Global Megaprojects: Lessons, Case Studies, And Expert Advice On International Megaproject Management 1st Edition Virginia A. Greiman - Solutions

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The project manager is responsible for achieving project objectives in an organization with the following structure(s):A. Project-oriented only B. Strong matrix and project-oriented only C. PMO and projectized only D. All structures
The project resource availability is at maximum in organizations with the following structure(s):A. PMO B. Hybrid C. Multi-divisional D. Organic
Strategic and business management skills include all except:A. Understanding organization’s business strategy B. Ability to draw project delivery strategy from organization’s business strategy C. Ability to align project strategy with organization’s strategy D. Ability to tailor the tools,
Check each that is the correct representation of the PMI talent triangle:A. Leadership skills, strategic and business management skills, and the IT part of project management skills B. Technical project management skills, leadership skills, and knowledge of business strategy of the organization C.
In which of the following organizational structures does the project manager have the least authority?A. Functional B. Project-oriented C. Matrix D. Virtual
As you have decided to outsource a piece of your project, you will conduct procurements using a process belonging to which process group?A. Executing B. Planning C. Monitoring and Controlling D. Initiating
What is not true about project management processes?A. The same document may be an input to more than one process.B. The same tool or technique may be used in more than one process.C. The output of one process cannot be an input to another process.D. It’s possible that a process will be executed
What is not true about project management processes?A. Each process must be performed at least once in a project.B. A process belongs to a knowledge area and also to a process group.C. A process can be performed more than once in the same project.D. A process is performed to accomplish a specific
Select each of the following that is a project management knowledge area:A. Project integration management B. Project scope management C. Project communication management D. Project time management
Your company runs a website that makes digital music downloads available to end users. You have been assigned a project that involves adding parental guidance warnings to various downloads. This project originated due to which category of factors?A. Social, regulatory, or legal requirements B.
You are being interviewed by a functional manager, who says, “We have this huge undertaking of launching an online education website that contains different components, such as designing the website, developing the content, developing the administrative system including registration and payment,
Both projects and operations share all the following characteristics except:A. Performed by individuals B. Planned, executed, monitored, controlled, and closed in a preplanned way C. Limited by constraints D. Performed to achieve the strategic objectives of the organization
Your project depends on two business partners, On The Fly Inc. (OTF) and The Sure Thing Inc. (ST), delivering their products to you on time. The chances are three out of four that OTF will make the delivery on time and two out of three that ST will not make the delivery on time.The probability that
Which of the following is the best definition of progressive elaboration?A. Taking the project from concept to project management plan B. Taking the project from conception to completion C. Taking the project from initiating to closing D. Decomposing the project objectives into smaller, more
Which of the following is not a project management knowledge area?A. Project procurement management B. Project risk management C. Project quality management D. Project team management
Which of the following are the process groups?A. Starting, planning, executing, monitoring and controlling, and closing B. Initiating, organizing and preparing, executing, monitoring and controlling, and closing C. Initiating, planning, implementing, monitoring and controlling, and closing D.
Which of the following is a project?A. Running a donut shop B. Building another library in your area, which might take a long time C. Keeping a network up and running in a university department D. Running a warehouse
Which of the following are the essential characteristics that make a group of activities a project?A. It takes multiple individuals to perform these activities, and it creates a new product.B. The work is managed by a project manager.C. The group has a plan and a budget.D. The group has a start
Identify various types of contracts, agreements, source-selection methods, and contract types.
Identify key concepts and tailoring considerations for project procurement management, including trends and emerging practices.
Identify the inputs, tools and techniques, and outputs defined in the three project procurement processes.
Understand the three processes in the project procurement management knowledge area.
Recognize when and how to adjust risk based on the project environment.
Perform simple risk calculations?
Identify the key documents in project risk management.
Identify the input, tools and techniques, and outputs defined in project risk management.
Understand the seven project management processes in the project risk management knowledge area.
Understand the reasons for and approaches to adapting quality management in different project environments.
Identify the input, tools and techniques, and outputs defined in the three quality management processes.
Understand the three project management processes in the project quality management knowledge area.
Identify communications skills and methods for project communication management.
Recognize the dimensions of communication and components of a communications management plan.
Identify key concepts and approaches in project communication management, including tailoring and special considerations for agile/adaptive environments.
Identify the input, tools and techniques, and outputs defined in the three project communication management processes.
Understand the three project management processes in the project communication management knowledge area.
Identify the key concepts and benefits of stakeholder management.
