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project management
Project Management For Engineering Business And Technology 6th Edition John M. Nicholas , Herman Steyn - Solutions
6. Describe the project manager’s role. Describe the program manager’s role. Why couldn’t one person serve both roles in this program?An example of program and project management at NASA is the hypothetical Mercury Exploration Program (MEP) for sending a series of three flyby space probes to
5. The program includes three missions to Mercury. What was common to all of them? What was unique to each? In what ways were the projects interdependent?An example of program and project management at NASA is the hypothetical Mercury Exploration Program (MEP) for sending a series of three flyby
4. What must be “coordinated” among the projects and stakeholders?An example of program and project management at NASA is the hypothetical Mercury Exploration Program (MEP) for sending a series of three flyby space probes to the planet Mercury. All large space programs at NASA are divided into
3. Who are the parties/stakeholders in the “project/program team”?An example of program and project management at NASA is the hypothetical Mercury Exploration Program (MEP) for sending a series of three flyby space probes to the planet Mercury. All large space programs at NASA are divided into
2. What are the distinguishable projects in MEP? Some are named in this case, but what others might there be?An example of program and project management at NASA is the hypothetical Mercury Exploration Program (MEP) for sending a series of three flyby space probes to the planet Mercury. All large
1. Why was MEP a “program” and not a “project”?An example of program and project management at NASA is the hypothetical Mercury Exploration Program (MEP) for sending a series of three flyby space probes to the planet Mercury. All large space programs at NASA are divided into two phases,
3. What should Drago do? What difficulties is he likely to encounter?Tecknokrat Company, a software consulting firm, has 18 project managers, many of whom started as systems analysts and developers when the company was founded in 1997.Tecknokrat has a good reputation in terms of quality products
2. What do you think about the awards and incentives? Why haven’t they had the desired effect?Tecknokrat Company, a software consulting firm, has 18 project managers, many of whom started as systems analysts and developers when the company was founded in 1997.Tecknokrat has a good reputation in
1. Based on Drago’s observations, what do you think are the main issues in Tecknokrat’s project management?Tecknokrat Company, a software consulting firm, has 18 project managers, many of whom started as systems analysts and developers when the company was founded in 1997.Tecknokrat has a good
2. How does the PMO director’s role compare to the VP of projects illustrated in Figure 15.8 and the PMO director discussed in Chapter 16?Maxim Corporation is a leading provider of risk management services, insurance brokerage, and specialty insurance underwriting. With an employee base of over
1. Does the IT PMO at MCA have a future? What, if any, role can it retain? Can it assist in user–developer interaction?Maxim Corporation is a leading provider of risk management services, insurance brokerage, and specialty insurance underwriting. With an employee base of over 50,000 people at 600
Was the project part of a larger program? If so, try to answer the previous questions 24 and 25 regarding the program.
Does the organization have a PMO? If so, what are its functions? How was the role of the PMO visible in this project? In your opinion, did the PMO help or hinder the project manager?Explain.
Among the knowledge management methods described in this chapter, which were practiced in this project? How is knowledge shared in the organization?
Was anything done to capture knowledge in this project? Were measures taken to retain this knowledge for application and transfer to other projects?
What is your opinion about the project management maturity of this organization? Is the organization mature or somewhat immature?
If no formal methodology existed, did the project manager use her own, informal methodology?If so, what was it? Was it effective?
Did the project follow an established, formal methodology? If so, describe it. What is the opinion of the project manager and project staff as to the effectiveness of the methodology?Where did the methodology originate?
Explain the following roles within the program structure: sponsor, governance board, director, business change manager, program management office, program manager, and program office.
Explain the four themes of program management.
Explain the program phases of program initiation, definition, project execution, renewal decision, and closeout.
How do programs and projects differ?
How does a typical PMO get started and grow? Describe the role of project managers in initiating and managing the PMO.
Describe the role of the PMO with respect to each of the following:a. project management methodologyb. project management policy, procedures, and standardsc. project resource managementd. project software and communications technologye. mentoring, consulting, and knowledge managementf. project
What is the overall purpose of the project management office (PMO)?
What responsibility does the project manager have for project knowledge management?
How is peer consultation used in knowledge sharing?
What is an after-action review? How does it differ from a post-completion review?
What kind of knowledge cannot be retained in a database? Where is that knowledge to be found?
Name some difficulties associated with retaining and sharing (transferring) tacit knowledge.
What is the difference between tacit knowledge and explicit knowledge?
Describe some ways of capturing project knowledge.
In a sentence, what is the purpose of knowledge management in project management?
What aspects critical to effective project management does the maturity model ignore?
Name the benefits of an organization being highly rated on a project management maturity model.
List five levels of project management maturity.
What do project management maturity process models measure or assess?
Discuss the meaning of the term “project management maturity.”
Why might an organization have more than one methodology? What are the problems with having more than one?
. What is the purpose of project gates? Describe where the gating process fits into the project management methodology.
Where does the methodology originate? Who creates and promotes it?
What does the project management methodology specify? What aspects of project management does the methodology address? Discuss the kinds of tasks and deliverables covered in the methodology.
What are the benefits of project management methodology? What are the disadvantages of an organization not having one?
