《項目管理》chapter 16 oversigh

1、2022-1-22編輯ppt1 管理學院 School of Management 佟瑞 Edward Tong， MPM，MBAOversightCHAPTER SIXTEEN Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin編輯ppt3Where We Are Now編輯ppt4Project Oversight Project Oversight A set of principles and processes to guide and improve the

2、management of projects. Oversights Purposes: To ensure projects meet the organizational needs for standards, procedures, accountability, efficient allocation of resources, and continuous improvement in the management of projects To support the project manager編輯ppt5Oversight Activities At the Organiz

3、ation Level Project selection. Portfolio management. Improving how all projects are managed over time. Assessing and elevating the maturity level of the organizations project management system. Using balanced scorecard approach to review progress on strategic priorities. At the Project Level Review

4、projects objectives. Decide on issues raised by the project manager. Track and assist the project to resolve bottlenecks. Review status reports from the project manager. Audit and review lessons learned. Authorize major deviations from the original scope. Cancel the project.編輯ppt6Importance of Overs

5、ight to the Project Manager Oversight Functions: Providing support and help to the project manager where needed. Determining the environment in which the project manager will implement his or her project. Influence the performance measures used to hold the project manager responsible and accountable

6、. Providing the oversight group to which the project manager will reporting at predetermined phases in the project.編輯ppt7Current and Future Trends in Project Management Forces for Change Global competition, knowledge explosion, innovation, time to market, and shortened product life cycles Two Major

7、Outcomes for the 21st Century: An increase in the scope of project management and system integration. The focus of projects has shifted from tactical to strategic. An increasing discipline in the way projects are managed.編輯ppt8Increasing Scope of Project Management and System Integration Portfolio P

8、roject Management The centralized management of projects to ensure that the allocation of resources to projects is directed toward projects that contribute the greatest value to organization goals. Project Office (PO) The unit responsible for continued support of consistent application of selection

9、criteria, standards, and processes; training of and general assistance to project managers; and continued improvement and use of best practices.編輯ppt9Project Portfolio Cost Summary Report for Top Management編輯ppt10Project Portfolio Schedule Summary Report for Project Schedules編輯ppt11Phase Gate Method

10、ology Phase Gate Review ProcessA structured process to review, evaluate, and document outcomes in each project phase and to provide management with information to guide resource deployment toward strategic goals. Decision Gate ComponentsRequired deliverablesGate criteria and specific outputs1. A cle

11、ar yes/no decision on whether to go ahead.編輯ppt12Abridged Generic Phase Gate Process Diagram編輯ppt13Organization Project Management in the Long Run Capability Maturity Model (CMM) Focuses on guiding and assessing organizations in implementing concrete best practices of managing software development p

12、rojects. Organizational Project Maturity Model (OPM3) Is divided into a continuum of growth levels: initial, repeatable, defined, managed, and optimized.編輯ppt14Project Management Maturity Model編輯ppt15The Balanced Scorecard Model Balanced Scorecard Model Assumes that people will take the necessary ac

13、tions to improve the performance of the organization on the given measures and goals. Reviews projects over a longer horizon5 to 10 years after the project is implemented than other models. Has a more “macro” perspective than project selection models. Measures performance results for four major area

14、s of activitiescustomer, internal, innovation and learning, and financial.編輯ppt16Key TermsBalance scorecardOversightPhase gatingPortfolio managementProject management maturityProject office (PO)編輯ppt17Increasing Discipline in the Way Projects Are ManagedProjectManagementDisciplineOrganizationCulture

15、MulticulturalProjectsInformationTechnologyRiskManagementOutsourcingTraining編輯ppt18Unresolved IssuesHow far can virtual project management evolve?How do we manage projects under high levels of uncertainty?編輯ppt19Project Management Career Issues編輯ppt20Increasing Discipline in the Way Projects Are Mana

16、ged Training Uniform training extending across team makeup, team culture, outside partners, and organization support allows for standardization in practices and processes related to projects. Organization Culture A system of shared beliefs supports organizational flexibility in meeting the challenge

17、s of managing projects in globalized competitive environments.2022-1-22編輯ppt211.The term that is used to reflect how organizations oversee their project management systems is: A. Project administrationB. Fiduciary responsibilityC. ManagementD. OversightE. Project regulation2022-1-22編輯ppt222.Which of

18、 the following is not one of the techniques to insure that projects meet the needs of the organization? A. StandardsB. ProceduresC. AccountabilityD. ControlsE. All of these are correct2022-1-22編輯ppt233.Which of the follow percentages is the authors estimate of project-driven organizations that have

19、been implementing some form of oversight for several years? A. 95%B. 90%C. 85%D. 80%E. 75%2022-1-22編輯ppt244.Typical activities of project oversight cover which of the following dimensions? A. OrganizationB. ProjectC. CustomerD. Both A and B are correctE. All the above are correct 2022-1-22編輯ppt255.

