Using The Project Management Maturity Model Strategic Planning For Project Management 3rd Edition Harold Kerzner - Solutions

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3. Where in the project life cycle do you think these decisions were made?
2. What measures are being taken to reduce this problem?
1. Where in the project life cycle are noise and disruption likely to be a problem?
3. Are there any examples of poor practice?
2. What impact would you expect each practice to have on the project?
1. There are several examples of good practice in this case. Which of the following can you find? • commitment to project success • communication and feedback • early assignment of the project manager • fast tracking • integration of different participants • leadership • risk
1. Whatare the arguments for and againstproject managementas a 'separate discipline'?
3. Why is it important to understand the origin of a project?
2. What is the difference between these terms?
1. How would you classify the origin of this project for example 'need', 'problem' or 'opportunity'?
• Are we still going to get what we want? Is the scope still the same?
• Isthe project still cost-effective? Are we within budget?
• Are we still going about the project in the right way? Are we within schedule?
• What will be the order of cost?
• Howwill itbe done?
• When should it be done by?
• What needs to be achieved and why?
5. What can be done to reduce uncertainty?
4. How you would try to manage them?
3. What are the key challenges in this project?
2. In what way do you think Judy's experience is typical for project managers?
1. Does the story describe a project or a programme?
4. What role did the support unit play?
3. What lessonswill the professor learn?
2. Doesthe story describe a project or a programme?
1. Will this project ever end?
6. Can an assessment measure the cooperation of team members during a project?
5. Can an assessment measure executive-level commitment to a project?
4. Can an assessment measure the quality of project planning activities?
3. Can or should an assessment measure the effectiveness of the working relationship between the project managers and the functional managers?
2. Can an assessment measure project staffing changes, whether for good or bad, while trying to recover a failing project?
1. Can a PMMM assessment measure the ability of a company to recover a failing project?
5. Some companies allow onsite representatives from their clients to reside in the building during the execution of the project. Should this be covered as part of assessments?
4. Companies that perform “backward pricing” often put pressure on project teams and force them to take unnecessary risks. Can the source of risks be measured and identified as part of assessments?
3. Assessment instruments can measure project governance and approvals. Should the same assessments be used for approvals needed during project execution and competitive bidding activities?
2. Corwin Corporation has both product lines and specialty products. Should the same PMMM assessments be used for both?
1. All projects involve some degree of risk management. Can assessments measure the firm’s ability to take risks and the processes used for risk management?
12. Should an assessment determine if the project manager is spending money correctly?
11. Should maturity assessment evaluate to whom the project manager reports or should report to?
10. Should an assessment determine if the project manager has the correct amount of authority?
9. Can a PMMM assessment determine the maturity of customer involvement in projects?
8. How should a company respond to an assessment that reports a low level of maturity when the company believes it was the result of changes that had to be made because the customers did not trust them?
7. Can a PMMM determine if the project management is maintaining the right mix between technical and administrative responsibilities?
6. Can a PMMM assess if projects are properly staffed?
5. Can a PMMM be used for assessing both project management and program management?
4. Can an assessment determine an organization’s ability to maintain truth and honesty during competitive bidding?
3. Can an assessment determine if a PM should head up a proposal preparation team?
2. Can a PMMM assessment determine the maturity of a firm’s competitive bidding processes?
1. Can assessments determine if the project managers have the right qualifications?
2. What are the disadvantages of performing an assessment?
1. Does it make sense to perform a PMMM assessment, and, if so, what are the benefits?
3. How long should it take to implement the first set of changes?
2. What should be the starting point for continuous improvements?
1. If a PMMM assessments were conducted, what issues would most likely be discovered?
2. Should a PMMM assessment be performed early on, when a company is first beginning its journey toward project management?
1. If a PMMM assessment was made when Ferris was beginning to implement project management, would the results have shown that Ferris was reasonably mature or immature in its approach toward maturity?
4. What if Colmar were to perform the assessments with two PMMMs and they showed different results, such as different levels of maturity and different issues?
3. How should Colmar respond if the European companies prefer a PMMM based on European standards and American companies prefer an American standard?
2. How should Colmar respond if the assessments are based on just one standard and the results show that Colmar is not quite mature in project management?
1. Can a PMMM be structured so as to consider more than one project management standard, such as the European standard and the PMBOK® Guide?
3. Let’s assume several PMMMs are available specifically for agile and Scrum approaches. Should NorthStar use one of those models, knowing the clients will want to see the reports?
2. If a client were to ask NorthStar to show its level of project management maturity using a traditional PMMM, how should NorthStar respond?
1. If a client were to ask NorthStar how mature the company was in project management, how should NorthStar respond if we assume there are no PMMMs in the marketplace that focus solely on agile and Scrum?
2. What might happen if these questions are not considered in advance?
1. Do these seem like realistic questions for senior management to consider?
■ How often must we perform the assessments to validate that changes have been made?
■ Should we be fearful that the changes needed might reduce the power and authority that senior management now possesses?
■ Might the workers resist any changes that could remove them from their comfort zones?
■ What might happen if the changes are never implemented?
■ If changes are needed, how quickly can the changes be made?
■ What might happen if the results show that we are doing things wrong? How will our workers react? Will the workers want to see changes?
■ How do we decide which PMMM to use? Should it be an internal decision, or should we use consultants for assistance in PMMM selection?
■ How many resources should participate in the assessments?
■ How quickly can we implement the assessments in a PMMM?
■ Is there a chance the client might cancel the contract downstream if they do not see any improvements toward maturity?
■ How will the client react if the assessment results show that we are not very mature?
■ What happens if other clients have the same requirements in their RFPs? How long can we hold off? How will it affect our business if we are non responsive?
■ How do you make sure employees are using the best practices and using them properly?
■ How do large companies make sure everyone knows about the existence of the best practices?
■ How do companies use best practices once they are validated?
■ How often do you reevaluate that something is still a best practice?
■ Who is responsible for the administration of the best practice once approved?
■ Are there levels or categories of best practices?
■ How do you validate that something is a best practice?
20. Who is responsible for identifying the best practice, and where do you look?
19. What is the definition of a best practice?
18. What will it cost to undertake the assessment?
17. What resources will be required to utilize the tool? How many employees will be involved, and how long will it take?
16. Can the tool measure professional skills of project personnel?
15. Is the tool flexible? Does it allow for special features and customization?
14. Can the results of the assessment be easily mapped to your organization’s business plan?
13. Global organizations should determine whether the tool is applicable internationally.Customization may be necessary to conform with national laws.
12. What delivery mechanism would be best (printed surveys, interviews, online)?
11. How easy is the tool to use and administer?
10. Will this tool work well for your industry? In your organization?
9. Has the assessment model been validated (has it been tested and used successfully in other industries)?
8. Does it speak your language (use similar terms and definitions)?
7. Is it compatible with your project management methodology?
6. Will they impact the performance of the organization in the future?
5. Are they value-added, and can we establish intangible project management metrics?

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Using The Project Management Maturity Model Strategic Planning For Project Management 3rd Edition Harold Kerzner - Solutions

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