Write the comments for the response based upon the question

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question : Read the case study "The Invisible Sponsor" on page 658 and then pick one (1) of the following sets of three (3) questions to answer on page 660:

Set 1 - questions 1-3

Answers : There are 2 responses for this question, so we need to write our comments whether we agree or disagree and why in about 250 words

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Question 1: Read the case study "The Invisible Sponsor" on page 658 and then pick one (1) of the following sets of three (3) questions to answer on page 660: Set 1 - questions 1-3 Set 2 - question 4-6 Response: by Sandhya Bobili 1. Why do some executives refuse to function as project sponsors? The official is in charge of executing organizations long haul and here and now objectives alongside the projects. Venture support assumes a key part in venture achievement or disappointment. Support needs to favor the venture designs and nearly work with the project administrator to direct the surveys and screen the status of the task. It's exceptionally troublesome for administrators to deal with the activities alongside their duties. That will effect on the task results. On the off chance that the support didn't completely focus on the task that prompts disappointment of the project and spending plan may surpass than the normal and it’s difficult to convey in time. They may have less involvement with that specific sort of tasks. The individual who supports needs the thought regarding specialized condition and procedure of the task. That is the reason official's decline the project sponsorship. 2. Can an official be "constrained" to work as a support? if the official has involvement in the venture sponsorships can be compelled to function as task support, in view of the project significance and effect of the business. In the event that the organization is propelling task that influences the real business range or impacts the organization's future. Officials must need to fill in as a task support on those cases. On the off chance that they simply depend on the lower level administrators that influence the project result and friends' business or future. 3. Is it ideal for the support to be a definitive individual in charge of the achievement or disappointment of the venture? Project support play part in the task, He can impact the aggregate project. Support need the vision of the task and he needs to unmistakably survey the project designs before it's affirmed. Support should have the capacity to dissect the risks, results of the task and comprehend the venture advance. He needs to assume liability to clear the barricades of the venture. Support has full energy to take the choices in that venture and responsible for all project results. The principal obligation of venture support is to influence the project to finish the task effectively if the venture disappointment implies that is the disappointment of the task support. Answer : Please add your comments whether you accepting the response or against the response depending upon the question in more than 250 words Response: by Geethanjali 1. Why do some executives refuse to function as project sponsors? Based upon the type of project and size of an organization the role of project sponsor is being served by Single Person or Committee more often. If a single person or executive has to play the role than in many cases the complexity of taking the responsibility is lack of experience or lack of experience with the project. Considering all the required expenses, buffers, utilization of resources, etc. while making sure of Project Budget is a challenging job, especially when lacking experience with a particular client or organization. Balancing the perspectives of a customer as being the sponsor and being executive of an organization is the key. Although, any wrong decision can lead to face negative consequences, so everyone feels not to take up the risks as every higher-level position comes with bigger responsibility. 