Identify the input, tools and techniques, and outputs defined in the four project stakeholder management processes.
Understand the four project management processes in the project stakeholder management knowledge area.
Understand and apply basic forecasting and earned value methods for project cost management.
Identify key concepts in project cost management, including tailoring and special considerations for agile/adaptive environments.
dentify the input, tools and techniques, and outputs defined in the four processes in project cost management.
Understand the four project management processes in the project cost management knowledge area.
Understand the components of a resource management plan and data representation techniques for managing project resources.
Identify techniques for developing a team, managing conflict, and resolving resource related problems.
Identify key concepts and trends in project resource management, including tailoring and special considerations for agile/adaptive environments.
Identify the input, tools and techniques, and outputs defined in the six processes in project resource management.
Define the six project management processes in the project resource management knowledge area.
Identify considerations for agile/adaptive environments in project schedule management.
Solve simple network diagram problems and perform basic scheduling calculations.
Identify the input, tools and techniques, and outputs defined in the six processes in project schedule management.
Define the six project management processes in the project schedule management knowledge area.
Understand project scope management for agile/adaptive projects, including the use of prototypes.
Identify the purpose and elements of a Work Breakdown Structure (WBS) for both product and project scope.
Identify key concepts and tailoring consideration for project scope management and key roles in scope management.
Identify the input, tools and techniques, and outputs defined in the six processes in project scope management.
Understand the six project management processes in the project scope management knowledge area.
Identify methods for project integration and knowledge management.
Identify tailoring consideration in project integration management and recognize key documents.
Identify concepts and procedures related to project change management.
Understand the purpose of project integration management and the project manager’s role within it.
Identify the input, tools, techniques, and outputs defined in the seven processes in project integration management.
Understand the seven project management processes in the project integration management knowledge area.
Recognize the difference between leadership and management.
Identify the major elements included in the PMI triangle.
Understand a project manager’s sphere of influence.
State the primary functions of a project manager.
Recognize the hierarchy of projects, programs, and portfolios.
Understand the purpose and activities of a project management office.
Distinguish between organizational systems.
Identify the factors and assets that may impact the outcome of a project.
Understand the function and importance of tailoring for different projects.
Define a typical project lifecycle.
Recognize the relationships among project, program, portfolio, and operational management.
Understand the five project management process groups and the processes within each group.
5. How can resilience be developed in a megaproject to improve megaproject outcomes?
4. What is meant by transformational leadership and why is it so critical to megaproject management?
3. What is meant by value delivery, and should it support or be prioritized over traditional cost, scope, and schedule evaluation?
2. In 2017, the Project Management Institute estimated that the value of project‐oriented economic activity worldwide would grow from$12 trillion in 2017 to $20 trillion in 2027, in the process putting some 88 million people to work in project management‐oriented roles. This movement toward
1. The megaprojects of the future will focus on major global issues and the grand challenges that lie ahead that will include the development of new energy resources, the health of the world’s population, climate change, and sustainable environmental policy.How do we meet these grand challenges
8. What is your organization doing to prepare for the emergent era?
7. How do you change when your strategy is not working?
6. How do you build and manage organizational knowledge, share it, and use it as a platform for innovation?
5. How do you decide which intelligent risks to pursue?
4. How does your strategic planning address key elements of risk, including finding potential blind spots?
3. How does your strategic planning stimulate and incorporate innovation?
2. How does your strategic planning process address the potential need for organizational agility, including operational flexibility?
1. How do senior leaders cultivate innovation and intelligent risk taking?
8. Provide a few examples of how Blue Ocean strategies can be deployed on a megaproject
7. How do risk and system failure contribute to the development of innovation strategies?
6. How would you convince your project sponsor that an investment in innovation is critical to megaproject success?
5. Which types of innovations are most used in megaprojects and why?
4. How would you reduce the barriers to innovation in your project?
3. What do you think are the most important enablers of innovation?
2. What are some ways in which barriers to innovation can be reduced?
1. Why are innovative initiatives so hard to develop in megaprojects?
10. What is the purpose of the U.S. Foreign Corrupt Practices Act and who does it benefit in a global infrastructure contract?
9. What is the purpose and benefit of a bilateral investment treaty?
8. What is a mandatory law and how does it impact a written contract in a global transaction?
7. What is the role of a concession agreement and who are the typical parties to the agreement?
6. What are some important internationally recognized standards and how will they be beneficial in an international infrastructure project contract?

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Global Megaprojects: Lessons, Case Studies, And Expert Advice On International Megaproject Management 1st Edition Virginia A. Greiman - Solutions

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