Description

‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬

Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University

College of Administrative and Financial Sciences

Assignment 2
Project Management (MGT 323)
Due Date: 22/03/2025 @ 23:59
Course Name: Project Management

Student’s Name:

Course Code: MGT323

Student’s ID Number:

Semester: Second Semester

CRN:
Academic Year:2024-25

For Instructor’s Use only
Instructor’s Name:
Students’ Grade: /10

Level of Marks: High/Middle/Low

General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•

The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted. Peer-Reviewed Journals are required as
references.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.

• Do not make any changes in the cover page.

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Assignment Workload:
• This Assignment comprise of a Case Study and discussion questions.
• Assignment is to be submitted by each student individually.
Assignment Purposes/Learning Outcomes:
After completion of Assignment-2 students will be able to understand the
1. Recognize the steps of planning process in the project management. (L.O-1.2)
2. Estimate the project budget and cost control. (L.O-2.2)
3. Analyze to work effectively and efficiently as a team member for project related
cases. (L.O-3.1)
Assignment-2
Assignment Case Study:

(Marks-6)

Please read the Case-5.2 “Post-Graduation Adventure.” from Chapter 5 “Estimating
Project Times and Costs” given in your textbook – Project Management: The Managerial
Process 8th edition by Larson and Gray page no: 164 also refer to specific concepts you
have learned from the chapter to support your answers. Answer the questions asked in case
study as deliverables where you should consider the milestones and technical requirements.

1. Assume you are either Mike or Josh; how would you go about making a decision
using project management methodology? Explain in 250 words (2 Marks).

2. Looking first at only cost, what decision would you make? Explain in 250 words
(2 Marks).

3. After cost, what other factors should be considered before making a decision?
Explain in 250 words (2 Marks)

Discussion Questions

(4 Marks)

4. Discuss top-down and bottom-up estimating and different approaches used. (250
words) (2 Marks)
5. Discuss different project management structures. (250 words) (2 Marks)

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Answers:

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Commission a break-even study for the laser printer.
Very little in the way of concrete savings was identified, although there
was consensus that time could be compressed to the market launch date, but
at additional costs.
Lauren met with the marketing (Connor), production (Kim), and design
(Gage) managers, who yielded some ideas for cutting costs, but nothing
significant enough to have a large impact. Gage remarked, “I wouldn’t want
to be the one to deliver the message to top management that their cost
estimate is $1,250,000 off! Good luck, Lauren.”
1. At this point, what would you do if you were the project manager?
2. Was top management acting correctly in developing an estimate?
3. What estimating techniques should be used for a mission-critical project
such as this?
Case 5.2

Post-Graduation Adventure
Josh and Mike met as roommates during freshman year at Macalester
College in St. Paul, Minnesota. Despite a rocky start they became best
friends. They are planning a two-week adventure together to celebrate their
graduation in June. Josh has never been to Europe and wants to visit France
or Spain. Mike spent a semester abroad in Aarhus, Denmark, and traveled
extensively in northern Europe. Even though Mike has never been to France
or Spain, he wants to go to someplace more exotic, like South Africa or
Vietnam. For the past week they have been arguing over where they should
go. Josh argues that it will cost too much to fly to South Africa or Vietnam,
while Mike counters that it will be much cheaper to travel in Vietnam or
South Africa once they are there. They agree that they can spend no more
than $3,500 each on the trip and could be gone for only two weeks.

One evening when they were arguing with each other over beers with
friends, Sara said, “Why don’t you use what you learned in your project
management class to decide what to do?” Josh and Mike looked at each
other and agreed that made perfect sense.
1. Assume you are either Mike or Josh; how would you go about making a
decision using project management methodology?
2. Looking first at only cost, what decision would you make?
3. After cost, what other factors should be considered before making a
decision?
page 164

Appendix 5.1

LEARNING OBJECTIVES
After reading this chapter you should be able to:
A5-1

Use learning curves to improve task estimates.

LO A5-1
Use learning curves to improve task estimates.

Learning Curves for Estimating
A forecast estimate of the time required to perform a work package or task
is a basic necessity for scheduling the project. In some cases the manager
simply uses judgment and past experience to estimate work package time or
uses historical records of similar tasks.

