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megaproject management
Project Management Strategic Design And Implementation 4th Edition David I. Cleland, Lewis R. Ireland - Solutions
The matrix organizational design seems to be working today, yet it is still emerging in theory and practice. What might be the key characteristics of the organizational design of the future, which might replace the current matrix design?
What really helps us influence the people with whom we work—the assigned authority we have over those individuals or our interpersonal skills in working with those people?
Has the student/reader ever been in a situation when there was no definition of what his or her specific role was to be? How did the student/reader cope with such a situation?
In the organization in which the student/reader works has there been an adequate effort made to define why the matrix design is used—and how that design changes the working relationships in the organization?
What were the reasons that an alternative organizational design like “matrix”emerged in modern organizations? If the matrix design were not used, what would be an effective alternative design?
Do the project managers within your organization understand the notion of networking? Are they effective at forming alliances with project stakeholders?
Has the management of your organization considered possible alternative forms for structuring the organization? What other forms might be effective?
Is your current organizational design successful and effective? Why or why not? What criteria for success are lacking?
Is there an effective means for conflict resolution over organizational roles established within your organization? How are conflicts handled?
Is the use of human resources and skills balanced within the total organization?Explain.
Are the work packages of each project carefully related to the organizational structure? Is the organizational design appropriate for managing the work breakdown structure?
Does the management of your organization understand the advantages and disadvantages of the various organizational forms? How does it use this knowledge in designing organizational structure?
How is your organization departmentalized? Is this the most efficient departmentalization possible? What design might improve organizational efficiency?
Are the factors that contribute to a dynamic organization present within your organization? Why or why not?
Project organizations range from pure functional to pure project. Where does your organization’s design fit? Is it appropriate?
Does the current design of your organization leave lines of authority and responsibility clear? Why or why not?
Do the project managers in your organization understand the interrelatedness of organizational forces? Why or why not?
It has been stated that the matrix organization is a state of mind in the mature project organization. Why is this so?
Why is it important for project managers to develop networking skills?
Discuss the advantages and disadvantages of the alternative forms of the matrix organization. In what situations would each work best?
What are some of the unnecessary characteristics of a successful matrix organization?
Describe the matrix organizational form. What are its advantages and disadvantages?
Discuss the advantages and disadvantages of the pure project organization. In what situations might this form be best?
List and discuss the weaknesses of the pure functional organization. What kinds of failures could result from using this form of organizational design on a large project?
Discuss the various forms of traditional departmentalization. In what situations would each of these forms be advantageous?
What factors contribute to the dynamic nature of a matrix organization?
Discuss the range of matrix organizational forms.
For what reasons might an organization need to modify its organizational design?
Discuss the importance of an adequate organizational design in the management of a project.
While working in a foreign country, you identify the issue that the computers are not working properly because of the difference in frequency of the local electricity (50-Hz current versus 60-Hz current in the United States). Your project management scheduling tools as well as clocks are not
Your organization has been awarded a contract to build an airfield in the Sudan.All construction equipment will be transported to the location. One of the issues is that heavy equipment operators are not available from the indigenous labor force. What are some of the means to resolve this issue?
Your organization, an experienced mine operator in the United States, has been invited to participate in a major mining operation in northern Canada. You have been tasked with identifying any issues associated with partnering on the new mine. What are the issues?
A competitor has a major coffee-growing effort in Ethiopia and seems to be doing well. Management has decided to invest in a project in Ethiopia start a major wool-growing effort that will provide cheap wool for the world market.What issues do you see in this venture?
You are the project manager for a light manufacturing firm and it has been decided that the work can be done at less overall cost if the items are manufactured in Dalian, China. What issues do you anticipate with manufacturing the products in China?
Are project team members made aware of strategic issues? How? Do they then attempt to monitor these issues as they relate to their own work packages?
Does management identify the strategic relevance of each issue and determine the actionability, criticality, and urgency? In what ways is this done?What other methods could be used?
Does management seek to identify the relevant issues for each project stakeholder?
Are current project managers kept informed of the factors likely to impact project success or failure?
Could the phase approach to managing strategic issues be used effectively in your organization? How?
Do project managers assess the environmental impacts of projects? In what ways?
Are there any outside advocates that can be or are effective in altering public opinion in favor of your organization’s projects?
Does the management of your organization recognize the importance of understanding public perception? In what ways do project managers control public perception?
