,TESTBANK FOR Project Based Problem Solving and
Decision Making A Guide for Project Managers
Kerzner
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel sheet
if it exists.
4- We have all what you need, we make update
at every time. There are many new editions
waiting you.
5- If you think you purchased the wrong file You
can contact us at every time, we can replace it
with true one.
Our email:
,Project-Based Problem-Solving and
Decision-Making
By
Harold Kerzner, PhD
Senior Executive Director for Project Management
International Institute for Learning, Inc. (IIL), USA
,2 Project-Based Problem-Solving and Decision-Making
Chapter 1: Understanding the Concepts
Discussion Questions:
1 Why must problem‐solving and decision‐making be discussed together?
Most problems require solutions. Sometimes, the solution requires a better
understanding of the problem.
2 How do you differentiate between a problem and an opportunity? Can guide-
lines be established for differentiation?
All problems can be looked at as opportunities. Marketing and sales personnel,
as well as senior management, can provide guidelines on future opportunities.
3 When competitors are outperforming your organization, is this a problem, an
opportunity, or possibly both?
It can be seen as both. It depends on who is identifying the problem and who
is responsible for deciding upon the solution.
4 Problem‐solving is considered as a “core competency” for future project man-
agers. Why has this recognition not happened sooner?
In the past, companies appeared willing to walk away from problems because
they had other work that needed attention. Today, because of the growth in
competition, executives cannot disregard many of the potential problems.
5 In the future, will project managers be expected to make more or fewer deci-
sions by themselves, and why?
The complexity of problems has increased significantly. Project managers
cannot make decisions in isolation, as they may have done in the past.
6 What are the differences between primary and secondary information?
Primary information is readily accessible to the project managers, perhaps
from a company’s information system. Secondary information comes from
people that the project managers must communicate with.
7 Why have project managers been challenged by not being able to get access to
the right information in a timely manner?
Some people who retain the information needed view information as a source
of their power and refuse to share it.
hapter 2: Understanding The Project Environment
C
and the Impact on Problem-Solving
Discussion Questions:
1 Why is it more difficult to make decisions in a project environment than in a
functional organization?
, Project-Based Problem-Solving and Decision-Making 3
You may never have worked with most of these people previously and do not
understand or know their needs and concerns.
2 What are the differences between active and passive decision‐making and
their impact on effective resource utilization?
Active decision‐making allows for rapid changes to take place, especially with
the allocation of resources. Passive decision‐making runs the risk that the
resources needed will not be available when needed.
3 What are some of the differences between project and business problem‐
solving and decision‐making?
The argument is whether the decisions you make should be in the best inter-
est of the project, the business, or both. The concern is where the loyalty of
the decision‐makers resides.
4 Are project decisions considered as more or less important than ongoing busi-
ness decisions?
This is a challenging problem for companies because it relates to the criteria
used to evaluate the performance of team members.
5 How do the constraints on a project impact problem‐solving and decision‐
making?
Constraints set the boundary conditions for decisions.
6 How do the assumptions of a project impact problem‐solving and decision‐
making?
The concern is whether the assumptions are valid and whether they
are subject to change. If subject to change, will it be in the long term or
short term?
7 How has the Covid‐19 pandemic impacted problem‐solving and
decision‐making?
Definitely, yes. Covid‐19 has impacted the speed of the decisions, and not
being able to see face‐to‐face people you must interface with for some
decisions.
8 Are there differences between project and program problem‐solving and
decision‐making?
There are significant differences, but primarily programs are more strategic,
longer, and have a greater impact on organizations.
9 How can a project management methodology impact how decisions
are made?
Methodologies provide guidance on how some problems may be resolved
and who the participants should be in making the decision.
10 Why is procedural documentation for problem‐solving becoming part of pro-
ject management methodologies?
The risks associated with bad decisions can have a serious impact on compa-
nies. Some guidance is needed.
,4 Project-Based Problem-Solving and Decision-Making
Chapter 3: Understanding the Problem
Discussion Questions:
1 Why does it often take much longer than expected to resolve a project prob-
lem? What are the contributing factors?
