The McGraw-Hill 36-Hour Course: Project Management, Second Edition (McGraw-Hill 36-Hour Courses) 2nd Edition Helen Cooke, Karen Tate - Solutions

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The case illustrates the impact of the external environment on the event itself with rail disruption causing a reduction in target numbers and a change in transportation. What other issues from the external environment may impact on the Show? What strategies could event managers implement to
What factors contributed to the success of the Show?
In evaluating the impacts, what are the long-term benefits to Birmingham of hosting the Show?
From the case study, identify the main stakeholders in ITMA.
Select an event in which you have been involved as a participant or close observer, and identify as many impacts of the event as you can, both positive and negative. Did the positive impacts outweigh the negative?(a) What measures did the organizers have in place to maximize positive impacts and
Identify an event in your region which has a significant tourism component, and examine the event in terms of its ability to:(a) increase tourist visits and length of stay(b) improve the profile of the destination(c) create economic benefits for the region.
Describe an event that you believe was not sufficiently responsive to community attitudes and values. What steps could be taken in the community to improve the situation?
Select a major event that has been held in your region, and identify as many environmental impacts as you can. Evaluate whether you think the overall environmental impact on the host community was positive or negative, and recommend what steps could be taken to improve the balance.
Describe an event with which you are familiar and which has been characterized by social problems or bad crowd behaviour. As the event manager, what would you have done to manage the situation and improve the outcome of the event? In your answer, discuss both the planning of the event and possible
Describe some examples of events where the needs have been perceived as being in conflict with those of their host communities. As the event manager, how would you resolve these conflicting needs?
How would you expect the experience of organizing the Manchester 2002 Commonwealth Games to influence bidding for and management of large-scale events within the UK in the future? Explain your answer.
Using other materials at your disposal, for example, the official website, conduct research into the Manchester 2002 Commonwealth Games. What facts can be ascertained from this material regarding the size, nature and management of the event?
Running festivals alongside sporting events is becoming increasingly popular. What can these bring to the event?
What type of event are the Commonwealth Games? Explain your answer.
You have been tasked by a charity with developing some new event concepts for them.Select a charity with which you are familiar and outline what the objectives would be for this event. Brainstorm event concepts (at least five) that may be used to achieve their objectives.
Charities are increasingly searching for new and innovative event ideas in order to achieve their objectives. In general terms, what objectives might a charity event have?
Identify some of the management implications for organizing an event at short notice.
The Tsunami Relief concert was organized to raise money and awareness. How might that influence the packaging of the event?
Do you agree with the attributes and knowledge areas required by events managers listed in this chapter? Do an inventory of your own attributes and skills based on these listings?
What characteristics define an industry, and using these criteria do you consider that there is an events industry in the UK?
Identify an event in your city or region that has the capacity to be a hallmark event. Give your reasons for placing it in this category.
What are the key political, cultural and social trends that determine the current climate of events in the UK? How would you expect these to influence the nature of events in the coming years?
Why have events emerged so strongly in recent years in the UK?
Do events mirror changes in society, or do they have a role in creating and changing values? Give examples to illustrate your answer.
Why are events created, and what purpose do they serve in society?
Using an aggregate of individual project risk ratings, the organization can create its own risk threshold to be applied across multiple projects.a. trueb. false
It is clear that some of the success of a well-executed project can be attributed to:a. the sponsoring organization’s readiness to support projects to their successful conclusionb. the options the project team has for creating any support systems within the project that are missing externallyc.
Is project management increasingly recognized as a core business function?a. yesb. no
In a mature project environment, the host organization need not be supportive of projects.a. trueb. false
Project management maturity implies maturity in:a. standards and policiesb. structures and systemsc. training in all key project management knowledge areasd. training in all critical success factors for projectse. all of the abovef. none of the above g.a, b, and c only
Improvements in the organization’s project processes will be made:a. bottom upb. top downc. within the projectsd. a and b
When applying process improvement concepts to project management, one of the several areas that process maturity must address is:a. the processes that the organization uses to support the unique functions of projects, most of which are somewhat different from those of operationsb. the unique
Strong project management offices will:a. be accountable for selecting which projects will receive scarce resourcesb. have a dedicated project management staffc. manage key projects to completiond. maintain documentation for all projectse. approve changes to a projectf. all of the above g.a, b, and
OPM3 is PMI’s:a. open project management method and modelb. organizational project management maturity modelc. criteria for the certification of a project management professionald. none of the above
In selling a PSO or PMO to your organization, one of the first tasks to address is what the functional groups will perceive to be its:a. costb. valuec. urgencyd. importance
Project control reactive strategies include:a. reducing activitiesb. reducing cost or resourcesc. reducing functionalityd. simply tracking items one-to-one against the estimates and adjusting tasks and costs by prioritye. all of the abovef.a, b, and c g. a and b
Calculating and publishing earned value:a. defines and quantifies riskb. establishes and controls scope and sets strategy and developmentc. defines and quantifies variation
