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megaproject management
Project Management Strategic Design And Implementation 4th Edition David I. Cleland, Lewis R. Ireland - Solutions
What are some of the principal reasons that business-reengineering teams have not been able to deliver useful results, as had been anticipated when such teams were launched in the enterprise?
What are some of the principal competitive reasons for using concurrent engineering teams? What are the potential linkages between such teams and the use of teams to design and carry out the strategic planning process in the enterprise?
Benchmarking teams are a relatively new phenomenon in the business enterprise. What are the principal advantages to using a team to carry out a competitive assessment?
What is the principal reason for using competitive assessment teams? How should the results of the use of these teams meld into the strategic planning process of the enterprise?
In what ways can the use of alternative teams enhance the competitiveness of contemporary enterprises?
Identify and present the primary objectives of the alternative teams that are found in use today. What are the similarities and differences of these teams?
What is the principal work that is carried out by alternative teams?
What are the principal differences between “traditional” and “nontraditional”project teams?
What are some of the major ways that the use of teams has modified the theory and practice of management?
What are some of the principal reasons that alternative teams are becoming key elements in the design of contemporary organizational forms?
What could be done to reduce the opportunity for negative results in the organization?
What could be done by way of policies and procedures to enhance the positive results of the use of teams in the organization examined by the students/readers?
If possible, the students/readers should examine an organization with which they are familiar to determine if the use of teams has produced any of the results indicated above.
How might these results be utilized in an enterprise considering the use of teams in its operational and strategic initiatives?
Are there any other positive or negative results that could be added to the summary list indicated above?
Can any of the successes of your enterprise be related to the use of alternative teams? Or is the enterprise’s business such that alternative teams are not likely to play a meaningful role?
How has the role of the traditional supervisors changed in your enterprise?Has any training been initiated to deal with these role changes?
If alternative teams are used in the enterprise, what are the principal means or philosophies by which change is managed in the enterprise?
Has the senior management of your enterprise considered the appointment and development of a plural executive team to deal with key operational and strategic issues in the enterprise?
Have crises management teams been appointed in your enterprise to deal with emergencies that might arise? If not, why not?
What key strategies have been developed in your enterprise that facilitate the better utilization of alternative teams in the management of operational and strategic change? How successful have these strategies been?
Has your enterprise tried using business-reengineering teams to examine and improve business processes in the enterprise? If used, how successful has such use been? Are there any opportunities to improve the use of such teams in the enterprise?
Have the potential benefits of the use of concurrent engineering teams been explored in your company? If not, how is the product/service and organizational process work being carried out in the enterprise?
If alternative teams are not being used in your enterprise, what is the reason?
Is any of the work that is carried out by alternative teams being done in your enterprise? Why or why not?
Do the principal decision makers recognize the differences between traditional project teams and alternative teams as described in this chapter?
To what extent have alternative teams been used in your organization for the management of change?
Is it possible in the modern industrial enterprise to deal with operational and strategic change without using alternative teams? Why or why not?
What are some of the major differences between a self-directed work team and the other alternative teams?
What are some of the principal reasons that business-reengineering teams have not been able to deliver useful results, as had been anticipated when such teams were launched in the enterprise?
What are some of the principal competitive reasons for using concurrent engineering teams? What are the potential linkages between such teams and the use of teams to design and carry out the strategic planning process in the enterprise?
Benchmarking teams are a relatively new phenomenon in the business enterprise. What are the principal advantages to using a team to carry out a competitive assessment?
What is the principal reason for using competitive assessment teams? How should the results of the use of these teams meld into the strategic planning process of the enterprise?
In what ways can the use of alternative teams enhance the competitiveness of contemporary enterprises?
Identify and present the primary objectives of the alternative teams that are found in use today. What are the similarities and differences of these teams?
What is the principal work that is carried out by alternative teams?
What are the principal differences between “traditional” and “nontraditional”project teams?
What are some of the major ways that the use of teams has modified the theory and practice of management?
What are some of the principal reasons that alternative teams are becoming key elements in the design of contemporary organizational forms?
Are the planned results for the project being attained? Are the project work packages being accomplished on time and within budget? Is the project likely to have a strategic fit when the results become part of the inventory of products, services, or organizational processes being offered by the
How the activities involved in the utilization of the project resources are carried out. How well a regular and complete review of the project’s progress is accomplished. How effectively the organizational design for the project is being utilized.
Concepts and ideas expressed in the policies, procedures, protocols, and strategies of both the sponsoring organization and the project itself. For example, the degree to which the sponsoring organization has defined and delegated authority and responsibility to a project team, and in the accuracy
Do the project and senior managers of your organization understand the importance of the role of culture in the overall success of a project? Why or why not?
How do project team members handle conflict on the project? What does this indicate about the effectiveness of the project team? Why?
Compare some of the successful and not so successful projects within your organization. What were the cultural characteristics of these projects?Explain.
