1. Describe the interface of the project manager and functional manager. Describe where you believe your organization/projections in this cycle. 2. Describe the following organizational types and discuss the advantages and disadvantages of each type:Traditional (classical) Organization, Pure Product (projected)Organization, Matrix Organization, and Strategic Business Unit (SBU) 3. Describe what you feel would be your greatest challenges in managing a team that was not collocated. 4. How could each of the following parameters influence your choice for an organizational structure? Explain your answers in as much depth as possible. – project cost – project schedule – project duration – technology requirements – geographical locations – required working relationships with the customer – required working relationships within the company A company has fifteen projects going on at once. Three projects are over $5million, seven projects are between $1 million and $3 million, and five projects are between $500,000 and $700,000. Each project has a full-time project manager. Just based on this information, which organizational form would be best? Should all the project managers report to the same person? 1. What do you believe are critical functions that the project office should perform? 2. Discuss the following considerations in the selection of a project manager: – maturity – use of tactics – availability – technical expertise – customer orientation – exposure within and outside of the company Describe why failing to evaluate these considerations may result in the selection of the wrong project manager. 3. Describe approaches and techniques for developing and training project managers. 4. What ethical issues are common during the selection of project personnel? 1. What power can the project manager exert as interpersonal influences? How effective are these powers and what are their limitations? 2. Describe the behavioral differences between functional and project managers. 3. You are at the end of the seventh month of your project and everything is proceeding as planned. Motivation appears high. Decide which of the following you should do and provide an explanation your response: – Leave well enough alone. – Look for better ways to improve the functioning of the team. Talk to them and make them feel important. – Call a team meeting and review the remaining schedules for the project. Prepare contingency plans. – Make sure the team is still focusing on the goals and objectives of the project. 4. What is meant by polarization of communications? What are the most common causes? What can you do to resolve this situation? 1. Using the project life cycle develop a matrix showing when various sources of conflict occur. 2. Describe the communications processing place on your project or in your organization. 3. List the types of communication in use on your projects. For each communication type determine the following: – The intent of the communication – The recipient(s) of the communication and their needs/expectations – The mode of communication – The expected results of the communication – How the communication is documented – Your recommendations for improving the communication 4. Determine the best conflict resolution mode for each of the following situations: – Two of your functional team members appear to have personality clashes and almost always assume opposite points of view during decision-making. – R&D quality control and manufacturing operations quality control continually argue as to who should perform testing on an R&D project. R&D postulates that it is its project, and manufacturing argues that it will eventually go into production and that their staff wishes to be involved as early as possible. 1. List and describe the critical roles of senior/executive management during the life cycle of the project. 2. Describe how adopting various types of management structures and initiatives impact project management. Consider the following: – Concurrent engineering/management – Total quality management (TQM) – Empowerment – Self-directed work teams – Life-cycle costing 3. In a matrix organization, people are often assigned full-time to a project. What is the responsibility of the project manager to the assigned resource and to the resource is “borrowed” from? 4. What should the role of the project manager be in the planning endeavors, including strategic and operational planning, of his or her company? 1. Discuss methods that you can use to improve the productivity of your meetings. 2. Where does your project fall on the Project Maturity Model? What needs to be done to push the project to the next level of the model? 3. Discuss the steps that need to betaken to write accurate and effective job or position descriptions. 4. How do you manage the following: – failure to complete work within allocated deadlines – constant interruptions – excessive needs for overtime – distracting personnel issues – delegation of work – conflicting priorities 1. Why must management support be visible to the whole team and not just to the project manager? 2. What factors should be considered when performing a return-on-investment analysis on training dollars for project management? 3. Is it possible for a matrix to get out of control because of too many small projects, each competing for the same shared resources? If so, how many projects are too many? How can management control the number of projects? Does your answer depend on whether the organization is project-driven or non-project-driven? 5. Draft a course summary for a desired program to enhance project management skills in your organization.
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