Fear of making a decision, people do not have the authority to make the deci-
sion, the problem is not clearly understood, and the risks are too large.
2 Why do some project teams often rush into problem‐solving sessions?
They believe it is their job to do so. They may be focusing on their next
assignment.
3 What factors make some project management problems difficult, if not
impossible, to resolve?
Impact of the VUCA environment, lack of authority, and fear of how the deci-
sion may impact their performance reviews.
4 How important are metrics for the identification of problems?
Metrics are critical to understand the root cause of the problem.
5 Why are some individual or team problem‐solving sessions conducted
in secret?
There are several issues, but the real fear is the impact on one’s career.
6 What is the primary reason why some project teams are now able to convert
projects that appeared to have failed into successes?
A willingness to change the assumptions and constraints so as to salvage at
least some business value.
Chapter 4: Data Gathering
Discussion Questions:
1 What are some of the risks associated with data gathering?
People will withhold information, or you may gather the wrong information.
2 Do typical project metrics identify the root cause of a problem or performance?
Typical metrics identify the symptoms of a problem but not the root cause of
the problem.
3 If we believe that today we can measure just about anything, why do many
project teams still focus on measuring just time, cost, and performance?
People are afraid of change and do not want to be removed from their com-
fort zones.
, Project-Based Problem-Solving and Decision-Making 5
4 Should some sort of structure be established for data gathering on projects?
Future methodologies will provide procedures for data gathering.
5 What steps in data gathering generally take the longest? Are the answers
project‐specific?
The longest step is determining where the data resides. The longest steps are
difficult to define because they are most often project‐specific.
Chapter 5: Meetings
Discussion Questions:
1 How does a project manager determine if a problem is a “real” problem
requiring resolution?
The best way is by determining the root cause of the problem and having the
right metrics.
2 How easy or difficult is it to identify if the cause of a problem is the result of
someone’s hidden agenda?
Hidden agendas make it difficult to resolve problems correctly.
3 What are the benefits of preparing agendas for meetings?
People will come prepared, and the meeting will not last very long, hopefully.
4 Who determines the attendees for a decision‐making meeting?
The project manager and the stakeholders impacted by the decisions to
be made.
5 Why should time limits be set for meetings?
To make sure people come prepared and understand that they must contrib-
ute material in a timely manner.
6 What are examples of “boundary conditions” established for meetings?
Typical boundary conditions revolve around time, risks, and work required
for a solution.
7 If some meeting participants are in conflict over issues being discussed in a
meeting, what should the project manager say or do?
These people must be encouraged to participate. The project manager may
have to meet with them one‐on‐one to resolve their personal issues.
8 Is there a relationship, if any, between problem‐solving and scope creep?
Some people believe that the solution to most problems can be accomplished
through scope creep. This is a costly process, may be unnecessary, and should
be avoided.
, 6 Project-Based Problem-Solving and Decision-Making
9 How do crisis problem‐solving and decision‐making differ from traditional
project problem‐solving and decision‐making?
Time may be a serious constraint, and the damage to the company can be
severe during a crisis.
10 Who should present the results of the meeting to the customers?
Generally, it is the project manager, but based upon the intent of the meeting,
the project sponsor may be an active participant.
Chapter 6: Developing Alternatives
Discussion Questions:
1 What would you expect to be a reasonable number of alternatives for a solu-
tion to a problem?
This depends on the nature of the problem. It could range from just a few to
several.
2 What are some of the common project management factors used to evaluate
alternatives?
Time, cost, scope, risks, type of contract, project size, and timing of the changes.
3 What are the three most common boundary conditions when discussing the
importance of features contained in an alternative?
Must have, should have, and might have.
4 What is an example of a hybrid alternative?
Choosing the best features from several alternatives.
5 What is an example of a phantom alternative?
Selection of an alternative that appears reasonable but is unavailable until
perhaps some time in the future.
Chapter 7: Problem-Solving Creativity and Innovation
Discussion Questions:
1 What are examples of project problems that would require creativity for a
solution?
The client requests a new design for an existing product or a completely new
product.