2. Can an executive be “forced” to function as a sponsor? According to a case study, it seems like an executive cab be forced to carry out responsibilities as a sponsor. As per my experience and knowledge, I have not seen anyone forced to play the role of a sponsor. It would not be the right and ethical decision. If a person is not willing there are more chances that forcing would push them for work they lack knowledge and experience of. Or even though they may have experience or knowledge, but Involvement is the most important element of success. Here In the case study, Moreland is more of a project is driven company and the case study states that the company is mature in project management. Moreland income is mostly generated or acquired through projects which they receive and would be a bad decision to appoint someone by forcing for sponsor role. Kerzner (2013) 3. Is it right for the sponsor to be the ultimate person responsible for the success or failure of the project? Project sponsor role comes with greater responsibility to control over project budget by controlling the processes, activities, and resources. If a person who is solely responsible for releasing funds as per required by project manager and processes. The project sponsor is responsible for taking an important decision in case of change management as being part of change control board. In my opinion, I would say it is the project sponsor’s responsibility if the project is successful or not. Although, I believe that the ideal condition in order to successfully work out for the project, is to create a project sponsor committee so that right decision can be made by the committee and not only one person. Answer : Please add your comments whether you accepting the response or against the response depending upon the question in more than 250 words ffirs.qxd 1/3/13 3:48 PM Page i ffirs.qxd 1/3/13 3:48 PM Page i PROJECT MANAGEMENT ffirs.qxd 1/3/13 3:48 PM Page ii Dr. Kerzner’s 16 Points to Project Management Maturity 1. Adopt a project management methodology and use it consistently. 2. Implement a philosophy that drives the company toward project management maturity and communicate it to everyone. 3. Commit to developing effective plans at the beginning of each project. 4. Minimize scope changes by committing to realistic objectives. 5. Recognize that cost and schedule management are inseparable. 6. Select the right person as the project manager. 7. Provide executives with project sponsor information, not project management information. 8. Strengthen involvement and support of line management. 9. Focus on deliverables rather than resources. 10. Cultivate effective communication, cooperation, and trust to achieve rapid project management maturity. 11. Share recognition for project success with the entire project team and line management. 12. Eliminate nonproductive meetings. 13. Focus on identifying and solving problems early, quickly, and cost effectively. 14. Measure progress periodically. 15. Use project management software as a tool—not as a substitute for effective planning or interpersonal skills. 16. Institute an all-employee training program with periodic updates based upon documented lessons learned. ffirs.qxd 1/3/13 3:48 PM Page iii PROJECT MANAGEMENT A Systems Approach to Planning, Scheduling, and Controlling ELEVENTH EDITION HAROLD KERZNER, Ph.D. Senior Executive Director for Project Management The International Institute for Learning New York, New York ffirs.qxd 1/3/13 3:48 PM Page iv Cover illustration: xiaoke ma/iStockphoto This book is printed on acid-free paper. Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for damages arising herefrom. For general information about our other products and services, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002. Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com. Library of Congress Cataloging-in-Publication Data: Kerzner, Harold. Project management : a systems approach to planning, scheduling, and controlling / Harold Kerzner, Ph. D. Senior Executive Director for Project Management, the International Institute for Learning, New York, New York. — Eleventh edition. pages cm Includes bibliographical references and index. ISBN 978-1-118-02227-6 (cloth); ISBN 978-1-118-41585-6 (ebk); ISBN 978-1-118-41855-0 (ebk); ISBN 978-1-118-43357-7 (ebk); ISBN 978-1-118-48322-0 (ebk); ISBN 978-1-118-48323-7 (ebk) 1. Project management. 2. Project management—Case studies. I. Title. HD69.P75K47 2013 658.4’04 —dc23 2012026239 Printed in the United States of America 10 9 8 7 6 5 4 3 2 1 ffirs.qxd 1/3/13 3:48 PM Page v To Dr. Herman Krier, my Friend and Guru, who taught me well the meaning of the word “persistence” ffirs.qxd 1/3/13 3:48 PM Page vi ftoc.qxd 1/3/13 3:50 PM Page vii Contents Preface 1 xxiii OVERVIEW 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 1.12 1.13 1.14 1.15 1.16 1.17 1.18 1.19 1.20 1.21 1.22 1.23 1 Introduction 1 Understanding Project Management 2 Defining Project Success 7 Success, Trade-Offs, and Competing Constraints 8 The Project Manager–Line Manager Interface 9 Defining the Project Manager’s Role 14 Defining the Functional Manager’s Role 15 Defining the Functional Employee’s Role 18 Defining the Executive’s Role 19 Working with Executives 19 Committee Sponsorship/Governance 20 The Project Manager as the Planning