a. conflicts further the objectives of the project while

a.      
A moderately
complex project has indirect costs such as supervision, administration, consultants,
and interest. These are all correlated with time. The less time that is used
for a project, the less indirect costs like administration or interest to be
charged.

b.     
1. Unforeseen
delays. Often times uncontrollable aspects like adverse weather, design flaws,
and equipment breakdowns can cause substantial delays in the project timeline.

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2. Incentive contracts are also a common
reason for crashing a project. It is an incentive for both the project group
and the owners for a project to be ahead of schedule. Less down time means more
productive time.

3. Imposed deadlines is another reason for
accelerating. This is basically when a person relative to a project makes a
bold statement about the completion date without adequate research and planning,
and then society expects it to be done at that time.

4. High overheads are another reason. High
operating costs that occur each day during a project will definitely make a
project group and owner want to consider shedding some weight and cracking the
whip.

5. Reassigning key equipment and/or people
is the last reason. Not every project can be planned perfectly, so some
resources may have to be reallocated to other more critical branches of the
project to keep it afloat.

2.     
 

a.      
The difference
between functional and dysfunctional conflict is not always clear. Sometimes
conflict is good for a project team to face an elephant in the room, or it
could hurt the team by burning bridges. Basically speaking, functional
conflicts further the objectives of the project while dysfunctional conflict
will hinder project performance.

b.     
A project
manager can take the following steps to avoid the pitfalls of a highly cohesive
project team including groupthink, bureaucratic bypass syndrome, team
infatuation or going native. Having awareness is critical to mitigating the
negative effects of a highly cohesive team by being aware that there is a
potential downside to such teams and can recognize the symptoms associated with
cohesive project teams. Reducing isolation is also great by creating
work-related connections outside the project team. Encouraging functional
conflict is also a great tactic by the project manager playing the role of
devil’s advocate to encourage positive conflict can break up the mundane
routine. Formal team building sessions are the last tactic that can help
identify and eliminate dysfunctional norms and refocus the team’s attention on
project objectives.

3.     
 

a.      
It is important
for project managers to resist changes to the project baseline because changes
can undermine the baseline’s effectiveness as a mechanism for monitoring
project progress and tracing back delays and problems. Changes to the baseline
should only be made if it is clear the project will fail without the change, if
the project will be significantly improved by the change, or if the customer
wants the change and will pay for it. Changes to the baseline should not be
made to disguise poor performance on past of current work or after a work
package or cost account is complete. This is a practice known as rubber
baseline.

b.     
Earned value
measures what was achieved for the resources used. It gives a clearer visual
representation of the project schedule and resource status than a simple plan
versus an actual system. This occurs because of the earned value system
includes the time variable in measuring progress. The plan versus actual system
has the ability to lead to false conclusions.

4.     
 

a.      
The statement shows
flawed logic for not closing the project. The final word to go on or close the
project should be grounded on how the project continues to uphold the
organizational strategy. Fallen costs should not contribute into the choice,
only for future risks and project benefits.

b.     
I would assess
all the variables that led up to us being in the above stated predicament and
document in the lessons learned section of what shouldn’t have transpired. This
allows a project team to learn from their mistakes to not fall in the same
pitfall again. Avoiding mistakes already made before in the past is critical
for a project management team to reach optimal performance.

5.     
 

a.      
The scope of the
project evolves over time through a series of incremental iterations. Each
iteration is a sub-project with the goal of creating workable product which
satisfies one or more product features. At the end of each iteration the
product is demonstrated to various stakeholders and adjustments are made. Each
new iteration assumes the work of previous iterations and adds new capabilities
to the evolving product. Three important advantages of incremental iterative
development for creating new products are continuous integration, verification,
and validation of the evolving product. Also, frequent demonstration of
progress which increases the likelihood that the end-product will satisfy
customer needs and early detection of defects and problems.

b.     
The traditional
project management approach relies heavily on predictive planning. The logic behind
that is that if you plan, execute, and take corrective action the project will
be successful. Project planning requires a fair amount of predictability both
in terms of project scope and technology. If you don’t know what you are trying
to obtain or how to obtain it then it is impossible to come up with a detailed
plan to manage it. The plan would constantly have to be re-planned as questions
regarding scope and technology become answered.

a.      
A moderately
complex project has indirect costs such as supervision, administration, consultants,
and interest. These are all correlated with time. The less time that is used
for a project, the less indirect costs like administration or interest to be
charged.

b.     
1. Unforeseen
delays. Often times uncontrollable aspects like adverse weather, design flaws,
and equipment breakdowns can cause substantial delays in the project timeline.