20、Organizational options to cover every aspect of managing projects in the organization are currently achieved by all of the following except: A. Executive committeeB. Oversight groupC. Project officeD. Both B and C are correctE. All the above are correct2022-1-22編輯ppt266.The importance of the increas

21、e in project oversight to todays project manager includes all of the following except: A. Increase in expected profits from projectsB. Increased interest in supporting and helping the project managerC. Impact on the environment in which the project will be implementedD. Impact on how the project man

22、agers performance will be measuredE. The reporting of project progress to an oversight group2022-1-22編輯ppt277.The centralized management of projects to ensure that the allocation of resources to projects is directed toward projects that contribute the greatest value to organization goals is known as

23、: A. Portfolio Project ManagementB. Project Office ManagementC. Project Management OptimizationD. Project Priority Matrix ManagementE. Resource Allocation Optimization2022-1-22編輯ppt288. Which of the following is responsible for the continued support of consistent application of selection criteria, s

24、tandards, processes, training, and general assistance to project managers and continued improvement and use of best practices? A. Portfolio Project ManagementB. Project Office ManagementC. Project Management OptimizationD. Project Priority Matrix ManagementE. Resource Allocation Optimization2022-1-2

25、2編輯ppt299.Which of the following firms use project offices to coordinate projects and to ensure best practices are being used to manage projects? A. Hewlett PackardB. International Business MachinesC. DellD. Both A and B are correctE. All the above are correct2022-1-22編輯ppt3010.Project Management Of

26、fice functions typically include all of the following except: A. Create and maintain the internal project management information systemB. Recruit and select project managersC. Train personnel in project management techniquesD. Develop risk management programsE. All of these are typically included202

27、2-1-22編輯ppt3111. Project Management Office functions typically include all of the following except: A. Establish standardized project planning and reporting methodologiesB. Audit ongoing and recently completed projectsC. Provide in-house project management consultingD. Select which projects to under

28、takeE. All of these are typically included2022-1-22編輯ppt3212. Project offices are known to result in positive benefits such as: A. A bridge between senior management and project managersB. Support integration of all project management processesC. Training to support a higher level of project managem

29、ent maturityD. Both A and B are correctE. All of these are correct2022-1-22編輯ppt3313. The in-depth review of individual projects at specific phases in the project life cycle is known as: A. Project Assessment Checkpoint ReviewsB. Go/Kill Decision Review MethodologyC. Phase Gate MethodologyD. Stargat

30、e Review MethodologyE. None of these are correct2022-1-22編輯ppt3414. The original Stage-GateTM model included all the following stages except: A. Preliminary investigationB. Detailed investigationC. Testing and validationD. Production and market launchE. All of these were included2022-1-22編輯ppt3515.

31、The abridged, generic phase gated process includes how many Go/Kill decision points? A. ThreeB. FourC. FiveD. SixE. Seven2022-1-22編輯ppt3616.During which of the following phase gates would the question of Does this project align with our strategic direction? be answered? A. ProposalB. Screening and s

32、electionC. ImplementationD. ProgressE. Closure2022-1-22編輯ppt3717. During which of the following phase gates would the question of What are the projects ROI and/or non-financial benefits? be answered? A. ProposalB. SelectionC. ImplementationD. ProgressE. Closure2022-1-22編輯ppt3818. During which of the

33、 following phase gates would the question of Are the resources needed identified and available? be answered? A. ProposalB. Screening and selectionC. ImplementationD. ProgressE. Closure2022-1-22編輯ppt3919.During which of the following phase gates would the question of Are time, costs, and scope perfor

34、mances within acceptable limits? be answered? A. ProposalB. Screening and selectionC. ImplementationD. Progress evaluationE. Closure2022-1-22編輯ppt4020.Which of the following is not one of the growth levels in the Organizational Project Maturity Model (OPM3TM)? A. RepeatableB. DefinedC. ManagedD. Exp

35、andedE. Optimized2022-1-22編輯ppt4121.The first appearance of standard approaches to managing projects including scope statements and WBS occurs in which of the following Maturity Model Levels? A. Ad Hoc Project ManagementB. Formal Application of Project ManagementC. Institutionalization of Project Ma

36、nagementD. Management of Project Management SystemE. Optimization of Project Management System2022-1-22編輯ppt4222. Risk assessment derived from WBS and technical analyses and customer input is in place occurs in which of the following Maturity Model Levels? A. Ad Hoc Project ManagementB. Formal Appli

37、cation of Project ManagementC. Institutionalization of Project ManagementD. Management of Project Management SystemE. Optimization of Project Management System2022-1-22編輯ppt4323.Project audits are performed on all significant projects and lessons learned are recorded and used on subsequent projects

38、occurs in which of the following Maturity Model Levels? A. Ad Hoc Project ManagementB. Formal Application of Project ManagementC. Institutionalization of Project ManagementD. Management of Project Management SystemE. Optimization of Project Management System2022-1-22編輯ppt4424. An informal culture th

39、at values improvement drives the organization, not policies and procedures occurs in which of the following Maturity Model Levels? A. Ad Hoc Project ManagementB. Formal Application of Project ManagementC. Institutionalization of Project ManagementD. Management of Project Management SystemE. Optimiza

40、tion of Project Management System2022-1-22編輯ppt4525.The use of an organization-wide project management system tailored to specific needs of the organization is established in which of the following Maturity Model Levels? A. Ad Hoc Project ManagementB. Formal Application of Project ManagementC. Institution