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megaproject management
Project Management Workbook And PMP/CAPM Exam Study Guide 12th Edition Harold R. Kerzner , Frank P. Saladis - Solutions
Exam Tip: More Maslow. Classify each of the following situations by matching the associated level of Maslow’s Hierarchy of Needs (physiological, safety and security, social, esteem, and self-actualization).
Review each situation and indicate which style of management (X, Y, or Z) is being demonstrated:Situation Style (X, Y, or Z)a. The project manager provides opportunity for discussion and participation in decision making.b. The project manager spends a great deal of time observing and supervising
As a project manager you will occasionally find yourself in the role of director(someone who supervises the actors and directs the action in the production of a show). Considering your role as director of a project, review each of the following definitions and match them with the appropriate term
Complete this statement: The project manager is responsible for ensuring the:
List the appropriate term (either measuring, evaluating, or correcting) with each definition.Definition Terma. Taking controlled action to resolve an unfavorable trend or deviation or taking advantage of an unusually favorable trend.b. Determining through formal or informal reports the degree to
List five principal functions of management.
What is the main purpose of the Project Management Office (PMO) and how can a PMO effectively support the project managers and project teams as they plan and implement projects?
Occasionally the project manager must deal with an incompetent or difficult team member. What steps may be taken to effectively manage this type of situation?
What are the major factors that must be considered when planning for project resources?
In order for project managers to fulfill their responsibilities successfully, they are constantly required to demonstrate their skills in managing multiple interfaces.What typical interfaces are encountered during project planning and execution?
Match each type of conflict management technique with the appropriate definition.
According to Dr. Harold Kerzner, what are the 10 major skill requirements for project and program managers?
Project managers are often assigned to teams that have been predetermined without project manager involvement. What are the typical factors that drive the preassignment decision, and what challenges may be encountered when managing a preassigned team?
What are the major difficulties associated with establishing and managing a virtual team?
What decision criteria are typically used in the selection of project team members and other human resources?
A challenge faced by most project managers is the selection of the “right” people for the project team and the use of appropriate managerial, motivational, and leadership skills to keep the team focused on project objectives and the completion of deliverables. This means managing a variety of
PM Quick Check: What is the project manager’s primary function?
Why is it important for the project manager to prepare and distribute a project organizational chart to the project team and other stakeholders? Provide at least three reasons.
Many project managers experience situations in which some team members become difficult to manage or create conflicts that may disrupt the entire project team and jeopardize the project. These situations include but are not limited to:Non-acceptance of rules, policies, and procedures Non-acceptance
PM Quick Check: What is the definition of a “stakeholder”?
The following criteria are sometimes used to select and assign a project manager.For each item listed, explain why the criterion may be used and why it may actually result in the assignment of the “wrong” project manager.
A team will perform more effectively if the project manager provides a positive atmosphere that is conducive to teamwork. List the actions a project manager may take to ensure he or she creates a positive team environment that will contribute to the development of a high-performing team.
In addition to the desired personal characteristics listed in question one, a project manager must fully understand the needs of the project team members. The project manager must provide the appropriate level of training, support, and motivation to ensure the team has the ability to perform the
Describe the major responsibilities of the project manager.
PM Quick Check: In which organizational structure will the project team members encounter a situation known as the “two boss syndrome”?Functional Matrix Projectized
What problems or obstacles may be encountered by the project manager when attempting to staff his or her project team? Review the list of problems or issues that may be experienced when staffing a project, and provide a recommendation for managing and resolving the issue. Consider the project or
What characteristics and personality traits would be desirable to you when selecting your project team? List at least six traits or characteristics.
The project manager is usually selected and assigned to a project by the.
List at least eight personal characteristics or skills a project manager should possess to be successful in managing a project team and achieving project objectives.
Determine whether the answer statements are true or false.Ellen has been placed in charge of a project that is expected to last close to two years. The project is of high importance to the company and the functional manager has agreed to allow the assigned resources be committed full time to this
Determine if the answer statements are true or false.Jeremy is one of the best engineers in the company and has come up with an idea for a new revenue-generating project. Everyone in the company knows that Jeremy is the expert in the field and trusts his decisions. There will be eight people
Review each of the following and determine which are enterprise environmental factors (EEF) and which are organization process assets (OPA).Organizational culture Infrastructure Risk data Risk appetite Lessons learned Employee capability Policies and procedures Marketplace conditions
For each of the following, indicate whether it is a function of leadership or management.(Refer to the PMBOK Guide—Sixth Edition, 3.4.5).Administrate Develop the team Control Focus on systems and structure Encourage innovation Long-range vision Ensure things are done right Challenges the status
Describe the three elements of the PMI® Talent Triangle
Describe the characteristics of each of the following PMO structures.a. Supportiveb. Controllingc. Directive
Organizational structures will vary depending on the needs of the organization. It may be necessary to establish and manage a project in a manner that is different from how the organization is structured. What factors should be considered when determining the appropriate structure for managing a
What are the major disadvantages of the matrix type organizational structure?