‫المملكة العربية السعودية‬
‫وزارة التعليم‬
‫الجامعة السعودية اإللكترونية‬

Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University

College of Administrative and Financial Sciences

Assignment 2
Project Management (MGT 323)
Due Date: 02/11/2024 @ 23:59
Course Name: Project Management

Student’s Name: SEU ELITE

Course Code: MGT323

Student’s ID Number:

Semester: First Semester

CRN:
Academic Year:2024-25

For Instructor’s Use only
Instructor’s Name:
Students’ Grade: /10

Level of Marks: High/Middle/Low

General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•

The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted. Peer-Reviewed Journals are required as
references.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.

• Do not make any changes in the cover page.

Restricted – ‫مقيد‬

Assignment Workload:
• This Assignment comprise of a Case Study and discussion questions.
• Assignment is to be submitted by each student individually.

Assignment Purposes/Learning Outcomes:
After completion of Assignment-2 students will be able to understand the

1. Recognize the steps of planning process in the project management.
(L.O-1.2)
2. Estimate the project budget and cost control. (L.O-2.2)
3. Analyze to work effectively and efficiently as a team member for
project related cases. (L.O-3.1)

Assignment-2
Assignment Case Study:

(Marks-6)

Please read the Case-5.2 “Post-Graduation Adventure.” from Chapter 5
“Estimating Project Times and Costs” given in your textbook – Project
Management: The Managerial Process 8th edition by Larson and Gray page
no: 164 also refer to specific concepts you have learned from the chapter to
support your answers. Answer the questions asked in case study as
deliverables where you should consider the milestones and technical
requirements.
1. Assume you are either Mike or Josh; how would you go about making
a decision using project management methodology? Explain in 250
words (2 Marks).
2. Looking first at only cost, what decision would you make? Explain in
250 words (2 Marks).

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3. After cost, what other factors should be considered before making a
decision? Explain in 250 words (2 Marks)

Discussion Questions

(4 Marks)

4. Discuss top-down and bottom-up estimating and different approaches
used. (250 words) (2 Marks)
5. Discuss different project management structures. (250 words) (2
Marks)

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Answers:

1. To make a decision using project management methodology, one must first assess the
project requirements and objectives clearly (Gray,2021). Traditional project
management focuses on setting defined project scopes, timeframes, and budgets at the
outset, making it ideal for projects with well-understood and stable requirements.
However, as seen in modern practices, relying solely on this method can hinder
responsiveness to change. Instead, employing a hybrid project management
methodology offers a more flexible approach to decision-making (Reiff & Schlegel,
2022). In the case study, the situation reflects a need to balance structure and
adaptability. Initially, the project can be planned using traditional methods to set clear
goals, deadlines, and costs, ensuring that all stakeholders are aligned on fundamental
objectives. This initial phase allows the project manager to define a clear roadmap and
manage risks before development begins. Once the project moves into the
implementation phase, agile methodologies like Scrum can be introduced to handle
development tasks (Thesing et al., 2021). This approach provides room for iterations
and regular feedback, ensuring that the project can respond effectively to unforeseen
changes or challenges.
Agile practices would allow Josh or Mike to make incremental adjustments,
ensuring each phase of the project is tested, evaluated, and refined in real-time,
ultimately improving the quality of the final deliverable (Gray, 2021(Thesing et al.,
2021). By using a hybrid approach such as the Water-Scrum-Fall methodology, a
structured yet flexible decision-making process emerges (Thesing et al., 2021). The
traditional upfront planning guarantees alignment and control, while agile

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implementation ensures adaptability. As demonstrated in the content, agile methods
shorten delivery time and improve customer engagement, critical to project success. In
the final stages, returning to a traditional model would formalize project completion,
ensuring that all quality standards are met and that any remaining issues are resolved
through rigorous testing. This combination maximizes project efficiency while
minimizing risks, delivering both timely and high-quality outcomes.

