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Chapter 6 - Instructor’s Resource Guide to
Project Management: A Managerial Approach, Eighth Edition
Page 1 of 23
Chapter Overview
Overview – This chapter introduces the process of project planning, which involves
identifying the specific goals of the project and breaking them down into achievable
tasks. The concepts of Work Breakdown Structure (WBS) and Linear Responsibility
Chart (LRC) are also introduced.
1) Initial Project Coordination and the Project Charter – The project launch meeting is
an excellent way to begin the planning process. At this meeting the team is gathered
for the first time to allow them to develop a general idea about the requirements of the
project. The intent is not to present fully developed plans and schedules but rather to
present the project in general, so that the team members can develop detailed plans
and schedules for themselves and present them at subsequent meetings. After the
planning process is complete it is useful to have a postplanning review chaired by an
experienced project manager not involved with this project previously.
a). Outside Clients – When the project involves an outside client, the planning
process must include the complete definition of the deliverables that will be
provided. This can be accomplished efficiently by involving the design and
marketing teams early in the planning process. The intent is to prevent later
surprises. E.g: The previously ignored manufacturing group announces that they
can’t build the design that has taken 10 months so far to be developed.
b). Project Charter Elements – Project plans and their development vary from
organization to organization, but they should all have the following elements:
i) Purpose – A short summary of objectives and project scope.
ii) Objectives – A more detailed statement of the general goals of the project.
This statement should include profit and competitive aims from the Business
Case as well as technical goals based on the Statement of Work (SOW).
iii) Overview – A description of both the managerial and the technical approaches
to the work.
iv) Schedules – This section outlines the various schedules and lists all milestone
events and/or phase-gates.
v) Resources – This element contains the budgets by task as well as the cost
control and monitoring plans.
vi) Personnel – This element contains a time phased plan for the people (or at
least the skills) required for the project.
vii)Risk Management Plans – This covers potential problems as well as potential
lucky breaks that could affect the project.
viii) Evaluation Methods – This section describes the methods used to monitor,
evaluate, and collect the history of the project.

Page 2 of 23
c). Project Planning in Action – Plans can be constructed by listing the sequence of
activities necessary to complete the project. The nine segments of the project are:
i) Concept evaluation
ii) Requirements identification
iii) Design
iv) Implementation
v) Test
vi) Integration
vii)Validation
viii) Customer test and evaluation
ix) Operations and maintenance
2) Starting the Project Plan
a) The WBS – The work breakdown structure (WBS) is a tool used to capture the
decomposition of activities and the assignment of personnel. The WBS is not one
thing. It can take a wide variety of forms that, in turn, serve a wide variety of
purposes. The text suggests the following steps for WBS development:
i) Break the tasks down into sufficient detail so that they can be individually
planned, budgeted, scheduled, monitored, and controlled. The tasks at the
bottom of the structure are typically called work packages.
ii) Identify the relevant supporting information needed for each work package
and the people who will work them.
iii) The work packages must be reviewed with the people involved to ensure their
accuracy and adequacy in describing the tasks to be accomplished.
iv) The WBS can be used to capture the direct costs estimated or budgeted for
each task.
v) The summary of the schedule information associated with each work package
can be summarized into a project master schedule.
Both the planned schedule and budget for each work package can be used as the
baseline to measure performance as the project is executed.
3) Human Resources: The RACI Matrix and Agile Projects
Identifying and securing the right employees for project work is one of the most
important PM tasks. One way to identify the HR needs is to create an Organizational
Breakdown Structure (OBS). It shows the organizational units that are responsible for
the various work elements of the project. By creating RACI matrixes and utilizing
agile project methods, better management of human resources can be attained.

Page 3 of 23
a) The Responsibility (RACI) Matrix – An approach to identify the human resources
needed for the project is to use the RACI (Responsible, Accountable, Consult, Inform)
matrix. The matrix shows critical interfaces between units that may require special
managerial coordination. With it, the PM can keep track of who must approve what,
who must be notified, and other such relationships. The RACI matrix displays the
WBS items in the left-most column of a table. The individuals, groups, or units
involved in the project are displayed in the top row. The project manager then uses
the matrix to identify who is Responsible, who is Accountable, who should be
Consulted, and who should be Informed.
b) Agile Project Planning and Management – Traditional methods are insufficient, if
an organization finds it difficult to define the project adequately in the shortest
possible time. In situations like these agile project management (APM) may be
effective. APM requires close and continual contact between the project team and the
clients. Project requirements are a result of client/developer interaction, and the
requirements change as the interaction leads to a better understanding on both sides of
the project requirements, priorities, and limitations.
4) Interface Coordination Through Integration Management – Interface coordination is
the task of coordinating work across multiple groups. Multidisciplinary teams (MTs)
are often used to facilitate the coordination of technical issues. Techniques are
available to assist this process by mapping the interdependencies between team
members.
a) Managing Projects by Phases and Phase-Gates – One way to facilitate
interdisciplinary cooperation is to break the project into phases and require the team
to have specific deliverables at each phase. Then an oversight process can evaluate
the deliverables and decide whether the project is ready to pass onto the next phase.
This technique is applied in addition to the normal cost and schedule control
techniques associated with projects.
5) Project Risk Management – This is the PMBOK knowledge area number 8. It defines
risk management as the systematic process for identifying, analyzing, and responding
to project risk. Seven processes exist:
a). Risk Management Planning
b). Risk Identification
c). Qualitative Risk Analysis
d). Quantitative Risk Analysis
i) Failure Mode and Effect Analysis
ii) Decision Tree Analysis
iii) Monte Carlo Simulation
iv) Dealing with Project Disasters
e). Risk Response Planning

Page 4 of 23
f). Risk Monitoring and Control
g). The Risk Management Register
Teaching Tips
Like many subjects in project management, this topic will benefit from a good example.
One way to provide it is to do an in-class planning exercise. To prepare this exercise the
instructor needs to select a project. Everyone in the class should be familiar with this
project. If a specialized technical topic is chosen (e.g. refueling a nuclear power plant),
then all the class members may not be able to fully participate due to their lack of
knowledge in the subject. I have had success with picking smaller, more accessible topics
that are familiar to a wide range of students. Specifically, I have used “Planning a
company picnic” for the exercise. While it may not sound very interesting on the surface,
the picnic has some surprising complications that the students will discover during the
planning process.
To begin the exercise the instructor give the class some background information about
their pretend company and a very brief description of the project. The description is
deliberately brief to simulate the typically meager direction that management supplies in
these circumstances. The students work in pairs to brainstorm the outline of the project
plan trying to answer key questions like:
What is the purpose of the project?
Who are its customers?
What constraints are imposed by the company?
The process of answering these questions forces students to ask a lot of questions which
the instructor, as the “sponsor” should answer. This gives the instructor a lot of
opportunities to emphasize the idea that the early project formation process is one
dominated by questions intended to reveal the sponsor’s and customer’s true
requirements.
As the authors of the text correctly point out, there are many formats available for project
plan deliverables. If the instructor does not have a preferred format to use for this
exercise, Martin and Tate describe a method, one that I have found useful, called the
Project Management Memory Jogger™. This tiny book can be an excellent supplement
to the text by presenting a number of specific formats for planning deliverables.
Material Review Questions
Question 1:
APM is distinguished by close and continuing contact between clients (users) and staff
working on the project, and an iterative and adaptive planning process. This approach is
best suited for situations in which the scope of the project cannot be sufficiently
determined in advance. The scope is progressively determined as the project progresses.
Question 2:
Refer to Section 6.1 in the text. The eight key elements of any project charter are:

Page 5 of 23
1) Purpose: The purpose contains a brief summary of the project’s scope and its
objectives.
2) Objectives: The objectives should reflect how the project would satisfy
requirements in the dimensions of performance, time, cost, and customer
satisfaction. Objectives should also be set with respect to business impact and
future growth potential.
3) Overview: This section will describe the managerial and technical approaches
used to complete the project.
4) Schedules: The master schedule will be derived from the individual schedules for
resources. Milestones will be used to indicate significant events in the project’s
lifecycle.
5) Resources: The project’s budget will document both capital expenses and
operating expenses by task. The procedures for cost monitoring and control will
also be described.
6) Personnel: This section covers the types and quantities of human resources
needed to complete the project. It should document unique requirements related to
issues such as security clearances, skill sets, EOE, and local content issues related
to hiring and ownership practices.
7) Risk Management Plans: This section describes how uncertainty will be managed
in the project. Its intent is to identify opportunities and threats. Contingency plans
are developed to respond to important risk events should they arise during the
project’s lifecycle
8) Evaluation Methods: This section describes the monitoring and control
procedures used to run the project and to assess its success.
Question 3:
Refer to Sections 6.3 and 6.2 in the text. The general steps for managing each work
package in a specific project are:
1) Decompose the work packages into the smallest work elements necessary to plan,
budget, schedule, and control the work. When sequencing project activities,
logical relationships and direct costs are often driven by the activities inside the
work package.
2) Create a work statement that includes inputs, specification references, contractual
stipulations, and expected performance results. It may prove useful to construct
the Linear Responsibility Chart (LRC) to document which resource is responsible
for each activity in the work package.
3) List contact information for vendors and subcontractors.
4) For work that is new, difficult, or important, establish detailed end-item
specifications.
5) Establish cost centers to assign budget responsibilities and to track performance
against plans. Assign the appropriate types and quantities of resources to each
work center.
6) Establish the activity durations and logical relationships. Develop a preliminary
project schedule.
7) Review the WBS, activity lists, budget, and schedules with the resources that will
perform the work.

