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business
megaproject management
Using The Project Management Maturity Model Strategic Planning For Project Management 3rd Edition Harold Kerzner - Solutions
4. Can intangible project management assets be measured?
3. Can intangible project management assets be expressed in financial terms and that can impact the corporate balance sheet?
2. Can we define intangible project management assets?
1. Are corporate project management assets tangible, intangible, or both?
10. Transformational project management (TPM):A. Once our projects are completed, the deliverable are handed over to another group for implementation or execution, and the project manager moves on to the next project.B. My company understands that, on some projects, the project manager may
9. Trust:A. The amount of trust that executives have in today’s project managers is about the same as it was five years ago.B. My company recognizes that more trust must be placed in the hands of the project managers regarding making both project- and business-related decisions.C. We are
8. Flexible methodologies:A. We have a rigid project management methodology that all projects must follow.B. My company understands that clients want a flexible methodology that can be customized to their business model.C. My company has a methodology that is based on templates and processes that
7. Evolving project requirements:A. My company will not allow projects to begin until the project’s scope is completely defined.B. My company understands that, on some projects, a complete upfront definition of the requirements may not be possible, and the project must allow for the requirements
6. Sponsorship and committee governance A. Almost all projects are governed by a single person acting in the capacity of a project sponsor.B. My company understands that some projects require committee governance rather than single person’s sponsorship.C. We have templates and processes that
5. Assumptions and constraints tracking:A. My company does not track assumptions and constraints as the project progresses.B. My company understands the need to track assumptions and constraints the same way we track traditional metrics of time, cost, and scope.C. We are developing or have
4. Project health checks:A. My company has no standards in place for performing project health checks.B. My company understands the need to periodically perform project health checks.C. We are creating templates that should be used for project health checks.D. Our methodology identifies core
3. Definition of project success:A. My company defines project success according to time, cost, and scope.B. My company understands that project success requires an understanding of more than just time, cost, and scope.C. Our templates and processes identify success criteria using several metrics
2. Project business value:A. My company focuses more on completing a deliverable than on the business value that is created.B. My company understands that the focus of a project is to create business value rather than just meeting time, cost, and scope constraints.C. Our business-case template
1. A. My company has been using the same traditional metrics for at least the past five years.B. My company understands that project performance measurement requires more metrics than just time, cost, and scope.C. We are designing processes and templates that include metrics other than time, cost,
16. Growth of the company’s business base has caused enhancements to our methodology.(−3 −2 −1 0 +1 +2 +3)
15. (If your organization has restructured) Our restructuring caused changes in signoff requirements in the methodology.(−3 −2 −1 0 +1 +2 +3)
14. Because our projects’ needs have changed, so have the capabilities of our resources.(−3 −2 −1 0 +1 +2 +3)
13. We have changed the way we communicate with our customers.(−3 −2 −1 0 +1 +2 +3)
12. Overtime requirements mandated change in our forms and procedures.(−3 −2 −1 0 +1 +2 +3)
11. Changes in power and authority have resulted in looser methodology (i.e., guidelines rather than policies and procedures).(−3 −2 −1 0 +1 +2 +3)
10. Our culture is a cooperative culture to the point where informal rather than formal project management can be used, and changes have been made to the informal project management system.(−3 −2 −1 0 +1 +2 +3)
9. Management support has improved to the point where we now need fewer gates and checkpoints in our methodology.(−3 −2 −1 0 +1 +2 +3)
8. Changes in organizational behavior have resulted in changes to our methodology.(−3 −2 −1 0 +1 +2 +3)
7. We have made changes to the methodology in order to get corporate-wide acceptance.(−3 −2 −1 0 +1 +2 +3)
