...ETM 502 – Project Management in Engineering and Technology – Assignment 1 REVIEW QUESTIONS P18, RQ1 - Define a project. What are five characteristics that help differentiate projects from other functions carried out in the daily operations of the organization? As PMI have defined, a project is a temporary endeavor undertaken to create a unique product, service, or result. The characteristics of a project help differentiate it from other endeavors of the organization. The major characteristics of a project are as follows: 1. An established objective. 2. A defined life span with a beginning and an end. 3. Usually, the involvement of several departments and professionals. 4. Typically, doing something that has never been done before. 5. Specific time, cost, and performance requirements. P18, RQ3 - Why is the implementation of projects important to strategic planning and the project manager? Today, projects are the modus operandi for implementing strategy, meaning that strategy plans of a company is delivered through the products of project results. Since projects are the modus operandi, strategic alignment of projects is of major importance to conserving and effective use of organization resources. Selection criteria need to ensure each project is prioritized and contributes to strategic goals . Anything less is a waste of scarce organizational resources—people, capital, and equipment . Projects and project management play the key role in supporting strategic...
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...Chapter 1 Discussion Questions 1.) Many people and organizations today have a new or renewed interest in project management. In the past, project management primarily focused on providing schedule and resource data to top management in just a few industries, such as the military and construction industries. Today’s project management involves much more, and people in every industry and every country manage projects. New technologies have become a significant factor in many businesses, and the use of interdisciplinary and global work teams has radically changed the work environment. 2.) A project is a temporary endeavor undertaken to create a unique product, service, or result. a. The attributes of a project are unique purpose, temporary, developed using progressive elaboration or in an iterative fashion, requires resources, often from various areas, should have a primary customer or sponsor, involves uncertainty. b. A project is different from what most people do day to day in that a project has a beginning and an end. c. The triple constraints are scope, time and cost. d. Other factors might include quality, risk and resources. 3.) Project management is “the application of knowledge, skills, tools and techniques to project activities to meet the project requirements. a. Framework is to help you understand project management. Key elements of this framework include the project stakeholders, project management process groups, knowledge...
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...Chapter 1: Review Questions 1. What is a project? It is a temporary effort intended to create a unique product, service, or result. 2. What is project management? It is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. 3. How are projects different from ongoing operations? Projects are temporary and unique while operations are continuous. Operations are an ongoing process to ensure that an organization continues to work effectively. For instance, operation managers can often use checklists to guide much of their work, but project managers rarely have checklists that identify all of the activities they need to accomplish. 4. What types of constraints are common to most projects? Time and budget constraints are common to most projects for clients, and the amount of resources available and the decision maker’s risk tolerance are constraints from an internal point of view. 5. Which deliverable authorizes the project team to move from Selecting and Initiating to Planning? The approval of a charter 6. At what stage of a project life cycle are the majority of the “hands-on” tasks completed? At the execution stage 7. During which state of the project life cycle are loose ends tied up? During the Closing stage 8. What are the five process groups of project management? Initiating, planning, executing, monitoring and controlling, and closing 9. Which process group...
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...BANK Question 1: How do you implement change in a bank? In a traditional organization of Mohawk National Bank, the main problem is that there is no communication and cooperation between departments due to absence of a project manager, who could act as focal point for the integration work. For solving their problem Mohawk National Bank is thinking to consider a new organizational structure: matrix organization. The main obstacle of this project is the hostility at change of most of the employees. For overcome this obstacle Bank top-managers have to find a Project Manager that can motivate and convince people that this change it is important and necessary for Bank’s business life. The first step is to select the right people within the organization. Looking carefully at the interviewed of the most competent employees it seems that nobody it is perfectly suitable for the project, so it is fundamental the support of top Management. Top Management have to choose one of those in trial for some month and then decide if assigned him/her permanently to the position of Project Manager. Question 2: What are some of the major reason why employees do not want to become project managers? Banks are generally traditionalist and regimented, mainly due to strict rules, policies and procedures. Also employees have got similar characteristics: many of them have been in Mohawk Bank between 20 and 30 years and for this reason they will resist to change and fight the project all the...