Does top management use any postproject appraisals to help uncover strategic issue-related problems? Does management see the value in postproject appraisals?
Do the project managers of your organization attempt to identify project interfaces that can seriously impact the outcome of a project? Explain.
Do any formal methods exist in your organization for strategic issue management? What are they? How are they used?
Do the project managers of your organization understand the concept of strategic issues? How do they manifest this understanding in managing projects?
How does project portfolio management affect the allocation of resources in your organization?
What advantages do you see for using project portfolio management in your organization?
Discuss the use of project portfolio management when an organization has not fully developed and announced its strategic goals and objectives.
What trends can be recognized when project portfolio management categorizes projects?
How can managers ensure that project team members are aware of and understand the project strategic issues?
How can management assess the criticality and urgency of a strategic issue?
What is meant by the strategic relevance of an issue?
In identifying the strategic issues of a project, management can ask questions pertaining to the project stakeholders. What kinds of questions should be asked?
List and define the elements of the phase approach to dealing with strategic issues.
What roles do environmental issues play in projects such as power plants and other major construction projects?
Why is project success or failure considered to be a strategic issue?
What management techniques can be used to address strategic issues?
What approaches can be used by project leaders to assess the impact of a strategic issue?
What methods might project managers employ to identify the strategic issues of a project?
Select a project management situation from your work or school experience, and list the strategic issues.
Define a strategic issue.
What specific action will be required, and what will it cost the project owner?
What might be the real cost in relation to the apparent cost to the project owner, and will other projects being funded by the project owner be affected?
What strategy should the project team develop to deal with these issues?
How influential are these stakeholders?
Who are the principal stakeholders who have an interest in the project? What will be the impact on their probable strategy?
What will be the probable effect of the issue in terms of impact on the project’s schedule, cost, and technical performance and the owner’s strategy?
What can the project team do about these claims?
Can the outcome of the stakeholder’s claim on the project be predicted?
Can the project live with the stakeholder’s purposes and motivation?
What resources and influence do the stakeholders have to push the satisfaction of their claims?
How might the claims affect the outcome of the project?
What claims do the stakeholders have in the project?
Are the resources and management skills available to bring the project to completion on time and within budget?
Can the project owner assume the risk that is involved in the project?
Is there a customer who is willing to pay for the project?
Does the project support an organizational need?
Does it avoid a dependence on something that is a weakness of the enterprise?
Does the project support a strength that the enterprise holds?
You are a candidate project manager for a sensitive project that is expected to have many primary and secondary stakeholders. What is the process you would use to keep these stakeholders informed?
Your company is proposing to build a new car that has less pollution emitted from exhaust fumes. The car is extremely light and would not fare well in a collision with an SUV. What type of information would you release to counter claims of this being an unsafe automobile?
A nuclear power plant is to be constructed in your location. It has been approved as a safe, environmentally friendly design, but there are rumors that it would possibly vent radiation into the atmosphere. What action do you propose to resolve this apparent conflict in information?
As a project manager, what would you do to avoid conflicting information from being “leaked” to potentially hostile stakeholders in the community?
On the basis of the project management situation, what opposition would you take as a stakeholder in the building of residential homes? What actions would you take to prevent the homes from being constructed when there is insufficient water at this time to serve the existing homes?
What proactive measures are taken to ensure continual management of stakeholders? How can the top managers of your organization support the PSM process?
Are the project stakeholder issues addressed in project audits? What questions are asked or can be asked to help the project team identify and control strategic issues?
Do project managers attempt to predict stakeholder behavior? In what ways?
What sources are used or can be used to gather information on the project stakeholders?
In what ways do project managers go beyond identification in assessing stakeholder impact?
Are there any formal ways that the project managers in your organization accept responsibility for the PSM process?
Describe your organizational philosophy and attitudes toward the PSM process.
Describe a recent project in your organization that was successful in the management of stakeholders. What led to this success?
What stakeholder impacts are typical in your organization?
In what ways does your organization seek to manage intervenors?
How does your organization manage the interrelationships among project stakeholders? Do any written policies exist that assist in the management of stakeholders?
Does your organization continually seek to identify project stakeholders? In what ways?
What factors of organizational culture contribute to effective management of stakeholders?6.23 USER CHECKLIST
What additional steps must management take once stakeholders and their potential impacts have been identified?
What factors indicate a vested interest by a stakeholder in a strategic issue of a project?
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