Page 6 of 23
Question 4:
The “even planning process” is a hierarchical approach to decompose deliverables during
the processes of scope definition and activity definition. (See PMBOK® Guide Third
Edition sections 5.3 and 6.1.). The goal is that each level of the hierarchy has elements at
about the same level of detail. One purpose is to prevent overplanning the familiar, while
under planning the unfamiliar parts of the project.
Question 5:
The RACI matrix shows the tasks to be performed, the groups doing the work, and who
should be responsible, accountable, informed, and consulted. With the RACI matrix the
PM can keep up with who must approve what, who must be notified, and other such
relationships.
Question 6:
Refer to Section 6.1 in the text. The project’s launch meeting should accomplish the
following goals:
1) The technical scope for the project is established.
2) Participants accept responsibility for specific areas of performance.
3) Tentative, high-level schedules, and budgets are established.
4) A risk management group is created for the project.
Question 7:
Refer to Section 6.1 in the project. Involving functional areas in proposal development
may help an organization to avoid promising deliverables and/or performance that cannot
be delivered to the customer. This involvement is important in winning support for the
project from the people who are likely to loan the resources. In many cases, those
resources would like to provide input about what will be done, how it will be done, how
it will be priced, and when it will be accomplished.
Question 8:
Refer to Section 6.4 in the text. To design and use the WBS, the basic steps are:
1) Decompose the action plan in sufficient detail so that each activity can be
individually planned, budgeted, scheduled, monitored, and controlled.
2) For each WBS work package, create a LRC.
3) Review the work packages with the responsible resources prior to aggregating the
activities for the project.
4) Convert the WBS into a Cost Breakdown Structure (CBS) that includes budget
data for direct costs, indirect costs, contingency reserves, and profit.
5) Create the master schedule.
6) Capture actual costs and schedule performance and track against the baselines for
budget and schedule.

Page 7 of 23
Question 9:
Refer to Section 6.5 in the text. Interface management seeks to facilitate the process of
coordinating dynamic relationships between the various elements to assist the project in
meeting objectives for performance, time, and cost.
Question 10:
Refer to the Introduction in the text. The Project Plan is the complete set of documents
and data used to describe the project objectives, method, schedule and budget. The
Project Charter is the subset of the overall plan that concentrates on the schedule and
required resources. The Work Breakdown Structure (WBS) is the subset of the plan that
displays a decomposition of the work to be executed by the project.
Question 11:
Milestones are natural sub-project ending points where payments may occur, evaluations
may be made, or progress may be reassessed. Phase-gates are preplanned points during
the project where progress is assessed and the project cannot resume until re-
authorization has been approved.
Question 12:
A risk matrix is constructed by placing the impact of threats on one axis and the
probability of those threats occurring on the other axis (see Figure 6-12). Threats in the
upper-right quadrant are more “critical” than those in the other quadrants.
Question 13:
A decision tree is useful to a project manager when sequential events happen over time.
In these cases, the PM can look at the probabilities that a certain sequence of events will
occur and their potential impact on the project.
Question 14:
FMEA tables can be more valuable than a risk matrix because they consider the inability
to detect the risk in addition to the probability and impact. Because of this they provide
more value.
Question 15:
The cause-effect diagram should be broken down into as many subfactors as possible.
With more subfactors, a better understanding of the factors that affect a particular threat
or opportunity can be achieved.
Question 16:
The risk responses for threats (avoid, transfer, mitigate, and accept) are generally
designed to minimize or eliminate the risk from the threats. Risk responses for
opportunities (exploit, share, enhance, and accept) are generally designed to maximize
the opportunity if it occurs.

Page 8 of 23
Class Discussion Questions
Question 17:
The amount of planning should be proportionate to the degree of newness, importance,
and difficulty associated with realizing the required solution for an unique need.E.g:
Constructing a standard 1,800 square-foot residential home should require less planning
than that required to build the same house from scratch in less than four hours. (The San
Diego Builders Association did this feat as a promotional project. The four-hour
execution of the project required almost nine months to plan.) Instead of using
percentages, the basic concept is that plans should be as brief and simple provided that
they adequately direct the team to what needs to be done each day to support the project.
Question 18:
In the military, there is a saying that, “No plan survives its first encounter with the
enemy.” Therefore, even the best of plans should be adjusted to the reality of the project
as it unfolds. This juggling of activities and resources across groups is a real-time activity
that is usually done without a lot of detailed information or analysis. The coordination is
made more difficult by the inevitable problems in communication that occur in even the
best-run projects.
Question 19:
The areas of risk need to be relevant to the project. Unfortunately, we can think of many
things that are “risky” in our lives, but they aren’t necessarily relevant to a particular
project. The PMBOK®
Guide Third Edition describes typical categories to consider risk
in as:
• Technical
• External
• Organizational
• Project Management
Question 20:
The WBS is probably one of the most useful project planning tools. It identifies the work
required to provide the project’s deliverables. It provides a framework for identifying
direct costs and resource requirements. Rolling up individual budgets through the
structure of the WBS can capture the total budget. The project schedule can be displayed
as a Gantt chart where each line is mapped directly to the WBS. Actual data can be
captured in project management software using the WBS table to enter actual cost and
schedule performance data.
Question 21:
Subdividing activities for a WBS involves a layer by layer breakdown of activities. PMs
should first divide the project into the main-level set of activities and then break each of
those levels down even further. This should continue until each activity is broken down
into its smallest activity. It is important to get as much input as possible from
stakeholders because getting the WBS built as well as possible can result in significant

Page 9 of 23
dividends as the project progresses due to numerous other deliverables that evolve from
it.
Question 22:
Usually, the plan frames the project in a manner that helps the team prepare for the
challenges that lay ahead. It is not so important that the team create the perfect project
plan. However, it is important that the plan raises the level of understanding about what
must be done to achieve a successful implementation that solves real needs. The plan
should also provide a reference point that the team can use to make course adjustments as
work progresses. Ultimately the plan must provide sufficient guidance so that every
member of the team knows what they should be doing each day to contribute to the
success of the project.
Something to think about: Have you ever taken a vacation without first deciding on a
destination?
Question 23:
Refer to Section 6.1 in the text.
Pros: Involving functional areas in proposal development may help an organization to
avoid promising deliverables and/or performance that cannot be delivered to the
customer. This involvement is important in winning support for the project from the
people who are likely to loan the resources. In many cases, those resources would like to
provide input about what will be done, how it will be done, how it will be priced, and
when it will be accomplished.
Cons: It is conceivable that some otherwise qualified managers and technical specialists
will not possess strong relationship management skills and/or a willingness to participate
in interdisciplinary approaches to solving problems. Such people could sabotage
negotiations in subtle ways by objecting to parameters or by using blocking techniques
that create fear, uncertainty or doubt about a project’s success. It is also difficult to
identify credibly the proper economic trade-off between early involvement and delayed
participation of functional specialists.
Question 24:
In general, this would be an unethical thing to do. The PM should demonstrate a little
more maturity by confronting the problem head-on rather than trying to cover it up with
tricks. An important consideration is Fred’s contribution to the project. If he is notified
because, in spite of his difficult attitude, he has something to contribute, then the PM is
not only unethical, he is stupid to bypass him. If he is difficult and does not add value (a
dynamite combination!), then the PM should bypass him and have the courage to look
Fred in the eye and tell him why he was ignored for that particular task. A manager,
whom I respect, once told me when I was faced with a difficult team member, “You have
got to talk to him. Maybe nobody ever told him that he was a jerk.”
Question 25:
The simplest way to plan for an unknown risk is to add a buffer. This can be both for the
schedule and the budget. This buffer should be visible to all concerned; not hidden as
padding in individual activities. Eli Goldratt recommends establishing a project time
buffer that is adjusted as the project unfolds (this is discussed at length in Chapter 9). The

