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megaproject management

Questions and Answers of MegaProject Management

What model for capability maturity would you select and what modifications would you make to apply to Semtac’s situation?
Describe how you would conduct an assessment of the Semtac Corporation to determine their level of project management maturity capability.
If the project management process is a random one that depends upon the behavioral style of the project manager, what is the solution to correct the situation and increase success rates?
If the problem with project success is not the project manager, but the system that project managers must operate within, what would you recommend to senior management?
In the project management situation above, it was assumed that a shortfall in skills and knowledge could be corrected by training. What could be the contributing causes of project failures?
Does your organization collect competitive intelligence to support planning and marketing efforts? How does this help your organization improve decision making?
What items would you include in a benchmarking plan if you were going to improve your administrative procedures for hiring technical people? Why would your hiring be different from what it is today?
What areas within your organization would you determine need a benchmarking program to improve practices, methods, or procedures? What would be the results of your benchmarking program?
What recent uses have been made of benchmarking to collect practices for adaptation to your environment? If none, why hasn’t benchmarking been done?
Where is the strategic linkage of the project management capability maturity model within your organization? Who is managing this linkage?
If you are not currently implementing a capability maturity model, where do you think your organization is with respect to the five-level staged model?Why do you believe that (what evidence)?
Who in your organization is aware of the need for an improved or more mature project management capability? What authority or influence does that person have on implementing such a program?
What strategic choice elements would be assessed in your selection of a capability maturity model and its implementation? Why?
For your organization, what elements would you select to improve on a continuous improvement model? Why those elements?
Why and when would you use the continuous project management maturity model over the staged model? What advantages are there to the continuous model over the staged model?
What maturity model has your organization selected for improving its capability? If there is not one being used, does your company plan to adopt a capability maturity model in the near future?
What efforts are being made in your organization to formalize improvements to project management capability and why?
Competitive intelligence is collected from what another company may consider its trade secrets or proprietary information. Discuss the legal and ethical merits of collecting such information.10.12
Competitive intelligence relates to the business information collected from other companies to aid in assessing current information for strategic uses.Discuss what type of information might be
Benchmarking plans have specific goals. Discuss some goals that may be appropriate for benchmarking a product distribution system.
Benchmarking for better practices can be done in any industry. Discuss why a practice in one industry may be applicable to a business in another industry.
Benchmarking requires that sources of information be available. Identify six sources of information that are quick to access.
Discuss the efficacy of using only a software capability maturity model for an organization and what effect it may have on other project management functions not related to software?
Discuss the functions that are pertinent to improving one’s project management capability. Are the nine functions from PMI appropriate for your situation?
Create five criteria for project management maturity at the repeatable level in the SEI CMM system.
Identify some criteria for attaining each level of maturity in the five-stage model.
Compare the continuous improvement model to the staged project management maturity model and identify the benefits of both in a given organization.
Discuss the requirements for a basic repeatable process within an organization using project management as its primary approach to developing and delivery of products.
Discuss the concept of a capability maturity model for a company that you are familiar with and have knowledge of its project management system.
Conduct a briefing for the audit team to set expectations regarding how and when the audit will be accomplished.
Select an audit team either from internal resources or external sources.
Identify the areas to be audited and the criteria for each area of audit.
Identify and adopt the capability maturity model for the organization.
Do the skill requirements typically match the available resources?
Are all the skill requirements identified for the project during planning?
Is there a human resource plan developed for each project?
Is there a procurement expert identified to support your needs?
Is there an established procedure for requesting goods and services?
Is there a project procurement plan in place for each project?
Have standard reporting procedures been established for each project?
Have meeting procedures been established to most effectively manage the meeting time?
Is there a communication plan prepared for each project?
Are quality validation procedures in place for each project (tests, demonstrations, audits)?
Is there a quality assurance process in place for each project?
Have quality control and quality assurance plans been developed for each project?
Have contingency and management reserves been established for risk?
Has a risk assessment been conducted for each project?
Is a risk management plan developed for each project?
Are expenditures controlled through a positive process?
Does each project have a time-phased budget?
Is a cost estimate done for each project?
Are schedules realistic and based on sound estimates of the work to be done?
Is a schedule developed for each project to reflect the tasks/activities and their durations?
Is the schedule based on a WBS?
Is the scope management plan updated to reflect changes to current practices?
Is the scope management plan used on the project?
Do you consistently develop a scope management plan?
Are integration activities included in the schedule?
Are integration activities included in the WBS?
Do you consistently prepare an integration plan?
Are the strategies success-oriented?
Are the strategies realistic within the resource constraints of the enterprise?
Are the strategies the means by which the enterprise will achieve the objectives and goals?
Are the goals consistent with the business the enterprise is pursuing?
Are the goals time-focused and specific as to the expected results?
Are the goals milestones to be achieved in executing the mission?
Are the objectives an elaboration of the details of the mission?
Do the objectives tell what is to be achieved?
Do the objectives provide guidance on what will be achieved?
Is mission a broad statement of what business the enterprise is in?
Does the mission statement match what the enterprise is pursuing for business?
Does the mission statement clearly define what business the enterprise is in?
Do the people in the organization understand and agree with the vision?
Does that vision convey the future business in a clear fashion?
Is there a vision for the organization?
What power tactics are used by managers in your organization? Is the use of power tactics productive or destructive toward achievement of organizational and project goals?
Is project authority documented? How?
What barriers to delegation exist on the projects within your organization?How can these barriers be better managed?
How is project authority granted within your organization?
Is the project-functional interface effectively managed within your organization? Why or why not? How can clearer lines of authority assist in this management?
Do the managers of your organization use both de jure and de facto authority?How?
Do the managers of your organization understand the need for definition of authority relationships? Explain.
Do you think that the authority of the project managers in your organization is clearly defined? Why or why not?
Think about the various projects within your organization. How is project authority managed? Are there authority ambiguities?
Are discussions held between the project managers, team members, and other project stakeholders to clarify authority, responsibility, and accountability? Why or why not? How can these discussions
Are the responsibilities and roles of project team members clear to the project manager and other managers? Are they clear to the team members themselves?
Do the managers in your organization understand the limitations of the traditional chart for managing projects? How do they address these limitations?
Why is it important for this development to be a group effort?9.21 USER CHECKLIST
List the steps involved in the development of the LRC.
Define each of the symbols used to describe the responsibilities at the work package–organizational position interface.
Define the linear responsibility chart in terms of its structure.
What are some of the advantages of the traditional organizational chart? What are its limitations?
What role does power play in project management? List and discuss some power sources.
What is the difference between authority, responsibility, and accountability?
What is the purpose of documenting project authority?
Discuss the importance of negotiation between project and functional managers.
What is meant by reverse delegation? Under what conditions might it be present?How can it be avoided?
Discuss the project-functional interface. How can clear lines of authority help in managing this interface?
What difficulties do project managers often face in exercising project authority?
Define authority. Discuss the changing view of traditional authority. Discuss the difference between de jure and de facto authority. What is power?

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