Suppose the Scope Triangle presented in Chapter 1 were modified as follows Resource Availability occupies the center and the three sides are Scope Cost and Schedule

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Suppose the Scope Triangle presented in Chapter 1 were modified as follows Resource Availability occupies the center and the three sides are Scope Cost and Schedule

Please answer 10 question from attached book

  1. Suppose the Scope Triangle presented in Chapter 1 were modified as follows: Resource Availability occupies the center, and the three sides are Scope, Cost, and Schedule. Interpret this triangle as if it were a system in balance. What is likely to happen when a specific resource of your project is concurrently allocated to more and more projects? As project manager, how would you deal with these situations?
  2. Consider a project management methodology that specifies only the six questions stated in the “Understanding the Fundamentals of Project Management” section of Chapter 2. All that is required of the project manager and the client is to provide answers to those six questions. Could this approach be made to work? If yes, how? If not, why not?
  1. For each of the five PMLC models illustrated in Chapter 2, identify the specific points where client involvement is needed. What specific actions would you task as project manager to ensure that involvement?
  2. Where in each of the five PMLC models illustrated in Chapter 2 would you expect the most failures occur? Why?
  3. Where in each of the five PMLC models illustrated in Chapter 2 would you expect the greatest risk? Why?
  4. For each of the five PMLC models illustrated in Chapter 2, identify a project from your experience that would seem to have a good fit. Would using that PMLC for that project have improved the outcome? Why?
  5. Referring to the PDQ Case Study presented in Appendix C, what PMLC model would you use for each of the six subsystems (Order Entry, Order Submit, Routing, Inventory Management, and Pizza Factory Locator)? Defend your choices.
  1. Strategic planning horizons have changed from 5 years, to 3 years, and even to 1 year. Chapter 3 advocates a continuous process that includes quarterly reviews of projects, programs, and portfolios where changes to the strategic plan can be made at any quarterly review. As your enterprise implements transitioning to a continuous process, what obstacles can they expect? What would you recommend they do to mitigate these obstacles?
  2. A big challenge in implementing the Co-Manager model, presented in Chapter 4, is giving the client equal authority and responsibility in managing the project. The process co-manager has to relinquish authority and the product co-manager has to acquire that authority and responsibility. What specific actions should each co-manager take in order to establish that equality?
  3. As far as your company’s needs for a project management methodology are concerned, are any of the Process Groups, presented in Chapter 5, incomplete? Do any of the Process Groups have superfluous processes that would not be applicable to your company? Which are they and why would they not work for you?