Page 10 of 23
team knows that the buffer has gotten smaller if they are running behind, and larger if
they are ahead. Similarly it is a common practice on large defense projects to establish a
“Management Reserve.” This is a portion of the total project budget that is deliberately
held in reserve against unknown scope variation. Another technique is the designation of
selected experts to handle the problems as they arise. This can be coupled with a well-
defined escalation process, in which the designated people at appropriate levels in the
organization are notified based on the nature and severity of the problem.
Question 26:
Milestones and phase-gates may occur at the same time in some instances because phase-
gates can be considered milestones. In other cases they can occur at different times
because milestones can be used to see if the project is “on track” while phase-gates can
be utilized to determine if the project should continue to the next phase.
Question 27:
Agile project management was developed because of an increasing number of projects, in
which the scope of the project was not sufficiently determined in advance and thus, the
scope is progressively determined as the project progresses. I do believe that this
approach will continue to be increasingly utilized in future projects due to the continuing
number of projects where project scope cannot be accurately determined up-front.
Question 28:
Risk matrices and FEMA tables are extremely useful in analyzing the impacts of threats.
Each one helps in identifying the threats that cause the most concern. In addition, they
can be used to analyze the portfolio of projects in relation to their risk structure.
Question 29:
Decision and probability trees are similar. If we are only interested in probabilities, we
call the tree a probability tree. But if there are some actions we are considering anywhere
along the tree—before the first probability event, say, or between events—and we want
to evaluate which action(s) would be the best, then it is called a decision tree.
Each can be used by PMs to help determine the likelihood of certain events from
occurring. The decision tree is generally more valuable because it has a broader value.
can be used to analyze the portfolio of projects in relation to their risk structure.
Question 30:
A cause-effect chart could be used for two risks concurrently. The end “problem” would
be the result of both occurring concurrently.
Question 31:
Risk responses to threats and opportunities are more important for a particular PM
depending on their level of risk tolerance. For those who are risk-averse, they might be
inclined to think the risk responses for threats are more important and vice versa for those
PMs who are risk-seeking.

Page 11 of 23
Beagle 2 Mars Probe a Planning Failure
Question 32:
The tasks and changes in the tasks facing the project team with a fast approaching launch
window were extremely difficult. The PM should have recommended cancelling the
project and substituting it with something else.
Question 33:
The recommendations are all extremely important, certainly relevant to all projects, and
makes common sense. The problem, however, was more difficult than these
commonsense recommendations imply. If an expensive rocket launch is being readied for
a particular date and the date can’t be changed, would you really want to cancel the
probe? If so, why send up an empty rocket? Something needs to be added to the
recommendations concerning a backup probe, or a de-scoped probe, in case of trouble.
Clearly there wasn’t sufficient time, so something about a long lead time might be added
when the due date cannot be delayed.
Child Support Software a Victim of Scope Creep
Question 34:
Commonly, with the design of software systems, the customer wants changes as the
software is being written, which requires extensive rework and checking for ramifications
of each change throughout the system. This takes a lot of time and extra labor.
Apparently, this happened here as the customer kept requesting scope changes which the
customer considered to be minor but the vendor considered them to be major changes.
Unfortunately, the vendor didn’t inform the customer about the difficulty of making
changes during the project, or provide a process for handling such requested changes.
Question 35:
It appears that the software has been completed but now operates slower than that was
promised, possibly due to the scope changes. The customer and vendor need to talk about
the possibility of making additional changes that would help the customer in the most
efficient way, which may include disabling some of the options and scope changes
requested previously.
Shanghai Unlucky with Passengers
Question 36:
Luck had nothing to do with it. The problem was that the train was accessible only from a
difficult location for the customers in the business center. The system that was
implemented did not meet the original need.
Question 37:
We assume that there was an external reason for getting this exceptional train operational
in a short time period and service for businesspeople was a minor consideration. It could

Page 12 of 23
be that the original cost and time estimates were significantly wrong, so they were only
able to get it as close as they did to the city center.
China is now extending the train to the downtown business center, but it will take much
longer to complete.
Risk Analysis vs. Budget/Schedule Requirements in Australia
Question 38:
Meeting schedule and budget goals are certainly important, but other metrics are
important as well when it comes to project success. Although many people do think
primarily of schedule and budget goals, scope and quality goals can be just as important.
Specific to this example, had they considered quality issues, they would have created a
better system. After learning about all nine of the project management knowledge areas
as specified by the Project Management Institute, students will learn that each one is
equally important in managing projects.
Question 39:
An appropriate risk analysis approach would have been to use a quantitative method such
as simulation. Had this been done properly, the officials would have seen what would
happen with a significant increase in traffic beyond what was projected. This could have
shown them what might happen and then forced them to develop a system to comfortably
handle the increased traffic and/or to create a higher quality system.
Using Agile to Integrate Two Gas Pipeline Systems
Question 40:
The client was not on this team because it was an internal project.
Question 41:
Aspects of agile used:
1) Frequent, stand-up meetings with subteams
2) Weekly meetings with the entire team
3) Iterative and adaptive planning throughout the project
Aspects of agile not used:
1) A test case
2) Sprints
Question 42:
Agile management is not beneficial for most standard projects because agile projects
cannot accurately predict cost and time estimates for the duration of the project. Since,
most projects request funding in advance, agile processes would not be able to provide
those estimates.
An Acquisition Failure Questions Recommended Practice
Question 43:

Page 13 of 23
Long project durations in all industries lead to conflicts and project problems. A good
example is the Denver Airport Baggage Handling System. This project was so big and
poorly managed that it took a significant amount of additional time and money to
complete the project. In general, larger projects take much more planning and
coordination efforts while also increasing the likelihood of project management related
concerns.
Question 44:
One of the main problems was that a decision wasn’t made early enough in the project
regarding what to do. Had they determined that, all systems would have been merged into
one of the existing company’s systems and they would have had a better chance of
success. Too much time was spent analyzing the problem without ever getting to the
design phase.
Question 45:
The BMP solution worked because it eliminated the analysis phase of the decision-
making and forced the teams into the development phase. A compromised system might
have been possible, but the risk of continuing with the same problems they encountered
after the initial merger could have occurred too.
Ignoring Risk Contrasted with Recognizing Risk in Two Industries
Question 46:
The reasons why BP took such a relaxed attitude toward the Gulf well compared to
NASA is really a mystery. BP really should have been just as serious, perhaps even more,
since the environmental damage caused by the leak was so extensive. In addition, it could
have easily been prevented this with better planning.
Question 47:
I don’t think the oil industry has funded significant research in this area because they
believe the odds that it wouldn’t happen. Since, the R&D investment would be so
significant for something that was just a possibility (not a certainty), then it must have
been worth the risk.
Question 48:
Again, there really isn’t a good reason why BP didn’t do this right either. With proper
planning, a contingency plan could have been in place already that indicated what to do
and what to say if something like this happened. Hopefully, all companies in the oil
industry learned from this and will be more prepared next time.
Question 49:
NASA’s approach to risk analysis is thorough as it should be. One component on the
space shuttle that goes bad can cause an entire launch to be aborted or can cause the
shuttle to explode, as we have seen. Thus, their approach is thorough and would include
minimum techniques such as decision tree analysis and expert judgment. FMEA is a good
example of what an organization can do to understand the risk levels associated with a
project.

Page 14 of 23
Facebook Risks Interruption to Move a Terabyte
Question 50:
Although students may be able to make good arguments both ways, I would consider the
completion of the first hardware phase a phase-gate review because if building the
hardware took too long and/or was too costly, it may be necessary to stop the project
before going any further. In addition, they could determine that it just isn’t technically
feasible to progress any further.
Question 51:
The risk responses Facebook used are as follows:
1) Avoidance: With regards to avoiding the problems associated with loading the
data onto the equipment before the move
2) Mitigation: Selecting the option to transfer the data via a network as opposed to
loading it on the equipment before the move
3) Acceptance: A certain amount of risk was assumed even before transferring the
data across the larger network
4) Exploit: The move itself to the larger faster network
5) Enhance: The move itself to the larger faster network
Question 52:
Facebook could have also considered other approaches to handle the risks such as using
all of the seven subprocesses related to risk. These include:
1) Risk management planning
2) Risk identification
3) Qualitative risk analysis
4) Quantitative risk analysis
5) Risk response planning
6) Risk monitoring and control
7) Creating a risk management register
Trying to Install a Wind Farm in the Middle of the North Sea
Question 53:
The difficulties and risks in this case study were much less significant than with the
NASA example. Although both cases highlighted major risks, they were different in each
case. In this example (Wind Farms), many of the risks involved having everything ready
before being shipped to location. In addition, if there were any problems, they had to
come up with a solution as soon as possible and they did this by involving multi-
disciplinary teams.
Question 54:
It was imperative to have the correct competencies and dependabilities on the teams.
Without these two criteria solving problems would have been much more painful and
finding solutions would have been much more difficult.

Page 15 of 23
Question 55:
Students’ answers are expected to vary considerably based upon their background and the
choice of the WBS method.

Page 16 of 23
Problems
Problem 1:
Problem
1:Problem
1:Probability
7
6
Threat 2
5
Threat 1
4
Threat 4
3
Threat 3
2
1
1 2 3 4 5 6 7
Impact
Legend:
Critical
Monitor
Ignore
Threat 1: The threat of costs being excessive could occur. Actually, the probability is
somewhat high. This can be transferred to an outsourcing provider to help reduce this
threat.
Threat 2: The likelihood of the users resisting changes could cause major problems. This
is somewhat likely to happen, but can be avoided if they are given an alternative and
consulted in advance.
Threat 3: The project may run longer than expected. This isn’t highly likely, but this can
be transferred by outsourcing the project.
Threat 4: The changes may reduce the quality of care in the hospital. The probability is
satisfactory because the improvements brought about by the new system may not be
significant. If the quality decreases, the impact could be fairly significant, thus the
hospital may need to mitigate this threat by including more users in the planning.

