A new project manager is having difficulty creating a WBS with the team. He started by making a list of the project activities, which he distributed to team members. Some of these team members have more experience than the project manager, and are not happy about trying to convert his list into a WBS. The team is spending a lot of time trying to agree on work package definitions, and some feel the project manager's list is more of a distraction than a help. The project manager realizes that the team is becoming increasingly frustrated. To alleviate this situation, the project manager should ask for help from:
The project management office
Other project managers
The organization has grown rapidly in the last two years. Many employees have been given project management responsibilities to help the organization reach the objectives established for the next 12 months. The staff of the PMO has been trained on their role in managing the projects. With all the staff additions, there is disagreement over the best approach to complete a project. In the company's monthly training session, the PMO staff will be clarifying the approach. They have started to outline how to present the information and have agreed on the following: The project management processes can be categorized into five groups. These process groups are linked by the results they produce. The outputs of one often become the inputs to another. What is the most appropriate sequence of the five project management process groups?
Initiating, monitoring and controlling, planning, executing, closing
Initiating, executing, monitoring and controlling, planning, closing
Initiating, planning, monitoring and controlling, executing, closing
Initiating, planning, executing, monitoring and controlling, closing
A successful project requires an understanding of the roles and responsibilities of everyone involved. The person(s) who enforces quality policies, helps evaluate trade-offs during crashing, fast tracking, and reestimating, resolves conflicts that extend beyond the project manager’s control, and approves, rejects or defers changes, or authorizes a change control board to do so is the:
Your company is expanding and needs to move its call center to a different facility on the other side of town. This move is a potential risk because not all call center operators will want to make the commute. Your company has assigned you to manage the move when you are called to an executive meeting in the CEO's office. They ask your opinion on upgrading the call center's computer hardware and software along with the moving project. You know that success in this project could significantly enhance your career. You tell them:
You can include the work in your project if given sufficient initiating and planning time.
You'll do the move first then upgrade the hardware and software as an additional project.
These are three separate projects. Combining projects with unrelated objectives could bring unnecessary risk.
You want to understand how these projects map to corporate strategic objectives.
The ongoing definition of a project as more information becomes available to the team is called:
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