Project Management final

What are the differences between the five-stage model of team development and the punctuated equilibrium model?

The five-stage model asserts that effective project groups evolve in a predictable manner. They progress from forming, storming, norming to performing and conclude by adjourning once the project is about to be completed. The punctuated equilibrium model argues that groups do not naturally evolve into an effective team over time, but encounter a mid-point crisis which forces members to elevate their performance and establish new roles and norms for achieving project objectives. Within the context of the five-stage model, the punctuated equilibrium model suggests that groups begin by combining the forming and norming phases, then go through a period of relatively low-performance, followed by storming, then a period of high-performance, and finally adjourning .

Why do firms outsource project work?

The main reasons why firms outsource project work are because it can be done cheaper, faster, and/or better than if they tried to do it. In many cases firms do not have the technology, manpower, and know-how to do the work. They also outsource work when their own resources are not available.

Why is it critical to keep the project sponsor informed?

The project sponsor is a powerful ally who uses his/her influence to protect the project when it comes under attack in higher circles of management. Project sponsors need to be kept informed so that they can defend the project to the best of their abilities.

What are the elements of an effective project vision? Why are they important?

There are four key elements to an effective vision. First, the vision must make strategic sense. Second, one must be able to communicate it to others. Third, the project leader must have a personal passion to achieve it. Finally, the vision should inspire others to give optimal effort. The vision must make strategic sense, otherwise others will not see it as appropriate or realistic. One must be able to communicate the vision to others so that they understand it and choose to pursue it. The project manager must have a passion to achieve the vision so that it is seen as being credible and has the full support of the project manager. Finally, visions motivate superior performance and therefore must be a source of inspiration to others.

What are the unique challenges to managing a virtual project team?

There are many challenges associated with managing a spatially separated, virtual team. Two of the biggest challenges are developing trust within the team and effective communication patterns. People tend to find it difficult to trust someone whom they have met one or two times or not at all. Furthermore, unlike when members work side by side and can readily assess the competence and effort displayed by fellow team members, the actions of distant members are not visible. Finally, physical separation prohibits informal socializing that contributes to trust among participants. Reliance on electronic, as opposed to direct communication, can be problematic. Managers not only have to overcome time zone differences and cross-cultural variations, but they are missing visual cues that contribute to effective communication.

What are the benefits of Risk Management

* A proactive rather than reactive approach. * Reduces surprises and negative consequences. * Prepares the project manager to take advantage of appropriate risks. * Provides better control over the future. * Improves chances of reaching project performance objectives within budget and on time.

What are the Qualities of a Successful Project Manager

* Action Oriented * Master of Project Material * Managerial Mastery * Ability to create and motivate a strong team * Dedication to Quality and Satisfying the Customer or Client * Ability to Utilize Resources Effectively * Good Communication & Interpersonal Skills * Ability to Delegate Responsibility & Authority * Ability to keep the project team focused * Ability to understand the broad view while focusing on details * Ability to divide the complex and make it simpler * Single-mindedness of purpose & dedication to the project goal

What is a Contingency Plan

* An alternative plan that will be used if a possible foreseen risk event actually occurs. * A plan of actions that will reduce or mitigate the negative impact (consequences) of a risk event.

What are the main components of a Project Plan Budget

* Direct Costs * Direct (Project) Overhead Costs * General and Administrative Overhead Costs

Project Implementation—Sustaining Collaborative Relationships

* Establish a "we" as opposed to "us and them" attitude toward the project. - Co-location: employees from different organizations work together at the same location. * Establish mechanisms that will ensure the relationship withstands problems and setbacks. - Problem resolution - Continuous improvement - Joint evaluation - Persistent leadership

What is the Risks of Not Having a Contingency Plan

* Having no plan may slow managerial response. * Decisions made under pressure can be potentially dangerous and costly.

Step 4: Risk Response Control

* Implement risk strategy * Monitor and adjust plan for new risks * Change management

Contradictions of Project Management

* Innovate and maintain stability. * See the big picture while getting your hands dirty. * Encourage individuals but stress the team. * Hands-off/Hands-on. * Flexible but firm. * Team versus organizational loyalties.