Does the project culture in your organization combine individual and organizational goals? Why or why not?
What other cultures must project managers understand? Do the project managers of your organization interact effectively with the various cultures they encounter? Why or why not?
What factors play a role in the creation of effective teamwork in your organization? What inhibits teamwork?
Do project managers pay enough attention to individual members of the project team? How has this affected the operating culture?
What features (such as leader-and-follower style) have influenced the culture of your organization? How?
Define the culture of the various projects within your organization. Do project cultures differ from the overall organizational culture? Why or why not?
What corporate documentation exists that has influenced the culture of your organization? Explain.
What senior management values and beliefs have affected the definition of culture in your organization? How?
Define the culture of your organization.
Discuss the importance of the role of project culture in the overall effectiveness of the project.20.19 USER CHECKLIST
How can the project team’s management of the first major problem help the project manager assess the potential of the team? Explain.
What are some of the cultural characteristics of successful teams?
What can culture do for the project team in terms of meeting individual as well as organizational goals? Explain.
In addition to the project team culture, what other cultures must the project manager be concerned about? Why?
Discuss some of the cultural factors that affect teamwork. How can management develop an effective team? What people-related factors must be considered?
Discuss some of the factors that influence cultural features. What role does each factor play in defining culture?
How is the project management culture exhibited in organizations? Explain.
Describe an organization from your work or school experience. What was its culture like? Explain.
What kinds of corporate documentation can assist in understanding the culture of an organization? How?
How do organizational beliefs and values affect corporate culture? How do senior managers’ values and beliefs influence employee behavior?
Define culture in terms of its use in describing an organization.
Can there be resistance to change among the members of the project team?
What are the key ingredients of the “philosophy of management” held by the key decision makers in the enterprise?
Are the individual team members satisfied with recognition of the team’s efforts, or do they expect to have individual recognition as well?
Do the team members expect the project manager to manage them as individuals—or more in the collective sense as an entire team?
Are the project team members able to subordinate their individual interests to the overall interest of the project?
Do the project team members expect to have specific instructions as to their authority and responsibility in the management of the project affairs?
Do the project team members expect the project manager to be a participativestyle manager—or conversely, do the team members expect the project manager to be more of an autocratic manager?
Are the project team members comfortable in being involved in the project decisions?
Are the project team members able to disagree with the project manager?
The only thing that is permanent today is change. Furthermore, any company’s strategy in products and organizational processes is aging. Given these conditions, do the senior managers of the enterprise possess the leadership qualities to cope with change through the development and implementation
Are any of your company’s competitors using continuous improvement initiatives in their organizational strategy? If so, could any of these initiatives be benchmarked to gain insight into the competitor’s advantages?
What might be the outcome if each of the major functions within the enterprise were examined to see what specific opportunities might exist for designing and launching a continuous improvement strategy?
Are there any opportunities for administrative just-in-time improvements in your company? Why or why not?
What are the major strategic and operational issues facing your company at present? Given these issues, would a strategy of continuous improvement initiatives hold any promise for producing positive results for the enterprise?
Are there any attitudinal issues that might mitigate against the development and implementation of successful continuous improvement initiatives in your company?
What might be learned if the senior management of your company were willing to appoint a project team to examine the opportunities for continuing improvement in manufacturing?
Are there opportunities in your company for the use of alternative teams for continuing improvement initiatives?
What challenges does your company currently face that suggest the need for continuous improvement leading to increased productivity and quality?
After a perusal of the examples given in this chapter of organizations that have pursued a strategy of continuous improvement, are there any areas where such a strategy might be developed for your company?
Is the climate in your company compatible with the development of a deliberate strategy for the design and implementation of continuous improvement initiatives?
Does your company have any philosophy and strategy of continuous improvement? If not, why not?
If we could, by some deliberate and diabolic stroke, eliminate all projects and all project management literature, how could we (would we) deal with change in the world?19.17 USER CHECKLIST
What are some of the key gains for continuous improvement in manufacturing? Are there any opportunities for the “technology transfer” of these gains to service-related enterprises?
Which companies have set high standards in the area of continuous improvement?
What are some of the benefits to be realized from continuous improvement in productivity and quality considerations?
What are some of the opportunities for continuous improvement to be found in the area of management innovation?
What are some of the common themes of continuous improvement that can be deduced from a perusal of the examples given in the chapter?
If project teams are not used as an organizational design for continuous improvement, what alternative organizational designs might be used?
Why does the use of project teams as an organizational design for continuous improvement make sense?
What are some of the forms that continuous improvement can take on in an enterprise?
It has been said that global competitiveness and continuous improvement are relentlessly linked. Why does such a linkage exist?
Why should senior managers be concerned about the process of continuous improvement?
What does a philosophy of continuous improvement mean?
How can senior management help in building a high-performing project team?
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