Page 17 of 23
Problem 2:
Threat Severity Likelihood Inability
to detect
RPN
#1 3 5 4 60
#2 5 6 1 30
#3 4 3 3 36
#4 7 4 6 168
The main thing that changes when using this approach is that threat #2 drops significantly
from “critical” to possibly “ignore.” This is mostly due to the lack of inability to detect.
Threat #2 is somewhat severe and the likelihood is great, but since the threat is relatively
easy to detect, it can be mitigated early and possibly even removed. Thus, this is a much
more realistic evaluation of the threats than just creating a risk matrix.
Problem 3:

Page 18 of 23
Problem 4:
Based on the analysis, the manufacturer should approve the purchase of the high-quality,
special equipment for $10,000. As a result, significant savings should occur.
Problem 5:
a1, a3 decision = (0.7  $3,000) + (0.3  $2,000) – $500 = $2,200
a1, a4 decision = (0.7  $1,000) + (0.3  $2,000) – $500 = $800
a2, a5 decision = (0.4  $2,150) + (0.6  $3,000) – $1,000= $1,660
a2, a6 decision = (0.4  $2,150) + (0.6  $4,000) – $1,000= $2,260
Based on this analysis, the best option is a2, a6.

Page 19 of 23
Problem 6:
P
r
o
b
a
b
i
l
i
t
y
5
4
3
3
1
2
2
1
1 2 3 4 5
Impact
Legend:
Critical
Monitor
Ignore
Opportunity 1:
You could “accept” this risk and enjoy the benefits derived from it. To increase the
potential for more impact, you could enhance the risk by providing more training.
Opportunity 2:
potential for more impact, you could further exploit the database.
Opportunity 3:
potential for more impact, you could share the data by increasing sales.

Page 20 of 23
Incidents for Discussion
Ringold’s Pool and Patio Supply
This is a good opportunity to engage the class in a discussion of the importance of
involving the team in developing plans and schedules. One way to do this is to engage the
class in collectively creating the upper level or two of a WBS for the project. Chances are
they will come up with several items that Junior missed in his, demonstrating the danger
of working alone.
John Sr. is asking a reasonable question, but his son is giving him a defective answer.
Even though Junior’s WBS looks very precise, it would be dangerous to base any
decision on it. Since, it has not been validated by anyone who has actual experience in
installing pools, there is no way of knowing if the estimates are reasonable, or even if it
has accounted for all the work. Junior has made no effort to evaluate the requirements of
the job. For example, he doesn’t list in his WBS anything related to permitting, electrical
or plumbing. In addition to these concerns, John Sr. must consider several business issues
including whether his company has the staff, skills, and equipment to take on this new
area. He needs to consider whether this expansion matches his long-term goals for the
business.
Stacee Laboratories
With adult professional students, this incident can lead to a lively discussion of the
involvement of other areas in a highly technical project. There will no doubt be many
opinions both pro and con on the involvement of areas, like marketing in a project that is
primarily a technical one. The students will probably have stories that will illustrate that,
in the long run, the involvement of other areas will make a project team stronger.
Ms. Tasha is only partially right. She is mixing together two different issues in her
recommendations. One way to understand the issues involved would be to map the
interfaces that would exist in this new environment. I suspect that mapping would show
that her concerns about the involvement of the toxicity and efficacy group are well taken.
They need to participate in the project from early on to understand the nature of the drug
being developed and to also allow them to pre-plan their part of the project. Advice from
this group could be valuable in reducing the number of dead ends that the research group
pursues. On the other hand, it could be a mistake to involve the marketing department
early on in each project. While they could get a head start on analyzing potential markets,
there is nothing to market until the end, and they cannot contribute to the identification of
new drugs. Ms. Tasha has missed an opportunity, however, to recommend a better
portfolio management process. Big Pharma does this quite well, as they have far more
leads for new drugs than the resources to pursue them. In a portfolio management
process, marketing’s involvement would be essential as they contribute to the decision of
what areas to pursue new drugs in. Once the project has been launched, however, they
should limit their involvement till the end.
Scope creep is probably more of a danger, if the researchers are working by themselves
and others just participate. A good way to help prevent it is to insure that there is an
adequate definition of the requirements at the beginning, and strong project planning and
control during the process. Students will typically object to this notion because their

Page 21 of 23
instinct is that a research project cannot be closely controlled. This is an opportunity to
point out that the process can and should be controlled, even if the outcomes cannot.
Case: Heublein: Project Management and Control System
Question 1:
A number of the project planning aids described in the chapter are used in the case.
Among them are versions of the:
• Project Plan
• Action Plans
• Work Breakdown Structure
• Project Master Schedule
• Linear Responsibility Chart
Question 2:
The Project Plan in this case was similar, but different, than the Project Charter in the
chapter of the text. The sections of each are included below:
Project Plan elements
(from case)
Project Charter elements
(from chapter)
Introduction Purpose
Project Objectives Objectives
Project/Program Structure Overview
Project/Program Costs Schedules
Network Resources
Schedule Personnel
Resource Allocation Risk Management Plans
Organization and Accountability Evaluation Methods
Control System
Milestones or Project Subdivisions
Question 3:
The WBS in the case is in a different format than the one described in the chapter. The
case WBS is in an indented (textual) format as opposed to the tree (graphical) format
included in the chapter.
The accountability matrices differ as well. The matrix in the chapter uses different types
of responsibilities (Responsible, Consult, Inform, and Accountable) than the matrix in the
case (Initiate/Responsibility, Approve, and Provide input). It is important to note that
organizations must choose the types of responsibilities that best fit the needs of their
particular projects.

Page 22 of 23
Question 4:
This project and the Project Portfolio Process described in Chapter 2 are two different
elements of the overall project management process. The Portfolio Process in Chapter 2
is a method for selecting which project should be executed. The project described in this
case assumes that the project has already been selected. It is describing the
implementation of a consistent methodology for the planning, scheduling and execution
of all capital projects across the corporation.
Question 5:
The previous focus on cost-benefit only addressed one aspect of the project management
process and only in a limited way. The corporation used a cost-benefit analysis technique
to select the capital projects to execute. It found, however, that even though they may
have selected the right project, they did not achieve their goals because the execution of
the project was poor. The case doesn’t say that cost-benefit analysis is no longer used for
project selection, instead if focuses on the elements implemented after the project is
selected. The new process insures that costs are collected during project execution so
that they can be compared to the performance benefits of the project.
Question 6:
Changes in the way depreciation is calculated would change the cost-benefit for the
installation of capital equipment. Without knowing the exact changes in the law, it’s
reasonable to assume that the changes were not favorable to the corporation, making the
equipment relatively more expensive. This would increase the importance of success for
each capital project and help justify the new system.
Reading: Planning For Crises in Project Management
Question 1:
Planning is an activity that consumes costly resources that are often overwhelmed by the
need to perform prescribed tasks within a time-constrained schedule. In this constrained
environment, it’s easy to drop tasks that involve thinking about something that probably
won’t happen anyway. Task oriented people want to get started and figure that they will
handle whatever comes up, just as they have in the past. Unfortunately, this is an
expensive and risky way to manage, particularly as projects get larger and more complex.
Question 2:
Yes, the tools would be of value because the Iceland example is talking about real threats
to life and property. In particular, contingency planning, logic charts, and tabletop
exercises would be quite useful.
Question 3:
Scenario analysis is similar to risk analysis, but does not anticipate a preplanned response
should a risk event occur. Nevertheless, if the outcome of a scenario is unfavorable,
contingency plans could be developed to alter the expected outcome identified in the
scenario analysis.

Page 23 of 23
Question 4:
Contingency planning probably has the most value to the project management
environment. The logic chart would probably be easiest to use, assuming that
contingency plans had already been developed.
Question 5:
The most important recommendation is to do risk analysis. The identification of risks
relevant to the project coupled with their impact and probability is the gateway to all
subsequent actions. Once these relevant risks have been identified, then the magnitude
and necessity of subsequent risk related activities could be evaluated. However, people
will only do what they have practiced, so tabletop exercises are mandatory as well.

