QUESTIONS ONE IS BASED ON CASE STUDY BELOW

Read the case study below and answer the following questions

Ferris Inc. Healthcare

In July of $1999,$ senior management at Ferris recognized that its future growth could very

well be determined by how quickly and how well it implemented project management. For

the past several years, line managers had been functioning as project managers while still

managing their line groups. The projects came out with the short end of the stick, most often

late and over budget, because managers focused on line activities rather than project work.

Everyone recognized that project management needed to be an established career path

position and that some structured process had to be implemented for project management.

A consultant was brought into Ferris to provide initial project management training for $50$ out

of the $300$ employees targeted for eventual project management training. Several of the

employees thus trained were then placed on a committee with senior management to design

a project management stage$-$gate model for Ferris. After two months of meetings, the

committee identified the need for three different stage$-$gate models: one for information

systems, one for new products services provided, and one for bringing on board new

corporate clients.

There were several similarities among the three models. However, personal interests

dictated the need for three methodologies, all based upon rigid policies and procedures.

After a year of using three models, the company recognized it had a problem deciding how

to assign the right project manager to the right project. Project managers had to be familiar with all three methodologies.

The alternative, considered impractical, was to assign only those project managers familiar

with that specific methodology. After six months of meetings. The company consolidated the

three methodologies into $3$ single methodology. Focusing more upon guidelines than on

policies and procedures. The entire organization appeared to support the new singular

methodology.

A consultant was brought in to conduct the first three days of a four$-$day trail$-$ling program for

employees not yet trained in project management. The fourth day was taught by internal

personnel with a focus on how to use the new methodology. The success to failure ratio on

projects increased dramatically. QUESTION ONE

$1\mathrm{.}1.$ Elaborate on the issues the company may experience when developing a project

team.

$1\mathrm{.}2.$ Discuss ethical business practices in project management that the company would

have to consider in relation to the project management constraints.

QUESTION TWO

$2\mathrm{.}1$ Discuss each of the work processes related to project management as stipulated by

the Project Management Institute $($PMI$).$

$2\mathrm{.}2$ Project teams often comprise of people from both inside and outside a parent company.

Issues such as who will be on the project and where each will be physically located

are best considered when selecting team members.

With regards to the above information, elaborate on each of the project team's

decomposition issues.

QUESTION THREE

$3\mathrm{.}1$ Assess the information gathering techniques utilized to identify risk in risk

management planning.

$3\mathrm{.}2$ Explain the concept agile project.

END OF QUESTIONS