Agile Project Management

* Is related to the rolling wave planning and scheduling project methodology. - Uses iterations ("time boxes") to develop a workable product that satisfies the customer and other key stakeholders. - Allows stakeholders and customers review progress and re-evaluate priorities to ensure alignment with customer needs and company goals. - Is cyclical in that adjustments are made and a different iterative cycle begins that subsumes the work of the previous iterations and adds new capabilities to the evolving product.

Step 2: Risk Assessment

* Scenario analysis for event probability and impact * Risk assessment matrix * Failure Mode and Effects Analysis (FMEA) * Probability analysis - Decision trees, NPV, and PERT * Semiquantitative scenario analysis

Traditional PM versus Agile Methods

* Traditional PM Approach - Concentrates on thorough, upfront planning of the entire project. - Requires a high degree of predictability to be effective. * Agile Project Management (Agile PM) - Relies on incremental, iterative development cycles to complete less-predictable projects. - Is ideal for exploratory projects in which requirements need to be discovered and new technology tested. - Focuses on active collaboration between the project team and customer representatives.

Advantages and Disadvantages of Outsourcing Project Work

- Advantages * Cost reduction * Faster project completion * High level of expertise * Flexibility - Disadvantages * Coordination breakdowns * Loss of control * Interpersonal conflict * Security issues * Political hot potato

Project Success = Top Management Support

- Appropriate budgets - Responsiveness to unexpected needs - A clear signal to the organization of the importance of cooperation

How to recruit?

- Ask for volunteers

Suggestions for Project Managers

- Build relationships before you need them. - Trust is sustained through frequent face-to-face contact. - Realize that "what goes around comes around."

Norms of High-performance Teams

- Confidentiality is maintained; no information is shared outside the team unless all agree to it. - It is acceptable to be in trouble, but it is not acceptable to surprise others. Tell others immediately when deadlines or milestones will not be reached. - Agree to disagree, but when a decision has been made, regardless of personal feelings, move forward. - Respect outsiders, and do not flaunt one's position on the project team. - Hard work does not get in the way of having fun.

Direct Costs

- Costs that are clearly chargeable to a specific work package. * Labor, materials, equipment, and other

In a Project Monitoring Information System, What data is collected?

- Current status of project (schedule and cost) - Remaining cost to compete project - Date that project will be complete - Potential problems to be addressed now - Out-of-control activities requiring intervention - Cost and/or schedule overruns and the reasons for them - Forecast of overruns at time of project completion

Challenges in Managing Virtual Project Teams

- Developing trust * Exchange of social information. * Set clear roles for each team member. - Developing effective patterns of communication. * Keep team members informed on how the overall project is going. * Don't let team members vanish. * Establish a code of conduct to avoid delays.

Establishing a Team Identity

- Effective Use of Meetings - Co-location of team members - Creation of project team name - Team rituals

Encouraging Functional Conflict

- Encourage dissent by asking tough questions. - Bring in people with different points of view. - Designate someone to be a devil's advocate. - Ask the team to consider an unthinkable alternative

Conducting Project Meetings

- Establishing Ground Rules - Planning Decisions - Tracking Decisions - Managing Change Decisions - Relationship Decisions - Managing Subsequent Meetings

Factors favoring partnering

- Existence of common goals - High costs of the adversarial approach - Shared benefits of the collaborative approach

Managing—coping with complexity

- Formulate plans and objectives - Monitor results - Take corrective action - Expedite activities - Solve technical problems - Serve as peacemaker - Make tradeoffs among time, costs, and project scope

Formal Techniques for Rejuvenating the Project Team

- Hold a team building session facilitated by an outsider to clarify ownership issues affecting performance. - Engage in an outside activity that provides an intense common experience to promote social development of the team.

