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What are some of the benefits of setting up a project plan for routine frequent projects?
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What are the fundamental characteristics of a project as opposed to routine management functions?
The fundamental characteristics of a Project are managing change, time, costs, scope, risks, quality and delivering the outputs/products. Routine management (characterised by routine business as usual functions) include managing processes, optimising time, reducing costs, containing and maintaining the scope, maintaining and improving quality and reducing risks, whilst using the outputs of the projects to create outcomes and benefits for the business.
What is the project's sensitivity?
That depends on the project. Some projects require everyone who participates to sign a nondisclosure agreement and each phase of the project is completed with the greatest degree of confidentiality (especially those project related to trade secrets or development of a new patent). Other projects are routine with no reason for secrecy, especially publicly-bid projects, where almost everything is a matter of public record.
What are the benefits of careful planning to the project manager?
Projects are always one-of-a-kind undertakings. Anything that is routine does not fall under project management. Often nobody exactly knows what needs to be done prior to execution. Thorough planning is needed to reduce much of the uncertainty surrounding the execution of the project. Some projects are small and relatively simple while others are very large and complex. Especially in these large and complex projects there are many tasks that depend on each other. For example, you first need to pour the foundation of your house before you can build the walls. Careful planning is needed to execute the project tasks in the correct order and to make sure they are performed on time to minimize waiting time and resulting cost overruns. You do not want your drywall crew to wait around while the electrician finishes up his work. A waiting crew costs money and is not productive. To avoid these kinds of mishaps you need to think hard and thorough about how you are going to execute a project. Careful planning will safe money and immensely improve the chance that that your project finishes on time and within budget. If you do not feel comfortable about preparing such a planning yourself get an expert involved. The money you pay for the expert advice is many times over recovered during the execution because you spare yourself delays and unexpected costs due to poor planning.
What types of conflicts can occur among project manager line manager and functional manager during the project life cycle and what modes should be used for their resolution?
Many types of conflicts derive directly from the inherent nature of projects, not from the people involved. By assigning blame for conflict to various people involved in the project, you push the energy in a negative direction. By understanding that people in conflict are the potential means for positive outcomes, you begin to develop the mindset needed to vitalize people from conflicts. Conflicts occur for a variety of reasons. Project leaders report that conflicts typically arise over the following seven points of contention. Note that the first six are related more to the situation than to the people in the situation. People are not the source of conflict; they are the players in the situation. Indeed, they are the means for turning conflict into positive energy. Conflicts stem from these seven sources: 1. Priorities of tasks and objectives. Participants often have different views about the proper sequence of tasks and about the importance of tasks and objectives. Such differences occur not only within the project team but also between the project team and other support groups, as well as between the team and the client. 2. Administrative procedures. Disagreements often arise over how a project will be managed---for example, over the definition of the project leader's reporting relationships and responsibilities, operational requirements, interdepartmental work agreements, and levels of administrative support. 3. Technical opinions. The less routine a project, the more likely it is that there are differences of opinion about the "best way" to accomplish the task. Disagreements may arise over specifications, technical trade-offs, and techniques to achieve the required performance. For example, the director and the film editor on a movie project may have entirely different and competing viewpoints on how best to achieve a certain effect with the camera and special effects. 4. Staffing and resource allocations. Conflicts arise over how best to allocate people to various projects and within project assignments. One team member complains that she always gets the "grunt work" while others get the glamorous assignments. Not only do individuals disagree over which projects their functional manager should assign them to, but they also face competing demands from their project leader and functional manager. This leads to both interpersonal strife and personal stress. 5. Costs and budgets. "How much is this going to cost?" and "Why is this costing so much?" are frequent sources of disagreement throughout a project. These differences often arise because it is difficult to estimate costs in the face of uncertainty. A functional support group, for example, may see the funds allocated by the project leader as insufficient for the work requested, while the client may feel that costs are too high. 6. Schedules. A constant source of tension is the client asking "How long is this going to take?" while the project team feels "I don't have enough time allocated to do a quality job." The tension really arises because we are dealing with estimates about the future, and the future can seldom be predicted with certainty. At the other extreme, if in making our estimates we take into account all the possible things that could happen, the project might never be completed. Further, tension is often generated around the sequencing of events, as in the case of "Finish the documentation on this project before starting to program the next portion of the new accounting system." 7. Interpersonal and personality clashes. Conflicts arise not just over technical issues but also over "style" or "ego centered" issues like status, power, control, self-esteem, and friendships. Such conflicts may emerge from real personality and style differences, but often they are based on differences that emerge from departmental or organizational factors like varying past experience and different perspectives on time horizons.