6. Changes in our working conditions (i.e., facilities, environment) have allowed us to streamline our methodology (i.e., paperwork reduction).(−3 −2 −1 0 +1 +2 +3)
5. Changes in our training requirements have resulted in changes to our methodology.(−3 −2 −1 0 +1 +2 +3)
4. We have purchased software that allowed us to eliminate some of our reports and documentation.(−3 −2 −1 0 +1 +2 +3)
3. We have made improvements that allowed us to speed up the integration of activities.(−3 −2 −1 0 +1 +2 +3)
2. We have made software enhancements to our methodology.(−3 −2 −1 0 +1 +2 +3)
1. The improvements to our methodology have pushed us closer to our customers.(−3 −2 −1 0 +1 +2 +3)
25. Our benchmarking efforts seek out other companies’ use of corporate resource models.(−3 −2 −1 0 +1 +2 +3)
24. Our benchmarking efforts look at the way other companies handle or discourage the development of parallel methodologies.(−3 −2 −1 0 +1 +2 +3)
23. Our benchmarking efforts look at ways other companies have integrated new methodologies and processes into their singular methodology.(−3 −2 −1 0 +1 +2 +3)
22. Our benchmarking efforts look at ways of integrating existing processes into our singular methodology.(−3 −2 −1 0 +1 +2 +3)
21. Our benchmarking efforts look at the way other companies use enhancement projects as part of scope change management.(−3 −2 −1 0 +1 +2 +3)
20. Our benchmarking efforts look at the way other companies perform risk management during concurrent engineering activities.(−3 −2 −1 0 +1 +2 +3)
19. Our benchmarking efforts focus on how to obtain a lower cost of quality.(−3 −2 −1 0 +1 +2 +3)
18. Our benchmarking efforts focus on how other companies obtain better efficiency and effectiveness of their project management methodology.(−3 −2 −1 0 +1 +2 +3)
17. Our benchmarking efforts focus on how other companies perform technical risk management.(−3 −2 −1 0 +1 +2 +3)
16. Our benchmarking efforts look at the way other companies attract new, internal users to their methodology for project management.(−3 −2 −1 0 +1 +2 +3)
15. Our benchmarking efforts look at software enhancements through new purchases.(−3 −2 −1 0 +1 +2 +3)
14. Our benchmarking efforts look at software enhancements through internal upgrades.(−3 −2 −1 0 +1 +2 +3)
13. Our benchmarking efforts look at the way other companies involve their customers during risk-management activities.(−3 −2 −1 0 +1 +2 +3)
12. Our benchmarking efforts look at the way other companies manage their customers during the scope change management process.(−3 −2 −1 0 +1 +2 +3)
11. Our benchmarking efforts have found other companies that are performing resource-constraint analyses.(−3 −2 −1 0 +1 +2 +3)
10. Our benchmarking efforts look at other companies’ concurrent engineering activities to see how they perform parts scheduling and tracking.(−3 −2 −1 0 +1 +2 +3)
9. Our benchmark efforts look at nonsimilar industries to seek out new ideas and new applications for project management.(−3 −2 −1 0 +1 +2 +3)
8. Our benchmarking efforts look at nonsimilar industries (i.e., industries in different business areas).(−3 −2 −1 0 +1 +2 +3)
7. Our benchmarking efforts look at industries in the same business area as our company.(−3 −2 −1 0 +1 +2 +3)
6. Our benchmarking studies investigate how to obtain increased loyalty/usage of our project management methodology.(−3 −2 −1 0 +1 +2 +3)
5. Our benchmarking studies investigate customer involvement in project management activities.(−3 −2 −1 0 +1 +2 +3)
4. Our benchmarking studies investigate supplier involvement in project management activities.(−3 −2 −1 0 +1 +2 +3)
3. Our benchmarking studies have found that companies are performing risk management by analyzing the detailed level of the work breakdown structure (WBS).(−3 −2 −1 0 +1 +2 +3)
2. Our benchmarking studies have found companies with better impact analysis during scope change control.(−3 −2 −1 0 +1 +2 +3)
1. Our benchmarking studies have found companies with tighter cost-control processes than we use.(−3 −2 −1 0 +1 +2 +3)
42. Consider the following statement: Our project managers have a sincere interest in what happens to each team member after the project is scheduled to be completed.A. Strongly agree B. Agree C. Not sure D. Disagree E. Strongly disagree
41. Our project managers are encouraged to:A. Take risks B. Take risks upon approval by senior management C. Take risks upon approval by project sponsors D. Avoid risks
40. The project managers in my organization have undergone at least some degree of training in:A. Feasibility studies B. Cost-benefit analyses C. Both A and B D. Our project managers are typically brought on board after project approval/award.
