Q. 1 Project Selection challenge

In 2002, the Norwegian University of Science and Technology instituted a research program to study the impact of a front-end decision making regime, established two years prior, to improve major Norwegian public projects. This decision-making regime added two external reviews to the project review and approval process. The first review focused on the quality of the conceptual solution; the second review focused on the quality of the cost estimate and governance processes. The research identified ten situations (paradoxes) where counter-intuitive decisions adversely influenced the project selection and approval process (Samset & Volden, 2016). Select two paradoxes that apply to project selection practices in your organization. Explain your selection(s) and describe the impacts to your organizations project selection practices.

Q. 2 Public-Private Partnerships

Martin (2016, p.199) presents a taxonomy of six types of public-private partnerships based on the number of components (design, build, finance, operate, and maintain) undertaken by the private partners. Select one and provide a specific example. Describe the public and major private participants, the risks borne by each, and the attendant rewards.

Q.3 Cultural Issues Specific to International Projects

In our global economy, where many projects cross international boundaries, project managers must be aware of cultural differences that may impact project performance. Based on personal knowledge, or experience, or relevant case studies, describe a project affected by international cultural issues. Explain the specific issues at play and how they impacted project performance.