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strong matrix weak matrix projectized functional
works their way up from assistants in the project office to full-fledged project managers, supplementing that experience with formal education comes right from Havard's MBA program into managing very large projects is considered the technical expert of their field has considerable experience as a functional manager before moving in to the project management arena
create a project scope statement confirm that all the stakeholders have had input into the scope analyze project risk begin work on a project management plan
Report your evaluation to the upper managemen Have a team meeting to find the alternatives to meet the project schedul Meet the previous project manager and turn the project bac Execute the project as planned by the previous manage
Report your evaluation to the upper management Have a team meeting to find the alternatives to meet the project schedule Meet the previous project manager and turn the project back Execute the project as planned by the previous manager
Plannin Executin Monitoring and controllin Closin
The project manager did not get buy-in from the manager for the resources on the project. The project manager did not create an adequate reward system for team members to improve their cooperation. The project manager should have had a meeting with the team member's boss the first time the team member caused trouble. The project manager does not have work packages.
Create WBS and activity definitio Activity duration estimating and schedule developmen Human resource planning and cost estimatin Cost estimating and cost budgetin
Make the change happen as soon as possibl Contact the project sponsor for permissio Go to the change control boar Evaluate the other components of the“triple constraint”．
using earned value compromising increase costs even further withdrawing
Schedule developmen Scope verificatio Monitor and control project wor Information distributio
tell the customer that he will not address any problems because this is only an information exchange meeting tell the customer that the problem is not sufficiently defined to determine the appropriate action collect as much information on the problem without committing his company to a solution give the customer a range of solutions that might be acceptable to his company
The project manager did not get buy-in from the manager for the resources on the projec The project manager did not create an adequate reward system for team members to improve their cooperatio The project manager should have had a meeting with the team member’s boss the first time the team member caused troubl The project manager does not have work package
Assign resource. Revise the project plan. Evaluate impact. Request change control board involvement.
create a project scope statement confirm that all the stakeholders have had input into the scope analyze project risk begin work on a project management plan
Update the details in work product information and share that with functional manager. Update the details in performance measurement baseline and share that with functional manager. Have an informal discussion with the team member to find out the reason. Formally communicate the slippage from the team member to the functional manager and request him to discuss with the employee to ensure that this will not happen in the future.
Check risk status Check cost performance Determine a management strategy Tell the team your objectives
tell the customer that he will not address any problems because this is only an information exchange meeting tell the customer that the problem is not sufficiently defined to determine the appropriate action collect as much information on the problem without committing his company to a solution give the customer a range of solutions that might be acceptable to his company
Understand the experience of the sponsor on similar project Create an activity lis Make sure the project scope is define Complete risk management and issue the responsibility assignment matri
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