2. When evaluating the decision from a cost perspective, it is essential to prioritize
approaches that offer efficiency and minimize expenses while maintaining project
outcomes. Traditional project management methods, such as Waterfall, focus on
meticulous planning and scope definition upfront, which can control costs by avoiding
unplanned deviations during the execution phase. This ensures that resources are
allocated predictably, minimizing potential overruns in time and expenses. However,
the rigidity of this model might lead to increased costs if unexpected changes arise, as
it lacks the flexibility to adapt swiftly without incurring additional expenses.
In contrast, agile methodologies like Scrum operate with shorter development
cycles, allowing for continuous feedback and iterative improvements (Thesing et al.,
2021). While agile methods are more adaptable, they might lead to unpredictable costs
due to the ongoing reprioritization and adjustments during project execution. This
iterative process can potentially increase costs, especially in large-scale projects where
continuous changes require constant budget reallocation.
Hybrid approaches, such as Water-Scrum-Fall or the V-model, offer a balance by
combining structured planning with agile flexibility (Reiff & Schlegel, 2022;. This

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ensures cost control in the initial and final phases of the project while allowing for
adaptability in the development and testing stages. Hybrid models can effectively
manage costs by maintaining the benefits of traditional cost control while incorporating
agile’s ability to handle uncertainties without drastically increasing expenses. By
leveraging the structured planning of traditional methods and the adaptability of agile
practices, hybrid approaches ensure that projects remain on budget without sacrificing
flexibility (Reiff & Schlegel, 2022). This makes them particularly suitable for projects
that require both careful cost management and the ability to respond to changing
requirements. Therefore, from a cost standpoint, hybrid methodologies offer the most
balanced approach, combining the strengths of both traditional and agile methods to
achieve efficiency while mitigating the risks of cost overruns (Reiff & Schlegel, 2022).

3. When making decisions, factors beyond cost must be carefully considered to ensure a
comprehensive and effective outcome. One of the primary aspects is the complexity of
decision-making itself, which requires competencies in areas such as problem
formulation, risk management, and programming. As suggested by multiple criteria
decision analysis (MCDA) frameworks, decisions should be approached in structured
phases (Cinelli et al., 2020). These include formulating the problem, constructing
decision recommendations, and providing technical support. This structure helps
stakeholders navigate through intricate details without being overwhelmed by the
complexity of the task.
In decision-making frameworks like Waterfall-Agile and the Hybrid V-model,
planning and flexibility are key factors (Thesing et al., 2021). Traditional approaches,

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while effective in structuring the initial and final stages, often integrate agile
methodologies in the development and testing phases. This balance allows for the
flexibility needed to adapt to changing requirements and the iterative process necessary
for improving product quality. The project team’s roles, including the project manager,
developers, and testers, must be considered, as their responsibilities, such as monitoring
quality and managing workflows, contribute significantly to the project’s success.
Handling uncertainty is another vital consideration. MCDA frameworks emphasize the
need for managing uncertainties in performance outcomes through techniques such as
probabilistic models, fuzzy approaches, and evidential reasoning (Cinelli et al., 2020).
This ensures that potential risks are addressed early in the process, minimizing delays
and improving the overall decision quality. Additionally, the weighting of decision
criteria must be factored in. Studies often focus on precise weights like trade-offs and
importance coefficients, but imprecise weights, though less common, are equally
important when the decision environment is more uncertain (Gray, 2021). The type of
weights applied can affect the final decision significantly, making it crucial to select
the most appropriate method for the situation. In conclusion, aside from cost, factors
such as complexity, flexibility in execution, managing uncertainties, and the
appropriate weighting of decision criteria are critical to making well-rounded decisions
that align with both project goals and stakeholder expectations.

4. The principles of top-down and bottom-up estimating play a crucial role in project
management, each offering unique methodologies suited to different contexts. Topdown estimating begins with an overarching perspective, leveraging historical data and

