New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
megaproject management
Project Management For Business Engineering And Technology Principles And Practice 3rd Edition John M Nicholas, Herman Steyn - Solutions
What responsibility does the project manager have for project knowledge management?
How is peer consultation used in knowledge sharing?
What is an AAR? How does it differ from a project post-completion review(postmortem)?
What kind of knowledge cannot be retained in a database? Where is that knowledge to be found?
What kind of knowledge can be retained in a database?
Name some difficulties associated with retaining and sharing (transferring) tacit knowledge.
What is the difference between tacit knowledge and explicit knowledge?
Describe some ways of capturing project knowledge.
In a sentence, describe the purpose of knowledge management for project management.
Name some aspects critical to effective project management that are not addressed by the maturity models.
Name some benefits of an organization having a high rating on a project management maturity model.
List five level of project management maturity.
What do project management maturity process models measure or assess?
Discuss the meaning of the term “ project management maturity. ”
Why might an organization have more than one methodology? What is a potential problem with having more than one?
What is the purpose of project gates? Describe how the gating process fits in with the project management methodology.
Where does the methodology originate? Who creates and promotes it?
What does the project management methodology specify? Describe the key features and topics addressed by the methodology. Discuss the kinds of tasks and deliverables covered in the methodology.
What are the benefits of a project management methodology? What are the disadvantages of an organization not having one?
Does the organization make available to its employees programs on stress management?
Does the project manager try to help team members deal with job stress? Explain.
Is this a high stress or low stress project? Explain. If it is a high stress environment, is it taken for granted that that is the way it must be, or do people feel that steps could be taken to reduce the stress?
Are any formal procedures used, such as RCT or IGPS, to resolve conflicts?Emotional stress is a personal issue and most people are hesitant to speak about it other than on a general level. Still, you might ask the project manager or other team members about stresses they personally feel or perceive
How does the project manager resolve conflict? Is confrontation used?
What responsibility does the project manager take in resolving these conflicts?
How prevalent is conflict and what effect does conflict have on individual and project performance?
At the end of this (or other projects), what does the organization do to disband a team? Are there any procedures for giving recognition or dealing with members ’feelings about disbanding?
Ask the project manager if he or she knows about formal team building and IGPS procedures like those described in this book.
How would you characterize the level of teamwork in this project?
What kinds of activities are used or steps taken to resolve problems involving multiple groups?
What kinds of formal and informal activities are used to increase the cohesiveness of the project team? Can any of these be termed as team building?
What mechanisms are used to link these teams—for example, coordinators, frequent meetings, or close proximity?
Describe the different groups (management teams, project office, functional groups) that comprise the project team in this project.
What do you think are the primary work motivators for people in this project?Discuss the relative importance of salary, career potential, formal controls, and participation in decision making.
What kind of people must the project manager influence? Given the theories of this chapter, is the style of leadership used appropriate? Despite the theories, does the style used by the project manager seem to be effective?
How would you characterize the leadership style of the project manager in your project? Is it authoritarian, laissez faire (do-nothing), or participative? Is the project manager more task-oriented or more relations-oriented, or both?
What are some ways of improving social support among project team members?
What is “ social support? ” What are the sources of social support? How does social support reduce job stress?
Describe the means by which (a) participative management and (b) role clarification help to reduce work stress.
Describe each of these major sources of stress in a project environment: project goals and schedules, work overload, role conflict and ambiguity, and social/interpersonal relations. Describe your work experiences with these sources of stress.
Describe what happens in IGPS. What sources of conflict does it resolve?
Describe the RCT. What sources of conflict does it resolve?
Describe the “ expectation theory ” of conflict. How does the expectation theory compare with your experiences of conflict in work situations?
What are the assumptions in using confrontation (i.e., what conditions must exist for it to be successful)?
Explain how the project manager uses confrontation to resolve conflict.
Describe some ways of dealing with conflict.
Explain why some conflict is natural and beneficial.
What are the negative consequences of conflict in projects?
Describe how the sources of conflict vary with the phases of the project life cycle.
What are the sources of conflict between parties in the project organization?
What are the sources of conflict between the user and the contractor? How do contracts lead to conflict?
What do you think are the reasons why team building is not used more often?What barriers are there to applying team building?
Describe some situations that you know of where team building could be used.
What conditions of management and the team members are necessary for team building interventions to succeed?
Outline the steps in the IGPS process.
Outline the steps in a team building session for a group that has been working together. Outline the steps for building a new project team.