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... |3 | |2. Problem statement |4 | |3. Aim of the study |4 | |4. Objectives of the study |4 | |5. Research questions |5 | |6. Definitions of concepts |5 | |7. Literature review |6 | |7.1Project Management |6 | |7.2 Human resources management |10 | |7.3. Supply chain management |11 | |7.4. Communications and integration |11 | |7.5. Conclusion |12 | |8. Research Methodology ...
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...YOU MAY WANT TO PRINT THIS GUIDE FOR QUICK REFERENCE AND CONVENIENCE 1. The Quiz is "open book, open notes." The maximum time you can spend in the exam is 2 hours, 30 minutes. If you have not clicked the Submit for Grading button by then, you will be automatically exited from the exam. In the Quiz environment, the Windows clipboard is disabled, so you will not be able to copy exam questions or answers to or from other applications. 2. You should click the “Save Answers” button in the exam frequently. This helps prevent connection timeouts that might occur with certain Internet Service Providers, and also minimizes lost answers in the event of connection problems. If your Internet connection does break, when you reconnect, you will normally be able to get back into your quiz without any trouble. Remember, though, that the exam timer continues to run while students are disconnected, so students should try to re-login as quickly as possible. The Help Desk cannot grant any student additional time on the exam. 3. Quizzes for this course will take place during Week 4 and Week 7. This study guide will cover content for both weeks. 4. Reminders * You will only be able to enter your online Quiz one time. * Click the "Save Answers" button often. * If you lose your Internet connection during your Quiz, logon again and try to access your final. If you are unable to enter the exam, first contact the Help Desk and then your instructor. * You will always be able...
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...and Risk Management (graded) | Both the PMBOK® Guide and the ATOM process discuss the role of stakeholders in risk management. How does a project manager identify stakeholders for a project? How does a project manager involve these stakeholders in risk management? | This section lists options that can be used to view responses. Collapse All | Print View | Show Options | Responses Responses are listed below in the following order: response, author and the date and time the response is posted. | | Sort by Response | Sort by Author | Sort by Date/Time* | (an instructor response) | | Question 1 ..Stakeholder Identification ?? | Professor Hiegel | 1/10/2015 3:46:03 PM | | | How does a project manager identify stakeholders for a project?orHow does a project manager know which stakeholders are more important to a project? | | | | RE: Question 1 ..Stakeholder Identification ?? | Phillip Murray | 1/11/2015 7:26:56 AM | | | If a stakeholder register has been executed as part of the initial plan then this will simplify this step greatly. I would revisit the register and "scrub" it for a comprehensive list of internal and external stakeholders. PMBOK chapter 13 on pgs 395-396, para 13.1.2.1 Stakeholder Analysis, describes several classification models that can be used to identify stakeholders. I also found a small article that says some of the same things in a simpler manner. http://www.projectmanager.com/identify-project-stakeholders...
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...Advance Project Management PM587, Week 3 quiz Keller Graduate School of Management Week 3 quiz covers material from Weeks 1 2 and 3 Grading Summary These are the automatically computed results of your exam. Grades for essay questions, and comments from your instructor, are in the "Details" section below. Date Taken: 7/28/2012 Time Spent: 58 min , 25 secs Points Received: 72 / 80 (90%) Question Type: # Of Questions: # Correct: Essay 4 N/A Grade Details - All Questions 1. Question : (TCO A) You work for company Bravo and have been asked to create a presentation for the Board of Directors to explain PPM. Your presentation is to include a comparison and contrast of project portfolio management, program management, and project management. The presentation should also include the benefits of PPM and why the company should implement this program. Below, in your own words, write the narrative for the presentation. Be sure to address all elements of the presentation. Student Answer: Bravo Board of Directors Presentation PPM A PPM stands for Project Portfolio management. It is a management process used to develop a series of projects that are grouped into a portfolio based upon similar strategic objectives of the organization. The Project Portfolio management does not actually manage the project; however the management group creates guidelines and processes, which are then enforced to select the proper projects that will allow the organization...