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3.
The Mogul
Empire at its
wealth. This marriage placed him in a position of independence, for
he had previously been very poor.
When Muhammad was forty years old there came to him a Divine
Call, bidding him teach his people to abandon their idols, to worship
God, and to accept him as God’s Prophet. At first Muhammad met
with the most bitter opposition, and in the year 622 A.D. he had to
flee from Mecca to a city called Yathreb, which received him and
made him its chief magistrate. Ever since that event this city has
been called Medinat-un-Nabi, the City of the Prophet; or, shortly,
Medina. The flight of Muhammad from Mecca is called the Hegira,
and it is from this event that the Muhammadan calendar dates. In
the year 630 A.D. Mecca was conquered, and shortly after this all
Arabia submitted to the claims of the prophet.
After Muhammad’s death the Arabs set forth to conquer the world
and to convert it to Islam. They subdued Egypt and Syria and the
plain of the Euphrates. They marched to the gates of
Constantinople, and through Northern Africa to the Strait of
Gibraltar, and beyond Gibraltar through Spain into France, there to
suffer a great defeat at the hands of the Christian Franks, which
saved the remainder of Christendom. All this was accomplished in
little more than a hundred years from the Hegira.
But the Musulmans did not wage war only against Christendom.
Their armies advanced from the Euphrates up on to the Persian
plateau and down into the lowlands of Turkestan in the heart of
Asia, and over the Hindu Kush into Afghanistan, and then down into
the plain of the River Indus. Already in the seventh century there
had been Musulman incursions into India overseas, by way of Sind.
In the eleventh century after Christ the Musulmans entered Gangetic
India, and took Delhi. They founded there a Muhammadan realm,
which presently extended through most of Northern India.
Five hundred years later a second Musulman
invasion, more effective than the first, came into
India by way of Delhi. The Moguls or Mongols of

greatest
extent.
Central Asia had been converted to Islam, and in
the time of our King Henry the Eighth they
refounded the Musulman power at Delhi. For a hundred and fifty
years, from the time of our Queen Elizabeth to that of our Queen
Anne, the series of Mogul Emperors, from Humayun to Aurangzeb,
ruled in splendid state practically the whole of India. This map shows
the greatest spread of the Mogul Empire. Agra, a hundred miles
down the Jumna from Delhi, became a subsidiary capital to Delhi,
and in these two cities we have to-day the supreme examples of
Muhammadan architectural art.
The Musulman, it must be remembered, came as an alien to India.
He is no polytheist or pantheist, but a believer in the one God, and
that a spiritual God, so that he holds it wrong to make any graven
image, whether of man or of animal. Islam is the name which the
followers of the prophet gave to their religion: it means primarily
submission, and so peace, greeting, safety, and salvation, and in its
ethical sense it signifies striving after righteousness. Islam is in its
essence pure Theism coupled with some definite rules of conduct.
Belief in a future life and accountability for human action in another
existence are two of the principal doctrines of the Islamic creed.
Every Musulman is his own priest, and, in theory at any rate, no
divisions of race or colour are recognised among the followers of the
Prophet. Musulmans are forbidden to take alcohol. The gospel of
Islam is the Koran—The Book—in which are embodied the teachings
and precepts of the Arabian Prophet. The Koran incorporates, as we
have already seen, much that was drawn both from Hebrew and
Christian teaching.
More than sixty millions of the Indian population hold the faith of
Islam. They are scattered all over the land, usually in a minority,
although that minority, as we have already learned, is frequently
powerful, for it gives ruling chiefs to many districts which are
dominantly Hindu. In two parts only of India are the Musulmans in a
majority, namely, in the far east, beyond the mouths of the Ganges
in the newly formed Province of Eastern Bengal and Assam, and in
the Indus Basin from the neighbourhood of Delhi through the Punjab

Repeat Map
No. 2.
4.
Simla,
Viceregal Lodge
—distant
view.
5.
Simla, Bazaar
and Town
Hall.
into Sind. For this reason, and also because of its physical character
—lying low beneath the uplands of Afghanistan, and separated from
the greater part of India by the breadth of the desert—we may think
of the Indus Valley as being an ante-chamber to India proper. In this
ante-chamber, and in the Delhi passage, between the desert and the
mountains, for more than nine hundred years the Musulmans have
predominated.
When the decay of the Mogul Empire began in the time of our
Queen Anne, the chief local representatives of the Imperial Rule,
such as the Nizam of Hyderabad, and the Nawabs of Bengal and
Oudh, assumed an independent position. It was with these new
dynasties that the East India Company came into conflict in the days
of General Clive, and thus we may regard the British Empire in India
as having been built up from the fragments into which the Mogul
Empire broke. In one region, however, the Western Deccan, the
Hindus re-asserted themselves, and there was a rival bid for Empire,
as we have already learned, on the part of the Marathas. It was the
work of General Wellesley, afterwards Duke of Wellington, to defeat
the Marathas. In the north also, in the Punjab, there was a
recrudescence of the Hindu race, due to the new sect of the Sikhs,
who set up a power with which at a later time the British Raj came
into conflict. But this was not until after Delhi, the very seat of the
Mogul throne, had been taken.
We are now prepared for the fact shown in this
map, that the tract northwestward of Delhi, in
the gateway between the desert and the
mountains, is sown over with battle fields—
ancient battlefields near Delhi, where the
incoming Musulmans overthrew the Indian
resistance, and modern battlefields near the
Sutlej, where advancing British power inflicted
defeat upon the Sikhs after severe contests. It is
by no accident that Simla, the residence during

6.
The Kashmir
Gate, Delhi.
more than half the year of the British Viceroy, is placed on the
Himalayan heights above this natural seat of Empire and of struggle
for Empire.
In the Mutiny of 1857 the Sikhs of the Punjab, and of the still
continuing Tributary States of Nabha and Patiala, mentioned in the
last lecture, remained loyal to the British rule, although they had
been conquered in the terrible battles on the Sutlej less than ten
years before. In no small measure this was due to the extraordinary
influence wielded over them by Sir John Lawrence, afterwards Lord
Lawrence, the brother of that Sir Henry Lawrence who defended the
Residency of Lucknow. As a result of the Sikh loyalty some of the
British forces in the Punjab were free to march to the re-capture of
Delhi. Thus the Indian Mutiny was overcome from two bases, on the
one hand at Lucknow and Cawnpore by an army from the sea and
Calcutta, and on the other hand at Delhi by an army advancing from
the Punjab over the track beaten by so many conquerors in previous
ages. Let us visit Delhi and see its defences, its mosques, the
palaces of its Emperors, and the memorials of the Mutiny. Then we
will go to Agra to see other splendid monuments of the Musulman
dynasty. After that we will turn to Hardwar, at the point where the
sacred Ganges bursts from its Himalayan valley on to the plain.
Hardwar is a pilgrimage centre of the Hindus, second in sanctity only
to Benares itself.
East of Delhi, running almost due southward, is
the river Jumna, crossed by the great bridge of
the East Indian Railway, which carries the main
line from Delhi through the United Provinces and Bengal to Calcutta.
West of the city is the last spur of the Aravalli hills, the famous Ridge
of Delhi, striking northeastward. The city lies between the Ridge and
the Jumna. It may be divided into three parts. To the north is the
European quarter. In the centre is Shahjahanabad, or modern Delhi,
entered from the north by the Kashmir Gate. Between
Shahjahanabad and the river is the Fort. The Jama Masjid (Great

7.
Jama Masjid,
Delhi.
8.
View from
halfway up a
Minaret, Jama
Masjid.
9.
View from top
of Minaret,
looking south.
10.
The Same,
looking
northeast.
11.
Kalan Masjid,
Delhi.
12.
The Lahore
Gate, Delhi
Fort.
Mosque) stands in the centre of Shahjahanabad, and the Kalan
Masjid (Black Mosque) is about half a mile further south. Passing out
of the modern city southward by the Delhi Gate we enter Firozabad,
or ancient Delhi, the capital of the earlier Mogul rulers. Further still
to the south are even more ancient ruins.
Let us begin our sight-seeing in the centre of
the modern city, at the Jama Masjid, a great
building of marble and sandstone. Its principal
treasures are a hair of Muhammad, and some of
his handwriting. Here is a view of the mosque
from the balcony of a neighbouring house. Let us
go up one of the minarets and look over the city.
This is a view taken from a little gallery half way
up. To the left is seen part of the large central
dome of the mosque, and to the right the top of
one of the columns which rise on either side of
the main archway. Beyond, far below, can be
seen part of the city. Next we have a view, due
southward, from the top of the minaret. The
Kalan Masjid is just visible in the foreground, but
a smoke haze obscures the more distant part of
the town. We turn round and look northeastward
over the Fort. Notice on the ground the shadow of the other minaret
of the mosque. In the distance can be seen the Jumna, and crossing
it the great bridge of the East Indian Railway. Here we have a closer
view of the Kalan Masjid, or Black Mosque, built in the original style
of the mosques of Arabia with many small solid domes, unadorned
by carving. It has a sombre appearance. We see in front one of
these domes, and behind it the tops of two others.
The chief glory of Delhi is, however, the Fort,
and the group of palace buildings within its
precincts. It is approached through the Lahore

13.
The Delhi Gate,
Delhi Fort.
14.
The Pearl
Mosque, Delhi
Fort.
15.
The Hall of
Public
Audience, Delhi
Fort.
16.
The Orpheus
Panel.
17.
The Hall of
Private
Audience, Delhi
Fort.
Gate, of which we have here a view. This gate is
in the middle of the west side of the Fort. Along
the east side flows the River Jumna. In the
southern face there is another great gateway, the
Delhi Gate, with a grey stone elephant on either
side of the entry. Within the Fort, is the Moti
Masjid, or Pearl Mosque, built by Aurangzeb, of
white and grey marble. The finest of the
buildings of the Fort is, however, the great Hall of
Public Audience, the Diwan-i-Am. There is a
raised recess, in the wall of this hall, where
formerly stood the famous Peacock Throne of
Aurangzeb, made of solid gold inlaid with
diamonds, rubies, and emeralds, and backed by
two peacocks set thick with gems. This throne was carried off when
the Persians under Nadir Shah sacked the city in 1739, and
massacred most of its inhabitants. Above the entry to the recess of
the Peacock Throne are a number of panels about nine inches high
and six inches broad, made of inlaid stones. Here is a photograph of
one of them. Some of these panels were injured, but, thanks to Lord
Curzon, an expert artist from Florence has recently restored them
and made new ones in the spirit of the earlier to fill the vacant
spaces.
We pass next to the innermost court of the
Fort-palace, the Hall of Private Audience, the
Diwan-i-Khas, ninety feet long and seventy feet
broad, built of white marble with many inlaid
flowers of jewels. Beneath the cornice runs the
famous inscription: “If there is a Paradise upon earth it is this, it is
this.” Here we see one of the graceful arches, and beyond in the
distance the towers of the Pearl Mosque, already described.