What are the duties of a production manager?
Your Answer: Handle routine logistics, such scheduling, budgeting and arranging for permits
What are the fundamental characteristics of a project as opposed to routine management functions?
The fundamental characteristics of a Project are managing change, time, costs, scope, risks, quality and delivering the outputs/products. Routine management (characterised by routine business as usual functions) include managing processes, optimising time, reducing costs, containing and maintaining the scope, maintaining and improving quality and reducing risks, whilst using the outputs of the projects to create outcomes and benefits for the business.
A regimen of frequent baths and showers?
A clean routine
What is the project's sensitivity?
That depends on the project. Some projects require everyone who participates to sign a nondisclosure agreement and each phase of the project is completed with the greatest degree of confidentiality (especially those project related to trade secrets or development of a new patent). Other projects are routine with no reason for secrecy, especially publicly-bid projects, where almost everything is a matter of public record.
What is the sensitivity?
That depends on the project. Some projects require everyone who participates to sign a nondisclosure agreement and each phase of the project is completed with the greatest degree of confidentiality (especially those project related to trade secrets or development of a new patent). Other projects are routine with no reason for secrecy, especially publicly-bid projects, where almost everything is a matter of public record.
How do you ensure that the workplace always appears hygienic?
Establish a frequent and routine cleaning process.
What is a regimen of frequent baths and showers called?
Hygiene is the routine or regimen of practice to maintain health. Frequent baths and showers are often parts of one's person hygiene regimen.
What is a live project?
Nirvana:: Live project means something that is real. Not something that you do for a college/ university assignment. Application is a solution of a problem or something that helps you achieve a goal. A project is a temporary effort to create a unique product or service. Projects usually include constraints and risks regarding cost, schedule or performance outcome. It has got a definite beginning and an end. A routine job is not a project. Project is always unique. Projects are temporary in nature and have definitive start dates and definitive end dates. The project is completed when its goals and objectives are accomplished. Sometimes projects end when it’s determined that the goals and objectives cannot be accomplished or when the product or service of the project is no longer needed and the project is canceled. Projects exist to bring about a product or service that hasn’t existed before. This may include tangible products, services such as consulting or project management, and business functions that support the organization. Projects may also produce a result or an outcome, such as a document that details findings of a research study. In this sense, a project is unique.
What is the difference between a project and business as usual?
1) A project has a start and a finish whereas a BAU are on-going operations which a repetitive in nature. For example introducing and IT system is a project whereas manufacturing car is an operations. A project is a set of coordinated activities which are planned, monitored and controlled. 2) Projects brings about change which will ideally deliver benefits once the project is completed whereas BAU is steady process and where changes are made slowly via looks for continual improvement. 3) BAU is routine and has the same people working together whereas a project tend to bring people together that probably have never worked together. This can be one of the major challenges in project environment as not everyone will in the project team will understand the motives and expectation of the other team members. 4) There are risks associated with projects where in BAU people are sometimes adverse to risk. This is because project involve significant change and the results cannot be evaluated until the end of the project. Whereas the results of BAU activities are more immediate. 5)Projects team are disbanded when the project is finished where BAU have people continuity. This presents a real challenge for a project manager at the end of the project because it can lead to de-motivation of the project team whereas BAU activities are more stable.
Describe typical critriia that determine work methods for routine types of projects?
General and administrative costs and Direct costs are the criteria that determine work methods for routine types of projects.
Define project driven vs non project driven organization?
Project driven organizations are those companies whose business is made up of projects, such as construction, architecture, etc...Non Project driven organizations are those companies whose main business is routine stuff, for example insurance companies.
Is Budgeting a project is often more difficult than budgeting routine activities?
matter of opinion
Benefits from field trips?
Field trips allow students to escape the routine of their classrooms and explore.