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...Project Management – Simple Answers to Simple Questions Originally I wrote this for one of my clients in 1991. The idea was to develop a brochure to promote project management in one of the client's departments. Today, project management is well established in the organization, but the answers to the questions are just as valid. R. Max Wideman 01 What is a project? A. The term project seems to be a buzzword that means a lot of different things to different people. Anything, for example, from a secretary's "project" to clean out an old filing cabinet to an engineer's "project" to create a multi-million dollar facility. Even these extremes have one thing in common: the application of work or effort to create a new situation or product, where "product" is used in its broadest sense. So a project can be any undertaking with a definite starting point and one or more defined objectives the completion of which spell out the end of the project. It should be added that for one reason or another most projects are restricted by limits imposed on resources (effort, equipment and materials) time and money. 02 Why do I need project management? A. Another way of asking this question is "What if I don't bother with project management?" The fact is, all projects demand some degree of attention to make them happen. Even the secretary needs to deliberately plan to set aside some time to clean out that filing cabinet, otherwise the job will never get done! Believe it or not exactly the same holds...
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...Bus 380 project management Name Course Institution Date Bus 380 project management Question #1 The kickoff meeting encompasses the first meeting, which comprises of the client of the project and the project team. Notably, this meeting defines the base elements for the entire project and other planning activities in relation to the project. This meeting has the mandate of introducing the project team members and the client. In addition, the meeting gives its members an opportunity to discuss the responsibilities of each participating member of the project (Kousholt, 2007). The process for holding a kickoff meeting is discussed below: • The agenda This process gives the members of the project a clear understanding of how the project will move to the next level of progress. • The meeting This process ensures that the meeting is flowing and time wastage is avoided. Being personal and fun at this point will make every team member to enjoy participating. • Getting started This process entails taking immediate charge and control of the meeting. During this process welcome all the participants without forgetting yourself. In addition, during this process the project is defined, its purpose and the project expected deliverables and goals. All the members of the project are introduced together with their roles. • Project presentation Having set the tone of the project, project presentation will discuss and present...
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...com/shop/ifsm-300-weeks-quizzes-1-8/ IFSM 300 Quiz 1 Question 1 1 / 1 point Which of the following is defined as the ability of customers to drive down the price of goods and services? A) supplier power B) buyer power or the bargaining power of customers C) rivalry among competitors D) threat of price reduction Question 2 1 / 1 point Are there any direct variables that have no effect on a business' competitive position? A) yes B) No Question 3 1 / 1 point Which of the following are components of an information system? (select all that apply) A) data B) hardware C) people D) process E) software View Feedback Question 4 1 / 1 point According to the Five Forces Model developed by Harvard Business professor Michael Porter, all of the following are major factors that determine a company’s standing in an industry, except for which one? A) Threat of entry of new competitors B) Political and/or economic factors C) Bargaining power of suppliers D) Threat of substitute products/services View Feedback Question 5 1 / 1 point True or false: Early research could not draw any connections between IT and profitability, but later research has shown that the impact can be positive. True False View Feedback Question 6 1 / 1 point Web 2.0 is exemplified...
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...One Level: M Module Number: MMB026 Module Name: Project Management Credit Value: 15 Date Handed Out: Week Commencing 26th May 2014 Date Due In: Friday 18th July 2014 Section Two – Assignment Task Weighting = 100% of module mark Task: * To produce a case study report, reflecting on the development of a project plan. Learning outcomes Learning outcomes | Met in this assignment | 1. Evaluate the role of project management in a modern business environment | | 2. Demonstrate understanding of project planning, the relevance of an effective project management culture to support a successful project strategy. | | 3. Quantify and assess project parameters and resources, whether material, financial and human so as to achieve project objectives. | | 4. Evaluate the contribution of wider issues such as quality management and risk assessment in a project environment | | Re-sit: any students who fail this and as a consequence the module overall, will be asked to re-submit this element specifically addressing those areas identified as not being to the minimum pass standard required. Assessment Guidelines Applying your understanding of the theories covered in the lectures, seminars and your own research you are required to write a 3,000 word report. Your report should contain: * An evaluation of the role of project management in a modern business environment, through evaluating an existing project plan developed by the MBA students. This should include:...