18.
Mausoleum of
Humayun,
Delhi.
19.
The Kutab
Minar and Iron
Pillar, Delhi.
To see old Delhi we must drive from the
modern city either by the Delhi Gate in the south
wall of the Fort or by the Ajmer Gate in the
southeast corner of the city wall, past great
dome-topped temples, most of them in ruins, until a few miles out,
not far from the trunk road leading from Delhi to Agra, we come to
the Mausoleum of Humayun, of which we have here a view. The
design, as will be realised presently, is very similar to that of the Taj
Mahal at Agra, but the Mausoleum is the older building. Notice the
terraced platform on which it stands. It is built of red sandstone and
marble. Beneath the platform, and approached by a long dark
passage, is the vault where Humayun is buried. Around the
Mausoleum are a number of old ruins, and the debris and cactus
remind one of Pagan in Burma, which we saw in the second lecture.
We resume our drive, past ruined tombs and
walls, and at last, about eleven miles south of
Delhi, we come to the buildings of the Kutab
Minar, where are some of the few remains of the
Hindu period now visible in the neighbourhood, though the mass of
the work is of Muhammadan date. The Kutab was begun at the end
of the 12th century, on the site of an ancient Hindu temple
destroyed by the Musulmans. The famous Iron Pillar stands in front
of the mosque. It is one of the most remarkable of all the antiquities
of India, for it consists of a solid mass of wrought iron, weighing
probably more than six tons, and measuring some 24 feet in height,
with an average diameter of a little over a foot. At the base is an
inscription in Sanskrit, from which it appears that its probable date is
the fourth century, A.D. This inscription runs thus: “As long as I stand
so long shall the Hindu kingdom endure.” The Kutab mosque is the
Moslem reply to this. The wrought iron of the Pillar has an almost
bluish colour when seen against the warm sunlit red sandstone of
the great Kutab Tower. In this photograph a man has climbed to the
top of the Pillar, and stands there as though a statue, giving us the
scale of the monument.

20.
The Lat of
Asoka, the
Ridge, Delhi.
21.
The Flagstaff
Tower, the
Ridge, Delhi.
Now let us visit the district to north of the
modern city, of deep interest in connection with
the Mutiny. On the Ridge top, between the
Flagstaff Tower towards its northeastern end and
the Mutiny Memorial further south, is another curious pillar, this one
of stone, called the Lat of Asoka. At its base is the following modern
inscription:
“This pillar was originally erected at Meerut in the third century B.C.
by King Asoka. It was removed thence, and set up in the Koshuk
Shikar Palace by the Emperor Firuz Shah in A.D. 1356, but was
thrown down and broken into five pieces by the explosion of a
powder magazine A.D. 1713-1719. It was restored and set up in this
place by the British Government A.D. 1867.”
We will walk past the various memorials of the
Mutiny struggle. Here is the Flagstaff Tower, in
which were gathered at the outbreak of danger
the women and children of the British garrison
anxiously looking for relief from Meerut. But the relief did not come,
and Delhi was stormed and captured by the mutineers. The refugees
in the Flagstaff Tower were compelled to fly for their lives to Karnal,
on the road to the Punjab, where gradually British troops and loyal
natives were assembled. The British returned to the Ridge, and for
two months the siege of the city was pressed, but unsuccessfully. A
brigade and a siege train then arrived from the Punjab, commanded
by General Nicholson. The struggle continued for yet another month.
Our troops were not in sufficient force to surround and starve the
city, and it was therefore necessary to bombard and storm the
defences. Slowly the British won their way into the town, though
with terrible loss. General Nicholson was himself wounded in one of
the assaults, and died a week later. At last, on the 20th September,
the Fort was taken, and next day the rebel King of Delhi was
captured at Humayun’s Tomb, and was exiled to Rangoon. Two of
his sons were shot in front of the Delhi Gate. The terrible nature of

22.
General
Nicholson’s
Statue, Delhi.
23.
The Mutiny
Memorial, the
Ridge, Delhi.
24.
Horse Fair,
Delhi.
25.
Dariba Street,
Delhi.
26.
The Pearl
Mosque, Agra
Fort.
this siege may be realised from the fact that of the ten thousand
British and loyal native troops who took part in it nearly four
thousand were killed and wounded. Here is the statue of General
Nicholson in the park named after him, just south of the cemetery,
outside the Kashmir Gate, where he is buried. On the Ridge itself is
the Mutiny Memorial, unfortunately not a very beautiful building.
Finally, we have two scenes of native life at
Delhi. The first is a horse fair outside the Kashmir
Gate, and the second a street view.
Let us travel to Agra, which stands on the right
bank of the Jumna, about a hundred miles
southeast of Delhi. The Jumna flows from north
to south until beside Agra Fort, and then turns
sharply eastward. About a mile and a half further
on, on the same right bank, now the south side
of the river, there stands the Taj Mahal, the most
celebrated of all Muhammadan tombs. The
building of Agra Fort was commenced by the
Emperor Akbar in the middle of the 16th century,
and was completed by Shah Jahan, the father of Aurangzeb, in the
17th century. It was this Shah Jahan who built the Palace within the
Fort and also the Taj.
The Fort and the buildings which it contains
rise by the side of the river and dominate the
plain beyond it. Here within the Fort we have a
view of the marble interior of the Moti Masjid, or
Pearl Mosque, built by Shah Jahan in the middle of the 17th century.
The floor is divided by inlaid lines of black and yellow marble into
some six hundred separate divisions, called Masalas, used by the
Musulmans for prayer. In the centre is a large marble tank. The
effect produced on entering this mosque is profound. Outside, the
city may be quivering in a haze of heat, but here the cool and soft

27.
Jehangir’s
Throne, Agra
Fort.
28.
The Jessamine
Tower, Agra
Fort.
29.
The Seat of the
Jester, Agra
Fort.
30.
Jama Masjid,
Agra.
31.
Taj Mahal,
Agra.
light, and an entire absence of any discordant features in the
architecture, combine to give a sense of rest and peace. Many
Europeans have remarked that this mosque is a rendering in stone
of the text “My house shall be called the house of prayer.”
Let us go out on to the open space by the wall,
and look over the moat which divides the main
buildings of the Fort from the outer rampart by
the river. Across the water the Taj Mahal can just
be seen beyond the bend of the river. In front of
us is Jehangir’s throne, set up in the time of
Akbar. It consists of a single great slab of black
marble. Close by, is the Jessamine Tower. Here
we have another view in which we see the
Throne from the back and a corner of the
Jessamine Tower. Notice the lower slab opposite,
which is called the Seat of the Jester. The effect of its presence is by
contrast to enhance the beauty of Jehangir’s Throne itself. Between
the wall in the foreground and the outer ramparts by the river there
is a drop of some sixty feet, and in this ditch fights between lions
and elephants used to be held in the days of the Mogul Emperors.
Just outside the Fort, facing the west or Delhi
Gate, is the Jama Masjid, of which we have here
a view. We see the courtyard and one of the
entries. The peculiarity of this mosque lies in the structure of the
three great domes. They are without necks. We can just see the
tops of two of them. They are built of red sandstone, and the
encircling bands are of white marble.
We will now visit the Taj Mahal. It was built,
chiefly of marble inlaid with precious stones, by
Shah Jahan as a tomb for his queen. Here we
have a view of the Taj taken from without the entrance gateway.

