trident prm301 module 3 case & slp latest july 2016

| June 14, 2018

Module 3 – Case

PROJECT EXECUTION AND CONTROL
Case Assignment
The 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 – SLP

PROJECT EXECUTION AND CONTROL
Continue 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 Services
a.
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 Management
a.
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 Control
a.
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 Control
a.
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 Management
a.
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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