Kerzner. (2009) Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Chapter 8 and 23.
–Essay Questions:
1. Select 3 of the items found on page 339 in Kerzner under morality, ethics, and the corporate culture and describe how you would handle these situations.
2. Consider the five items listed on page 169 that describe what happens when a matrix goes out of control. Which of these end up creating the greatest difficulty for the company? For the project managers, for the line managers? For executives?
3. Design an evaluation form to be used by functional employees after project termination to evaluate the effectiveness of the project manager.
4. As a company executive, how would you determine if there is a need to establish a project office? If it is determined that there is a need, how do you measure the return-on-investment as a result of the implementation of the PMO?
PAPER 2
Topic: Supporting the Project Organization
Required Reading:
A Guide to the Project Management Body of Knowledge, 4th Ed. (2004). Chapter 6
Kerzner. (2006) Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 10th Edition. Chapters 6 & 21
–Essay Questions:
1. Discuss methods that you can use to improve the productivity of your meetings.
2. Where does your project fall on the Project Maturity Model? What needs to be done to push the project to the next level of the model?
3. Discuss the steps that need to betaken to write accurate and effective job or position descriptions.
4. How do you manage the following:
– failure to complete work within allocated deadlines
– constant interruptions
– excessive needs for overtime
– distracting personnel issues
– delegation of work
– conflicting priorities
PAPER 3
Topic: Applying Project Management Skills and Techniques
Required Reading:
All previous reading assignments may be used as input for this module.
Essay Questions:
1. Why must management support be visible to the whole team and not just to the project manager?
2. What factors should be considered when performing a return-on-investment analysis on training dollars for project management?
3. Is it possible for a matrix to get out of control because of too many small projects, each competing for the same shared resources? If so, how many projects are too many? How can management control the number of projects? Does your answer depend on whether the organization is project-driven or non-project-driven?
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