The Change Control Process

- Identify proposed changes. - Determine effects of proposed changes on schedule and budget. - Review, evaluate, and approve or disapprove of changes formally. - Negotiate and resolve conflicts of change, condition, and cost. - Communicate changes to parties affected. - Assign responsibility for implementing change. - Adjust master schedule and budget. - Track all changes that are to be implemented.

Factors affecting recruiting

- Importance of the project - Management structure used to complete the project

Motivating the Project Team

- Influence top management in favor of the team: * Rescind unreasonable demands * Provide additional resources * Recognize the accomplishments of team members

Characteristics of Effective Project Managers

- Initiate contact with key players. - Anticipate potential problems. - Provide encouragement. - Reinforce the objectives and vision of the project. - Intervene to resolve conflicts and prevent stalemates.

Informal Techniques for Rejuvenating the Project Team

- Institute new rituals. - Take an off-site break as a team from the project. - View an inspiration message or movie. - Have the project sponsor give a pep talk.

Limitations and Concerns of Agile PM

- It does not satisfy top management's need for budget, scope, and schedule control. - Its principles of self-organization and close collaboration can be incompatible with corporate cultures. - Its methods appear to work best on small projects that require only five-nine dedicated team members to complete the work. - It requires active customer involvement and cooperation.

Describe the 3 parts to Project Control

- Measures: extent of progress towards project objectives. - Evaluates: causes of deviation from plan. - Corrects: action to get plan back to where it is meeting project objectives.

Managing Dysfunctional Conflict

- Mediate the conflict. - Arbitrate the conflict. - Control the conflict. - Accept the conflict. - Eliminate the conflict.

Step 3: Risk Response Development

- Mitigating Risk * Reducing the likelihood an adverse event will occur. * Reducing impact of adverse event. - Avoiding Risk * Changing the project plan to eliminate the risk or condition. - Transferring Risk * Paying a premium to pass the risk to another party. * Requiring Build-Own-Operate-Transfer (BOOT) provisions. - Retaining Risk * Making a conscious decision to accept the risk.

General and Administrative Overhead Costs

- Organization costs indirectly linked to a specific package that are apportioned to the project

Who to recruit?

- Problem-solving ability - Availability - Expertise - Credibility - Ambition, initiative, and energy

Project Progress Report Format

- Progress since last report - Current status of project 1. Schedule 2. Cost 3. Scope - Cumulative trends - Problems and issues since last report 1. Actions and resolution of earlier problems 2. New variances and problems identified - Corrective action planned

Sources of Change:

- Project scope changes - Implementation of contingency plans - Improvement changes

Leading—coping with change

- Recognize the need to change to keep the project on track - Initiate change - Provide direction and motivation - Innovate and adapt as necessary - Integrate assigned resources

Advantages of Long-term Partnerships

- Reduced administrative costs - More efficient utilization of resources - Improved communication - Improved innovation - Improved performance

Preproject Activities—Setting the Stage for Successful Partnering

- Selecting a Partner(s) * Voluntary, experienced, willing, with committed top management. - Team Building: The Project Managers * Build a collaborative relationship among the project managers. - Team Building: The Stakeholders * Expand the partnership commitment to include other key managers and specialists.

Causes of Partnering Failures

- Senior management fails to address problems or does not empower team members to solve problems. - Cultural differences are not adequately dealt with such that a common team culture develops. - No formal evaluation process is in place to identify problems and opportunities at the operating level or to assess the current state of the partnering relationship. - A lack of incentive for continuous improvement by contractors participating in the partnering relationship.

Traits of an Effective Project Manager

- Systems thinker - Personal integrity - Proactive - High emotional intelligence (EQ). - General business perspective - Effective time management - Skillful politician - Optimist

Describe Partial Risk Profile for Product Development Project

- Technical Requirements * Are the requirements stable? - Quality * Are quality considerations built into the design? - Design * Does the design depend on unrealistic or optimistic assumptions? - Management * Do people know who has authority for what? - Testing * Will testing equipment be available when needed? - Work Environment * Do people work cooperatively across functional boundaries? - Development * Is the development process supported by a compatible set of procedures, methods, and tools? - Staffing * Is staff inexperienced or understaffed? - Customer * Does the customer understand what it will take to complete the project? - Schedule * Is the schedule dependent upon the completion of other projects? - Contractors * Are there any ambiguities in contractor task definitions? - Budget * How reliable are the cost estimates?

