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1. (TCO B) Some believe that a project management office
(PMO) is nothing more than yet another level of management with the associated
added cost and bureaucracy. Project Management experts tell us that this is a
good thing. Which of these points of view is correct, and how do you (in your
own words, though you may cite your readings to support your view as necessary)
justify your conclusion? Remember that business thinks primarily in terms of
dollars and benefit/cost ratios. (Points : 20)
2. (TCO B) One of the most
traumatic decisions a project manager must sometimes make is to cancel a
project. In an article titled "How to Fail In Project Management without
Really Trying," Business Horizons Reprint No. BH010, the following
(whimsical but true) reasons that projects go out of control were identified:
1. Ignore the project
environment, including stakeholders
2. Push a new technology to
market too quickly
3. Don't bother building fallback
positions
4. When problems occur, shoot the
one most visible
5. Let new ideas starve to death
from inertia
6. Don't bother conducting
feasibility studies
7. Never admit a project is a
failure
8. Over-manage project managers
and their teams
9. Never, never conduct
post-failure reviews
10. Never bother to understand
project trade-offs
11. Allow political expediency
and infighting to dictate crucial project decisions
12. Make sure the project is run
by a weak leader
3. (TCO B) Your company has a
PMO, and it has now decided to incorporate project portfolio management. Part
1: What is the difference between a PMO and a PPM? Part 2: Who should
participate in implementing the PPM? (Points : 20)
4. (TCO E) Part 1: List the five
levels of maturity in the Project Management Maturity Model (PMMM). Part 2:
Describe each level and discuss whether each level can overlap with another
level, and also define its level of risk. (Points : 20)
5. (TCO G) Part 1: What are the
basic principles behind the AGILE process? Part 2: What is the PM’s role under
the AGILE process? (Points : 20)
6. (TCO C) You have been hired to
establish a PMO in your IT department. You will report directly to the CIO. You
have been a member of a failed PMO. You understand why PMOs fail and what you
will do to enhance the success of your PMO. Make sure to discuss at least four
reasons that contribute to a failure and how you will overcome it. Also provide
recommendations for assuring the success of a PMO implementation. (Points : 40)
7. (TCO D) Two of your best
program managers are in a heated debate on the best way to resolve the
situation to recover a project. Neither is willing to budge from his or her
stand. What are some of the steps you will take to diffuse the situation?
Explain your answers. In your answer, make sure you focus on the modes of
conflict and conflict resolution. (Points : 40)
8. (TCO E) You have just been
assigned to a program. Your team will be responsible for building a new
financial system. You have just gone over the program charter and discovered
that your program will have to integrate completely with another company's
customer service, network, marketing, legal, new development, procurement, and
your own, IT.
The program must include a
WEB-enabled customer interface that will allow for online bill paying, review,
and changes. Your company does not currently have a corporate Web page. You
know this will be new technology for your developers. Last of all, the
implementation schedule for this program is very aggressive; you have 24 months
from today to have the product up and running.
Fortunately, management is behind
you 100% and willing to allow you to set up your team in any way you like.
Let's start with the organizational structure.
Would you recommend a pure
project, matrix, or functional team? Why?
What are some important
organizational considerations when forming the project team? What are the key
advantages and disadvantages of your choice? (Points : 40)
9. (TCO F) Your company just
finished delivering a software product to the client. In writing a summary
report and checking a minor discrepancy, you uncover an error made by the
testing team. It looks like an honest mistake. You realize that you could have
caught it earlier had you checked out the discrepancy when it first appeared.
You know enough about the software to understand that it will take
approximately $30,000 to make the correction, making the project over budget
and, of course, late. As designed now, there is the likelihood everything will
perform successfully. If there would be a failure, with a remote possibility of
patient injury, an investigation could reveal the obvious design error. How
would you approach this problem from an ethical and code of conduct point of
view? (Points : 40)
10. (TCO G) Critical Chain implementation
requires a culture shift within an organization to make it successful. Part 1:
Why is this statement true? Part 2: What about Critical Chain makes it unique
from other scheduling techniques? Part 3: How does it address some of the
"human nature" aspects of traditional project scheduling? (Points :
40)
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