There are situations where the critical path is rather than calendar-based.a. risk-basedb. scope-basedc. resource-based
Earned value is the term used to describe the evolving relationship between the expenditure of resources on a project and the value being produced.a. trueb. false
Tools that support the project manager are labor-saving devices to insert systematic thinking and processes into the complexity of managing a project.a. trueb. false
A key feature of a project status reporting process is assessment of the effect of the on the system.a. costb. riskc. changed. all of the above
A is the picture of success, and it is the best definition of a road map that leads to successful completion.a. project scheduleb. project planc. deliverables listd. subproject tree
The project control strategy will need to be exercised on each of the three legs of the triple constraint (scope, cost, and schedule).a. neither true nor falseb. truec. falsed. neither completely true nor completely false
In white-collar or professional projects, most of the estimates turn out to have been:a. pessimisticb. right onc. optimisticd. wrong
Inquiry is:a. not part of project managementb. an open process designed to generate multiple alternativesc. an open process designed to reduce the exchange of ideasd. another process designed to produce poorly tested alternatives
A clear description of the project’s intended , as well as a general description of the product’s end state, helps to align the team with what is important.a. business outcomesb. business needsc. strategic needsd. business priorities
The concept of preemptive prevention definitely holds true in projects where the lack of timeliness of a solution is a key to project success.a. trueb. false
Some of the practices that determine what is right in terms of quality include:a. planning processes that address as many facets of quality as possible to prevent being blindsided downstreamb. relying just on people actionsc. setting up a “lessons learned” processd. not standardizing what
The determinant(s) of creating a context (the environment for quality and learning established for the project team) include(s):a. the knowledge, skill, and ability of the project managerb. the physical location where the project takes place and the location of the teamc. the sponsoring
The team creates an environment within the project that serves as a check and balance system for the sometimes almost chaotic atmosphere of doing something unique.a. trueb. false
People who take pride in their work use continuous learning and lessons learned to improve their own performance.a. trueb. false
Some principles for increasing the acceptance for change include:a. identify people who are comfortable with change and have them serve as early adoptersb. explain not only what is going to happen but also how people will be affectedc. be explicit in describing the advantages of the proposed
Project closeout is a time when the value of is demonstrated.a. initiation and planningb. execution and closeoutc. planning and executiond. deliverables and execution
The complexities of iterative planning and definition require periodic integration of core project management processes with and of the stable standard processes with any processes that have been changed and adapted to fit the project.a. process stabilizationb. facilitating subprocessesc. core
Communication is everyone’s job, and changes and issues need to be communicated upward from the project worker to the team leadership, and direction, changes, logistics, status, and resolutions need to be communicated downward to the teams.a. trueb. false
The quality plan needs to define what is considered to represent quality on the project and how it will be:a. controlledb. trackedc. managedd. managed, tracked, and controlled
The entire project team also needs to be given a clear idea of what the client’s or needs are so that those needs are not compromised when the team is faced with minor trade-offs during execution tasks.a. customer’sb. sponsor’sc. team’sd. project manager’s
Team celebration at the end of the project:a. helps the team say good-byeb. signals that the project is overc. conveys a sense of successd. all of the above
Changes to the project plan should be reviewed at natural points in the project such as the end of each product development stage.a. trueb. false
All risks can and should be prevented or avoided.a. trueb. false
Why does the team need acceptance criteria for the project’s final deliverable?a. to complete project recordsb. to satisfy the customerc. to know what to created. to abide by the project manager’s rules
Which one of the following can erode quality, slow decisions, and fragment cooperation?a. trustb. team buildingc. interpersonal conflictsd. distrust
It is not the project manager’s role to mold the different individuals into a functioning and effective team; this is the sponsor’s responsibility.a. trueb. false
People who are able to focus on their, deliver on time, and a budget.a. work well together; deliverables; benefits; exceedb. work well together; work; results; meetc. work poorly together; work; results; meetd. do not work together; egos; results; meet
Which of the following all contribute to trust?a. communication management, unclear performance standards, risk management, and personal reward systemsb. one-way communications, goal-oriented standards, intuitive measures, and fair reward systemsc. no communications, poor performance standards,
Emotional intelligence is a key set of personal characteristics, including the ability to:a. motivate oneself and persist in the face of frustrationsb. control impulses and delay gratificationc. regulate one’s moods and keep stress from swamping the ability to thinkd. empathize and hopee. all of
Detailed and specific team member input is sought as the project moves through planning into implementation.a. trueb. false
The team is created by deciding how many individuals or groups will be needed, their compositions, and their:a. rolesb. responsibilitiesc. assignment of deliverablesd. authoritye. organization chart reporting relationshipsf. all of the above
The project manager sets the pace and tone for work by:a. doing the work by himself or herselfb. communicating what is expected of the teamc. providing the high-level leadershipd. none of the above
Reporting should be planned after the detailed plan is ready for execution.a. trueb. false
A is important for credible reports.a. detailed schedule for executingb. signed-off and approved charterc. complete and comprehensive pland. team-based communications plan
As the project plan is prepared, for the team and the customers will be planned and scheduled.a. riskb. costc. trainingd. leadershipe. scopef. a and c g. b and d