Conditions Favoring Development of High Performance Project Teams

- Ten or fewer team members - Voluntary team membership - Continuous service on the team - Full-time assignment to the team - An organization culture of cooperation and trust - Members report solely to the project manager - All relevant functional areas are represented on the team - The project involves a compelling objective - Members are in close communication with each other

Partnering

- The process of transforming contractual arrangements into a cohesive, collaborative team that deals with issues and problems encountered to meet a customer's needs. * Assumes that the traditional adversarial relationship between the owner and contractor is ineffective and self-defeating. * Assumes that both parties share common goals and mutually benefit from the successful completion of projects.

Advantages of Agile PM

- Useful in developing critical breakthrough technology or defining essential features - Continuous integration, verification, and validation of the evolving product. - Frequent demonstration of progress to increase the likelihood that the end product will satisfy customer needs. - Early detection of defects and problems.

Creating a project monitoring system involves determining

- What data to collect - How, when, and who will collect the data - How to analyze the data - How to report current progress to management

Mapping Dependencies from a Stakeholders' perspective

- What differences exist between the team and those on whom the team will depend? - How do the stakeholders view the project? - What is the status of our relationships with the stakeholders? - What sources of influence does the team have relative to the stakeholders?

Group Rewards

- Who gets what as an individual reward? - How to make the reward have lasting significance? - How to recognize individual performance? * Letters of commendation * Public recognition for outstanding work * Increased personal flexibility

In an Information System Structure, what is involved in Collecting data and analysis?

- Who will collect project data? - How will data be collected? - When will the data be collected? - Who will compile and analyze the data?

In an Information System Structure, what is involved in Reports and reporting?

- Who will receive the reports? - How will the reports be transmitted? - When will the reports be distributed?

Mapping Dependencies from a Project team perspective

- Whose cooperation will we need? - Whose agreement or approval will we need? - Whose opposition would keep us from accomplishing the project?

Characteristics of High-performing Teams

1. Share a sense of common purpose 2. Make effective use of individual talents and expertise 3. Have balanced and shared roles 4. Maintain a problem solving focus 5. Accept differences of opinion and expression 6. Encourage risk taking and creativity 7. Set high personal performance standards 8. Identify with the team

What are the major differences between managing negative risks versus positive risks (opportunities)?

Essentially the same process that is used to manage negative risks is applied to positive risks. The major differences occur in the responses. Instead of avoiding negative risks, project managers often try to exploit positive risks by taking action to ensure that the opportunity occurs. Instead of transferring risks to another party, project managers often share positive risks to increase the likelihood the opportunity can be exploited. Instead of mitigating negative risks, project managers will take action to enhance the likelihood the opportunity will occur and/or increase the positive impact of the opportunity. Finally, project managers will often choose to accept both negative and positive risks, but be prepared to respond if either occurs.

What are the best practices used by firms to outsource project work?

Establishing well-defined requirements and procedures Investing in extensive training and interorganizational team-building activities Establishing conflict management processes before the project begins Engaging in frequent review on how well the different parties are collaborating Insisting of co-location of participants when needed Using fair and incentive-laden contracts Establishing long term outsourcing relationships with reliable partners.

What are the likely outcomes if a change control process is not used? Why?

If a change control process is not used, budgets and plans will self-destruct quickly. Tracking changes facilitates control and accountability of budgets and time. In addition, change control allows for coordination of changes further on in the project.

Management by Wandering Around (MBWA)

Involves managers spending the majority of their time in face-to-face interactions with employees building cooperative relationships.

Why is a conductor of an orchestra an appropriate metaphor for being a project manager? What aspects of project managing are not reflected by this metaphor? Can you think of other metaphors that would be appropriate?