Agent 23 Project Champions 24 The Downside of Project Management 25 Project-Driven versus Non–Project-Driven Organizations 25 Marketing in the Project-Driven Organization 28 Classification of Projects 30 Location of the Project Manager 30 Differing Views of Project Management 32 Public-Sector Project Management 34 International Project Management 38 Concurrent Engineering: A Project Management Approach 38 Added Value 39 Studying Tips for the PMI® Project Management Certification Exam Problems 40 42 Case Study Williams Machine Tool Company 44 vii ftoc.qxd 1/3/13 3:50 PM Page viii viii CONTENTS 2 PROJECT MANAGEMENT GROWTH: CONCEPTS AND DEFINITIONS 47 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 2.15 2.16 2.17 2.18 2.19 2.20 2.21 2.22 Introduction 47 General Systems Management 48 Project Management: 1945–1960 48 Project Management: 1960–1985 49 Project Management: 1985–2012 55 Resistance to Change 59 Systems, Programs, and Projects: A Definition 64 Product versus Project Management: A Definition 66 Maturity and Excellence: A Definition 68 Informal Project Management: A Definition 69 The Many Faces of Success 70 The Many Faces of Failure 73 The Stage-Gate Process 76 Project Life Cycles 78 Gate Review Meetings (Project Closure) 83 Engagement Project Management 84 Project Management Methodologies: A Definition 85 Enterprise Project Management Methodologies 87 Methodologies Can Fail 91 Organizational Change Management and Corporate Cultures 94 Project Management Intellectual Property 100 Systems Thinking 101 Studying Tips for the PMI® Project Management Certification Exam Problems 107 Case Study Creating a Methodology 108 3 ORGANIZATIONAL STRUCTURES 3.0 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 111 Introduction 111 Organizational Work Flow 113 Traditional (Classical) Organization 114 Developing Work Integration Positions 117 Line-Staff Organization (Project Coordinator) 121 Pure Product (Projectized) Organization 122 Matrix Organizational Form 125 Modification of Matrix Structures 132 The Strong, Weak, or Balanced Matrix 136 Center for Project Management Expertise 136 Matrix Layering 137 104 ftoc.qxd 1/3/13 3:50 PM Page ix ix Contents 3.11 3.12 3.13 3.14 3.15 3.16 3.17 Selecting the Organizational Form 138 Structuring the Small Company 143 Strategic Business Unit (SBU) Project Management 146 Transitional Management 147 Barriers to Implementing Project Management in Emerging Markets 149 Seven Fallacies that Delay Project Management Maturity 156 Studying Tips for the PMI® Project Management Certification Exam 159 Problems 161 Case Studies Jones and Shephard Accountants, Inc. Coronado Communications 168 4 ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM 171 4.0 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 Introduction 171 The Staffing Environment 172 Selecting the Project Manager: An Executive Decision 174 Skill Requirements for Project and Program Managers 178 Special Cases in Project Manager Selection 184 Selecting the Wrong Project Manager 184 Next Generation Project Managers 188 Duties and Job Descriptions 189 The Organizational Staffing Process 193 The Project Office 199 The Functional Team 204 The Project Organizational Chart 205 Special Problems 208 Selecting the Project Management Implementation Team 210 Mistakes Made by Inexperienced Project Managers 213 Studying Tips for the PMI® Project Management Certification Exam Problems 5 166 216 MANAGEMENT FUNCTIONS 5.0 5.1 5.2 5.3 5.4 5.5 5.6 223 Introduction 223 Controlling 225 Directing 225 Project Authority 230 Interpersonal Influences 237 Barriers to Project Team Development 240 Suggestions for Handling the Newly Formed Team 243 214 ftoc.qxd 1/3/13 3:50 PM Page x x CONTENTS 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 5.18 5.19 5.20 5.21 5.22 5.23 5.24 5.25 5.26 5.27 5.28 5.29 5.30 Team Building as an Ongoing Process 246 Dysfunctions of a Team 247 Leadership in a Project Environment 250 Life-Cycle Leadership 252 Value-Based Project Leadership 255 Organizational Impact 257 Employee–Manager Problems 259 Management Pitfalls 262 Communications 265 Project Review Meetings 274 Project Management Bottlenecks 275 Cross-Cutting Skills 276 Active Listening 277 Project Problem-Solving 278 Brainstorming 288 Project Decision-Making 293 Predicting the Outcome of a Decision 301 Facilitation 303 Handling Negative Team Dynamics 306 Communication Traps 307 Proverbs and Laws 309 Human Behavior Education 311 Management Policies and Procedures 312 Studying Tips for the PMI® Project Management Certification Exam 313 Problems 318 Case Studies The Trophy Project 327 Communication Failures 329 McRoy Aerospace 332 The Poor Worker 333 The Prima Donna 334 The Team Meeting 335 Leadership