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megaproject management

Questions and Answers of MegaProject Management

Discuss the role of project reviews in the Incremental SDPM strategy.
Understand the Incremental SDPM strategy.
You are Pepe Ronee, and you have run the Incremental SDPM strategy by the book. But you have this gnawing feeling that what Dee wants is not what she needs. Within the context of the Incremental SDPM
Understand the launch activities of the Incremental SDPM strategy for the Feature-Driven Development model.
Understand the launch activities of the Incremental SDPM strategy for the Staged Delivery Waterfall model.
Anticipate and mitigate increment scheduling changes.
Anticipate and mitigate resource scheduling situations.
Plan for scope change requests.
Understand the complications added to the Launch Phase when using an Incremental SDPM strategy.
You are Pepe Ronee and are planning an Incremental SDPM strategy for the Staged Delivery model. You have this gnawing feeling that the customer will discover scope changes as a result of working
Understand the planning phase of an Incremental SDPM strategy for the Feature-Driven Development model.
Understand the planning phase of an Incremental SDPM strategy for the Staged Delivery Waterfall model.
Be able to decompose a deliverables-based WBS for the Rapid Development Waterfall model.
Understand why you should use a deliverables form of the WBS.
The Scoping Phase of the Incremental SDPM strategy is a critically important part of the project life cycle. If you were asked to plan a three-day scoping exercise, what would your plan include?
The major weakness of Incremental approaches is that they encourage the customer to submit scope change requests. Many of these will be legitimate because of external factors, but many will simply
Scope the Incremental plan.
Understand the role of the WBS in defining project increments.
Conduct the Scoping Phase of the Feature-Driven Development model.
Conduct the Scoping Phase of the Staged Delivery Waterfall model.
Explain the Scoping Phase of the Incremental SDPM strategy.
You have completed the first few increments and released deliverables to the customer. The customer is now coming to you with changes to what has been released. These changes make sense but will
How would you go about the task of decomposing the project into meaningful business chunks? Speak to the rules you might employ.
Have a high-level understanding of the Staged Delivery Waterfall model and the Feature-Driven Development model
Explain the Incremental SDPM strategy
Your management isn’t too keen on the idea of management reserve or the Scope Bank. It has never been presented as a logical alternative to the scheduling problems that run amok in your
Know why there is a communications gap built into the Linear SDPM strategy.
Understand team structure and how it affects the Linear SDPM strategies.
Understand scope change and how it affects the Linear SDPM strategies.
Understand risk and how it affects the Linear SDPM strategies.
Management will always pressure you to get to the next project before you have closed the books on the current project. How would you sell the practice of lessons learned to senior management?
Know why lessons learned is so important.
Understand the dilemma posed by documentation.
Discuss the four deployment strategies.
Structure the acceptance test procedure for meaningful closure.
Explain the significance of the customer sign-off.
There are too many scope change requests, and they are taking away from project work time to the point where the schedule is now in jeopardy. You did not include management reserve time or a Scope
Adapt milestone trend charts to the Linear SDPM strategy
Understand the role of the scope bank and management reserve and when to use them.
Implement strategies to protect the project form scope change requests
Discuss the role of project reviews in the Linear SDPM strategy life cycle
experienced developers. You do not have the option of replacing any of them. Within the context of the Linear SDPM strategy what could you do?
You are Pepe Ronee, and you have just met your full team for the first time. It is not what you expected. There are inexperienced members and only
Manage concurrent swim lanes.
Establish the appropriate team meeting rules.
Apply the RASCI Matrix to the Linear SDPM strategy.
Choose between the Hierarchical and Team Leader models for your Linear SDPM strategy.
You are Pepe Ronee, and you have run the Linear SDPM strategy Scoping Phase by the book. But you have this gnawing feeling that what Dee Livery, the client, wants is not what she needs. Within the
Decompose a deliverables-based Work Breakdown Structure (WBS) for the Rapid Development Waterfall model.
Understand when to use alternative forms of the work breakdown structure.
The customer was eager to sign off, and you were comfortable that the requirements, functions, and features had been completely defined and clearly documented. But that has changed. The customer is
Ensure that a Linear SDPM strategy is correct.
Prepare a Project Overview Statement.
Understand customer sign-off concerns.
Define a constraint requirement.
Define a global requirement.
Define a non-functional requirement.
Define a functional requirement.
Identify one or more solutions to meeting the project goal.
Suppose the team uncovered a design change that would significantly increase the business value of the project but would render the project schedule obsolete if introduced. How would you handle this
What might you do to protect the project schedule against too frequent customer scope change requests?
What would you do if the frequency of customer scope change requests were increasing to the point where you felt that the project was now at risk?
Explain the Linear SDPM strategy.2.Have a high-level understanding of the Standard Waterfall model and the Rapid Development Waterfall model.
Can you envision a project that might use more than one of the strategies? Why or why not? If you answered yes, give an example. Be specific.
Would it be preferable to have teams specialize in one of the five strategies or should each team be specialists in all five? What arguments would you put forth to support each side of the question?
Assume you work in an organization that is well-steeped in Linear, Incremental, and Iterative SDPM Strategies. What arguments would you put forward to get your organization to adopt an Adaptive or
Assume you work in an organization that is well-steeped in a Linear and Incremental SDPM strategy. What arguments would you put forward to get your organization to adopt an Iterative SDPM strategy?
Consider a hypothetical situation in which a project is done following the Waterfall model and is also done independently by another team following the Adaptive Project Framework. Assume both teams
Be able to discuss the characteristics, strengths, and weaknesses of each of the five strategy categories.
Recognize several example models in each of the five strategy categories.
Explain the Linear, Incremental, Iterative, Adaptive, and Extreme software development project management strategies.
Understand the relationship between Linear, Incremental, Iterative, Adaptive, and Extreme software development project management (SDPM) and the complexity/uncertainty domain.
What type of organization do you work for? Is it staff-driven, processdriven, or technology-driven? What types of problems have you seen that may be the direct result of the type of organization?
What type of organization do you work for? Is it staff-driven, processdriven, or technology-driven?
If the frequency of scope change requests is beyond your expectations and it has seriously compromised the project, would you ever consider changing the approach from a linear/incremental one to an
Many teams have problems getting and maintaining meaningful customer involvement. What have been your experiences—both good and bad?
What relationship, if any, exists between risk and business value for projects in Quadrant 1, 2, or 3?
For years there has been debate over whether the development team should be a team of specialists or a team of generalists. Given what you have learned about the software development landscape, what
Explain staff-driven, process-driven, and technology-driven environments.
Explain the importance of balancing people, process, and technology in the organization.
Know how risk, team cohesion, communications, customer involvement, change, specification, and business value are affected by the complexity/uncertainty domain.
Explain the relationship of complexity and uncertainty and the software development project management landscape.
Know what project management approach is compatible with each quadrant.
Understand the four quadrants of the software development landscape.
Know the definition of software development project management strategy.
Explain the software development landscape.
After an interface meeting with the client from a foreign country, you and your wife along with the client and his wife are dining at an elegant restaurant celebrating how successfully the project is
You are working on a firm-fixed-price contract. At the end of the first month, you provide the client with project performance reports that were generated from your enterprise project management
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
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 contract 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?Cost Categories(a) Renting Costs (b) Leasing Costs Annual Maintenance
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.

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