1. Use the characteristics of a project to differentiate it from operations work.

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1. Use the characteristics of a project to differentiate it from operations work.
2. Describe the life cycle of a project and explain the purpose of each part of the cycle.

3. Draw a distinction between a project and a program. Why is the distinction important?

4. Why are R&D projects in a company’s Aggregate Project Plan significantly different in type from the firm’s Derivative, Breakthrough and Platform projects?

5. How does the weighted scoring approach avoid the drawbacks of the NPV approach? Can the two approached be combined? If so, how?

1. Use the characteristics of a project to differentiate it from operations work.
2. Describe the life cycle of a project and explain the purpose of each part of the cycle.

3. Draw a distinction between a project and a program. Why is the distinction important?

4. Why are R&D projects in a company’s Aggregate Project Plan significantly different in type from the firm’s Derivative, Breakthrough and Platform projects?

5. How does the weighted scoring approach avoid the drawbacks of the NPV approach? Can the two approached be combined? If so, how?

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2. Appraise the three overriding responsibilities of the project manager. Select which of the three would be most difficult for you and discuss why?

3. When developing the project plan, how should constraints and assumptions be defined and documented?

4. Why do so many “self-directed” teams perform poorly? What can be done to improve their performance?

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1. How do you perform a stakeholder analysis? What information is required to adequately assess the needs of stakeholders?

2. Your project is a “priority one” task for your company. You are the supervisory manager of a large production group. Your staff is already committed to a number of in-house initiatives that are driven by deadlines and requirements. You will need to staff the project team with personnel taken from other organizations within your company. Describe how you will approach the other supervisory managers, the incentives you will offer participants, and what you will do to “juggle” your own organizational demands with the demands of the project.

3. With more and more project teams being formed in matrix format, what changes need to be made to your company’s incentive, pay, and reward processes? Who is responsible for ensuring that matrix personnel are appropriately protected and compensated?

4. What are the outputs from organizational planning? How are these used to further project goals?

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2. Describe the budgeting process for your selected project. Was bottom-up, top-down, or program budgeting used? Who was involved in the budgeting process? How were costs estimated? What steps are in place to control costs? What steps can be taken to make controlling costs easier?

3. Contrast the advantages of top-down budgeting and bottom-up budgeting.

4. Distinguish among highly probable risks, extremely serious risks, and highly vulnerable areas in risk identification.

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1. Discuss the needs for information management at the various stages of the project. Describe what types of information should be maintained and how it might be used most effectively.

2. How important is team morale to your project, and how can it be measured? What will you do with the measurement information?

3. Explain the difference between a project that has a fixed delivery day and one that has a fixed limit on resource usage. Why might a project manager be interested in this difference?

4. List and describe the three most common criteria by which to evaluate different resource allocation priority rules.

5. The monitoring system is the direct connection between project planning and control. Why is this true? Aside from the obvious benefits for project control, what other benefits might result from a good project reporting system?

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1. Explain the quality improvement process.

2. List the outputs from risk management planning and explain how they can be used to benefit the project.

3. Assess the tools and techniques used for risk identification.

4. Describe the customer demands that drive projects to achieve higher quality management objectives.

5. Who should perform risk analysis functions for the project? What qualifications should this person or group have?

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1. What are some reasons that a failing project might still not be terminated? If applicable, feel free to share details from a project you were involved in.

2. Should the results of an evaluation or audit be shared with the project team?

4. Describe the project audit process used in your company. What do the audits focus on and how is the audit data used?

5. Describe the outputs of a terminated project that you feel have lasting value for an organization.

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