There are many parallels between conducting an orchestra and managing a project. Conductors and project managers integrate the contributions of others. Each is dependent upon the expertise and talents of others. They facilitate performance rather than actually perform. Project managers orchestrate the completion of the project by inducing participants to make the right decision at the right time. Both control the pace and intensity of work by coordinating the involvement of players. Finally each has a vision of performance that transcends the music score or project plan. The conductor metaphor works best in describing how a project manager interacts with project members to complete the project. The metaphor fails to capture the intricacies of dealing with all of the project stakeholders (government officials, contractors, top management, customers) that impact the project. Other metaphors that emerge from class discussions include: quarterback, steering wheel, and ship's captain.

What differences would you expect to see between the kinds of influence currencies that a project manager in a functional matrix would use and the influence a project manager of a dedicated project team would use?

This question is designed to explore the impact that the project management structure has on the ability of project managers to exercise influence over team members. The key point is that the project manager of a dedicated team has more formal authority over the participants and the project and, therefore, greater access to influence currencies than the project manager in a functional matrix. For example, the dedicated project manager is responsible for assigning project work, while functional managers do so in a functional matrix. A dedicated project manager will have greater access to position-related currencies. Since dedicated projects are used for high priority projects, the dedicated project manager is likely to develop inspiration- related currencies. Project managers in a functional matrix compensate for their lack of formal authority by exercising informal influence through the use of relationships and personal currencies.

Which of the eight traits/skills associated with being an effective project manager is the most important? The least important? Why?

This question is designed to generate discussion rather than a definitive answer. Most students will pick either emotional intelligence, systems thinker, skillful politician, or personal integrity. Having students debate their choices can lead to a spirited discussion, especially between those who picked skillful politician and personal integrity. The key is to get students to mink about how these traits relate to being an effective project manager. For example, personal integrity is important because it leads to trust which facilitates more effective interaction. Alternatively, being a skilled politician is necessary to deal with different stakeholders with conflicting agendas. Students should come to the conclusion that while some traits may be more important than others, all are important to being an effective project manager.

Direct (Project) Overhead Costs

- Costs incurred that are directly tied to an identifiable project deliverable or work package. * Salary, rents, supplies, specialized machinery

Project Management Maxims:

- You can't do it all and get it all done * Projects usually involve a vast web of relationships. - Hands-on work is not the same as leading. * More pressure and more involvement can reduce your effectiveness as a leader. - What's important to you likely isn't as important to someone else * Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project. - Remember: project management is tough, exciting, and rewarding—endeavor to persevere.

What are the Benefits of a Change Control System?

1. Inconsequential changes are discouraged by the formal process. 2. Costs of changes are maintained in a log. 3. Allocation and use of budget and management reserve funds are tracked. 4. Responsibility for implementation is clarified. 5. Effect of changes is visible to all parties involved. 6. Implementation of change is monitored. 7. Scope changes will be quickly reflected in baseline and performance measures.

What is Risk Management

A proactive attempt to recognize and manage internal events and external threats that affect the likelihood of a project's success. * What can go wrong (risk event). * How to minimize the risk event's impact (consequences). * What can be done before an event occurs (anticipation). * What to do when an event occurs (contingency plans).

During the project, how do we handle changes to: - Scope - Budget - Requirements - Personnel - or all 4 ?

Accept the fact that change will occur. The change could be from the customer, in the form of additional features (scope creep), or from the project team, in the form of a 'better approach'. Prepare your Project for Change

What does the exchange model of influence suggest you do to build cooperative relationships to complete a project?

According to the exchange model of influence, the primary way to gain cooperation is to provide services and resources to others in exchange for future resources and services (quid pro quo). The key is to find out what you can offer others that is of value to them so that they will feel obligated to reciprocate. Here the notion of influence currencies is useful in identifying different ways to gain cooperation from others. A second key is building a positive "bank account" with those whom you are dependent upon so that they are inclined to cooperate with you.

What is the difference between avoiding a risk and accepting a risk?

Avoiding a risk is changing the project plan in advance so as to eliminate specific risks from occurring while accepting a risk means no preventive action is taken, contingency plans may be used if the risk materializes.