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...3 2 Questions 4 2.1 Capability 4 2.2 Experience and track record 4 2.3 Capacity 4 2.4 Shared strategic aims 5 2.5 Culture 6 2.6 Organisation and management 6 2.6.1 Quality management 7 2.6.2 Project and programme management 7 2.7 Multi-supplier proposals 7 2.8 Proposed supplier organisation and project staffing 8 2.9 Technical understanding 8 2.10 Proposed management processes 8 2.10.1 Quality management 9 2.10.2 Change management 9 2.10.3 Service provision and management 10 2.10.4 Resource management 12 2.10.5 Capacity planning and management 12 2.10.6 Business continuity and contingency plans 12 2.10.7 Project management 13 2.10.8 Programme management 13 2.10.9 Strategic management 14 2.10.10 Knowledge management and organisational learning 14 2.10.11 Training 15 2.11 Risk management and risk transfer 15 2.12 Supply chain management 16 2.13 Benefits management and delivery 16 2.14 Relationship management 17 2.15 IT-specific questions 17 2.15.1 Business process changes 18 2.15.2 Application development 18 2.15.3 Software and systems engineering 18 2.15.4 Development and maintenance 20 2.15.5 IT service management 21 2.15.6 Infrastructure design and planning 21 2.15.7 Infrastructure and technology deployment 21 2.15.8 ICT infrastructure management 22 ...
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...Strategic Project Management Made Simple Name Institution Strategic project Management Made Simple According to (Williams, 2009), a strategy is a plan of how to achieve formulated goals. It enables an organization to achieve its vision and its objectives. Strategic planning process determines the path that an organization will follow to meet its goals (Kerzner, 2001). In this paper, my aim is to summarize a review on strategic project management. The report talks about the logical steps of strategic project management process. I agree with the review that strategic management is a critical determinant of the success of an organization. The logical framework primarily involves strategic planning, systems thinking, management by objectives and total quality management. Others incorporated in the structure are scientific method, project management, and team building. In all these steps of logical structure, systems thinking are the foundation of the framework. The review also talks about strategic questions; these questions are also explained in various diagrams. The questions are based on goals, success measures, assumptions, verification, purpose, outcome, and inputs. These questions when combined, they form the logical framework matrix. I agree with this model as it is important in showing the progress made towards achievement of objectives. The review also touches on strategic alignment; this alignment is enabled by the formulation of attainable goals which focuses...
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...Project Management Competencies in the Project Oriented Organization In the project-based organization, project management (pm) competences are not only required by individuals, but also by project teams and by organizations. As project management has to be considered as a core competence of the project-based organization (called in this document the project-oriented organization, POO), this competence has to be explicitly developed by the organization. Source: People in Project Management Copyright: Roland Gareis and Martina Huemann Copyright statement This white paper is a chapter taken from a Gower book and provided free of charge to visitors to the website of the National Centre for Project Management. You may download it freely from the website www.cs.mdx.ac.uk/ncpm/about.html. You may also share it with colleagues, either in printed or electronic form (via e-mail), as long as you include this copyright page, each time you do so. Please respect the copyright of the author and do not publish the material in any form (printed or electronic) or circulate the material to any e-mail network. For permission to include this document in a website, intranet or extranet, please visit the Gower website (www.gowerpub.com) and contact our e-marketing manager, Elaine Hill, through the website. Gower Publishing, Gower House, Croft Road, Aldershot, Hants, GU11 3HR, UK. Tel: +44 (0) 1252 331551 e-mail: sales@gowerpublishing.com web: www.gowerpub.com 3 Project management competences...
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