ENMA 301 Project Organization, Leadership, and Control

Question 1

What is a Project?

Answer 1

Is a set of activities with a clear beginning and end

Question 2

What does each project have?

Answer 2

Goals
Objectives
Tasks
Limitations

Question 3

What is needed to manage a project?

Answer 3

Process
Tools
Techniques

Question 4

What are the 5 phases of project management?

Answer 4

• Initiating/Defining
• Planning
• Executing
• Controlling
• Closing

Question 5

What are Kerzner’s 2 types of Organization?

Answer 5

The Project Driven Organization

The Non-Project Driven Organization

Question 6

What is the Project Driven Organization?

Answer 6

All work is characterized through projects
Each project has a separate cost center having its own profit and loss statement
Everything centers around the project
Construction and Aerospace industries

Question 7

What is the Non-Project Driven Organization?

Answer 7

Projects exist to support the product lines
Profit and loss are measured on vertical or functional lines
Priority resources are assigned to the revenue-producing functional line activities rather than projects
Low technology manufacturing

Question 8

What are the 4 categories of the Elements of the Project Driven Organization?

Answer 8

• The Project Office
• Key functional support
• Manufacturing and routine administration
• Future Business

Question 9

What is the Project Office

Answer 9

Responsible for the project
Project Manager
Project Engineer
Project Administrator

Question 10

What is the Key Functional Support?

Answer 10

Systems Analysis, Systems Engineering and Integration
Product design and analysis
Quality assurance and reliability
Production planning
Product installation and test
Training, logistics planning, and field support

Question 11

What is the Manufacturing and Routine Administrator?

Answer 11

Manufacturing
Accounting and finance
Purchasing and subcontracting
Personnel and industrial relations
Plant facilities and maintenance

Question 12

What is the Future Business?

Answer 12

Non-project specific Research and Development and marketing are necessary for the continuation of the project driven organization

Question 13

What are the Project Management Structures?

Answer 13

• Functional Organization
• Functional Matrix
• Balanced Matrix
• Project Matrix
• Project Team

Question 14

What is Functional Organization?

Answer 14

• Project divided into segments and assigned to relevant functional areas and or groups
• Project is coordinated by functional and upper levels of management

Question 15

What is Functional Matrix?

Answer 15

• A person is formally designated to oversee the project across different functional areas
• This person has limited authority over functional people involved and serves to primarily to plan and coordinate the project

Question 16

What is Balanced Matrix?

Answer 16

• A person is assigned to oversee the project and interacts on an equal basis with functional managers
• This person and the functional managers jointly direct the workflow segments and approve technical and operational decisions

Question 17

What is Project Matrix?

Answer 17

A manger is assigned to oversee the project and is responsible for the completion of the project
The functional manager’s involvement is limited to assigning personnel as needed and providing advisory expertise

Question 18

What is Project Team?

Answer 18

A manager is put in charge of a project team composed of a core personnel from several functional areas and or groups
The functional managers have not formal involvement

Question 19

What are the characteristics of Effective Project Managers?

Answer 19

Technical Skills

Administrative Skills

Interpersonal Skills

Question 20

What are the administrative Skills?

Answer 20

Project managers must be experienced in planning, organizing, staffing, and control techniques as they apply to projects

Question 21

What is the Manager’s Charter?

Answer 21

Known as the scope of authority
The responsibilities and authority of the project manager must be defined in writing in advance to clarify the interfaces between the project manager, functional managers and others to reduce the potential for conflict and confusion

Question 22

What are some Manager’s Charter?

Answer 22

• Control over the project budget, with signature authority on all work authorizations
• Responsibility to schedule and hold design reviews, determine the agenda and representation, and establish responsibility for follow-up action
• Responsibility for configuration and change control and for approving changes
• Authority to constitute and chair the make-or-buy and source selection board
• Responsibility for regular reporting to general management of project status
• Participation in the merit review process for all personnel on loan to the project

Question 23

Building the team is one of the prime responsibilities of ?

Answer 23

the project program manager

Question 24

Who is responsible for defining the basic team structure and operating concepts during the project formation stage?

Answer 24

Management

Question 25

Who is responsible for conducting team-building sessions throughout the project life cycle?

Answer 25

The Project Manager

Question 26

What is the principal business of the manager?

Answer 26

Communication

Question 27

When you begin your report, you start with?

Answer 27

With an Executive Summary. Place your conclusions and recommendations at the front. Followed by essential discussion, with peripheral material relegated to appendixes

Question 28

What are some Effectiveness as a Manager?

Answer 28

• Able to identify a problem, analyze it, and synthesize a solution
• Willingness to accept and even seek responsibility
• View their current assignment as the most important thing they have to do rather than a step toward promotion
• Good work habits, set personal goals and plan ahead
• Able to get results without upsetting people
• Have integrity
• Besides technical talent, they have demonstrated skill in marketing, finance, and employee relations
• Ability to make sound judgments