Why should a project manager emphasize group rewards over individual rewards?

Because most project work is a collaborative effort, it makes sense that the reward system encourages teamwork. Recognizing individuals can distract from team unity. Because project work is interdependent it can be very difficult to distinguish who truly deserves individual credit. Group cohesion can be undermined if members feel that others are receiving special treatment. Camaraderie can vanish, to be replaced by bickering and obsessive preoccupation with internal group politics. Such distractions can absorb a tremendous amount of energy that would otherwise be directed to completing the project. Individual rewards should only be used when there is clear agreement that a member deserves special recognition.

Explain the difference between budget reserves and management reserves.

Budget reserves are established to coveridentifiedrisks that occur while implementing a project work package or activity. If the risk does not materialize, the funds are removed from the budget reserve. The management reserve coversunforeseenrisks and applies to the total project. These reserves are usually controlled by top management, the owner, and/or the project manager. Budget and management reserves are independent of each other.

The Role of The Project Manager

Business Person Customer Relations Product Innovation Process Expert Functional Expert Technology Productivity/Effectiveness Innovator Process Manager People Resources Change Communication Organization Team Builder Motivator Project Architect Integrator of All 3

Why is trust a function of both character and competence?

Character alone is not likely to engender trust. People must have confidence in the other person's abilities and competence. For example, you are unlikely to follow someone who has the best of intentions if he/she has a track record of failing to get things done correctly. Conversely, one will not trust someone who is very competent but has a doubtful character. For example, you are unlikely to follow someone who is quite competent if you believe he/she is only looking out for what is best for him/her.

Agile

Continuous design Flexible Features/requirements Freeze design as late as possible High uncertainty Embrace change High customer interaction Self-organized project teams

Influence "Currencies" (Cohen and Bradford)

Cooperative relationships are built on the exchange of organizational "currencies" (favors).

Traditional PM

Design up front Fixed scope Deliverables Freeze design as early as possible Low uncertainty Avoid change Low customer interaction Conventional project teams

What does the term "escalate" refer to, and why is it essential to project success?

Escalation is a control mechanism for dealing with and resolving problems. The basic principle is that problems should be resolved at the lowest appropriate level within a set time limit (for example, 24 hours) or they are "escalated" to the next level of management. This process is repeated until the problem is resolved. Escalation discourages participants from forcing concessions by delaying decisions. It empowers people to solve problems. There is no shame in pushing significant problems up the hierarchy, at the same time management discourages subordinates from passing up problems that the subordinates should have resolved. Time is money on the project, and escalation contributes to quick and effective problem solving.

What can a project manager do to avoid some of the pitfalls of a highly cohesive project team?

First, project managers need to be aware that there is a potential downside to a highly cohesive team and be able to recognize the symptoms associated with the pathologies described in the chapter. Second, they can take preemptive action to reduce the isolation of the team by encouraging the maintenance of ties with the rest of the organization as well as with other project stakeholders. Third, they can personally reinforce the connection between the project and the mission and policies of the parent organization. They can also encourage functional conflict and discourage the group from developing a "holier than thou" attitude. They can also use the nominal group technique to encourage the surfacing of dissenting opinions. Finally, they can hold formal team-building sessions to identify and eliminate dysfunctional norms and refocus the team's attention on project objectives.

When would it be appropriate to hold a formal team-building session on a project?

Formal team-building sessions should be used whenever it is believed that such activities will enhance the performance of the project team. This would especially be true at the beginning of a project when the session would help develop a team identity among a group of strangers. Likewise, team-building activities could be used to assimilate new project members once the project is underway. Devoting time and attention to team-building would also be appropriate when the project team is experiencing problems working together or needs to elevate its performance to meet new project demands. The sessions would be useful in identifying and changing dysfunctional behavior as well as re-energizing the team to higher levels of performance. One mistake project managers make is that they resort to formal team-building activities after they realize the team is in trouble. lt might be wiser to utilize team-building sessions earlier to encourage collaboration and to prevent small problems from escalating into major problems within the team.

