Chang/Shang-Jen/Sep 6 chapter 1/page 66/ 1, 6

1.

a. Technique approach: The proposal begins with a general description of the problem to

be addressed or project to be undertaken. If the problem is complex, the major subsystems

of the problem or project are noted, together with the organization’s approach to each.

b. The Implementation Plan: The implementation plan for the project contains estimates of

the time required, the cost, and the materials used. Each major subsystem of the project is

listed along with estimates of its cost. These costs are aggregated for the whole project, and

totals are shown for each cost category.

c. The Plan for Logistic Support and Administration: The proposal includes a description

of the ability of the proposer to supply the routine facilities, equipment, and skills needed

during any project. Having the means to furnish artist’s renderings, special signs, meeting

rooms, stenographic assistance, reproduction of oversized documents, computer graphics,

word processing, video teleconferencing, and many other occasionally required

capabilities provides a “touch of class.”

d. Past Experience: All proposals are strengthened by including a section that describes the

past experience of the proposing group. It contains a list of key project personnel together

with their titles and qualifications.

Work-Experience Application: When I was an engineer in Taiwan, my company wanted to

win an ORPIC (Oman Oil Refineries and Petroleum Industries Company) project. In my

part of bidding project, my team needed to know what kind of tools, equipment, pipe

designs, potential problems, and other things we might need, or we might encounter in the

future. We would do a brief design for this project for calculating the bidding budget and

win this project. After winning the project, we began to refer to our past experience to do

a very detailed plant design. Due to the project was so massive for my company, my CEO

and other senior executives all supported the project to let our project process smoothly.

So, this project is almost done and allows my company to earn much money.

6.

a. Models do not make decisions—people do. The manager, not the model, bears

responsibility for the decision. The manager may “delegate” the task of making the decision
to a model, but the responsibility cannot be abdicated.

b. All models, however sophisticated, are only partial representations of the reality they are

meant to reflect. Reality is far too complex for us to capture more than a small fraction of

it in any model. Therefore, no model can yield an optimal decision except within its own,

possibly inadequate, framework.

Work-Experience Application: When I was an engineer in Taiwan, I witnessed many

supervisors only cared about their part of a project. They didn’t consider other departments’

requirement other scopes carefully. Due to a project is usually a huge plant, it is difficult

for all department supervisors consider carefully. Employees might forget something and

not have a big picture for a whole project. Even the senior PM also often cannot see the

wood for the trees. When these things happened, we need to spend more time and money

to fix these problems. It lets our profit reduce. So, that's why all PM like to hold many

meetings to prevent these problems happened.