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megaproject management
Project Management Strategic Design And Implementation 4th Edition David I. Cleland, Lewis R. Ireland - Solutions
Do the project leaders periodically assess the strategic fit of projects? What questions are posed?
What tasks are performed by project managers in your organization during project termination?
How are the emotional issues of project termination addressed in your organization? Are project team members usually satisfied with termination decisions?Why or why not?
What qualitative and quantitative factors are assessed by the project managers of your organization in order to make a termination decision?
Do the managers of your organization usually recognize the need for project termination? Who has responsibility for eliminating those projects that have no further value for the organization?
Are any of the ongoing projects within your organization in a situation that indicates project termination? Are these projects being terminated? Why or why not?
Does the cultural ambience of your organization encourage project success and also allow for failure? Describe some examples to explain your answer.
Customer acceptance is an important part of project termination. What can management do to ensure that the customer is satisfied with project results?15.14 USER CHECKLIST
What posttermination activities are important? Why is generation of “lessons learned” important?
What are some of the steps involved in the termination procedure?
Discuss the importance of an outsider’s perspective on ongoing projects.
Discuss some of the termination strategies described in the chapter.
What steps can managers take in order to comprehensively reevaluate an ongoing project so as to address the termination question?
Why are some projects continued even when failure is obvious? What role do psychological factors play?
The strategic fit is an important aspect of major projects. What questions can managers ask in order to evaluate strategic fit?
Describe some of the project manager’s tasks with respect to project termination.
What are some of the emotional issues involved in project termination?
List and discuss quantitative and qualitative factors that should be assessed when you consider project termination.
Discuss various situations in which projects may fail that indicate the need for project termination. How can managers recognize these situations?
Build an organizational culture that supports the philosophy that projects are experimental, temporary uses of resources to support organizational strategies and require constant surveillance to guard against a project becoming a permanent fixture in the organization.
Consider replacing key members of the project team with new people who can bring a perspective less influenced by the project and past events. Consider replacement of the project manager.
Encourage project team members always to provide accurate information, even if that information contains messages that are not palatable and might suggest that project termination is an alternative worthy of full consideration.
Step back and evaluate the project from an outsider’s perspective. Use of an internal task force or audit team can help in getting such an outsider’s viewpoint.
Determine if the project manager feels that a lot of people will have their futures adversely affected if the project is terminated.
Ask whether the managers “bet too much of the farm” on the project where a termination would “break the bank,” resulting in a perception of both organizational and personal failures.
Evaluate the real ability of the project team to listen to and hear bad news. Does such news carry important information about the project’s health, continuation, or termination?
Listen carefully to the concerns of others about the project. What are the project stakeholders saying? Are they saying that project termination is a good strategy?
Define, with senior management participation, what constitutes both success and failure on the project. This definition is needed at the start of the project and should be reinforced at major review points during the project life cycle.
Recognize that there are a prevailing belief and cultural force that encourage the commitment of more resources to solve current difficulties and assure that success is “just around the corner.”
Recognize the psychological and social forces that motivate one to “stay the course.”
Review the project and its strategic context on a regular, disciplined basis.
Was the costing done on the project before the design was completed?
Is it a bigger project than the company has handled before?
Is it a new project, and what experience has the project manager had in implementing this type of project before?
Does the project involve pioneer technology?
What type of audit would you perform on the projects to determine critical success factors? What would be your initial focus?
Does the company’s project control system work? What, if any, changes should be made?
What are some of the reasons for lack of meeting cost performance (profit)goals? What can be done to improve the situation?
Why do highly qualified project managers use different methodologies in the same company? Is this a problem?
From the information given in the project management situation, what is the most likely problem and how would one fix it?
Who in your organization decides whether a project is a success or a failure?
How does your organization define a successful project? What objective criteria are used?
Does your organization have an evaluation system for projects after they are completed? Describe it.
What factors (with respect to project control) have contributed to the success of projects within your organization? Explain.
What types of postproject reviews are carried out by your organization? How do these reviews contribute to the success of other ongoing projects?
Are project audits performed on projects within your organization? Who is responsible for project audits? Are the audits effective? Why or why not?
Are project monitoring and evaluating a part of the early project plans? Do evaluation policies and procedures exist? Are key managers committed to the evaluation strategy? Explain.
Are monitoring and evaluating done at the appropriate points in the project life cycle? Do project managers take advantage of the early opportunities to influence project success? Explain.
What questions do project managers ask in order to monitor and evaluate project performance? Do managers consider the requirements of all project stakeholders in monitoring and evaluating project performance? Explain.
Is the cultural ambience of your organization supportive of the control systems?Why or why not?
How is project performance observed in your organization? What comparisons are made to standards? What corrective actions are taken?
Do project managers establish appropriate performance standards based on the project plan so that the control cycle can be effectively carried out? What performance standards are overlooked?
List the criteria that a customer might use to define success. List those criteria for failure.13.20 USER CHECKLIST
List some of the by-product benefits of projects for an organization, whether they are successes or failures.
List and discuss some of the factors that lead to success of a project.
What is required in a project audit? What purposes do project audits serve?
Who should be responsible for monitoring and evaluating projects? Where should monitoring and evaluating take place?
When should the project be monitored and evaluated? Discuss the ability to make changes over the project life cycle.
Discuss the importance of monitoring and evaluating with respect to all project stakeholders.
Monitoring and evaluating are integral to control. Discuss what is meant by each. How do they relate? What kinds of questions must project team members ask in order to continually monitor and evaluate the project?
Discuss the personal nature of control. How can managers foster an environment that supports the control system?
In what ways is corrective action carried out? What are some of the potential impacts of these corrective actions?
What performance standards must be set in order to control a project? How can these standards be observed throughout the life of the project?
List and briefly define the elements of the project control cycle. Why is control an important project management function?
Providing for an exchange of ideas, information, problems, solutions, and strategies with the project team members
Evaluating the efficacy of existing project management strategy, including organizational support, policies, procedures, practices, techniques, guidelines, action plans, funding patterns, and human and nonhuman resource utilization
Identifying forces and factors that have prevented or may prevent achievement of cost, schedule, and technical performance goals
Determining what is going wrong, and why
Is the customer happy with the project results to date?
Are the users being notified properly?
Are the results being implemented?
Are the project results useful in accomplishing organizational objectives?
How useful are the organizational and/or management achievements?
How valuable are the technical achievements?
To what extent have the original project goals been achieved?
Have the project review meetings been useful?Project Accomplishments
Does the project staff seek the advice of stakeholders on matters of mutual concern?
Does the project office have an efficient method for handling engineering change requests?
Do the project team people get together on a regular basis to see how things are going?
Does the project manager maintain adequate management of the project team?
Are the project team personnel innovative and creative by suggesting project management improvements?
Does the project manager adequately control project funds?
Have key roles been defined in the project?Project Management Process
Do key project stakeholders understand the organization of the project office?
Have the interfaces in the matrix organization been adequately defined?
Is the organization of the project office staff suitable?
Does the project manager have adequate authority?
How effective is the current organizational structure in meeting the project objective?
Was there adequate planning for the use of such management tools as project control networks (CPM/PERT), project or study selection techniques, and information systems?Project Organization
Were potential users involved early in the planning process?
Was planning completed before the project was initiated?
Was facility planning adequate?
Were key project stakeholders brought into project planning?
Is there an information system for the project?
Are there adequate project control systems?
Is the plan for the organization of the project resources adequate?
Are the original project schedule and budget realistic?
Is the plan for the availability of project resources adequate?
Are the original objectives and goals realistic?
Is the project making money for the organization?
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