What are the major disadvantages of using a pure project or projectized organizational structure?
What methods can be used to improve the coordination of work flow between functional units without changing the organizational structure?
Complete the following table by describing the influences and relationships between the project characteristics and the organizational structure: Refer to the PMBOK® Guide—Sixth Edition, “2.4.4 Organizational Structure Types.”
Why is organizational culture considered to be an “enterprise environmental factor”?
Define the term “stakeholder” and provide examples of stakeholders that are typically associated with projects.
Explain the term “enterprise environmental factors” and provide examples.
Explain the difference between authority, responsibility, and accountability.
Matrix organizational structure. Consider the matrix organizational structure.Describe the primary advantages and potential disadvantages if this type of structure is selected by an organization.
Match the type of structure to the correct characteristics or descriptions. Balanced Strong Functional Weak Matrix Matrix Matrix Projectized or Pure Project
Which one of the following organizational structures would provide the most effective platform for building a high-performance project team? Provide the rationale to support your answer.
For many years most organizations utilized a hierarchal structure for managing operations and personnel. This traditional structure was based on divisions, departments, and functional units. Describe the advantages and disadvantages of the traditional or classic organizational structure. (The
A specific and recommended level of detail, use of templates, standardized planning, scheduling and control techniques, standardized reporting format, flexibility for application to all projects, standardized life cycle phases, accepted by the entire organization.
Additional risks that have been identified, resource availability, organizational capability, market shifts, mergers, changes in technology, changes in the strategic goals of the organization.
Ineffective planning, ineffective scheduling, ineffective estimating, ineffective cost control, failing to follow process, poor communications, poor requirements definition, poor scope description, ineffective leadership, poor coordination and integration of project activities, no functional
Project scope defines the work that must be accomplished to produce a deliverable with specified features and functions. Product scope defines the features and functions that characterize the deliverable. The complexity of the product scope will define the work required to produce the product.
Projects have defined objectives and the planning details are progressively elaborated through a project life cycle. Programs are broader in scope and provide greater benefits through coordination of several related projects. Portfolios have a business scope that will change as strategic goals of
A collection of projects and programs and other work that are grouped together to facilitate that work to achieve business objectives.
a. Potential loss of power and position with the customer, credit given to the project manager. Potential for the project managers to become associated with the marketing function. Customer has more contact with the project manager. Fear of loss of credit for sales.b. Improper handoff of the
Use of templates: More efficient use of time, consistency.Standardized reporting format: consistency, facilitates analysis.Use of standardized life-cycle phases: Consistency in planning and control.Flexibility of application to all projects: All projects are unique. Some processes may not apply to
More effective manageability and control.
The project life cycle includes the work required to produce the product or the project. The project life cycle ends when the product has been delivered. The product life cycle includes the R&D, project life cycle, operations and maintenance, and eventual termination or salvage of the product.
Proceed to the next phase based on objectives, revise objectives and then proceed to next phase, correct variances before moving to the next phase, cancel the project based on current status and other factors.
The stage-gate process establishes reviews at the completion of each phase to determine if the project should continue on to the next phase. Also used to determine where corrective action may be necessary to return project performance to acceptable levels.
Ineffective planning 1 Poor motivation 2 Poor productivity 1 Ineffective scheduling 1 Ineffective estimating 1 Poor morale 2 Project objectives changing or not defined clearly 1 Poor human relations 2 Lack of control processes 1 Lack of employee involvement and commitment 2 No functional management
Primary: Within schedule, within cost, within quality requirements, accepted by the customer.Secondary: Follow-on work, customer authorizes use of the name for references, minimum or mutually agreed upon scope changes, no disturbance of normal operations, within safety requirements, managed fairly
Cost, time, scope.
