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1why is it important to have a project scope checklist what

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Reference no: EM13370189 , Length: 1200 words

(1) Why is it important to have a project scope checklist? What are the major components and how should they integrate into the over-arching company mission/vision? Why is scope important? Do you have any examples of projects you are familiar with that have had problems with scope or project creep?

(2) What is the hierarchical breakdown of the Work Breakdown Structure (WBS)? Why might it be important? How should this help a manager determine resources to apply to tasks? How is it integrated into the Organizational Breakdown Structure? The Process Breakdown Structure?

(3) What is a responsibility matrix? Why is it important? What level of detail do you feel is necessary to effectively use this tool? Why?

(4) What is a critical path? Why is it important to know? In your opinion, what is the best way to manage a project if there are time constraints? Why? Give some examples.

(5) (Refer to the external link on Monte Carlo simulations, or use other sources in addition to the text discussion on risk assessment.) Why might a Monte Carlo simulation help a Project Manager assess risk? Is this a proactive process? How is an estimate associated with Monte Carlo simulations?

(6) What are some examples of project constraints? What in your opinion is the most problematic constraint in the case study you recently selected? What will you as the project manager do to mitigate the constraint?

(7) The text listed nine skills/traits that are associated with being an effective project manager. In your view, what are the most important traits? What about the least important? Why?

(8) Certainly rewards are a large part of why we go to work. There are times as a project manager where we may be asked to decide on the method of rewarding our project group. Which do you feel is better: individual rewards or group rewards when it comes to giving credit? Why? Can there be situations where you may change your mind?

(9) Why should contractors (or suppliers) and owners want to enter into a partnering arrangement with each other? Does it seem a bit counter-intuitive since both parties are generally trying to maximize profits?

(10) What does the Balanced Scorecard technique do for us? How is it different than other ways to measure progress? Is it practical to use for all projects, or would you recommend it for only more complex projects? Why or why not?

(11) Describe one or two of your favorite measures when tracking projects. What do you like about them? How could you see using them when monitoring the progress of your project?

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Reference no: EM13370189

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