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You will use the Questionnaires tool to wrap up your primary research. • You will design one questionnaire aimed at your target market (.e. the segment of the population that will be your main customers). There will be a minimum of 8 questions, using a minimum of 3 types of scales for questions using the Rating and Ranking tools we discussed in class. A minimum of 30 fully completed questionnaires (ie, responses collected). You will use the electronic email (any free online tool like google forms, survey monkey etc.) for this. Please ensure your questionnaire is objectively designed and free of any Bias. .
 
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During her holidays in Dubai Mrs. Nasira checks in to a private medical clinic for her appointment. She is Urdu speaking. Mrs. Nasira has brought her children with her to the clinic. While in the waiting room before her turn, the children are noisy and begin running through the waiting area. Maryam is trying to work at the front desk and is getting frustrated. She begins speaking in Arabic to another employee, loudly enough so that some people in the waiting room can hear what she is saying. She is overheard saying, “These people (referring to Mrs. Nasira) don’t know how to control their kids.” Maryam tells the participant, “If you don’t get control of your children, you’ll have to reschedule your appointment for another day and get your checks then.” Mrs. Nasira leaves the clinic without getting her checks. Mrs. Nasira later contact the clinic’s management and states that she was discriminated against and was denied medical services. Mrs. Nasira says that Maryam thought she couldn’t understand Arabic, but in fact she heard what Maryam was saying about her family.
Questions to Answer:1. What are some assumptions that people make about private clinics patients? Can you think of other examples where these assumptions could lead to conflict?Answer:
2. Write a new statement for Maryam to use when talking with Mrs. Nasira about her children’s behavior. (Hint – try using the Win/Win Approach)Maryam says What might work better?
Maryam tells the participant, “If you don’t get control of your children, you’ll have to reschedule your appointment for another day and get your checks then.”
 
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Please read this post and share your suggestions/comments.
Great Grasslands Grains (GGG), the manufacturer of Go Bananas! cereal, has discovered that their customers are enthusiastic about the cereal when the 16-ounce box contains between 1.6 ounces and 2.4 ounces of banana flavored marshmallows. Because the company wants to stay within that limit, it randomly samples 25 boxes each week to ensure this metric is met. The production line shuts down for inspection if too many boxes fail the inspection. GGG states that only 8% of boxes fail to meet the standard, but they decide to shut down the plant if more than 5 of 25 boxes fail. This was calculated using the Binomial Probability of Distribution method because it met all four properties of a binomial experiment: The experiment consisted of a sequence of n identical trials There were only two outcomes (meets standards and does not meet standards) The probability of success remains constant between trials The trials are independent All calculations were done in Excel and are attached. The probability that a weekly sample will result in a shutdown if the process is working properly is 4.514%. Their current policy is to shut the production lines down when 5 of 25 boxes, or 20% of boxes fail. The company’s policy will result in few shutdowns, especially since the current rate of weight failures is 8%. The company wants to shut down production no more than 1% of the time when processes are working properly. In this case, at least 7 boxes must fail QA checks before shutdown will occur. The VP of production would like to redesign the production process to reduce the percentage of boxes that fail to meet standards. It should be redesigned so that only between 5 and 6% of boxes fail to meet standard, rather than the usual 8% that exists today. There are a lot of industries that use production quality assurance tests, and the one closest to my profession would be drug manufacturers. They have strict QA specifications that they need to follow. While I don’t use these types of tests in my current work, I can see the benefit of it in many industries.
 
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Read the following Case Study and answer the questions that follow
I was brought in as the project manager of an advanced vehicle development project during the detailed
design phase. The previous project manager had to resign from our company due to health reasons. My
customer was the U.S. Department of Transportation. I had a team of six automotive design engineers
working on my team. When I came into the project, the first thing I did was to learn the advanced vehicle
specifications and the deliverables’ timeline. Then I learned the responsibilities and capabilities of every team
member. I went to Washington, DC from California to meet with my customer’s project manager and to
generate a close rapport with him.
According to the original schedule, we were about two weeks late and the project was running over budget
by 6% when I took over. One thing that bothered me was that my customer’s project manager was
accustomed to phoning my team’s design engineers and ordering minor variations to the specifications
without my knowledge. Nothing was documented and we were drifting away from the original project technical
specifications. Apparently, the previous project manager closed his eyes to these minor specification
variations and my customer’s project manager got used to forcing these minor specification changes on my
design engineers.
The first thing I did was to have an emergency team meeting. I went over all pending redlines that were not
released through document control. The original specifications were still at revision A. I asked my team
members not to accept any changes to the specifications without my knowledge. If a specification change
was requested by the customer over the telephone, it did not matter how minor the change request was, it
had to go through me. We all agreed to the new strict specification change rules. I revised the specifications
to revision B and sent it to my customer’s project manager for his approval.
Then I asked my customer’s project manager to travel to our plant so that we could finalize the revised
technical specifications. I sat with him for three days face-to-face to go over each redline and got his final
approval for revision B to the contract’s technical specifications. I told him that we were falling behind in the
project due to the minor changes that were piling up. I asked him politely to go through all the changes with
me whether they were minor or not. I told him he could talk to the individual design engineers as many times
as he wished, but if there was a change looming on the horizon, he had to go through me. I emphasized that if the change was urgent, I could redline the technical specifications, sign it, and release it to the responsible
design engineer that same day. Then I could have the technical specifications go through an official revision
after piling up a couple of minor changes. If a change were going to affect the project schedule and cost, then
I would provide him with my new schedule and cost estimates. I then could get the change approved and
implemented only after his written concurrence with me regarding the new project schedule and project cost.
He agreed with me on all my scope change procedures.
I kept the project technical specifications current. I made sure that changes went through our document
control with top priority. I always kept my design engineers on top of the technical specifications. I reviewed
all the changes during our weekly team meetings. When the project design phase was completed after nine
months, the technical specifications were at revision K.
Similar technical specification control rules apply between your subcontractors and your company. Your
customer should not be able to go to your subcontractor directly and ask for a scope change.
Technical specifications make up one of the critical legs of a project structure. The other three critical legs of
the project structure are the schedule, the cost, and the team. If one of those legs is out of sync, the project
will start to wobble, lose control, and sink. As project managers, we will definitely fail. Keeping the scope
changes of a project under tight control without causing your customer to become frustrated and angry is a
must.
LESSONS LEARNED FROM THIS PROJECT EVENT
• Taking on a project in the middle of execution is very courageous and risky.
• You must absorb and evaluate all aspects of your new project very fast.
• You must initiate changes to project activities that you see as inappropriate.
• It is always quite challenging to be able to change old established habits in a project environment.
Source: Atesmen, K. (2015). Project Management Case Studies and Lessons Learnt. Boca Raton:Taylor & Francis Group.

1.3.As a project expert, what additional recommendations would you make to the new manager to avoid
minor variations to the project specifications. (10 Marks

QUESTION 2
A project manager is somebody who has a variety of skills and their interest is not only the project deliverables
but also the people and resources under their control. Identify and briefly discuss the skills exhibited by the
new project manager. (

 
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