.· Provide citations and references. Use of APA style (Writing Guide) is encouraged, but not required.· There is no page requirement. Write what you need to write, neither more nor less.

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