Chapter 1:
1. Define a project. What are five characteristics which help differentiate
projects from other functions carried out in the daily operations of the
organization?
1). A project is a complex, non-routine, one-time effort limited by time, budget,
resource, and specifications.
2). Differentiating characteristics of projects from routine, repetitive daily work are
below:
a). A defined life span
b). A well-defined objective
c). typically involves people from several disciplines
d). A project life cycle
e). Specific time, cost, and performance requirements.
4 stages of Project Life Cycle:
1. Defining: (GSTR)
a). Goals.
b). Specifications.
c). Tasks.
d). Responsibilities,
2. Planning: (SBRRS)
a). Schedules.
b). Budgets.
c), Resources.
d). Risks.
e), Staffing.
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,3. Executing: A major portion of the project work take place – both physical and
mental.
(SCQF)
a). Status Reports
b). Changes.
c). Quality.
d). Forecasts.
4. Closing: (TTREL)
a). Train Customer.
b). Transfer documents.
c). Release Resources.
d). Evaluation.
e). Lessons learned.
2. What are some of the key environmental forces that have changed the way
projects are managed? What has been the effect of these forces on the
management of projects?
1). Some key environmental forces that have changed the way we manage projects are
a). the product life cycle,
b). knowledge growth,
c). global competition,
d). organization downsizing,
e). technology changes,
f). time-to-market.
2). The impact of these forces:
a). more projects per organization,
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, b). project teams responsible for implementing projects,
c). accountability,
d). changing organization structures,
e). need for rapid completion of projects,
f). linking projects to organization strategy and customers,
g). prioritizing projects to conserve organization resources,
h). alliances with external organizations, etc.
3. Why is the implementation of projects important to strategic planning and
the project manager?
Strategic plans are implemented primarily through projects—e.g.,
a). a new product,
b). a new information system,
c). a new plant for a new product.
The project manager is the key person responsible for completing the project
-) on time,
-) on budget, and
-) within specifications so the project’s customer is satisfied.
If the project is not linked to the strategic plan of the organization, resources
devoted to the project are wasted and a customer need is not met. This lack of
connectivity occurs more in practice than most would believe.
4. The technical and sociocultural dimensions of project management are two
sides to the same coin. Explain.
The system and sociocultural dimensions of project management are two sides of the
same coin because successful project managers are skillful in both areas.
The point is successful project managers need to be very comfortable and skillful in
both areas.
3
1. Define a project. What are five characteristics which help differentiate
projects from other functions carried out in the daily operations of the
organization?
1). A project is a complex, non-routine, one-time effort limited by time, budget,
resource, and specifications.
2). Differentiating characteristics of projects from routine, repetitive daily work are
below:
a). A defined life span
b). A well-defined objective
c). typically involves people from several disciplines
d). A project life cycle
e). Specific time, cost, and performance requirements.
4 stages of Project Life Cycle:
1. Defining: (GSTR)
a). Goals.
b). Specifications.
c). Tasks.
d). Responsibilities,
2. Planning: (SBRRS)
a). Schedules.
b). Budgets.
c), Resources.
d). Risks.
e), Staffing.
1
,3. Executing: A major portion of the project work take place – both physical and
mental.
(SCQF)
a). Status Reports
b). Changes.
c). Quality.
d). Forecasts.
4. Closing: (TTREL)
a). Train Customer.
b). Transfer documents.
c). Release Resources.
d). Evaluation.
e). Lessons learned.
2. What are some of the key environmental forces that have changed the way
projects are managed? What has been the effect of these forces on the
management of projects?
1). Some key environmental forces that have changed the way we manage projects are
a). the product life cycle,
b). knowledge growth,
c). global competition,
d). organization downsizing,
e). technology changes,
f). time-to-market.
2). The impact of these forces:
a). more projects per organization,
2
, b). project teams responsible for implementing projects,
c). accountability,
d). changing organization structures,
e). need for rapid completion of projects,
f). linking projects to organization strategy and customers,
g). prioritizing projects to conserve organization resources,
h). alliances with external organizations, etc.
3. Why is the implementation of projects important to strategic planning and
the project manager?
Strategic plans are implemented primarily through projects—e.g.,
a). a new product,
b). a new information system,
c). a new plant for a new product.
The project manager is the key person responsible for completing the project
-) on time,
-) on budget, and
-) within specifications so the project’s customer is satisfied.
If the project is not linked to the strategic plan of the organization, resources
devoted to the project are wasted and a customer need is not met. This lack of
connectivity occurs more in practice than most would believe.
4. The technical and sociocultural dimensions of project management are two
sides to the same coin. Explain.
The system and sociocultural dimensions of project management are two sides of the
same coin because successful project managers are skillful in both areas.
The point is successful project managers need to be very comfortable and skillful in
both areas.
3