Step 1: Risk Identification

Generate a list of possible risks through brainstorming, problem identification and risk profiling. * Macro risks first, then specific events

What is the difference between functional and dysfunctional conflict on a project?

It can be difficult to discern whether a conflict among project members is functional or dysfunctional. The key is how conflict affects project performance, not how individuals feel. Members can be upset and dissatisfied with each other, but as long as the conflict enhances project performance then it is considered functional. Conversely, if the conflict distracts from project performance by degenerating into personality clashes or creating unnecessary delays in critical project work, then the conflict is considered dysfunctional.

What is the difference between leading and managing a project?

Leading involves recognizing and communicating the need to change course and direction of the project, aligning people to this new direction, and motivating the team to overcome obstacles to achieve the new objectives. Managing is about formulating plans and objectives, designing procedures to achieve those objectives, monitoring progress, and taking corrective action. Managing is about putting out fires and maintaining the course. Leading is about change, and altering the course of a project.

Managing versus Leading a Project

Managing—coping with complexity Leading—coping with change

What is the difference between mitigating a risk and contingency planning?

Mitigating a risk refers to taking action to either reduce the likelihood that a risk (bad event) will happen and/or reduce the impact the risk has on the project. Contingency planning is developing a response if the risk occurs. Mitigating is preventive while contingency is reactive.

Quid pro Quo

Mutual exchanges of resources and services ("back-scratching") build relationships.

The Law of Reciprocity

One good deed deserves another, and likewise, one bad deed deserves another.

Why is it important to build a relationship before you need it?

People are likely to be more cooperative if they know you, and you have developed a personal relationship with them. When people view you as pleasant, credible, and helpful based on past contact, they are more likely to be responsive to your requests for help and less confrontational when problems arise. The key is building a positive credit in the relationship that you can tap into when you need help.

Project risks can/cannot be eliminated if the project is carefully planned. Explain.

Project risks are bound to occur in an organization and they are inevitable. However, in an organization a project manager can take various steps in order to ensure that the risks are kept at minimum level. An organization cannot eliminate risks completely and every project contains its own sets of risks involved with it. Some amount of risk would always be involved in every project undertaken by an organization. An organization can work towards eliminating various risks involved in a project. lt can identify the areas where greater amount of risk is involved. Then it can formulate strategies and take steps accordingly to mitigate the risks.

Strategies for Communicating with Outsourcers

STRATEGY 1: Recognize cultural differences STRATEGY 2: Choose the right words STRATEGY 3: Confirm your requirements STRATEGY 4: Set deadlines

Agile PM Methods

Scrum Extreme Programming Agile Modeling Rapid Product Development (PRD) Crystal Clear RUP (Rational Unified Process) Dynamic Systems Development Method (DSDM) Lean Development

A stakeholder pays you a visit and wants to add an important feature to the project you are managing. You estimate the change will add two weeks to the project duration. What do you do next? What is your next step?

See how the proposed change impacts cost, time, quality, risk & customer satisfaction. All must be evaluated, the one requested change could impact other success criteria

What are the Steps of The Risk Management Process

Step 1: Risk Identification Step 2: Risk Assessment Step 3: Risk Response Development Step 4: Risk Response Control

How are the work breakdown structure and change control connected?

The WBS and change control are directly linked. Any change from the baseline developed from the WBS needs to be recorded. This link allows management to trace changes and problems directly to deliverables and the organization unit responsible.

The chances of risk events occurring and their respective costs increasing change over the project life cycle. What is the significance of this phenomenon to a project manager?

The chances of risk events and estimated costs changing over the project life cycle are high. These events will impact project change control mechanisms. Moreover, such changes could be significant enough to require changes in scope. The project manager must ensure that these changes are recorded and kept updated. Otherwise the integrity of the project control system will quickly deteriorate and become useless as a management tool.

What is Risk

Uncertain or chance events that planning can not overcome or control.

What are the three pillars of In an Information System Structure

What data are collected? Collecting data and analysis Reports and reporting