Chapter 10
Problems P.383
10-2, You have
been called in by the executive management of a major utility company and asked
to give a “selling” speech on why the company should go to project management.
What are you going to say? What areas will you stress? What questions would you expect the executives to
ask? What fears do you think the executives might have?
As
an organization matures in project management, executives begin to trust
middle- and lower-level management to function as sponsors. There are several
reasons for supporting this:
·
Executives do not have time to function as sponsors on each and
every project.
·
Not all projects require sponsorship from the executive levels.
·
Middle management is closer to where the work is being performed.
·
Middle management is in a better position to provide advice on
certain risks.
·
Project personnel have easier access to middle management.
It is common practice for steering committee executives to
function as sponsors for the projects that the steering committee oversees.
If an executive has to function as a sponsor on several
problems at once, problems can occur such as:
·
Slow
decision-marking resulting in problem-solving delays
·
Policy
issues that remain unresolved and impact decisions
·
Inability
to prioritize projects when necessary
10-5, The
director of engineering services of R. P. Corporation believes that a project
organizational structure of some sort would help resolve several of his
problems. As part of the discussion, the director has made the following remarks:
“All of our activities (or so-called projects if you wish) are loaded with
up-front engineering. We have found in the past that time is the important
parameter, not quality control or cost. Sometimes we rush into projects so fast
that we have no choice but to cut corners, and, of course, quality must
suffer.” What questions, if any, would you like to ask before recommending a
project organizational form? Which form will you recommend?
Would
like to know if the project before implementation step has been tested in
controlling and monitoring phase? Seems that the project need more improvement
in controlling and monitoring phase, which project managers will compare
project status and progress to the actual plan, as resources perform the
scheduled work.
10-9 During the implementation of project
management, you find that line managers are reluctant to release any
information showing utilization of resources in their line function. How should
this situation be handled, and by whom?
In this case, project manager
can be return to functional manager. A functional
manager is a person who has
management authority over an organizational unit such as, a department - within
a business, company, or other organization. Functional managers have ongoing
responsibilities.
Chapter 11
Problems P.483
11-2, What planning steps should
precede total program scheduling? What steps are necessary?
· Objective
· Program
· Schedule
· Budget
· Forecast
· Organization
· Policy
· Procedure
· Standard
Important steps:
· Objective
· Schedule
· Budget
11-6, Who determines the
work necessary to accomplish an objective?
Project
manager
11-15, Can activities 5 and 6 of Figure
11–11 be eliminated? What risks does a project manager incur if these
activities are eliminated?
Any delay in these activities that may cause delay in rest
of project. Project manager will be responsible will be asked from senior
management about the reasons that affected program plans review.
11-18, Consider a project in which all project planning is performed by a group. After all planning
is completed, including the program plan and schedules, a project manager is
selected. Is there anything wrong with this arrangement? Can it work?
Project plan should be following this framework:
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