Project Management Paul D. Gardiner - Solutions

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What motivates the team to do their best work?
How can the team effort be coordinated so that the members will work in harmony, not against one another?
Do the team members understand their authority and responsibility to make decisions?
Will the team members understand and accept the authority, responsibility, and accountability that is assigned to them as individuals and as a team?
What are the individual and collective roles of the team that must be identified, defined, and negotiated?
What is the basic organizational design of the team?
What resources are available for the team’s use in accomplishing its mission?
What is the strategy used by the team to accomplish its purposes?
What team goals must be attained in order to reach team objectives?
What are the team’s principal objectives?
What is the mission or “business” of the team?
Give thought to what project management principles might be applied in the management of these projects.
Identify some probable forthcoming changes likely to impact the organization for which project management concepts and process can be applied.
Assess the effectiveness with which each project is being managed. Are there differences in how such projects are being managed?
Determine the strategic or operational changes that each of the projects will likely impact.
Identify the internal and external projects that are underway in the organization.
How is project management integrated into the strategic management philosophies of the organization?
Does the organization use contemporaneous, state-of-the-art project management techniques in the management of projects?
Does top management provide support and opportunities for functional and project managers to plan, organize, motivate, direct, and control those project activities for which they are responsible?
Are young professionals being properly trained in the concepts of project management so that they are prepared to take on the responsibilities of a project or team manager?
Is your organization prepared for change? Is change being managed effectively?
Does your organization use teams to its advantage? In what ways?
Are cost, time, and technical performance objectives defined for each project?Are they properly managed? Do existing projects have a probable and suitable operation or strategic fit?
How well are the liaison devices described in the chapter used to integrate activities across organizational lines?
Are clear lines of authority, responsibility, and accountability defined for project team members?
How well does your organization use project management in dealing with change?
Does the management of your organization recognize projects and understand the concepts of project management?
Are there clear and appropriate “choice elements” identified in your organization?
Describe what is meant by team management.
How can a young professional’s experience in working on small projects benefit his or her professional development?
Discuss the steps involved in the management of change. What additional steps can be taken?
Why is it important for project managers to adapt “synergistic thinking”?
What are some of the advantages of the use of teams in organizations?
List and discuss the various liaison devices described in the chapter.
How do the leader’s and the project manager’s styles affect how these roles are played?
What are the various roles that need to be accounted for on a project team?
How do the three parameters of a project—cost, time, and technical performance—interact?
In what ways do the concepts of project management appear to violate traditional, established ways of managing?
Describe and discuss situations in your work or personal experience that fit the definition of a project. How effectively were/are these managed?
How do projects fit into the overall design of enterprise purposes, in particular with the choice elements of an enterprise?
How will the project results fit into the design and execution of organizational strategies?
What technical performance capability will it provide?
What time is required?
• differentiate between common partnering arrangements, their merits and pitfalls
• explain what is meant by incentive contracting and perform basic financial calculations
• select appropriate contracts and justify their use in a range of situations
• identify the key features of common contract types and explain the differences between them
• identify and describe the main parts of a procurement plan
• discuss the procurement choices available in project management
• compare and contrast different organisational structures and their impact on projects
• performastep-by-stepapproach tostakeholderanalysis
• understandandarguethe importanceofsharedexpectationsina project
• analyseandevaluateasponsor'sability tofulfill itsobligations
• discuss thechanging roleofmajorstakeholders throughout theproject lifecycle
• generatebalancedselectioncriteria forkeyprojectmanagement appointments
• differentiateanddiscuss theroleof theprojectmanager fromthree perspectives
• explaintherelationshipbetweentheprojectmanagerandother stakeholders
• identify,organiseandcategoriseawidevarietyofprojectstakeholders
• use a range of techniques to help make investment decisions
• discuss a variety of approaches for project prioritisation
• prepare and analyse a business case for a proposed project
• prepare and analyse a feasibility study
• explain the purpose of a feasibility study and how it relates to a business case
• explain the key phases and associated information flows in an investment management process
• design and justify the use of an appropriate authorisation management process
• ~xplain the main stages of programme management and the key Influences affecting them
• analyse a project case study using a model of strategic governance;
• explain the concept of governance from a corporate, strategic, programme, IT and project perspective
• outlin~ a ~ypical strategic management process and argue why many organisations fail to implement their strategies successfully
• discuss the relationship between strategy and project management
• explain the function and form of a project management methodology such as PRINCE 2
• use project classification tools to help select a project management approach
• characterise and interpret project life cycles in different industries
• explain the effect of fast tracking on the project life cycle and its management
• discuss the human factor and the role of feedback and feed-forward mechanisms in projects
• apply systems theory to explain the interrelations between project elements
4. List any lessons you can learn from this case for your own projects.
3. What measures (if any) could have been taken to avoid these problems?
2. Identify the reasons for this. Look for evidence relating to human factors, technical specifications, integration management, conflict management, team buildinq, lead ership, contractual, time management, client or owner, stakeholders, project champion, change management.
1. What are the signs that this project appears to be out of control?
4, Calculate the forecast at completion for cost, variance and schedule.
3, Calculate appropriate statistics to determine if the project is ahead orbehind schedule and budget.
2, What isthe earned value, that is, the budgeted cost ofthe work performed (BCWP)?
1, What isthe planned value, that is, the budgeted cost ofthe work scheduled (BCWS)?
• Howwill the project manager involve and communicate with all stakeholders?
• What will be the effects on other project activities?
• Howwill the project team continue to exceed the client's expectations?
• Howshould the results ofthe analysis be reported, in what format, to whom and how often?
• Howshould the data be analysed to detect current and future deviations?
• Howshould raw data be collected, from which sources and in what frequency?
• What data should be used to estimate the current value of each control measure?
• Whatcontrol measures should be selected?
• identify several approaches to continuous improvement
• explain the principles of critical chain project management
• discuss reasons for project success and failure
• explain the purpose of a final project review
• discuss the importance and benefits of project closure
• apply a variety of project control methods
• explain the purpose of and describe a process for change management in a project
• design a control system for a given project

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Project Management Paul D. Gardiner - Solutions

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