Management > CASE STUDY > Vanguard University - MNGT X443Final Exam Case Study Submission (All)

Vanguard University - MNGT X443Final Exam Case Study Submission

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Final Exam Risk Team 1 (Amrit Atwal, Hannah Ortego, Daniella Escobedo, Lolita Smith, Su Lee) 350769: Risk Analysis and Project Management MGMT X443.2 19. How does an organization decide what is or ... is not an acceptable risk? 20. Who should have final say in deciding upon the appropriate response mechanism for a risk? 21. What methods of risk response were used at NASA? 22. Did it appear that the risk response method selected was dependent on the risk or on other factors? 23. How should an organization decide whether or not to accept a risk and launch if the risks cannot be quantified? 24. What should be the determining factors in deciding which risks are brought upstairs to the executive levels for review before selecting the appropriate risk response mechanism? 25. Why weren't the astronauts involved in the launch decision (i.e., the acceptance of the risk)? Should they have been involved? 26. What risk response mechanism did NASA administrators use when they issued waivers for the Launch Commit Criteria? 27. Are waivers a type of risk response mechanism? 28. Did the need to maintain a flight schedule compromise the risk response mechanism that would otherwise have been taken? 29. What risk response mechanism were managers at Thiokol and NASA using when they ignored the recommendations of their engineers? 30. Did the engineers at Thiokol and NASA do all they could to convince their own management that the wrong risk response mechanism was about to be taken? 31. When NASA pressed its contractors to recommend a launch, did NASA's risk response mechanism violate their responsibility to ensure crew safety? 32. When NASA discounted the effects of the weather, did NASA's risk response mechanism violate their responsibility to ensure crew safety? 33. How much documentation should be necessary for the tracking of a risk management plan? Can this documentation become over excessive and create 34. Risk management includes the documentation of lessons-learned. In the case study, was there an audit trail of lessons learned or was that audit trail simply protection memos? 35. How might Thiokol engineers have convinced both their own management and NASA to postpone the launch? 36. Should someone have stopped the Challenger launch and, if so, how could this have been accomplished without risking one's job and career? 37. How might an engineer deal with pressure from above to follow a course of action that the engineer knows to be wrong? 38. How could the chains of communication and responsibility for the Space Shuttle Program have been made to function better? 39. Because of the ice problem, Rockwell could not guarantee the shuttle's safety, but did nothing to veto the launch. Is there a better way for situations as this to be handled in the future? 40. What level of risk should have been acceptable for launch? 41. How should we handle situations where people in authority believe that the potential rewards justify what they believe to be relatively minor risks? 42. If you were on a jury attempting to place liability, whom would you say was responsible for the Challenger disaster? [Show More]

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