When the plan is , a foundation exists for making public statements about expected project delivery dates.a. complete and the baseline establishedb. complete and the schedule establishedc. complete and the targets establishedd. complete and the resources established
The must be credible to the people carrying out the work to elicit their best effort and challenge their capabilities.a. scope definitionb. effort estimatesc. quality pland. communications plan
Answering management’s questions on solidifies a project’s value.a. schedule risk analysisb. cost-benefit analysisc. milestone priority assessmentsd. resource allocation analysis
A project’s initial approach needs to be validated and the descriptions of the deliverables that were developed in initiation need to be given a reality test with the technical personnel who will be charged with their development.a. trueb. false
The seem to generate many questions but few answers.a. communications involved in project planningb. early stages of risk planningc. late stages of project initiationd. early stages of project initiation
Project managers typically are brought into a project after others have decided that the project is needed.a. trueb. false
The emphasis in is in designing the entire life cycle of effort at a high level at the initial phase, since the earlier a process is established, the simpler and more cost-effective it will be to implement.a. planningb. executingc. closing outd. anticipating
The final process in the project planning phase is the:a. team approach, cost, and framework to deliver the project’s desired outcomesb. formal approval and acceptancec. team’s agreement and acceptanced. team’s celebration and reviewe. sponsor’s review and approval
Cyclic reviews of each of the PMBOK areas should be added to the project after the plan is well developed to help the team remain on track, even as shifts in direction or changes reshape the work during execution.a. trueb. false
The sequenced tasks and milestones of a project schedule will signal the technical handoffs but not quality gates for product or service developments that need to be placed on the schedule.a. trueb. false
The work breakdown structure is a(n) grouping of project elements that organizes and defines the total work scope of the project.a. activity-orientedb. organization-orientedc. risk-orientedd. deliverable-oriented
A charter document will:a. explain the business reasons for the projectb. record its main goalsc. specify the customers and their needsd. name the final deliverablese. clarify what the customer wants the final deliverables to dof. all of the above g.a, b, and c only
As a general rule, the best level of management oversight and sponsorship to a project is not the level of management that has the authority to resolve all issues that arise within the project across all levels of the organization that are integrally involved in its delivery.a. trueb. false
Given that a good plan may be difficult to achieve, the factors that affect the ability to create and execute a good project plan include all of the following except:a. a defined process for managing projectsb. a policy on how projects are selectedc. acceptance criteriad. standards for judging a
Issues that can affect a project’s selection include all the following except:a. its financial contributionb. better market visibilityc. improved infrastructured. issues yet to be identified
One of the basics of project management is to obtain agreement on the definitions of project management phases and product development stages so that everyone on the project has the same “generally accepted” understanding of terms related to project management phases and which of the
Why would a project manager review the process of managing projects?a. to help analyze approachesb. to help refine approachesc. to adjust emphasisd. to implement new processese. to allow the next project team to deliver more resultsf. to allow the next project team to be more efficient g. to allow
Leadership roles on the project management team include:a. those that identify trends and act on themb. those that prevent problemsc. those that maintain the vision and goals of the project within the team and with their counterparts in the customer organizationd. all of the abovee. a and b onlyf.
The final deliverable is the ultimate responsibility of the project manager, who must step in, by default, if the team does not perform.a. trueb. false
The successful project manager will need:a. organization competenciesb. people competenciesc. personal competenciesd. high-performance work practicese. soft skillsf. all of the above g. none of the above h.a, b, and c only
Considering trends in the jobs and value of knowledge workers, which of the following skills should today’s project managers possess for success?a. synthesize the big picture, forge relationships, solve unique problemsb. execute transactions, solve routine problems, analyze details
A task on a small project might require the daily attention of a project specialist on a much larger project. As a result, project managers working on smaller projects mean:a. the project spends more money on human resourcesb. customer needs get more attentionc. future project leaders can learn
An effective project manager makes situational trade-offs daily.a. trueb. false
Which of the following is not necessary for project management success?a. delivering desired resultsb. maintaining the “wholeness” of a teamc. developing fixes when the problem could have been foreseen and preventedd. “no surprises”e. stewardship of human resources for future projects
In an organization that is not mature in project management, a high value is placed on a project manager who is a disciplined professional instead of the cowboy or hero project manager.a. trueb. false
Projects that meet the deliverables acceptance criteria and the expectations of the project customer:a. create confusion in the minds of the management teamb. increase confidence in the leadersc. lead to order and decisivenessd. none of the above
Which is the most important leadership role of the project manager?a. clearly communicate the vision to the project teamb. align the project with the priorities of the customer and sponsoring organizationc. motivate the project teamd. a and be. a and cf. none of the above g. all of the above
The triple constraint helps to explain the balance of scope/quality, cost, and time. If scope changes, what must happen?a. cost must changeb. time must changec. cost and time must changed. all of the above

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The McGraw-Hill 36-Hour Course: Project Management, Second Edition (McGraw-Hill 36-Hour Courses) 2nd Edition Helen Cooke, Karen Tate - Solutions

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