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expert judgment to generate broad estimates without diving into the intricacies of each
project component (Caspari et al., 2020). This method enables swift assessments,
making it particularly valuable in early planning phases when time constraints are
present. However, its reliance on aggregate data may lead to less precision, especially
in complex projects.
In contrast, bottom-up estimating focuses on the meticulous evaluation of individual
tasks and components. By estimating the cost and time for each task and aggregating
these values, this approach provides a more detailed and accurate overall project
estimate. While bottom-up estimating demands more time and resources, it enhances
planning accuracy and resource allocation, particularly in dynamic environments where
detailed insights into process behaviors are crucial (Caspari et al., 2020).
The application of these methodologies in flexible operations within chemical
processes further exemplifies their significance. For instance, top-down strategies like
real-time optimization (RTO) embed intricate process details into scheduling, allowing
for adaptive operations based on real-time fluctuations in demand and energy costs.
Conversely, bottom-up approaches, such as economic nonlinear model predictive
control (eNMPC), emphasize the integration of economic factors directly into control
mechanisms, facilitating responsiveness to market variations while ensuring process
stability (Cinelli et al., 2020). Ultimately, the choice between top-down and bottom-up
estimating depends on specific project requirements, the level of detail available, and
the desired accuracy of the estimations (Caspari et al., 2020. By understanding the
strengths and weaknesses of each approach, project managers can select the most
appropriate strategy to enhance their project’s success and optimize economic
performance in operational contexts.

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5. Project management structures play a critical role in determining how teams organize,
execute, and control projects. A well-defined structure not only streamlines processes
but also fosters effective collaboration among team members. Each structure presents
distinct advantages and disadvantages which impact team dynamics and the overall
project success.
The functional structure organizes projects around specific departments, with each
team responsible for distinct tasks (Joseph & Gaba, 2020). This arrangement promotes
deep specialization, allowing individuals to cultivate their expertise. For example, the
marketing department may focus exclusively on market research, while the finance
team manages budgeting and resource allocation. On the other hand, the project-based
structure assembles dedicated teams tasked with managing projects from inception to
completion (Gary,2021). This structure improves communication and fosters
collaboration thus helping team members to work closely together, sharing insights,
and addressing challenges in real-time (Joseph & Gaba, 2020). In addition to these
structures, the matrix structure combines elements of both functional and project-based
approaches. In this model, employees report to both functional managers and project
managers to facilitate communication and resource sharing. While this dual reporting
enhances flexibility, it can also create confusion regarding authority and responsibility.
Furthermore, the agile project management structure emphasizes adaptability and
iterative progress through small, cross-functional teams (Grass et al., 2020). This
methodology excels in dynamic environments where requirements frequently change

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thus allowing teams to respond promptly to evolving demands. Nevertheless, scaling
this agile structure for larger, more complex projects can present challenges.
Maintaining coherence and alignment across multiple agile teams may become
increasingly difficult, which can adversely affect overall project effectiveness (Gray,
2021). A comprehensive understanding of the strengths and weaknesses of each model
enables managers to make informed decisions that enhance efficiency and
effectiveness. By carefully evaluating the unique demands of each project and the
dynamics of the involved teams, managers can select the most suitable structure. Such
strategic selection maximizes collaboration, improves communication, and ensures
successful project delivery. As organizations continue to navigate increasingly
complex projects, recognizing the significance of strategic project management
structures remains essential.

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References
Caspari, A., Tsay, C., Mhamdi, A., Baldea, M., & Mitsos, A. (2020). The integration of
scheduling and control: Top-down vs. bottom-up. Journal of Process Control, 91,
50-62.
T Cinelli, M., Kadziński, M., Gonzalez, M., & Słowiński, R. (2020). How to support the
application of multiple criteria decision analysis? Let us start with a
comprehensive taxonomy. Omega, 96, 102261. .
Grass, A., Backmann, J., & Hoegl, M. (2020). From empowerment dynamics to team
adaptability: Exploring and conceptualizing the continuous agile team innovation
process. Journal of Product Innovation Management, 37(4), 324-351.
Gray, C. F. (2021). Project management: The managerial process.
Joseph, J., & Gaba, V. (2020). Organizational structure, information processing, and
decision-making: A retrospective and road map for research. Academy of Management
Annals, 14(1), 267-302.
Reiff, J., & Schlegel, D. (2022). Hybrid project management–a systematic literature
review. International journal of information systems and project management,
10(2), 45-63.
Thesing, T., Feldmann, C., & Burchardt, M. (2021). Agile versus waterfall project
management: decision model for selecting the appropriate approach to a project.
Procedia Computer Science, 181, 746-756.

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