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megaproject management

Questions and Answers of MegaProject Management

According to the PMBOK® Guide — Fifth Edition, a project is defined as:_______________________________________________________________________________
The relationship between the project manager and the project sponsor or executive is a critical factor and can mean the difference between project success and failure.What actions can be taken by the
Project managers are often challenged to influence functional managers who may have multiple projects to deal with and may be forced to compete with other project managers in the same organization
Causes and effects. Although all projects are unique, there are many common issues that are experienced by project managers and teams. Referring to the list of causes and effects, match two causes
How can a project manager ensure that he or she establishes and maintains an effective and collaborative relationship with the project sponsor or project executive?
Define the typical roles of the functional manager and describe at least three challenges that a functional manager may encounter in an organization that engages in the management of multiple
Explain the term integration as it relates to project management and describe the major roles and responsibilities of the project manager during project planning and execution.
Explain why establishing a good daily working relationship with functional managers and/or line managers is important to project success and is a critical responsibility of the project manager.
Describe at least three additional factors that may influence a customer’s perception of project success.
What is the significance of the diagram as it relates to the competing demands of a project?
This diagram is commonly used to illustrate the relationship of three key elements of project success. Consider the term “Triple Constraint” and label each side of the diagram (Figure 1-2).
Describe the term stakeholder and provide examples of the stakeholders associated with projects you are engaged in.
In many organizations the organizational structure itself may create internal communications barriers, management gaps, functional gaps, and operational islands.These gaps and barriers may result in
Institute an all-employee training program with periodic updates based on documented lessons learned.
Use project management software as a tool, not as a substitute for effective planning or interpersonal skills.
Measure progress periodically.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting information. Review each of
Focus on identifying and solving problems early, quickly, and cost effectively.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition)
Eliminate nonproductive meetings.
Share recognition for project success with the entire project team and line management.
Cultivate effective communications, cooperation, and trust to achieve rapid project management maturity.
Focus on deliverables rather than resources.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting information.
Strengthen involvement and support of the line management.
Provide executives with project sponsor information, not project management information.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th
Select the right person as the project manager.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting information.
Recognize that cost and schedule management are inseparable.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting
Minimize scope changes by committing to realistic objectives.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting
Commit to developing effective plans at the beginning of each project.
Implement a philosophy that drives the company toward project management maturity and communicate it to everyone.Refer to Chapter One of Project Management: A Systems Approach to Planning,
Adopt a project management methodology and use it consistently.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting
Institute an all-employee training program with periodic updates based on documented lessons learned.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and
Use project management software as a tool, not as a substitute for effective planning or interpersonal skills.Refer to Chapter One of Project Management: A Systems Approach to Planning,
Measure progress periodically.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting information. Review each of
Focus on identifying and solving problems early, quickly, and cost effectively.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th
Eliminate nonproductive meetings.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting information. Review each
Share recognition for project success with the entire project team and line management.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling
Cultivate effective communications, cooperation, and trust to achieve rapid project management maturity.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling,
Focus on deliverables rather than resources.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting information. Review
Strengthen involvement and support of line management.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting
Provide executives with project sponsor information, not project management information.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling
Select the right person as the project manager.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting information.
Recognize that cost and schedule management are inseparable.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for supporting
Minimize scope changes by committing to realistic objectives.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for
Commit to developing effective plans at the beginning of each project.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for
Implement a philosophy that drives the company toward project management maturity and communicate it to everyone.Refer to Chapter One of Project Management: A Systems Approach to Planning,
Adopt a project management methodology and use it consistently.Refer to Chapter One of Project Management: A Systems Approach to Planning, Scheduling, and Controlling (11th Edition) for
Four companies have responded to your RFP. Each proposal has a different technical solution to your problem and each proposal states that the information in the proposal is company-proprietary
One of your team members has been with you for the past year since his graduation from college. The team member informs you that he is now a PMP® and shows you his certificate from PMI acknowledging
PMI informs you that one of your team members who took the PMP® exam last week and passed may have had the answers to the questions in advance provided to him by some of your other team members who
You are managing a multinational project from your office in Chicago. Half of your project team are from a foreign country but are living in Chicago while working on your project. These people inform
You are interviewing a candidate to fill a project management position in your company. On his resume, he states that he is a PMP®. One of your workers who knows the candidate informs you that he is
You are working in a foreign country where it is customary for a customer to present gifts to the contractor’s project manager throughout the project as a way of showing appreciation. Declining the
You have just received last month’s earned value information that must be shown to the customer in the monthly status review meeting. Last month’s data showed unfavorable variances that exceeded
Your company has a policy that all company-sensitive material must be stored in locked filing cabinets at the end of each day. One of your employees has received several notices from the security
One of your team members plays golf with your external customer’s project manager.You discover that the employee has been feeding the customer companysensitive information. You should:a. Inform the
Your customer has demanded to see the “raw data” test results from last week’s testing. Usually the test results are not released to customers until after the company reaches a conclusion on
Using the same scenario as in the previous question, assume that the new test procedure that is expected to be more accurate than the old test procedure indicates that performance will not meet
