APM PMQ - Running and managing a project Exam Questions & Answers

Define an issue - Answer A formal issue occurs when the tolerances of delegated work are predicted to be exceeded or have been exceeded. This triggers the escalation of the issue from one level of management to the next in order to seek a solution. What is the issue management process? - Answer *IEMR* *Identify:* Identify right issues, discriminate from minor concerns, put in issue log. *Escalate:* PM escalates to owner, owner accountable. *Monitor:* Ongoing monitoring to ensure resolution actions impactful. *Resolve*: If owner doesn't resolve, PM must escalate to sponsor/programme manager. Update as resolved in log once approp. action taken. Define tolerance - Answer A permissable variation in performance parameters. What might an issue log include? (Name five) - Answer Description of the issue. Date issue was raised Who identified it Issue owner Present status Unique identifier Impact of issue on Project objectives Possible resolution Date of closure How do organisational structures vary in relation to projects? Give three examples with three points for each. - Answer On a continuum between: *Functional* - Immature project approach - Project team members taken from respective department (strict business unit structure). - Line manager has full authority. - Invisible PM (Projects coordinated at senior level) *Balanced Matrix* - Good for orgs. with mix of project and BAU. - Projects resourced by drawing staff from departments - Authority balanced between line manager and PM - Teams may be co-located. - PMs will be based in project dept. or in departments, *Projectised:* - Common for change heavy businesses e.g. consultancies. - Staff work in dedicated full time project teams. - PM has full authority. Name three strengths and weaknesses of a functional organisation - Answer *Strengths:* - Compromise solution for organisations that do not undertake many projects. - Develops strong specialist skills - Good if project is contained within one function - Facilitates efficient resource usage - Departmental lines of communication are clear. - Organisational structure is simple and clear *Weaknesses:* - Tends to concentrate on specialist goals - Project team members are not well integrated - lack of motivation - Inhibits development of general management skills. - Slow response / rate of change - Little customer focus - single point of contact. Think: How managers feel? How employees feel? How simple org structure? How efficient re resources? How develops skills/careers? Name three strengths and weaknesses of a Matrix Organisation? - Answer *Strengths:* - Balance between projects and BAU - Integration of projects within functional departments. - Specialist knowledge is developed and not lost - Flexible and efficient use of resources. - Employees may develop general management skills while maintaining reasonably clear career progression. - Global priorities are visible *Weaknesses:* - Individuals have two or more bosses - Conflict and stress are likely. - Project managers feel they have inadequate authority. - Organisations structure is more complex - Functional and project resource problems Think: How managers feel? How employees feel? How simple org structure? How efficient re resources? How develops skills/careers? Name three strengths and weaknesses of a projectised organisation - Answer *Strengths:* - Strong commitment to the project - single purpose and a high degree of autonomy - Integration of multiple disciplines - Develops general management skills - Clear management definition - team members know where they stand. - Can operate with informal communications. - Precise budget including transparent PM costs.