Save Answer QUESTION 2 4 points Background Information The municipality of Sandford-Sharma is a community of 750,000 residents. The Senior Administrative Team of the municipality is keen to explore the use of project management principles, techniques and tools to manage its projects in order to accomplish the city's mission vision and goals. The Chief Financial Officer (CFO) David Mathews assigned you as the project manager in charge of developing and implementing a new approach - "the project-action team approach. The projects action team-approach" will develop and establish the framework for the utilization of project management methodology for projects initiated by the city. The CFO understood the benefits of a project management methodology, especially as a structured decision-making process. It would serve as a template or a repetitive process such that project success could be incurred over and over again. The methodology would contain sections for project initiation, planning, execution monitoring/control and closing. There would also be a section on the role of the project manager, supervisors, managers, and executive sponsors. To make the project management methodology easy to use and adaptable to all projects, the methodology would be constructed using forms, guidelines, templates, and checklists rather than the more rigid policies and procedures. This would certainly lower the cost of using the methodology and make it easier to adapt to a multitude of projects. The project managers could then decide whether to implement the methodology on an informal basis or a more formal basis. The first draft of the new methodology was completed and ready for review by the Mayor and Council. After a review of the methodology, a meeting was held between the sponsor who is the CFO and the project manager (PM). The meeting ud ho used on every project? Sponsor: "I have read over the methodology. Is it your expectation that the methodology should be used on every project? PM: "We could probably justify using the methodology on every project. This would give us a really good structured decision-making process." Sponsor: "Using the methodology is costly and perhaps not all projects should require the use of the methodology. I can rationalize the use of the methodology on a $500,000 project. But what if the project is only $25,000 or $50,000? What if the project is 30days in length rather than our usual 6 to 12- month effort?" PM: "I guess we need to define the threshold limits on when project management should be used." Sponsor: "I have a concern that we should define not only when to use project management but also what a project is. If an activity remains entirely in one functional area, is it still a project according to your definition? Should we also define a threshold limit on how many functional departments must be involved before we define an activity as a project?" PM: "I'll go back to the drawing board and get back to you in a week or so." Sponsor: "I understand there is a lot of work around scope management and stakeholder management that needs to be completed. Can you explain the requirements of these activities and what they entails?" PM: I'm happy to explain what the requirements and expectations are regarding all the PMI Knowledge Areas including scope and stakeholders planning. 1. Some projects require (1) freedom and flexibility, some require (2) heavy collaboration, others (3) require no fix plan and for others (4) the level of risk is linked to stakeholders involvement. What kind of project methodologies would you recommend for the four criteria highlighted and why? (2 marks) 2. Scope statements may take many forms depending on the type of project and the nature of the organization. Distinguish between scope input sources and scope input techniques. Support your explanations by providing four examples of each. (2 marks). For the toolbar, press ALT+F10 (PC) or ALT+FN+F10 (Mac). IK Save Answer QUESTION 2 4 points Background Information The municipality of Sandford-Sharma is a community of 750,000 residents. The Senior Administrative Team of the municipality is keen to explore the use of project management principles, techniques and tools to manage its projects in order to accomplish the city's mission vision and goals. The Chief Financial Officer (CFO) David Mathews assigned you as the project manager in charge of developing and implementing a new approach - "the project-action team approach. The projects action team-approach" will develop and establish the framework for the utilization of project management methodology for projects initiated by the city. The CFO understood the benefits of a project management methodology, especially as a structured decision-making process. It would serve as a template or a repetitive process such that project success could be incurred over and over again. The methodology would contain sections for project initiation, planning, execution monitoring/control and closing. There would also be a section on the role of the project manager, supervisors, managers, and executive sponsors. To make the project management methodology easy to use and adaptable to all projects, the methodology would be constructed using forms, guidelines, templates, and checklists rather than the more rigid policies and procedures. This would certainly lower the cost of using the methodology and make it easier to adapt to a multitude of projects. The project managers could then decide whether to implement the methodology on an informal basis or a more formal basis. The first draft of the new methodology was completed and ready for review by the Mayor and Council. After a review of the methodology, a meeting was held between the sponsor who is the CFO and the project manager (PM). The meeting ud ho used on every project? Sponsor: "I have read over the methodology. Is it your expectation that the methodology should be used on every project? PM: "We could probably justify using the methodology on every project. This would give us a really good structured decision-making process." Sponsor: "Using the methodology is costly and perhaps not all projects should require the use of the methodology. I can rationalize the use of the methodology on a $500,000 project. But what if the project is only $25,000 or $50,000? What if the project is 30days in length rather than our usual 6 to 12- month effort?" PM: "I guess we need to define the threshold limits on when project management should be used." Sponsor: "I have a concern that we should define not only when to use project management but also what a project is. If an activity remains entirely in one functional area, is it still a project according to your definition? Should we also define a threshold limit on how many functional departments must be involved before we define an activity as a project?" PM: "I'll go back to the drawing board and get back to you in a week or so." Sponsor: "I understand there is a lot of work around scope management and stakeholder management that needs to be completed. Can you explain the requirements of these activities and what they entails?" PM: I'm happy to explain what the requirements and expectations are regarding all the PMI Knowledge Areas including scope and stakeholders planning. 1. Some projects require (1) freedom and flexibility, some require (2) heavy collaboration, others (3) require no fix plan and for others (4) the level of risk is linked to stakeholders involvement. What kind of project methodologies would you recommend for the four criteria highlighted and why? (2 marks) 2. Scope statements may take many forms depending on the type of project and the nature of the organization. Distinguish between scope input sources and scope input techniques. Support your explanations by providing four examples of each. (2 marks). For the toolbar, press ALT+F10 (PC) or ALT+FN+F10 (Mac). IK