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Management of supplier organization and related activities

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1. Identify three to four types of organizational structures. Briefly describe each, and discuss some of the advantages and disadvantages of each, which type is the preferred structure from a system engineering perspective?

2. Describe some of the challenges associated with the management of supplier organization and related activities.

3. What is meant by theory X and theory Y, which is preferred from a system engineering perspective?

4. Why is system engineering evaluation and feedback important? Describe some of the benefits that could be gained from this process.

5. You are planning to hire a new system engineering department manager. What leadership characteristics would you identify as being critical, and why (identify in order of importance).

6. The calculations in PERT allow you to determine the probability that a project will be completed. Suppose you calculate that the probability a project will be completed by a target deadline is only 0.25. What steps might you take if you were the project manager? Would your decisions be different if the probability was calculated as 0.75? Would you be willing to take a 25% risk of failing to complete the project on time?

7. Crashing in the Critical Path Method assumes that the cost of crashing an activity is linearly proportional to the amount of time the activity is crashed; that is, the rate of cost increase is constant. Is this a reasonable assumption? Why or why not? How might the concepts of economies and diseconomies of scale help to address this issue?

Reference no: EM132873504

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