Effectiveness (A) 337 Leadership Effectiveness (B) 341 Motivational Questionnaire 347 6 MANAGEMENT OF YOUR TIME AND STRESS 6.0 6.1 6.2 6.3 Introduction 355 Understanding Time Management 356 Time Robbers 356 Time Management Forms 358 355 ftoc.qxd 1/3/13 3:50 PM Page xi xi Contents 6.4 6.5 6.6 Effective Time Management 359 Stress and Burnout 360 Studying Tips for the PMI® Project Management Certification Exam 362 Problems 363 Case Study The Reluctant Workers 7 CONFLICTS 7.0 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 364 365 Introduction 365 Objectives 366 The Conflict Environment 367 Types of Conflicts 368 Conflict Resolution 371 Understanding Superior, Subordinate, and Functional Conflicts 372 The Management of Conflicts 374 Conflict Resolution Modes 375 Studying Tips for the PMI® Project Management Certification Exam 377 Problems 379 Case Studies Facilities Scheduling at Mayer Manufacturing 382 Telestar International 383 Handling Conflict in Project Management 384 8 SPECIAL TOPICS 8.0 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.10 8.11 8.12 8.13 391 Introduction 392 Performance Measurement 392 Financial Compensation and Rewards 399 Critical Issues with Rewarding Project Teams 405 Effective Project Management in the Small Business Organization 408 Mega Projects 410 Morality, Ethics, and the Corporate Culture 411 Professional Responsibilities 414 Internal Partnerships 417 External Partnerships 418 Training and Education 420 Integrated Product/Project Teams 422 Virtual Project Teams 424 Breakthrough Projects 427 ftoc.qxd 1/3/13 3:50 PM Page xii xii CONTENTS 8.14 Managing Innovation Projects 427 8.15 Agile Project Management 430 8.16 Studying Tips for the PMI® Project Management Certification Exam 431 Problems 437 Case Study Is It Fraud? 440 9 THE VARIABLES FOR SUCCESS 9.0 9.1 9.2 9.3 9.4 9.5 9.6 9.7 443 Introduction 443 Predicting Project Success 444 Project Management Effectiveness 448 Expectations 449 Lessons Learned 450 Understanding Best Practices 451 Best Practices versus Proven Practices 458 Studying Tips for the PMI® Project Management Certification Exam Problems 459 460 Case Study Radiance International 460 10 WORKING WITH EXECUTIVES 10.0 10.1 10.2 10.3 10.4 10.5 10.6 10.7 10.8 463 Introduction 463 The Project Sponsor 464 Handling Disagreements with the Sponsor 474 The Collective Belief 475 The Exit Champion 476 The In-House Representatives 477 Stakeholder Relations Management 478 Politics 486 Studying Tips for the PMI® Project Management Certification Exam 487 Problems 488 Case Studies Corwin Corporation 491 The Prioritization of Projects 499 The Irresponsible Sponsors 500 Selling Executives on Project Management 502 ftoc.qxd 1/3/13 3:50 PM Page xiii xiii Contents 11 PLANNING 11.0 11.1 11.2 11.3 11.4 11.5 11.6 11.7 11.8 11.9 11.10 11.11 11.12 11.13 11.14 11.15 11.16 11.17 11.17 11.19 11.20 11.21 11.22 11.23 11.24 11.25 11.26 11.27 11.28 11.29 11.30 11.31 11.32 11.33 11.34 11.35 11.36 Introduction 505 Validating the Assumptions 508 Validating the Objectives 509 General Planning 510 Life-Cycle Phases 513 Proposal Preparation 516 Kickoff Meetings 516 Understanding Participants’ Roles 519 Project Planning 519 The Statement of Work 521 Project Specifications 526 Milestone Schedules 528 Work Breakdown Structure 529 WBS Decomposition Problems 536 Work Breakdown Structure Dictionary 540 Role of the Executive in Project Selection 541 Role of the Executive in Planning 546 The Planning Cycle 546 Work Planning Authorization 547 Why Do Plans Fail? 548 Stopping Projects 549 Handling Project Phaseouts and Transfers 550 Detailed Schedules and Charts 551 Master Production Scheduling 554 Project Plan 556 Total Project Planning 561 The Project Charter 565 Project Baselines 566 Verification and Validation 570 Requirements Traceability Matrix 571 Management Control 572 The Project Manager–Line Manager Interface 575 Fast-Tracking 577 Configuration Management 578 Enterprise Project Management Methodologies 579 Project Audits 582 Studying Tips for the PMI® Project Management Certificat ...
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Attached is the complete work along with the outline. Please feel to ask for any corrections or clarification. Thank you!😊

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Surname 1
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February 14, 2019
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Response: by Sandhya Bobili
In question 1, I agree with you about the heavy duties and responsibilities allocated to
project sponsors. This is the...

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Anonymous
Good stuff. Would use again.

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