The case is in Chapter 1 called “Anatomy of a Failed Project: The First Panama Canal Project”

Pay more attention to Question 1 and Question 4!!!
Hint for Q1:
The case is in Chapter 1 called “Anatomy of a Failed Project: The First
Panama Canal Project”

It centers around the specific design plan of the canal: sea-level design vs. locks-and-dams design. Note, in both French and American initial design it was sea-level design (which would have been doomed), and in both French and American cases, engineers from early on voiced concerns about the sea-level design. For example, Godin de Lépinay from the start criticized the sea-level canal that Ferdinand de Lesseps wanted to build. Finally, John Frank Stevens managed to change the plans from a sea-level canal to a locks-and-dams system. The question is “what lessons did you take from this particular issue for the future projects you will encounter”? Suppose after graduating from the NYU project management program you become the project manager of a new electric plane or a new drug. What would you do so you do not pursue your own version of a “sea-level canal” disaster? (Note: This is not a civil engineering question, it is a project management question – any project.)

Hint for Q4:
1. You need to cite practical real-life examples. They can be well-known projects that you know about or a generic one like building a bridge or new smart phone. You can put the answers in a table format, but since you are asked to justify and explain your answers, you may find it easier to write a simple short paragraph.
2. When projects are launched, often one of the four risk categories is the most critical risk. For example, for some projects, it is the market risk that is the most critical. (Will customers accept and adopt the product/service?) For some projects, it is the technology that is the biggest unknown. (Will the technology work in an acceptable manner?) For some projects, it is the implementation/execution risk that is of most concern. (Can our team execute and get it done?) Finally, in some projects the key question/risk is whether we make adequate Return-on-Investment? (That is, we know the technology works, customers want it in general, the team can execute the project, but the revenue or cost savings may be adequate or inadequate to cover the investment and expenses. Can you think of such a project?)

For Question 2, The topic is covered in Chapter 4 of the textbook.

Last Completed Projects