Set objectives, organize resources, establish plans, motivate personnel, provide staffing, issue directives, remain flexible, and establish project controls.
a. Project-drivenb. Hybridc. Hybridd. Project-drivene. Non-project-drivenf. Non-project-driven g. Project-driven h. Project-driven i. Hybrid j. Project-driven k. Non-project-driven l. Hybrid m. Non-project-driven
The stage-gate process establishes reviews at the completion of each phase to determine if the project should continue on to the next phase. Also used to determine where corrective action may be necessary to return project performance to acceptable levels.d. Establish a PMO, standardize methods,
Ineffective planning 1 Poor motivation 2 Poor productivity 1 Ineffective scheduling 1 Ineffective estimating 1 Poor morale 2 Project objectives changing or not defined clearly 1 Poor human relations 2 Lack of control processes 1 Lack of employee involvement and commitment 2 No functional management
Primary: Within schedule, within cost, within quality requirements, accepted by the customer.Secondary: Follow-on work, customer authorizes use of the name for references, minimum or mutually agreed upon scope changes, no disturbance of normal operations, within safety requirements, managed fairly
Cost, time, scope.
Set objectives, organize resources, establish plans, motivate personnel, provide staffing, issue directives, remain flexible, and establish project controls.
a. Project-drivenb. Hybridc. Hybridd. Project-drivene. Non-project-drivenf. Non-project-driven g. Project-driven h. Project-driven i. Hybrid j. Project-driven k. Non-project-driven l. Hybrid m. Non-project-driven
a. Explain the benefits of repeatable processes, identify areas for improvement in schedule, cost and requirements management.b. Provide supporting information about project successes and the use of best practices.c. Obtain and communicate management support to functional managers, explain the
Total accountability is assumed by a single person. Project rather than functional dedication. Coordination across functional interfaces can be achieved. Improved utilization of integrated planning and control processes.
a. Prioritization of projects, resource planning, effective schedule development.b. Change control process, cost estimating techniques, risk management.c. Establish a quality policy, schedule reviews and inspections, plan for requirements management.d. Phase end reviews, scope management, change
Prioritization of projects. More effective management of changes. More effective utilization of available resources. Improved coordination between functional units.
How often are projects completed on time, within budget, and according to performance specification? How effective is the communication between functional units? What factors contribute to project failure? How can project management be used to improve overall performance? What is the level of
Establish a project management office, require documentation of lessons learned, and ensure that management support is visible.
Identify a software application that will be accepted and used by project managers.Provide the appropriate training.
Use earned value management and establish success metrics. Conduct reviews after each project phase.
Develop a risk management plan and a process for managing issues.
Create meeting guidelines. Meet only when necessary. Define the meeting purpose, create an agenda, and manage time effectively.
Reward and recognize project teams and develop team-building activities.
Obtain sponsor and executive support, establish clear objectives, and develop a communications plan.
Prepare and communicate acceptance criteria. Communicate the scope statement.
Communicate project sponsor support and executive support to the team.Understand line manager priorities. Create a positive working relationship.
Establish expectations with executives at project start-up.
Establish guidelines and criteria for selection of a project manager. Emphasize soft skills as well as managerial skills.
Establish a performance measurement system using earned value management.
Set objectives clearly using SMART criteria.
Establish a project kickoff process and project-planning methodology.
Identify and communicate the benefits of project management.
What is the ultimate role of the project sponsor?
The project manager is responsible for coordinating and integrating activities across multiple, functional lines. The integration activities performed by the project manager include.
In any organization that accepts and utilizes a project management methodology, the project manager is often faced with several obstacles that must be overcome to achieve the desired performance and business benefits. Describe at least three of these obstacles and provide suggestions for overcoming
List the three components of the PMI® Talent Triangle.
According to the PMBOK® Guide—Sixth Edition, a project is defined as:
The relationship between the project manager and the project sponsor or executive is a critical factor and can mean the difference between project success and failure. What actions can be taken by the project manager to ensure that a strong and supportive relationship exists between the project
Project managers are often challenged to influence functional managers who may have multiple projects to deal with and may be forced to compete with other project managers in the same organization for resources. Explain how the project manager can improve relationships with functional managers and
In addition to the roles of integrator and coordinator, describe other roles and responsibilities the project manager is expected to perform:
Causes and effects. Although all projects are unique, there are many common issues that are experienced by project managers and teams. Referring to the list of causes and effects, match two causes (only two) to each effect and explain why the two were chosen.Causesa. Top management does not
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