39. In my organization, the people assigned as project leaders are usually:A. First-line managers B. First- or second-line managers C. Any level of management D. Usually non-management employees E. Anyone in the company
38. The skills that will probably be most important for my company’s project managers as we move into the twenty-first century are:A. Technical knowledge and leadership B. Risk management and knowledge of the business C. Integration skills and risk management D. Integration skills and knowledge
37. Employees who are assigned to a project team (either full time or part time) have a performance evaluation conducted by:A. Their line manager only B. The project manager only C. Both the project and line managers D. Both the project and line managers, together with a review by the sponsor
36. My company believes that poor employees:A. Should never be assigned to teams B. Once assigned to a team, are the responsibility of the project manager for supervision C. Once assigned to a team, are still the responsibility of their line manager for supervision D. Can be effective if assigned
35. Our customers mandate that we manage our projects:A. Informally B. Formally, but with scope creep disallowed C. Formally, but with scope creep allowed D. It is our choice as long as the deliverables are met.
34. The typical time duration for a project status-review meeting with senior management is:A. Less than 30 minutes B. 30–60 minutes C. 60–90 minutes D. 90 minutes–2 hours E. Greater than 2 hours
33. During project planning, most of our activities are accomplished using:A. Policies B. Procedures C. Guidelines D. Checklists E. None of the above
32. What percentage of the project manager’s time each week is spent preparing reports?A. 5–10%B. 10–20%C. 20–40%D. 40–60%E. Greater than 60%
31. The culture within my organization is best described as:A. Informal project management based on trust, communication, and cooperation B. Formality based on policies and procedures for everything C. Project management that thrives on formal authority relationships D. Executive meddling, which
30. A report must be written and presented to the customer. Neglecting the cost to accumulate the information, the approximate cost per page for a typical report is:A. I have no idea.B. $100–200 per page C. $200–500 per page D. Greater than $500 per page E. Free; exempt employees in my company
29. In my company, employees are promoted to management because:A. They are technical experts.B. They demonstrate the administrative skills of a professional manager.C. They know how to make sound business decisions.D. They are at the top of their pay grade.E. Our rank-and-file pool is over its
28. What percentage of the executives in your functional (not corporate) organization have attended training programs or executive briefings specifically designed to show executives what they can do to help project management mature?A. None!B. Less than 25%C. 25–50%D. 50–75%E. More than 75%
27. What percentage of the training courses in project management contain documented lessons-learned case studies from other projects within your company?A. None B. Less than 10%C. 10–25%D. 25–50%E. More than 50%
26. My company believes that the content of training courses is best determined by:A. The instructor B. The Human Resource department C. Management D. Employees who will receive the training E. Customization after an audit of the employees and managers
25. My company believes that training should be:A. Performed at the request of employees B. Performed to satisfy a short-term need C. Performed to satisfy both long- and short-term needs D. Performed only if there exists a return on investment on training dollars
24. My company believes that:A. Project management is a part-time job.B. Project management is a profession.C. Project management is a profession, and we should become certified as project management professionals, but at our own expense.D. Project management is a profession, and my company pays
23. With regard to the previous answer, what percentage of the courses are more behavioral than quantitative?A. Less than 10%B. 10–25%C. 25–50%D. 50–75%E. More than 75%
22. My company offers approximately this many different internal training courses for the employees (courses that can be regarded as project-related):A. Fewer than 5 B. 6–10 C. 11–20 D. 21–30 E. More than 30
21. What percentage of your projects have sponsors who are at the director level or above?A. 0–10%B. 10–25%C. 25–50%D. 50–75%E. More than 75%
20. After project go-ahead, our project sponsors tend to:A. Become invisible, even when needed B. Micromanage C. Expect summary-level briefings once a week D. Expect summary-level briefings once every two weeks E. Get involved only when a critical problem occurs or at the request of the project
19. In my company, the project manager’s authority comes from:A. Within themselves—whatever they can get away with B. The immediate superior to the project manager C. Documented job descriptions D. Informally, through the project sponsor in the form of a project charter or appointment letter