3. How might this problem have been prevented?NASA designed the Mars Climate Orbiter spacecraft to collect data about Mars’ atmospheric conditions and serve as a data relay station. Instruments aboard the Orbiter would provide detailed information about the temperature, dust, water vapor, and
2. What does the mistake suggest about the degree of interaction and coordination between the teams?NASA designed the Mars Climate Orbiter spacecraft to collect data about Mars’ atmospheric conditions and serve as a data relay station. Instruments aboard the Orbiter would provide detailed
1. How could such a mistake have occurred between the two teams?NASA designed the Mars Climate Orbiter spacecraft to collect data about Mars’ atmospheric conditions and serve as a data relay station. Instruments aboard the Orbiter would provide detailed information about the temperature, dust,
4. Is this case realistic? Are unrealistic demands like this actually put on project managers?Wilma Keith had worked for over 20 years as a successful project manager. But even with that background, she found the Wiseteam Project frustrating and overwhelming. Soon after being assigned to the
3. This was a stressful project. What did Wilma do that helped the team manage stress?Wilma Keith had worked for over 20 years as a successful project manager. But even with that background, she found the Wiseteam Project frustrating and overwhelming. Soon after being assigned to the project, she
2. What aspects of Wilma’s style do you think are typical of good project managers?Wilma Keith had worked for over 20 years as a successful project manager. But even with that background, she found the Wiseteam Project frustrating and overwhelming. Soon after being assigned to the project, she
1. What do you think about Wilma’s leadership style? What aspects of her style motivated the team? Would you say Wilma’s style is more task oriented or relations oriented?Wilma Keith had worked for over 20 years as a successful project manager. But even with that background, she found the
Does the project manager try to help team members deal with job stress? Explain.
Is this a high-stress or low-stress project? Explain. If high stress, is it taken for granted, or do people take steps to reduce the stress?
Emotional stress is a personal issue, and most people are hesitant to speak about it other than on a general level. Still, you might ask the project manager or other team members about stresses they personally feel or perceive in the project.
Are formal procedures used, such as RCT or IGPS, to resolve conflicts?
How does the project manager resolve conflict? Is confrontation used?
How prevalent is conflict, and what effect does it have on individual and project performance?
At the end of this (or other projects), how does the organization disband a team? Are there procedures for recognizing members or dealing with their feelings about disbanding?
Ask if the project manager knows about formal team building and intergroup problem-solving procedures like those described in this book.
How would you characterize the level of teamwork in this project?
Are steps taken to resolve problems involving multiple groups?
Is the project team a virtual team? If so, what special provisions does the manager take to lead and manage the team?
What kinds of formal and informal activities are used to increase the cohesiveness of the project team? Can any of these be termed team building?
What mechanisms are used to link these groups—for example, coordinators, frequent meetings, or close proximity of workers?
Describe the different groups (management teams, project office, functional groups) that make up the project team in this project.
What do you think are the primary work motivators for people in this project? Discuss the relative importance of salary, career potential, incentives, and participation in decision-making.
What kind of people must the project manager influence? Given the theories of this chapter, is the project manager’s leadership style appropriate? Despite the theories, does the style used by the project manager seem to be effective?
How would you characterize the leadership style of the project manager in your project? Is it authoritarian, laissez-faire (do nothing), or participative? Is the project manager task oriented, relations oriented, or both?
27. What is “social support”? What are the sources of social support? How does social support reduce job stress?
26. Describe the means by which participative management helps reduce work stress.
25. Describe these sources of stress in projects: project goals and schedules, work overload, role conflict and ambiguity, and social/interpersonal relations. Describe your work experiences with these sources of stress.
24. Describe the role clarification technique. What sources of conflict does it resolve?
23. What conditions must exist for confrontation to be successful?
22. Explain how the project manager uses confrontation to resolve conflict.
21. Describe four ways of dealing with conflict.
20. Why is some conflict natural and beneficial?
19. Describe how the sources of conflict vary with the phases of the project life cycle.
18. What are the sources of conflict between parties in the project organization?
17. What are the sources of conflict between the user and the contractor? How do contracts lead to conflict?
16. List some special considerations in managing virtual meetings.
15. How are trust and cohesion developed in virtual teams?
14. List the technologies available for virtual teams. For what tasks/decisions do each apply?
13. What do you think are the reasons team building is not used more often? What barriers are there to applying team building?
12. Describe some situations that you know about where team building could be used.
11. What conditions of management and the team members are necessary for team building interventions to succeed?
10. Outline the steps in the IGPS process.
9. Outline the steps in a team-building session for a group that has been working together.Outline the steps for building a new project team.
8. What is the purpose of team building? Where is team building needed?
7. What is meant by group process issues? What kinds of issues do they include?
6. What characteristics are common to Vaill’s high-performing systems?
5. Why is teamwork important in projects? Isn’t it enough that individual workers be highly skilled and motivated?
4. How are participative management and shared leadership useful for motivating and gaining commitment?
3. Discuss the differences between the leadership models of Fiedler and Hersey-Blanchard. What do these models say about leadership in the situations faced by project managers?
2. Describe the contingency approach to leadership. According to this approach, what is the best way to lead?
1. Explain the difference between task-oriented and relations-oriented leadership styles.
2. Considering the project’s technical aspects (building tunnels, roadways, and bridges; demolishing the elevated structure and replacing it with parks) and its political, economic, environmental, and social impacts (and stakeholders for each), what characteristics (skills, background,
1. From information provided here and in Example 16.5, create a list of the project’s stakeholders.Expand Figure 16.6 to include them and show possible links (relations or influences)between them. For each stakeholder, state its likely interests in the project and ways it could influence the
16. Assume that you must act on the information provided: if it were up to you, who would you select to manage the project: Noware, Roberta, or someone else? Explain.Nuwave Products Company, a medium-sized manufacturer of small motors and motor parts, recently contracted with a software consulting
15. Who are the other key stakeholders? How has the project manager communicated or worked with, engaged, or otherwise accommodated them in planning and executing the project?
14. What has been the role of top management in your project? What, in general, is the involvement of top management in projects in this organization?
13. Is there a manager of projects or PMO director? Project champion? Sponsor? Describe their responsibilities and influence on the project.
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