Decision Making A Guide for Project Managers
Kerzner
Notes
1- The file is chapter after chapter.
2- We have shown you few pages sample.
3- The file contains all Appendix and Excel sheet
if it exists.
4- We have all what you need, we make update
at every time. There are many new editions
waiting you.
5- If you think you purchased the wrong file You
can contact us at every time, we can replace it
with true one.
Our email:
,Project-Based Problem-Solving and
Decision-Making
By
Harold Kerzner, PhD
Senior Executive Director for Project Management
International Institute for Learning, Inc. (IIL), USA
,2 Project-Based Problem-Solving and Decision-Making
Chapter 1: Understanding the Concepts
Discussion Questions:
1 Why must problem‐solving and decision‐making be discussed together?
Most problems require solutions. Sometimes, the solution requires a better
understanding of the problem.
2 How do you differentiate between a problem and an opportunity? Can guide-
lines be established for differentiation?
All problems can be looked at as opportunities. Marketing and sales personnel,
as well as senior management, can provide guidelines on future opportunities.
3 When competitors are outperforming your organization, is this a problem, an
opportunity, or possibly both?
It can be seen as both. It depends on who is identifying the problem and who
is responsible for deciding upon the solution.
4 Problem‐solving is considered as a “core competency” for future project man-
agers. Why has this recognition not happened sooner?
In the past, companies appeared willing to walk away from problems because
they had other work that needed attention. Today, because of the growth in
competition, executives cannot disregard many of the potential problems.
5 In the future, will project managers be expected to make more or fewer deci-
sions by themselves, and why?
The complexity of problems has increased significantly. Project managers
cannot make decisions in isolation, as they may have done in the past.
6 What are the differences between primary and secondary information?
Primary information is readily accessible to the project managers, perhaps
from a company’s information system. Secondary information comes from
people that the project managers must communicate with.
7 Why have project managers been challenged by not being able to get access to
the right information in a timely manner?
Some people who retain the information needed view information as a source
of their power and refuse to share it.
hapter 2: Understanding The Project Environment
C
and the Impact on Problem-Solving
Discussion Questions:
1 Why is it more difficult to make decisions in a project environment than in a
functional organization?
, Project-Based Problem-Solving and Decision-Making 3
You may never have worked with most of these people previously and do not
understand or know their needs and concerns.
2 What are the differences between active and passive decision‐making and
their impact on effective resource utilization?
Active decision‐making allows for rapid changes to take place, especially with
the allocation of resources. Passive decision‐making runs the risk that the
resources needed will not be available when needed.
3 What are some of the differences between project and business problem‐
solving and decision‐making?
The argument is whether the decisions you make should be in the best inter-
est of the project, the business, or both. The concern is where the loyalty of
the decision‐makers resides.
4 Are project decisions considered as more or less important than ongoing busi-
ness decisions?
This is a challenging problem for companies because it relates to the criteria
used to evaluate the performance of team members.
5 How do the constraints on a project impact problem‐solving and decision‐
making?
Constraints set the boundary conditions for decisions.
6 How do the assumptions of a project impact problem‐solving and decision‐
making?
The concern is whether the assumptions are valid and whether they
are subject to change. If subject to change, will it be in the long term or
short term?
7 How has the Covid‐19 pandemic impacted problem‐solving and
decision‐making?
Definitely, yes. Covid‐19 has impacted the speed of the decisions, and not
being able to see face‐to‐face people you must interface with for some
decisions.
8 Are there differences between project and program problem‐solving and
decision‐making?
There are significant differences, but primarily programs are more strategic,
longer, and have a greater impact on organizations.
9 How can a project management methodology impact how decisions
are made?
Methodologies provide guidance on how some problems may be resolved
and who the participants should be in making the decision.
10 Why is procedural documentation for problem‐solving becoming part of pro-
ject management methodologies?
The risks associated with bad decisions can have a serious impact on compa-
nies. Some guidance is needed.
,4 Project-Based Problem-Solving and Decision-Making
Chapter 3: Understanding the Problem
Discussion Questions:
1 Why does it often take much longer than expected to resolve a project prob-
lem? What are the contributing factors?
