Your new project includes outsourced work, and has been going badly. The project deliverables have changed three times, the functional managers keep removing people from the team, and the project schedule baseline has been adjusted four times in the first week. This is most likely due to a lack of:
A scope management plan
A signed project charter
Clear direction from the sponsor
A resource management plan
As an output of Identify Stakeholders, the stakeholder register includes which of the following?
Stakeholder name, major requirements, and communication requirements
Role, major requirements, influence, and classification
Communication requirements, expectations, and level of influence
Interrelationships, level of interest, and engagement level
The software development project has progressed according to plan. The team is very enthusiastic about the product they have created. Now they are looking ahead to finding new projects to work on. You caution them that the current project cannot be considered complete until after the closing process group. Closure includes all the following except:
Updating the company's organizational process assets
Determining performance measures
Turning over the product of the project
Documenting the degree to which each project phase was properly closed after its completion
There are four people on the project team. Work is progressing according to the plan when the customer offers a large bonus if the project can be completed six weeks ahead of schedule. After consulting with management and following change control procedures, the project manager agrees to the new completion date. In order to meet that date, she adds three additional team members. How many channels of communication are there now?
You have several project deliverables that are being provided by sellers. Their teams are working closely with your teams to analyze, evaluate, test, and implement the deliverables within the scope. So far, the issues that have occurred have been within acceptable levels or there has been a plan put in place, either by your team or the seller, to deal with them. Each time an issue occurs, you meet with the team and discuss it. Sometimes there are concerns expressed about who is responsible for handling the issue, even though there has been a plan in place. You have observed that this type of situation can cause tension to build during team meetings. Some of the things you can do to enhance team buy-in and cohesion include:
Discuss lessons learned in the project team meetings, make sure the right people get reports, and hold team members accountable for doing what they committed to doing.
Use project organization charts, ensure people understand the message as you meant it, and make sure everyone gets the same information.
Use emotional intelligence to show empathy and to influence the team, colocate the team, and develop and enforce good ground rules.
Send messages in the mode best for the situation, remember to communicate both up and down the organization, and ensure team members capture lessons learned as they happen.
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