You are managing a project for an external client. Your company developed a new testing procedure to validate certain properties of a product and the new testing procedure was developed entirely with
As a project manager, you establish a project policy that you, in advance of the meeting, review all handouts presented to your external customer during project status review meetings. While
Your company has embarked upon a large project (with you as project manager)and as an output from the project there will be some toxic waste as residue from the manufacturing operations. A subsidiary
Your company is looking at the purchase of some property for a new plant. You are part of the committee making the final decision. You discover that the owner of a local auto dealership from whom you
You have been assigned as the project manager for a large project in the Pacific Rim. This is a very important project for both your company and the client. In your first meeting with the client, you
You are performing a two-day quality audit of one of your suppliers. The supplier asks you to remain a few more days so that they can take you out deep sea fishing and gambling at the local casino.
Your company has decided to cancel a contract with Beta Company. Only a handful of employees know about this upcoming cancellation. The announcement of the cancellation will not be made for about two
As part of a proposal evaluation team, you have discovered that the contract will be awarded to Alpha Company and that a formal announcement will be made in two days. The price of Alpha Company’s
You just discovered that the company in which your brother-in-law is employed has submitted a proposal to your company. Your brother-in-law has asked you to do everything possible to make sure that
You have submitted a proposal to a client as part of a competitive bidding effort. One of the people evaluating your bid informs you that it is customary for you to send them some gifts in order to
One of the project managers in your company approaches you with a request to use some of the charge numbers from your project (which is currently running under budget) for work on their project
You are preparing for a customer interface meeting and your project sponsor asks you to lie to the customer about certain test results. You should:a. Do as you are toldb. Refuse to work on the
You are preparing a proposal in response to a request for proposal (RFP) from a potentially important client. The salesperson in your company working on the proposal tells you to “lie” in the
You have been sent on a business trip to visit one of the companies bidding on a contract to be awarded by your company. You are there to determine the validity of the information in their proposal.
In which type of incentive contract is there a maximum or minimum value established on the final price of the contract?a. Cost-plus incentive fee contractb. Fixed price incentive fee contractc. Time
In which type of incentive contract is there a maximum or minimum value established on the profits allowed for the contract?a. Cost-plus incentive fee contractb. Fixed price incentive fee contractc.
If a project manager requires the use of a piece of equipment, what is the breakeven point where leasing and renting are the same?a. 300 daysb. 30 daysc. 100 daysd. 700 days Cost Categories Annual
Which of the following is/are a typical action(s) a customer would take if the customer received nonconforming materials or products and the customer did not have the ability to bring the goods into
A fixed-price contract is typically sought by the project manager from the customer’s organization when:a. The risk and consequences associated with the contracted task are large and the customer
Which of the following is not a function of the contract administration activity?a. Contract change managementb. Specification interpretationc. Determination of contract breachd. Selection of the
A contract entered into after following normal procedures (i.e., negotiation of terms, conditions, cost, and schedule) but prior to initiation of performance is known as a:a. Definitive contractb.
A written preliminary contractual instrument prepared prior to the issuance of a definitive contract that authorizes the contractor to begin work immediately, within certain limitations, is known as
In a fixed price incentive fee contract, the “point of total assumption” refers to the point in the project cost curve where:a. The customer assumes responsibility for every additional dollar
Which of the following is not a factor to consider when selecting a contract type?a. The type/complexity of the requirementb. The urgency of the requirementc. The extent of price competitiond. All
Which type of contract arrangement is specifically designed to give a contractor relief for inflation or material/labor cost increases on a long-term contract?a. Cost plus percentage of costb. Firm
What is the primary objective the customer’s project manager focuses on when selecting a contract type?a. Transferring all risk to the contractorb. Creating reasonable contractor risk with
In which type of contract arrangement is the customer at the most risk of absorbing excessive cost overruns?a. Cost plus percentage of costb. Firm fixed pricec. Time and materialsd. Fixed price
In which type of contract arrangement is the contractor at the most risk of absorbing all cost overruns?a. Cost plus percentage of costb. Firm fixed pricec. Time and materialsd. Cost plus incentive
In which type of contract arrangement is the contractor most likely to want to control costs?a. Cost plus percentage of costb. Firm fixed pricec. Time and materialsd. Fixed price incentive fee
In which type of contract arrangement is the contractor least likely to want to control costs?a. Cost plus percentage of costb. Firm fixed pricec. Time and materialsd. Purchase order
The “order of precedence” is:a. The document that specifies the order (priority) in which project documents will be used when it becomes necessary to resolve inconsistencies between project
A written or pictorial document that describes, defines, or specifies the services or items to be procured is:a. A specification documentb. A Gantt chartc. A blueprintd. A risk management plan
The contractual statement of work document is:a. A nonbinding legal document used to identify the responsibilities of the contractorb. A definition of the contracted work for government contracts
Earned value measurement would be an example of:a. Risk communication planningb. Risk assessmentc. Risk responsed. Risk monitoring and control
Which risk response strategy would the project manager do first that reduces the probability or impact of the event without altering the project’s objectives?a. Avoidanceb. Acceptancec.
The project manager realizes that there is a high probability that risks will occur on the project, and some technique is necessary. A technique that depicts interactions among decisions and
The project manager needs a tool for assessing or quantifying a risk. The project manager would accept all of the following except:a. Decision tree analysisb. Objective settingc. Simulationd.
In evaluating whether or not a risk is about to occur, the project manager would most likely look at which of the following first?a. Budgetsb. Triggersc. Schedulesd. Project plan
One technique for risk evaluation uses a questionnaire, a series of rounds, reports submitted in confidence and then circulated with the source unidentified. If the project manager uses this
The project is managing a project that has a very large profit potential for the company.However, there exists the possibility that part of work can be outsourced in which case proprietary knowledge
If there is a 40 percent chance of making $100,000 and a 60 percent chance of losing $150,000, then the expected monetary outcome is:a. $50,000b. –$50,000c. $90,000d. –$90,000
When setting up a system to identify or classify risks, the project manager would most likely classify the risks according to:a. The probability of occurrenceb. The magnitude of the impact, favorable
The two major components of a risk are:a. Time and costb. Uncertainty and impactc. Quality and timed. Cost and decision-making circumstances
The number of two-way communications channels within the team has increased by:a. 10b. 30c. 9d. 54

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