18. In the culture within my company, the person most likely to be held accountable for the ultimate technical integrity of the final deliverable is/are:A. The assigned employees B. The project manager C. The line manager D. The project sponsor E. The whole team
17. Our line managers:A. Accept total accountability for the work in their line.B. Ask the project managers to accept total accountability.C. Try to share accountability with the project managers.D. Hold the assigned employees accountable.E. We don’t know the meaning of the word accountability;
16. When assigned as a project leader, our project managers obtain resources by:A. “Fighting” for the best people available B. Negotiating with line managers for the best people available C. Negotiating for deliverables rather than people D. Using senior management to help get the appropriate
15. Our organizational structure is:A. Traditional (i.e., it is predominantly vertical).B. A strong matrix (i.e., project manager provides most of the technical direction).C. A weak matrix (i.e., line managers provide most of the technical direction).D. We use colocated teams.E. I don’t know what
14. Cultures are either quantitative (policies, procedures, forms, and guidelines), behavioral, or a compromise. The culture in my company is probably behavioral.A. 10–25%B. 25–50%C. 50–60%D. 60–75%E. Greater than 75%
13. Our culture seems to be based on:A. Policies B. Procedures (including forms to be filled out)C. Policies and procedures D. Guidelines E. Policies, procedures, and guidelines
12. With regard to scope creep or scope changes, our culture:A. Discourages changes after project initiation B. Allows changes only up to a certain point in the project’s life cycle using a formal change-control process C. Allows changes anywhere in the project life cycle using a formal
11. My company conducts internal training courses on:A. Morality and ethics within the company B. Morality and ethics in dealing with customers C. Good business practices D. All of the above E. None of the above F. At least two of the first three
10. With regard to morals and ethics, my company believes that:A. The customer is always right.B. Decisions should be made in the following sequence: best interest of the customer first, then the company, then the employees.C. Decisions should be made in the following sequence: best interest of the
9. My company’s corporate culture is best described by the concept of:A. Single-boss reporting B. Multiple-boss reporting C. Dedicated teams without empowerment D. Nondedicated teams without empowerment E. Dedicated teams with empowerment F. Nondedicated teams with empowerment
8. With regard to benchmarking:A. My company has never tried to use benchmarking.B. My company has performed benchmarking and implemented changes, but not for project management.C. My company has performed project management benchmarking, but no changes were made.D. My company has performed project
7. How many different project management methodologies exist in your organization (i.e., do you consider a systems development methodology for MIS projects different than a product development project management methodology)?A. We have no methodologies.B. 1 C. 2–3 D. 4–5 E. More than 5
6. The risk management methodology in my company is:A. Nonexistent B. More informal than formal C. Based on a structured methodology supported by policies and procedures D. Based on a structured methodology supported by policies, procedures, and standardized forms to be completed
5. My company’s risk management process is based on:A. We do not use risk management.B. Financial risks only C. Technical risks only D. Scheduling risks only E. A combination of financial, technical, and scheduling risks based on the project
4. On what percentage of your projects do you try to compress product/deliverable schedules by performing work in parallel rather than in series?A. 0%B. 5–10%C. 10–25%D. 25–50%E. 50–75%F. 75–100%
3. On what percentage of your projects do you use the principles of risk management?A. 0%B. 5–10%C. 10–25%D. 25–50%E. 50–75%F. 75–100%
2. On what percentage of your projects do you use the principles of total quality management?A. 0%B. 5–10%C. 10–25%D. 25–50%E. 50–75%F. 75–100%
1. My company actively uses the following processes:A. Total quality management (TQM) or other quality initiatives only B. Concurrent engineering (shortening deliverable development time) only C. TQM or other quality initiatives and concurrent engineering only D. Risk management only E. Risk
20. Our executives have demonstrated a willingness to change our way of doing business in order to mature in project management.(−3 −2 −1 0 +1 +2 +3)
19. Our lower- and middle-level line managers are willing to release their employees for project management training.(−3 −2 −1 0 +1 +2 +3)
18. My company views and treats project management as a profession rather than a part-time assignment.(−3 −2 −1 0 +1 +2 +3)
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