Product Development Management
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Course Introduction
Product Development Management explores the strategic and operational aspects of bringing new products to market, from initial idea generation through to commercialization. The course covers key topics such as market research, product design, prototyping, project management, cross-functional team collaboration, and lifecycle management. Students learn methodologies like stage-gate processes, agile development, and lean innovation, developing skills to manage risk, align product features with customer needs, and ensure timely and cost-effective delivery. By analyzing real-world case studies and engaging in practical assignments, students gain hands-on experience in planning, executing, and optimizing product development initiatives within a competitive business environment.
Recommended Textbook
Successful Project Management 6th Edition by Jack Gido
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Chapter 1: Project Management Concepts
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Sample Questions
Q1) The following mechanisms help to assure quality expectations are met:
A)Audits, inspections, and standards throughout the project.
B)Inspections only at the end of the project.
C)Only a list of standards is needed at the start of the project
D)No mechanisms are needed to assure quality.
Answer: A
Q2) The stakeholder register is a convenient tool to keep
A)stakeholders at a distance from the project.
B)all stakeholder information consolidated and up-to-date.
C)all communications open to all stakeholders.
D)lessons learned.
Answer: B
Q3) The project objective requires completing the project work scope and producing all the deliverables by a certain time and within budget.
A)True
B)False
Answer: True
Q4) Give an example of a project objective.
Answer: Answers will vary.Response includes a deliverable, schedule, and budget.
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Chapter 2: Identifying and Selecting Projects
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Q1) Every project that is identified is selected to be completed.
A)True
B)False
Answer: False
Q2) The project purpose in the project charter may include prior documents for selecting the project.
A)True
B)False
Answer: False
Q3) A request for proposals helps the organization decide which contractor to use.
A)True
B)False
Answer: True
Q4) An assumption for a construction project could be
A)the materials to be used to construct the building.
B)a grant will be secured to help fund the project.
C)the regulations and codes required for the building.
D)the size of the building that is to be constructed.
Answer: B
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Chapter 3: Developing Project Proposals
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Sample Questions
Q1) The reputation of the company that announced the RFP should be evaluated as a factor as well as the reputation of the contractor when making a bid or no-bid decision.
A)True
B)False
Answer: True
Q2) For clarification on a specific proposal, a customer may send a list of questions to be answered.
A)True
B)False
Answer: True
Q3) Describe at least three criteria that a customer could use to evaluate a contractor's proposal.
Answer: Responses will vary.Answers should describe at least three of the following: compliance, understanding of need, soundness and practicality of the proposed solution, experience, realism of the schedule, price, benefit to organization, and value. Customers evaluate contractors' proposals in many different ways.
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Chapter 4: Defining Scope, Quality, Responsibility, and Activity Sequence
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Q1) An understanding of project deliverables would also be a setback to developing a good working relationship with the customer.
A)True
B)False
Q2) A shows their appropriate sequence and defines the dependent relationships indicating how the activities need to be performed to accomplish the overall project work scope and produce the deliverables.
A)responsibility assignment matrix
B)network diagram
C)work breakdown structure
D)project scope document
Q3) If the scope seems much less than originally anticipated by the customer, the customer and contractor would have to agree on increasing the budget, extending the schedule, reducing the scope, or some combination thereof.
A)True
B)False
Q4) Certain activities in a network diagram have to be done in serial sequence.
A)True
B)False
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Chapter 5: Developing the Schedule
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Q1) The estimated duration for an activity must be based on the estimated quantity of resources required to perform the activity.
A)True
B)False
Q2) The total completion time is 25 days.Task A is planned to take seven days.Task B is planned to take five days.Task C is planned to take eight days.The tasks have a serial relationship.How much slack does the project have?
A)Negative 5 days slack.
B)Positive 5 days slack.
C)Positive 17 days slack.
D)Positive 3 days slack.
Q3) It is a good practice to have the person who will be responsible for performing a specific activity estimate the duration that other resources would need to complete that activity.
A)True
B)False
Q4) Schedule control involves four steps.List the four steps in order.
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Chapter 6: Resource Utilization
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Sample Questions
Q1) The statement, "Network diagrams illustrate the technical constraints among activities," means the activities are constrained because
A)each of the activities are independent from the other activities.
B)one activity cannot be started until the predecessors are finished.
C)the activities use different resources to be completed.
D)some activities use the same resources that may not be available.
Q2) Resource leveling, or smoothing, is a method for
A)developing a schedule that attempts to minimize the fluctuations in requirements for resources.
B)making sure all the resources do the same amount of work.
C)making sure every task has the same number of resources.
D)extending the project to have the least number of resources used per day.
Q3) Activities can be delayed only to the point where all their positive slack is used up, as any further delays would cause the project to
A)increase costs of all the activities in the project.
