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15.20. QUESTIONS

  1. Are the vice president's comments about cost and schedule variance correct?

  2. What information did the vice president fail to analyze?

  3. What additional information should have been included in the status report?

  4. Does Franklin Electronics understand earned value measurement? If not, then what went wrong?

  5. Does Spokane Industries understand project management?

  6. Does proper earned value measurement serve as a replacement for interchange meetings?

  7. What should the project manager from Franklin say in his defense?

15.20.1. TROUBLE IN PARADISE

As a reward for becoming Acme Corporation's first PMP, Acme assigned the new PMP, Wiley Coyote, the leadership role of an important project in which the timing of the deliverables was critical to the success of the project. A delay in the schedule could cost Acme a loss of at least $100,000 per month. Wiley Coyote's first responsibility as project manager was the preparation of a solicitation package for the selection of an engineering contractor.


  

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