32.
The Taj
Gardens.
33.
The Same, by
moonlight.
34.
The Bazaar,
Agra.
35.
Agra College.
36.
Agra Jail—Wool
spinning.
37.
Agra Jail—
Carpet
making.
Then we pass through the gateway and enter the
Taj Gardens. The watercourse in the centre is of
marble, and along each side is a row of
cypresses. The original cypresses had grown to
such a height that the view of the Taj was
becoming obstructed. They were therefore
removed, and those which we see in the picture were planted by
Lord Curzon, when he was Viceroy. The Taj is perhaps most beautiful
in the light of the setting sun, or by moonlight. We have here a
photograph made from a painting of the Taj by moonlight.
We will drive back through the native city. This
is a typical scene in the Bazaar. Notice the
Kotwal, or Chief of the Police, in the centre of the
crowd. He is an Afghan, standing well over six
feet in height and finely proportioned. On the
awning over one of the shops an advertisement
obtrudes, showing that even the native quarters
of the cities of India are being permeated with
European methods. Here is Agra College,
endowed about a century ago by the then
Maharaja of Gwalior. There are about a thousand
students. Close by is the Jail. In this picture we see some of the
prisoners spinning wool, and in the next they are making carpets.
The next series of pictures relates to the great Muhammadan
anniversary of the Moharam, and in order to understand them it is
necessary to say a few words regarding the history of Islam and the
contending sects which have emerged from that history. Muhammad
died in the year 632. He left no son; but one of his daughters,
Fatima, was married to a cousin whose name was Ali. Abu Bakr, who
had been a great friend and supporter of Muhammad, was elected
Caliph or Vice-Regent of the Prophet. Abu Bakr died in 634, and was
succeeded by Omar, who conquered Persia and Syria. To him

Jerusalem capitulated. Omar was murdered in the same year, and
was succeeded by Osman, who was killed in 656. Then Ali, the
cousin and son-in-law of Muhammad, was elected to the Caliphate.
Ali was murdered in 661, and Hasan, his son, was elected Caliph in
his place, but was induced to resign in favour of a Caliph of another
family. Husain, the second son of Ali, never acknowledged the title of
the Caliph who had superseded his brother Hasan, and when the
Musulmans of Mesopotamia invited him to overthrow the usurping
Caliph he felt it his duty to respond to their appeal. Accompanied by
his family and a few retainers he left for Mesopotamia. On the way,
at a place called Karbala, on the west bank of the Euphrates, they
were overtaken by the Caliph’s army, and after a heroic struggle
lasting several days were all slaughtered, save the women and a
sickly child called Ali, who died soon afterwards. Thus ended the
Republic of Islam. Up to this time the office of Caliph had been
elective and the government essentially democratic. The seat of
government was now moved from Medina to Damascus.
In the middle of the eighth century of the Christian era a great
revolution took place in Western Asia. The revolt was headed by a
descendant of Abbas, an uncle of the Prophet, and the outcome of it
was that the Abbassides, or members of the family of Abbas,
established themselves as Caliphs, and ruled at Bagdad from the
year 756 to the year 1258. When Bagdad was destroyed by the
Mongols a member of the Abbassides family escaped to Cairo, where
he was recognised as Caliph by the Sultan of Egypt. The eighth
Caliph in succession from this man renounced the Caliphate in favour
of Sultan Salim, the great Ottoman conqueror, and it is on this
renunciation that the title of the Sultan of Turkey to the spiritual
headship of Islam is based.
It will be seen from this short statement of the history that a great
change took place in Islam when Husain, the descendant of the
Caliph Ali and of Fatima, the Prophet’s daughter, was slain at
Karbala, on the Euphrates. From that tragedy dates the chief division
of Islam. The Shiah sect traces its foundation to the Caliph Ali and
the immediate descendants of the Prophet, who are regarded as the

38.
Moharam Time
at Agra.
39.
The Same.
40.
The Same.
41.
The Same.
42.
The Same.
43.
Shiahs burying
Tazias.
rightful exponents of his teaching. Some twenty millions of the
Indian Musulmans are Shiahs, and Shiahism is also the State religion
of Persia. There are a large number of Shiahs also in other parts of
the Muhammadan world, but nowhere, except in Persia, a majority.
The Shiahs are advocates of Apostolic descent and lineal succession
to the Caliphate.
The other of the two great divisions of the Musulmans are the
Sunnis, who advocate the principle of election to the Caliphate.
Almost all the Sunnis acknowledge the spiritual headship of the
Sultan of Turkey, who is, of course, repudiated by the Shiahs. At the
present time nearly 50 millions of the Musulmans of India are
Sunnis, and there are Sunni Musulmans in China, Tartary,
Afghanistan, Asiatic and European Turkey, Arabia, Egypt, Northern
and Central Africa, Bosnia, Herzegovina, Russia, Ceylon, and the
Malay Archipelago.
We are now in a position to understand the
significance of the anniversary of the Karbala.
Annually there is held in the Muhammadan
month Moharam a festival in memory of the
death of Husain. The scenes of the battle are
reproduced, and the tazia or tomb of Husain is
carried in procession amidst cries of “Hasan,
Husain!” Properly, this is a Shiah festival only, but
in India both the Sunnis and Shiahs take part in
it. Here are photographs representing the
festival. The tazias are pagoda-like structures,
made of a variety of materials. They are carried
in long procession through the town, and finally
the little biers—representative of the biers of Hasan and Husain—
contained inside the tazias are buried at the Karbala, outside the
city. We have first a street view in Agra showing the crowd at
Moharam time. In the distance is Agra Fort. Next we have three
views of the procession of the tazias, and then a view of the Karbala

44.
Fields of Wheat
and Barley.
45.
The Public
Audience Hall,
Fatehpur
Sikri.
46.
The Great
Capital,
Fatehpur
Sikri.
47.
Gate of Victory,
Fatehpur
Sikri.
48.
Mausoleum of
Akbar,
Sikandra.
49.
The Same—a
Marble
Inscription.
beyond the city, where the biers from the tazias are buried. The
Shiahs, however, do not bury their tazias in the Karbala, but on the
banks of the Jumna. Here we see them in the early morning
conducting the ceremony with most solemn ritual.
Let us drive out from Agra southwestward on
the road to Fatehpur Sikri, the city erected by the
Emperor Akbar, but abandoned by his successors
in favour of Agra. On the way, we note fields of
wheat and barley, separated by an irrigation
channel. We pass villages amid mango trees, and
occasional ruins, and arrive at Fatehpur Sikri.
There we enter the great quadrangle and the
Public Audience Hall of the Palace, built of red
sandstone. It was in this hall that Akbar used to
sit on certain days to see personally anyone who
had grievances to lay before him. Notice in the
quadrangle the stone pierced with a hole which is
fixed in the ground. Criminals were put to death
by being trampled upon by an elephant, and to
that ring the elephant was tied. We pass on to
the Private Audience Hall of Akbar, the Diwan-i-Khas. Note the huge
capital of the column in the centre. Tradition says that Akbar used to
sit on the top of this capital. Finally, here is the magnificent Gate of
Victory.
We leave Fatehpur Sikri, and drive back, past
many other tombs, in the direction of the
Cantonment at Agra until we come to the burial
place of Akbar at Sikandra. This is the gateway of
the great Mausoleum. Notice the cut marble
inscriptions down the sides of the arch. They are
quotations from the Koran. Here is a clearer
photograph of a part of these inscriptions, and

50.
The Same—the
Cloisters.
51.
Hariki Piri,
Hardwar.
52.
Sarwan Nath
Temple,
Hardwar.
53.
The Same, from
above.
54.
Camels at
Hardwar.
55.
Sacred Cow at
Hardwar.
56.
The Road to
here we have the marble court above the tomb
of Akbar. Round the Cloisters are verses
celebrating his greatness. “Think not that the sky
will be so kind as Akbar was,” is the tenor of one of them.
Finally we will travel away to Hardwar, some
two hundred miles due north of Agra. It is on the
Ganges, at the point where the river leaves the
last foot hills of the Himalayas and enters the
plain. Hardwar is a great centre of Hindu
pilgrimage for the purpose of ablution in the
sacred waters. At the annual fair are gathered
hundreds of thousands of worshippers. So great
has been the crush of people endeavouring to
bathe that on occasion many have been trampled
upon and drowned. The great day at Hardwar is
towards the end of March, when the Hindu year
begins, and when, according to tradition, the Ganges river first
appeared from its source in the mountains. There was a town of
Hardwar more than a thousand years ago, but its ancient buildings
have disappeared. Here we have a view of the famous Bathing Ghat,
a comparatively small flight of steps, where the river is considered to
be specially sacred. The water is purer than at Benares in the plain.
It flows swiftly and is as clear as crystal. Near by we have a temple,
the Sarwan Nath, with great stone elephants, and here is a second
view of the same temple seen from a neighbouring roof. Notice the
Trisul, or bronze trident, the typical weapon of Siva, the Destroyer.
Here is a string of camels at Hardwar, and then
a sacred cow—especially sacred because
deformed, for a freak of nature is miraculous.
Not far northward of Hardwar, among the foot
hills of the Himalayas, is Mussoorie, a hill station

Mussoorie.
57.
The Same,
Coolies
carrying
Baggage.
58.
The Same, a
Tree across the
Road.
59.
Mussoorie.
60.
The Himalayas
from
Mussoorie.
supplementary to Simla. Mussoorie is about a
mile above sea level. We have two views taken
on the steep mountain road up to it; the second
shows coolies carrying baggage. In the next view
we realise something of the difficulties of travel in
these hill districts of much rainfall, for the road is
blocked by the fall of a great tree. Here we have
a view of Mussoorie itself, and then the
landscape from Mussoorie looking towards the
Himalayan ranges to the north. Close by, but
lower down, is Dehra Dun, the headquarters of
the Gurkha Rifles, enlisted from Nepal, and also
of the Imperial Cadet Corps, a small training
force consisting wholly of the sons of ruling
chiefs. We shall hear of the Gurkhas again in
connection with the defences of India, which will be the subject of
the next and concluding lecture of this Course.

