1. Describe how analogous and parametric estimating are similar and how they differ. Create anexample of how you might use both in managing projects at your organization.
2. How does your project’s scope, as defined by a WBS, relate to an earned value managementsystem (EVMS)? Also, what techniques can you use to forecast the final outcomes for an EVMSonce you determine project progress at month 3 of a 12 month project?
3. How could your firm effectively perform cost analysis for an upcoming supplier who couldsupport your project? Also, why should you be concerned about the learning curve for thissupplier?
4. Why do you believe there are mixed results for early supplier involvement in new productdevelopment?
5. Describe how a change management board can be useful in helping control project costs.Also, identify and discuss a control technique that helps you focus on future undesirable changesto your project.
6. Why does a EVMS rely on budgeted costs to measure performance and spending? Create abasic example that shows how the three basic pieces of an EVMS work together, making sure toinclude variances.
7. How can expert judgment and the use of the Delphi technique help improve your overallproject estimates?
8. Identify and discuss four challenges your firm might encounter when considering procuringgoods and services from foreign suppliers.
9. How would you define an EVMS to someone who has never heard of it? Also, what has beendone to try and increase use of an EVMS in the private sector?
10. How do project specifications relate to the type of contract that you could use for yourproject? What are the major contracts you can use for your project and how do they differ?
