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megaproject management
Project Management Strategic Design And Implementation 4th Edition David I. Cleland, Lewis R. Ireland - Solutions
What do you see as most challenging if the company decides to convert to a project-driven enterprise?
Considering the nature of the work being done and the knowledge levels of the technicians (probably high school graduates, some tech school graduates), how long would it take to indoctrinate them in the principles of project teams?
Using the project management situation, identify the benefits and shortcomings for an immediate transition to use project management for all services.
How will a change to project management affect the customers? Positively?Negatively?
How soon could the organization change and start delivering services under project management?
What is the cost if the organization does not adopt project management?
What is the cost to change to a project-driven enterprise?
Can the employees work in teams to perform the different tasks?
Is the work to be accomplished compatible with a project approach?
Does your organization recognize when not to use project management?
Does your organization promote individual entrepreneurship by supporting the development of creative ideas?
Does your organization take advantage of emerging opportunities for new products by using a project management team to design and develop innovative ideas?
How does your organization combine project and functional approaches to management?
Are any of your organization’s current undertakings crucial to its reputation?
Does management recognize and facilitate the large number of interrelationships that can exist between functional departments when each has some role in a project?
Is your organization comfortable in understanding the competitive market in which it works? Is the market dictating the use of project management?
Are any of the ad hoc projects currently being undertaken by your organization fraught with unfamiliarity?
Does the size of any of your current undertakings warrant using project management?
Does your organization recognize when the need for project management arises? Give examples.
Is your organization project-driven in any way? In what way?
Is the use of project management in your organization driven by any outside forces? What forces?
What “value statements” would you use to “sell” project management to your boss?
How would you “sell” project management within a major corporation, if you work in the organization?
What kinds of questions are important in determining whether a project supports an organization’s strategies and its overall mission, objectives, and goals?
How does the use of a project management structure affect the culture of a corporation?
What types of questions would a manager ask to determine the importance of a project?
What kinds of projects can be crucial to an organization’s professional reputation?
Discuss situations in your work or school experiences that were permeated by unfamiliarity. Could project management have been used to address the unfamiliarity?
How does an organization know when the size of an undertaking suggests using project management?
List and describe some of the major reasons for an organization to use project management.
What is meant by the sentence, “Projects are resource-consuming activities”?
How do projects become the driving force in determining how organizational resources are used?
What is involved in strategic planning? In strategic implementation?
Identify success stories for conversion to project management and quantify the benefits.
Identify the stakeholders and their probable support or rejection of the proposal to change functions to project management.
Assess the positive and negative impacts of change to project management.
Define the organization that should change to project management. Identify the areas that should change or would change.
What are the immediate benefits?
How long will it take to convert our business to a project management culture?
How do our competitors use project management?
What is the cost of converting to project management?
How is this going to improve business?
What impact does changing to project management have on customers?
What is the cost benefit of changing to a project management system?
Providing the project manager and the functional manager with strategic direction
Defining decision parameters within the matrix organization
Providing models of organizational interfaces—developing authority, responsibility, and accountability relationships
Acquainting key individuals with the theory of matrix organization and presenting a process model of how the organization is intended to operate
Establishing criteria for performance evaluation and wage and salary classification schemes in the organization’s matrix
Providing performance standards for both project success and adequacy of functional support
Developing and promulgating a philosophy of how resource priorities will be determined in the organization’s matrix and how conflict over these resources will be resolved
Providing facilitating services such as budget, finance, accounting, general administrative accommodation, and so on, to the project
Maintaining the balance of power between the project office and the functional elements of the organization
What information should the project team have to make a strategic management control system operable?
Based on your current understanding of project management, what alternative strategies might be available to use in managing change in the enterprise?
What does a “failing” project in an enterprise do to the development and execution of future strategies for the organization? Identify some “failing” projects in an organization with which you are familiar. Relate these “failures” to difficulties on the organization’s part in the
Select an organization with which the reader is familiar and identify the“stream of projects” in that organization that should be reviewed to ascertain how well the organization is being prepared for its future.
Why does it make sense to review the status of the projects in an enterprise when evaluating the performance of strategic management within the enterprise?
Will the project’s progress, or lack thereof, adversely impact the chances of the choice elements being adequately executed in the enterprise?
Will any changes in the resources directed to the project be required to more fully support the strategic purposes of the enterprise?
If there are deviations from the planned progress, how significant are these deviations?
Is the project’s progress consistent with the elements needed to support the strategic purposes of the enterprise?
Are projects purposely put through the divestment phase in order to avoid technical obsolescence? Why, or why not?
Does the organization recognize the need for a management system for managing projects?
During the conceptual phase of a project, does the organization attempt to determine the potential strategic fit of the project?
Does your organization use a systematic approach for managing projects?
Do your organization’s managers truly understand the implications of the project life cycle?
What techniques do project managers, within your organization, use to control project problems?
How well does your organization use participative management techniques and consensus decision making in your project management work?
Does management consider the needs of individual team members in order to motivate people to do their best work?
Are project management roles assigned? Are standards for responsibility and accountability established?
In the early stages of projects within your organization, are objectives, goals, and strategies clearly defined?
Do the managers of your organization understand the project management process?
Do the managers of your organization understand and use the management functions in the management of projects?
Discuss the challenge of managing a project-driven organization with ongoing projects at various stages in their life cycles.2.11 USER CHECKLIST
How can a project manager, by understanding the project life cycle, use the concepts of this chapter to help direct and control projects?
What is meant by the phased approach for project development?
Discuss the importance of the divestment phase as a tool for avoiding technological obsolescence.
Discuss what is meant by the project “losing its identity” and being “assimilated into the ongoing business of the user.”
During the definition phase of a project, it is important for management to design and develop a management system to support the project. Discuss the importance of each system.
What management functions are most important in the conceptual phase of the project life cycle?
List and briefly define the phases of a generic project life cycle.
Project review meetings often are used as a tool for controlling projects. In general, what kinds of questions should be addressed in these meetings?
Discuss the difference between organizational policies and procedures.
Within the management function of planning, project managers and team members should settle on project objectives, goals, and strategies. How can this task help define the “strategic fit” of the project to the organization?
Identify and define the management functions discussed in the chapter.
Do the team members understand the nature of control in the operation of the team?
Has the team attained its objectives and goals in an effective and efficient manner?
How often does the team get together to formally review its progress?
What feedback on the team’s performance does the manager have who appointed the team?
Have performance standards been established for the team? For the individual members?
Does the team leader inspire confidence, trust, loyalty, and commitment among the team members?
Is there anything that the team leader can do to increase the satisfaction of the team members?
Do individual members of the team assume leadership in the areas where they are expected to lead?
Is the team leader’s style acceptable to the members of the team?
Is the team leader qualified to lead the team?
Are the team meetings conducted in such a manner that people attending are encouraged?Discouraged?
What can be done to increase the satisfaction and productivity of the team members?
Is the team “productive”? If not, why not?
Does the team manager provide the leadership style acceptable to the members of the team?
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