What is the purpose of team building? Where is team building needed?
What is meant by group process issues? What kinds of issues do they include?
What characteristics are common to Vaill ’ s high-performing systems?
Why is teamwork important in projects? Isn ’ t it enough that individual workers are highly skilled and motivated?
In what ways is participative management useful for motivating and gaining commitment?
What are the differences between the leadership models of Fiedler and Hersey–Blanchard? What do they say about leadership in the situations faced by project managers?
Describe the contingency approach to leadership. According to this approach, what is the best way to lead?
Explain the difference between task-oriented and relations-oriented leadership styles.
What has been the role of top management in your project? What, in general, is the involvement of top management in projects in this organization?
Is there a manager of projects? A project champion? A sponsor? Describe the responsibilities and influence on these parties in the project.
What functional managers are involved in this project? Describe their responsibilities in the project, decisions they make unilaterally, and decisions they share with the project manager.
Is there a project office? If not, how are the responsibilities (e.g., for contract administration) handled? If so, who is in the project office (a project engineer, contract administrator, field representative, etc.)? Are they on loan, full, or part time? Describe their responsibilities.
How does this project manager fill the role: part or full time, shared or rotated with other managers, manager of several projects at once? Explain. Does the project manager have enough time to do an effective job? Would another way of filling the position be more effective?
From where does this organization get its project managers? Does it have a procedure or seminars for training and selecting project managers? Where did the manager of your project come from?
How big would you say is the project manager ’ s authority gap? Explain. Does the project manager have any complaints about it?
Describe the kind of authority given to the project manager. (How much legal authority and reward power does the project manager have?) How does he or she know this; is his or her authority specified in the organization charter, the job description, or elsewhere?
Describe the project manager ’ s professional background. Has it helped or hindered his or her ability to be a project manager? (You might pose this question to the project manager.) Does the manager have the requisite domain competency for managing this project?
Would you describe the project manager ’ s orientation as being more technical or more managerial? Explain.
In your opinion, is the so-called project manager the real project manager, or is someone else controlling the project? If the latter, what effect does this have on the project manager ’ s ability to influence the project?
Describe in one sentence the overall role for the project manager of your project.Now, list his or her specific responsibilities.
Where in the organization structure is the project manager? Show this on an organization chart.
In your project, what is the formal title given to the role of project manager?
Who is the project champion, who is the project sponsor, and who are the stakeholders?What influence do they have on a project?
Describe the responsibilities of the functional manager, the project leader, and the work package supervisor in project management as well as their interfaces with one another and with the project manager.
Describe the project-related responsibilities of top management.
Describe the responsibilities of the manager of projects.
Describe the responsibilities of key members of the project office for a largescale project.
How are project managers trained on the job? What are the advantages and drawbacks of relying upon on-the-job training as a source for project managers?
Discuss the pros and cons in the various ways of filling the role of project manager(e.g., part-time, multiple project managers for one project, one manager for multiple projects, etc.).
Discuss the considerations in selecting a project manager from among each of the following groups: experienced project managers, functional managers, functional specialists.
List the ideal qualifications—personal, behavioral, technical—for project managers.How do they differ from the qualifications for functional managers? How do these vary depending on the project? What is domain competency?
What is the most frequently used source of influence among project managers?How does the project manager use this and other sources of influence to induce functional managers to release their personnel to the project?
What is meant by the “ authority gap? ”
How does the authority of the typical project manager differ from authority of other managers?
Describe how and in what ways people in organizations, regardless of hierarchical position, influence others.
Describe what is meant by legal authority. How does it differ from charismatic authority?
Why is a broad background essential for the project manager? What is a broad background?
Discuss the relative need for both technical and managerial competence in project management.
Describe the typical responsibilities of a project manager. In what ways are responsibilities such as budgeting, scheduling, and controlling considered as integration and coordination responsibilities?
Does the project manager ’ s resistance to change contradict her roles as a change agent?
What is meant by “ the project manager is an evangelist, entrepreneur, and change agent? ”
What is the project manager ’ s primary role?
Did the project use concurrent engineering teams? If so, discuss how this concept was applied and tailored to fit the project.
Are there prime and associate contractors involved? If so, what is the function of the company you are studying (prime contractor, subcontractor, or supplier)and how does it fit into the structure of all the organizations contributing to the project? If applicable, discuss the involvement of
Showing 3800 - 3900
of 6087
First
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
Last
Step by Step Answers
Get 50% OFF
Claim Now
