What is a project, and what are its main attributes? How is a project different from what most
people do in their day-to-day jobs? What is the triple
... [Show More] constraint?
a. Answer: - A project is “a temporary endeavor undertaken to create a unique product,
service, or result” (PMBOK Guide, 2008, p. 5). In addition to being temporary and
unique, other attributes of projects are that they are developed using progressive
elaboration, require resources from various areas, should have a primary customer or
sponsor, and involve uncertainty. Projects are different from day-to-day activities
primarily because they have focused goals and definite beginning and ending dates. The
triple constraint is managing scope, time, and cost goals.
2. What is the role of the project manager? What are suggested skills for all project managers
and for information technology project managers? Why is leadership so important for project
managers? How is the job market for information technology project managers?
a. Answer: The project manager is ultimately responsible for project success. Many
suggested skills are listed in this chapter, including strong leadership skills,
organizational skills, technical skills, and many soft skills. IT project managers require the
same skills as general project managers, but they should also know something about the
technology used for the project and the types of people who work on information
technology projects. Leading by example is the most important trait of effective project
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managers. The job market for information technology project managers continues to
remain strong, especially for those with strong business and leadership skills.
3. What function can you perform with project management software? What are some popular
names of low-end, midrange, and high-end project management tools?
a. Answer: Project management software can assist in developing schedules,
communicating information, tracking progress, etc. Popular tools include Milestones
Simplicity, Project 2007, and the Microsoft Enterprise Project Management solution, to
name a few.
4. Explain the four frames of organizations. How can they help project managers understand the
organizational context for their projects?
a. Answer: The four frames of organizations are summarized below:
i. Structural: deal with how the organization is structures and focus on roles and
responsibilities. It’s important to understand these roles and responsibilities
when dealing with project stakeholders, especially in procuring resources.
ii. Human resources: focuses on meeting the needs of the organization and its
people. Project managers must understand various human resources policies
and procedures.
iii. Political: addresses organizational and personal politics. Many project managers
fail because they do not understand the political environment.
iv. Symbolic: focuses on symbols and meanings. It’s important to understand an
organization’s culture, dress code, work ethic, and so on in managing projects.
5. Briefly explain the differences between functional, matrix, and project organizations. Describe
how each structure affects the management of the project?
a. Answer: Functional organizations have managers or vice presidents in specialties such as
engineering, manufacturing, information technology, and so on. Their staffs have
specialized skills in their respective disciplines. Project organizations have project
managers instead of functional managers reporting to the CEO. Matrix organizations
represent the middle ground between functional and project structures. Personnel
often report to both a functional manager and one or more project managers. Project
managers have the most authority in project organizational structures followed by
matrix, and then functional.
6. What are the phases in a traditional project life cycle? How does a project life cycle differ from
a product life cycle? Why does a project manager need to understand both?
a. Answer: A traditional project life cycle is a collection of project phases-concept,
development, implementation, and close-out. These phases do not vary by project.
Product life cycles vary tremendously based on the nature of the project. For example,
the Systems Development Life Cycle (SDLC) could follow the waterfall model, spiral
model, incremental release model, prototyping model, or RAD model. Using the general
phases of the SDLC (information systems planning, analysis, design, implementation,
and support) there could be a project to develop a strategic information systems plan;
another project to complete a systems analysis for a new system; another project to
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create a detailed database design; another to install new hardware or software; and
another to provide new user training.
Part 2: Module Practice
1. Write a 1-2 pages APA style paper summarizing the five project management processes, and the
nine project management knowledge areas. Make sure to use references as applicable.
a. Answer: The solution to this exercise will be unique for each student and will vary over
time.
Activity 2.3 Module Review Questions
Part 1: Answer the Module Review
1. Briefly describe what happens in each of the five project management process groups
(initiating, planning, executing, monitoring and controlling, and closing). What types of
activities are done before initiating a project?
a. Answer Descriptions of what happens in each of the five process groups are listed
below:
i. Initiating includes actions to commit to begin or end projects and project
phases. Some deliverables include defining the business need for the project,
getting a project sponsor, and selecting a project manager.
ii. Planning includes creating workable plans for the entire project. Every
knowledge area requires development of some plans.
iii. Executing involves coordinating everyone and everything to carry out the
project plans. Deliverables include the products of the project or phase.
iv. Monitoring and controlling ensures the project objectives are met. Deliverables
include monitoring and measuring progress and taking corrective action.
v. Closing involves bringing the project to an orderly end. Deliverables include
organizational process assets updates and closed procurements.
2. What are some of the key outputs of each process group?
a. Answer See the tables for each process group. Examples might include a charter, a
project management plan
3. What are some of the typical challenges project teams face during each of the five process
groups?
a. Answer: will vary. Suggestions might include setting priorities during initiating, getting
stakeholder inputs during planning, meeting schedule deadlines during execution,
collecting timely data during monitoring and controlling, and defining good procedures
during project closing.
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4. Describe project integration management in your own words. How does project integration
management relate to the project life cycle, stakeholders, and the other project management
knowledge areas?
a. Answer - Project integration management means tying together all of the other aspects
involved in a project to make it a success. Integration management relates to the
project life cycle in that it is done in all of the project life cycle phases. As the project
progresses, integration management becomes more focused. Integration management
relates to stakeholders because it requires the project manager to know all of the
project stakeholders, to know their interests and concerns about the project, and to
manage relationships with them. Integration management pulls together information
from all of the other knowledge areas.
5. Briefly describe the strategic planning process, including a SWOT analysis. Which project
selection method(s) do you think organizations use most often for justifying information
technology projects?
a. Answer A SWOT analysis involves identifying and evaluating an organization’s strengths,
weaknesses, opportunities, and threats. After identifying strategic goals, the next step in
the planning process for selecting information technology projects is to perform a
business area analysis. This analysis outlines business processes that are central to
achieving strategic goals and helps determine which ones could most benefit from
information technology. Then, the next step is to start defining potential information
technology projects, their scope, benefits, and constraints. The last step in the planning
process for selecting information technology projects is choosing which projects to do
and assigning resources for working on them. Answers will vary on the second part of
the question. All of the project section methods are used. [Show Less]