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For You For Only $13.90/page!


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2. Incentive contracts are also a common
reason for crashing a project. It is an incentive for both the project group
and the owners for a project to be ahead of schedule. Less down time means more
productive time.

3. Imposed deadlines is another reason for
accelerating. This is basically when a person relative to a project makes a
bold statement about the completion date without adequate research and planning,
and then society expects it to be done at that time.

4. High overheads are another reason. High
operating costs that occur each day during a project will definitely make a
project group and owner want to consider shedding some weight and cracking the
whip.

5. Reassigning key equipment and/or people
is the last reason. Not every project can be planned perfectly, so some
resources may have to be reallocated to other more critical branches of the
project to keep it afloat.

2.     
 

a.      
The difference
between functional and dysfunctional conflict is not always clear. Sometimes
conflict is good for a project team to face an elephant in the room, or it
could hurt the team by burning bridges. Basically speaking, functional
conflicts further the objectives of the project while dysfunctional conflict
will hinder project performance.

b.     
A project
manager can take the following steps to avoid the pitfalls of a highly cohesive
project team including groupthink, bureaucratic bypass syndrome, team
infatuation or going native. Having awareness is critical to mitigating the
negative effects of a highly cohesive team by being aware that there is a
potential downside to such teams and can recognize the symptoms associated with
cohesive project teams. Reducing isolation is also great by creating
work-related connections outside the project team. Encouraging functional
conflict is also a great tactic by the project manager playing the role of
devil’s advocate to encourage positive conflict can break up the mundane
routine. Formal team building sessions are the last tactic that can help
identify and eliminate dysfunctional norms and refocus the team’s attention on
project objectives.

3.     
 

a.      
It is important
for project managers to resist changes to the project baseline because changes
can undermine the baseline’s effectiveness as a mechanism for monitoring
project progress and tracing back delays and problems. Changes to the baseline
should only be made if it is clear the project will fail without the change, if
the project will be significantly improved by the change, or if the customer
wants the change and will pay for it. Changes to the baseline should not be
made to disguise poor performance on past of current work or after a work
package or cost account is complete. This is a practice known as rubber
baseline.

b.     
Earned value
measures what was achieved for the resources used. It gives a clearer visual
representation of the project schedule and resource status than a simple plan
versus an actual system. This occurs because of the earned value system
includes the time variable in measuring progress. The plan versus actual system
has the ability to lead to false conclusions.

4.     
 

a.      
The statement shows
flawed logic for not closing the project. The final word to go on or close the
project should be grounded on how the project continues to uphold the
organizational strategy. Fallen costs should not contribute into the choice,
only for future risks and project benefits.

b.     
I would assess
all the variables that led up to us being in the above stated predicament and
document in the lessons learned section of what shouldn’t have transpired. This
allows a project team to learn from their mistakes to not fall in the same
pitfall again. Avoiding mistakes already made before in the past is critical
for a project management team to reach optimal performance.

5.     
 

a.      
The scope of the
project evolves over time through a series of incremental iterations. Each
iteration is a sub-project with the goal of creating workable product which
satisfies one or more product features. At the end of each iteration the
product is demonstrated to various stakeholders and adjustments are made. Each
new iteration assumes the work of previous iterations and adds new capabilities
to the evolving product. Three important advantages of incremental iterative
development for creating new products are continuous integration, verification,
and validation of the evolving product. Also, frequent demonstration of
progress which increases the likelihood that the end-product will satisfy
customer needs and early detection of defects and problems.

b.     
The traditional
project management approach relies heavily on predictive planning. The logic behind
that is that if you plan, execute, and take corrective action the project will
be successful. Project planning requires a fair amount of predictability both
in terms of project scope and technology. If you don’t know what you are trying
to obtain or how to obtain it then it is impossible to come up with a detailed
plan to manage it. The plan would constantly have to be re-planned as questions
regarding scope and technology become answered.

x

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