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business
megaproject management

Questions and Answers of MegaProject Management

What additional steps must management take once stakeholders and their potential impacts have been identified?
What factors indicate a vested interest by a stakeholder in a strategic issue of a project?
What questions must management address to assess the potential impact of an adversarial stakeholder?
List some sources of information on project stakeholders.
List and describe the steps in the PSM process.
List and discuss the objectives of PSM as described in the chapter.
Why is it important for project leaders to develop a project stakeholder management (PSM) process? Discuss stakeholders’ potential impact on the attainment of project objectives and goals.
In the nuclear power plant described in the chapter, what could the project managers have done to prevent intervenors from disrupting the construction of the plant?
Discuss the importance of keeping all project stakeholders informed on the issues relevant to them with respect to projects.
Describe a project management situation from your work or school experience, and list the project stakeholders.
What is meant by a project stakeholder?
Does the adversary stakeholder’s weakness detract from the successful implementation of his or her strategy? If so, can the project manager develop a counterstrategy that will benefit the project?
What is the relative contribution of a particular stakeholder’s strength in countering the project strategy?
Does this strategy take advantage of an adversary stakeholder’s weakness?
Does this strategy adequately cope with a strength of the stakeholder?
How can the information be protected from “leaking” or misuse?
Who will use the information to make decisions?
How and to whom will the information be distributed?
Who will have responsibility for the gathering, analysis, and interpretation of the information?
Where and how can the information be obtained?
What needs to be known about the stakeholder?
How will the project team know if it is successfully “managing” the project stakeholders?
What strategies should the project team develop and implement to deal with the opportunities and challenges presented by the stakeholders?
Do any of these factors give the stakeholders a distinctly favorable position in influencing the project outcome?
What resources are at the stakeholders’ disposal to implement their strategies?
What are the strengths, weaknesses, and probable strategies that the stakeholders might employ to realize their objectives?
What obligations or responsibilities does the project team have toward its stakeholders?
What opportunities and challenges do the stakeholders pose for the project team?
What stake, right, or claim do they have in the project?
Who are the project stakeholders—both primary and secondary?
Evaluating the impact of the stakeholder’s behavior on the project team’s latitude in managing the project
Predicting what each stakeholder’s future behavior will be to satisfy her or his stake
Measuring the stakeholder’s interest
Specifying the nature of the stakeholder’s interest
The PG&E Company had an excellent “track record” in the design and construction of fossil-fueled power plants. Why did they have major problems on the Diablo Canyon project?
What “philosophy of project management” should the senior managers and board members have followed with respect to the project?
What do you believe to be the most serious omission in the management of this project by the senior managers and directors of this company?
What project management principles were not followed in the management of this project?
What overall action should the board of directors of the PG&E Company have taken with regard to this major project when it was initiated?
Is your corporate board of directors staffed with knowledgeable, competent members? Why or why not?
Have any of your organization’s projects undergone scrutiny in litigation?How could the company have been better prepared for such litigation?
What board actions have had an impact on the corporate culture of your organization? Explain.
Under what circumstances might a project audit be needed on a major project in which your organization is involved?
What kind of project status information is presented to the board of directors?Is information presented on a regular basis and in advance of meetings?
What questions are addressed by the board of directors with respect to the project’s progress? What questions should they be asking?
Is the board involved in project review meetings? Why or why not?
What attention has the board of directors of your organization given to the organizational design? What attention is needed?
Does your corporation’s board of directors receive information about major project plans? What contributions do they make to these plans?
How do the major projects within your organization contribute to strategic plans and achievement of objectives and goals? What does this suggest about the need for board involvement?
What responsibilities do you believe the board of directors should be taking but has not? Explain.
What evidence indicates the possibility of inadequate attention by the board of directors to the projects within your organization? Does any evidence suggest that your organization’s board of
Discuss the importance of proper board member selection for organizational effectiveness.
What steps can be taken to protect a board of directors from litigation and subsequent court actions? Explain.
Discuss the effect of corporate culture on organizational performance. What role does the board of directors play in shaping corporate culture?
What is the purpose of a performance audit? Under what circumstances might a board of directors consider such an audit? Why?
What kind of information about a project should be prepared for and presented to the board of directors? Explain.
What specific questions should be addressed by the board in project review meetings?
How can a board of directors ensure that the organization design will be effective for accomplishment of corporate strategies and projects?
Cite and explain some of the reasons for the need for board interest in a project plan.
“Projects are key building blocks in the design and execution of corporate strategy.” Explain what is meant by this. What ramifications does this idea have with respect to the responsibilities of
Briefly describe some of the major responsibilities of a board of directors with respect to project management.
What actions and activities indicate that a company’s board of directors has taken an active interest in major projects? Explain.
What kind of evidence might indicate that a company’s board of directors has been inadequate in its monitoring of major project undertakings? Explain.
What project management principles and process could be applied to a situation such as this where an entrenched traditional bureaucracy needs to become a project-driven enterprise, with all the
What are some of the key issues and considerations to keep in mind when initiating a remedial strategy in a company undergoing a cultural change to emphasize the practice of project management?
What would you have done if you had been appointed as the project manager for the remedial strategy for the improvement of project management within the enterprise?
What could have been done differently in the improvement of the company’s remedial strategy for project management?
Evaluate the strategy initiated by this company for the improvement of project management in the enterprise.
Does the top management of your organization foster an attitude that supports the management of projects?
Does appropriate policy exist that defines the organizational structure and the fixing of authority, responsibility, and accountability of managers at each organizational level?
Are adequate information systems available to support managers and professionals working on various organizational projects?
Does the top management of your organization accept the responsibility to develop and implement adequate strategic plans for the enterprise and for projects?
Are organizational projects being managed from a project management system perspective?
Do the key project managers use state-of-the-art management techniques to control the projects of the organization?
What issues do you see regarding senior managers not monitoring project progress and what is the result?
How do the senior managers of your organization monitor the ongoing progress of major projects?
Does the top management of your organization accept the responsibility for monitoring the cost, time, and technical performance objectives of major projects?
Does the top management of your organization accept the responsibility for determining the strategic fit of projects?
What quantitative and qualitative methods does your organization use for project selection?
Are the projects within your organization being managed from a strategic perspective? Why or why not?
List and define the various subsystems of the project management system.
Discuss the importance of establishing policies that describe the organizational structure and the authority, responsibility, and accountability of managers within the structure.
Discuss the responsibilities of project owners with respect to strategic planning and management.
What contemporaneous state-of-the-art management techniques can be used to help control and measure project success?
What kinds of questions need to be addressed in order to measure project success?
What hinders senior management involvement in large organizational projects?
Discuss the importance of owner participation in measuring and controlling the success of a project.
Discuss how a project could be selected for an organization and not be a strategic fit.
Discuss criteria for when a project would or would not be a strategic fit.
Why is it important for general managers to take responsibility and accountability for the strategic fit of a project?
The chapter described one quantitative method for project selection. What are some other possible methods of project selection? What other factors can be included in the analysis?
Discuss the importance of the strategic management of projects.
Finally, the bottom line question: Will the project results have a strategic fit in the design and execution of future products and services?
Will the project ultimately provide a satisfactory return on investment to the organization?
Will the project results provide value to a customer?
What is the probability of the project’s being completed on time, within budget, and at the same time satisfying its technical performance objectives?
Can the organization handle the risk and uncertainty likely to be associated with the project?
Will the project results support a recognized need in the design and execution of organizational strategies?
Will the project results survive in a contest with the competition?
Will there be a “customer” for the product or process coming out of the project work?

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