B)extend beyond the project completion time.
C)be completed ahead of schedule.
D)increase its requirements for additional resources for all activities.
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Chapter 7: Determining Costs, Budget, and Earned Value
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Q1) The is the product of the percent complete and the sum of the estimated costs of all the specific activities that make up a work package or the project.
A)total budgeted cost TBC)
B)cumulative budgeted cost CBC)
C)cumulative actual cost CAC)
D)cumulative earned value CEV)
Q2) Plot curves on the same graph to reveal any trends toward improving or deteriorating cost performance.
A)AC, TBC, EV
B)actual cost and budgeted cost
C)CBC, CAC, and CEV
D)CBC, PV, and BCWS
Q3) The budget for each work package is
A)charged completely on the first day of the work package.
B)charged at the end of the project.
C)distributed over the duration of the work package.
D)charged completely on the last day of the work package.
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Chapter 8: Managing Risk
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Q1) includes determining which risks may adversely affect the project objective and what the impact of each risk might be if it occurs.
A)Risk modification
B)Risk avoidance
C)Risk identification
D)Risk acceptance
Q2) If the risks seem too great, the contractor may decide to not bid on a proposed project.
A)True
B)False
Q3) are a good forum for regularly reviewing, updating, and addressing risks.
A)Social gatherings of the team
B)Project meetings
C)Problem solving meetings
D)Project planning meetings
Q4) Risks are prioritized based on
A)the likelihood of occurrence and degree of impact.
B)the order they are identified.
C)the gut feeling of the project team.
D)the priorities set in a different project.
Page 10
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Chapter 9: Closing the Project
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Q1) Why should the project organization establish a knowledge base system for the organization?
Q2) Just as important as having the internal post-project meetings within the project organization is having a post-project evaluation meeting with the customer or sponsor.
A)True
B)False
Q3) The project team should wait until the end of the project to capture and document lessons learned.
A)True
B)False
Q4) Participants of should include the project manager, key project team members, and key representatives of the customer's organization who were involved with the project.
A)a post-project evaluation meeting with the customer or sponsor
B)a project progress meeting with project stakeholders
C)an analysis session with the project team
D)a pre-RFP meeting with the customer
Q5) What type of knowledge base system should be established by the project organization?
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Chapter 10: The Project Manager
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Q1) Good interpersonal skills enable a project manager to empathize with individuals when special circumstances arise.
A)True
B)False
Q2) is one of the ways to develop the skills necessary to be an effective project manager.
A)Learn from others
B)Talk to groups
C)Limit exposure to other project teams
D)Receive a single journal subscription
Q3) A high level of communication is especially important early in the project to build a competitive working relationship with the project team and to establish low expectations with the customer.
A)True
B)False
Q4) Conduct a self-evaluation, and learn from your mistakes to be an effective project manager.
A)True
B)False
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Chapter 11: The Project Team
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Q1) Withholding or falsifying information is acceptable.
A)True
B)False
Q2) A potential conflict on projects is Schedule where conflict can result from differences of opinion about the sequence in which the work should be done or about how long the work should take.
A)True
B)False
Q3) Customers and suppliers want to do business with people they can
A)keep at a distance.
B)manipulate.
C)trust.
D)cheat.
Q4) Project team members should stereotype or make assumptions about a team member's behavior or performance based on their diversity.
A)True
B)False
Q5) List some dimensions of diversity:
Q6) List examples of situations that provide an opportunity for unethical behavior:
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Chapter 12: Project Communication and Documentation
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Q1) Lengthy dissertations or voluminous extraneous attachments may be perception of being flooded with emails or electronic messages and be more of a hindrance than a help.
A)True
B)False
Q2) Listening is more than just letting the other person talk.It must be
A)a passive, not an active, process.
B)an impatient, not a patient, process.
C)an reactive, not a proactive, process.
D)an active, not a passive, process.
Q3) The project manager should prepare notes or a final outline to use or refer to during the presentation.
A)True
B)False
Q4) Body language can be used not only by the person talking, but also by the listener, as a way of providing feedback to the person talking.
A)True
B)False
Q5) List some common barriers to effective listening:
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Chapter 13: Project Management Organizational Structures
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Q1) work groups consist of individuals who perform the same function, such as engineering or manufacturing.
A)An autonomous project organizational structure
B)A functional organizational structure
C)A matrix organizational structure
D)A project management office
Q2) allows efficient utilization of resources by having individuals from various functions assigned to work on specific projects.
A)an autonomous project organizational structure
B)a functional organizational structure
C)a matrix organizational structure
D)a project management office
Q3) A disadvantage of a functional organizational structure is that there is a lack of customer focus.
A)True
B)False
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