Project Management A Managerial Approach 8th Edition Meredith Solutions Manual

LECTURE VIII.
THE NORTHWEST FRONTIER.
THE SIKHS.
In the British Empire there is but one land frontier on which
warlike preparation must ever be ready. It is the Northwest Frontier
of India. True that there is another boundary, even longer, drawn
across the American Continent, but there, fortunately, only customs
houses are necessary and an occasional police guard. The Northwest
Frontier of India, on the other hand, lies through a region whose
inhabitants have been recruited throughout the ages by invading
warlike races. Except for the Gurkha mountaineers of Nepal, the best
soldiers of the Indian Army are derived from the northwest, from the
Rajputs, the Sikhs, the Punjabi Musulmans, the Dogra mountaineers
north of the Punjab, and the Pathan mountaineers west of the
Punjab. The provinces along the frontier, and the Afghan land
immediately beyond it, are the one region in all India from which,
under some ambitious lead, the attempt might be made to establish
a fresh imperial rule by the overthrow of the British Raj. It would not
be the freedom of India which would ensue, but an oriental
despotism and race domination from the northwest. Such is the
teaching of history, and such the obvious fate of the less warlike
peoples of India, should the power of Britain be broken either by
warfare on the spot, or by the defeat of our navy. Beyond the

1.
Political Map of
Northwest
India.
2.
Map of Lower
Asia.
northwest frontier, moreover, at a greater or less distance are the
continental Powers of Europe.
The Indian army and the Indian strategical
railways are therefore organized with special
reference to the belt of territory, extending from
northeast to southwest, which lies beyond the
Indian desert and is traversed from end to end by the Indus River.
This frontier belt divides naturally into two parts. Inland we have the
Punjab, where the rivers, emerging from their mountain valleys,
gradually close together through the plain to form the single stream
of the lower Indus; seaward we have Sind, where the Indus divides
into distributaries forming a delta. Sind, as already stated, is a part
of the Bombay Province, with which it is connected by sea from the
Port of Karachi. Of late a railway has been constructed from
Ahmadabad in the main territory of Bombay, across the southern
end of the Desert, to Hyderabad at the head of the Indus delta. The
Punjab is a separate Province with its own Lieutenant-Governor
resident at Lahore. It was conquered from the Sikhs by a British
army based on Delhi, and therefore ultimately on Calcutta.
To understand the significance of the
Northwest Frontier of India we must look far
beyond the immediate boundaries of the Empire.
We have here a map of Lower Asia. Upon it we see a broad tract of
upland which, commencing in Asia Minor, extends through Armenia
and Persia to include Baluchistan and Afghanistan. There is thus one
continuous belt of plateau stretching from Europe to the boundary of
India. The eastern end of this belt, that is to say, Persia,
Afghanistan, and Baluchistan, is known as Iran. On all sides save the
northwest and the northeast, the Iranian plateau descends abruptly
to lowlands or to the sea. Southward and southwestward lie the
Arabian Sea and the Persian Gulf, and the long lowland which is
traversed by the rivers Euphrates and Tigris. Northward, to the east

3.
Map of the
Northwest
Frontier.
of the Caspian Sea, is the broad lowland of Turkestan, traversed by
the Rivers Oxus and Jaxartes, draining into the Sea of Aral. Eastward
is the plain of the Indus. The defence of India from invasion
depends in the first place on the maintenance of British sea power in
the Persian Gulf and along the south coast of Baluchistan, and in the
second place on our refusal to allow the establishment of alien bases
of power on the Iranian plateau, especially on those parts of it which
lie towards the south and east.
In the next map we have on a larger scale the
detail of that part of Iran which lies nearest to
India. Here we see, west of the Punjab, a great
triangular mass of mountain ridges which splay
out westward and southward from the northeast. These ridges and
the intervening valleys constitute Afghanistan. Flowing from the
Afghan valleys we have on the one hand the Kabul river, which
descends eastward to the Indus, and, on the other hand, the greater
river Helmund, which flows southwestward into the depressed basin
of Seistan, where it divides into many channels, forming as it were
an inland delta from which the waters are evaporated by the hot air,
for there is no opening to the sea. The valley of the Kabul river on
the one hand, and the oasis of Seistan on the other, might in the
hands of an enemy become bases wherein to prepare the invasion of
India. Therefore, without annexing this intricate and difficult upland,
we have declared it to be the policy of Britain to exclude from
Afghanistan and from Seistan all foreign power.
Further examination of the map will show that there are two lines,
and only two, along which an invasion of India might be conducted.
On the one hand, the mountains become very narrow just north of
the head of the Kabul River. There in fact a single though lofty ridge,
the Hindu Kush, is all that separates the basin of the Oxus from that
of the Indus. As we see from the map, low ground is very near on
the two sides of the Hindu Kush. The way into India over the passes

of the Hindu Kush is known as the Khyber route, from the name of
the last defile by which the track descends into the Indian Plain.
If we now look some five hundred miles to the southwest of
Kabul, we see that the Afghan mountains come suddenly to an end,
and that a pathway leads round their fringe from Herat to the Indus
Basin, passing along the border of Seistan. From Herat to beyond
Kandahar, this way lies over an upland plain and is easy, but the last
part of the journey is through a mountainous district down to the
lowland of the Indus. This is the Bolan route, so called from the last
gorge towards India. It will be noticed that the Bolan route
debouches upon the Indus opposite to the great Indian Desert.
Therefore it is that the Khyber route has been the more frequented.
It leads directly between the desert and the mountain foot, upon the
inner gateway of India at Delhi.
We conquered the Punjab from the Sikhs, but for many centuries
it had been ruled by the Musulmans. In the break up of the Mogul
Empire invaders had come, during the eighteenth century, from
Persia and from Afghanistan, who carried devastation even as far as
Delhi. Thus it was that with relative ease the Sikhs as
contemporaries of the Marathas established a dominion in the
helpless Punjab. They extended their rule also into the mountains of
Kashmir, north of Lahore.
Let us commence our survey of the northwest at Dehra Dun,
which is placed in a mountain valley among the foot hills of the
Himalayas, not far from the hill station of Mussoorie, of which we
heard in the last lecture. Then from Dehra Dun we will travel two
hundred miles northwestward, crossing the Beas, one of the five
rivers of the Punjab, to Amritsar, the holy city of the Sikhs. Fifty
miles west of Amritsar, on the Ravi, another of the Indus tributaries,
is Lahore, the traditional capital of the Punjab. From Lahore onward
we traverse irrigated strips of fertile ground, with sandy plains
intervening, with a scanty herbage for a few camels. Then follows a
broken and more desolate country in the north of the Punjab. So we
come to the Indus itself, and beyond this, nearly three hundred

4.
12th Bengal
Infantry.
5.
Bombay
Mountain
Battery.
6.
Heavy Battery
in Elephant
Draught.
miles from Lahore, to the military station of Peshawar, the last
Indian city on the great track leading northwestward from Calcutta,
through Allahabad and Delhi. Not far from Peshawar is the Khyber
Pass.
The Khyber is protected by its own hill tribes. We have enlisted
them on the side of law and order by enrolling them into military
forces, just as the Scottish Highlanders were enrolled in the British
army in the 18th century.
Then leaving Peshawar we will visit Quetta, some five hundred
miles southwestward, and see there the second great centre of
British force on the Frontier. It has been established to command the
Bolan route to Kandahar and Herat. The whole army in India is
organised with reference to these two points, Peshawar and Quetta,
or in other words, the Khyber and the Bolan. There are many other
passes in the frontier mountains, but they offer merely loopways
from the two main routes.
The Indian forces are now grouped into a
Northern and a Southern army. The Northern
army is distributed southeastward from Peshawar
past Delhi and Allahabad to Calcutta, so that all
the forces along that long line may be regarded
as supporting the brigades on the Khyber front.
The Southern army is similarly posted for the
reinforcement of Quetta. It is distributed in the
Bombay Presidency and immediately around. The
conditions of the defence of India have of course
been vitally changed by the construction of the Northwestern
Railway from the port of Karachi through the Indus basin, with its
two branches towards the Bolan and the Khyber. To-day that
defence could be conducted over the seas directly from Britain
through Karachi, so that the desert of Rajputana would lie between
the defending forces and the main community of India within.

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