Fear of making a decision, people do not have the authority to make the deci-
sion, the problem is not clearly understood, and the risks are too large.
2 Why do some project teams often rush into problem‐solving sessions?
They believe it is their job to do so. They may be focusing on their next
assignment.
3 What factors make some project management problems difficult, if not
impossible, to resolve?
Impact of the VUCA environment, lack of authority, and fear of how the deci-
sion may impact their performance reviews.
4 How important are metrics for the identification of problems?
Metrics are critical to understand the root cause of the problem.
5 Why are some individual or team problem‐solving sessions conducted
in secret?
There are several issues, but the real fear is the impact on one’s career.
6 What is the primary reason why some project teams are now able to convert
projects that appeared to have failed into successes?
A willingness to change the assumptions and constraints so as to salvage at
least some business value.
Chapter 4: Data Gathering
Discussion Questions:
1 What are some of the risks associated with data gathering?
People will withhold information, or you may gather the wrong information.
2 Do typical project metrics identify the root cause of a problem or performance?
Typical metrics identify the symptoms of a problem but not the root cause of
the problem.
3 If we believe that today we can measure just about anything, why do many
project teams still focus on measuring just time, cost, and performance?
People are afraid of change and do not want to be removed from their com-
fort zones.
, Project-Based Problem-Solving and Decision-Making 5
4 Should some sort of structure be established for data gathering on projects?
Future methodologies will provide procedures for data gathering.
5 What steps in data gathering generally take the longest? Are the answers
project‐specific?
The longest step is determining where the data resides. The longest steps are
difficult to define because they are most often project‐specific.
Chapter 5: Meetings
Discussion Questions:
1 How does a project manager determine if a problem is a “real” problem
requiring resolution?
The best way is by determining the root cause of the problem and having the
right metrics.
2 How easy or difficult is it to identify if the cause of a problem is the result of
someone’s hidden agenda?
Hidden agendas make it difficult to resolve problems correctly.
3 What are the benefits of preparing agendas for meetings?
People will come prepared, and the meeting will not last very long, hopefully.
4 Who determines the attendees for a decision‐making meeting?
The project manager and the stakeholders impacted by the decisions to
be made.
5 Why should time limits be set for meetings?
To make sure people come prepared and understand that they must contrib-
ute material in a timely manner.
6 What are examples of “boundary conditions” established for meetings?
Typical boundary conditions revolve around time, risks, and work required
for a solution.
7 If some meeting participants are in conflict over issues being discussed in a
meeting, what should the project manager say or do?
These people must be encouraged to participate. The project manager may
have to meet with them one‐on‐one to resolve their personal issues.
8 Is there a relationship, if any, between problem‐solving and scope creep?
Some people believe that the solution to most problems can be accomplished
through scope creep. This is a costly process, may be unnecessary, and should
be avoided.
, 6 Project-Based Problem-Solving and Decision-Making
9 How do crisis problem‐solving and decision‐making differ from traditional
project problem‐solving and decision‐making?
Time may be a serious constraint, and the damage to the company can be
severe during a crisis.
10 Who should present the results of the meeting to the customers?
Generally, it is the project manager, but based upon the intent of the meeting,
the project sponsor may be an active participant.
Chapter 6: Developing Alternatives
Discussion Questions:
1 What would you expect to be a reasonable number of alternatives for a solu-
tion to a problem?
This depends on the nature of the problem. It could range from just a few to
several.
2 What are some of the common project management factors used to evaluate
alternatives?
Time, cost, scope, risks, type of contract, project size, and timing of the changes.
3 What are the three most common boundary conditions when discussing the
importance of features contained in an alternative?
Must have, should have, and might have.
4 What is an example of a hybrid alternative?
Choosing the best features from several alternatives.
5 What is an example of a phantom alternative?
Selection of an alternative that appears reasonable but is unavailable until
perhaps some time in the future.
Chapter 7: Problem-Solving Creativity and Innovation
Discussion Questions:
1 What are examples of project problems that would require creativity for a
solution?
The client requests a new design for an existing product or a completely new
product.
