An engineer should not approve a project which is not safe for the public. It is an example of which type of ethics? O a. Religious Ethics O b. Personal ethics O c. Business ethics O d. Professional ethics
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- A common excuse for carrying out a morally questionable project is, “If I don’t do it somebody else will.” This rationale may be tempting for engineers who typically work in situations where someone else might be ready to replace them on a project. Do you view it as a legitimate excuse for engaging in projects that might be unethical?Properly owning a project based on given authority is covered under: (a) Institutional Analysis (b) Managerial analysis (c) both a & b (d) none of theseYour group will assume the role of an IT Risk Assessment Team, and complete a risk assessment of a fictional healthcare company called CareNet. In addition to the need for a justifiable business case, as the IT Risk Assessment Team at CareNet, your team's role is to identify, assess, and report on potential risks for one of the projects listed below. Your team's thorough assessment and report will be used by stakeholders and leadership to make a determination on the project to take forward. CareNet executives have identified a portfolio of strategic initiatives being considered to meet the organization's goals. The portfolio includes projects such as: Allowing employees to bring their own devices (e.g., laptops, tablets, and mobile phones) into the workplace to be used as their main or sole devices in achieving their work tasks. Moving from an all on-site work environment to 100% remote working. Merging technologies of two acquired companies with parent company technologies.…
- Explain the importance of taking time to review lessons learned at every project’s end. Select two project closure agenda items below and explain how the lessons learned from each item can be applied to future projects. Challenges: This agenda item will cover the project’s major challenges and whether or not they were properly managed. Budget: This agenda item will cover whether or not the budget was managed effectively. The discussion will cover the tools, processes, and procedures used for budget management. Scope: This agenda item will cover project scope management and the change control process during the project. Risks: This agenda item will cover whether risks were tracked and managed, and whether ways to manage risks were effectively identified. Communication: This agenda item will cover the project communication’s effectiveness through reports, team meetings, ad hoc meetings, etc.identify how the fundamental difference between a zero-defect environment and quality circles environment could play a role in the quality success of your projectidentify how the fundamental difference between a zero-defect environment and quality circles environment could play a role in the quality success of your project Please correct answer3.1.Coady suggests, “It comes back to really having a good idea of what the initial business case for aproject is and what resources it is consuming, both people and otherwise.” List and explain any TEN(10) components that are included in a business case.3.2. Apart from the Business Case, stakeholder analysis is performed during the initial phases of aproject. Briefly discuss the concept of stakeholders in Project Management in terms of external andinternal stakeholders. Provide at least three examples under each category. 3.3.“With everyone in IT working on too many projects concurrently, project completion and productivityare slow.” Briefly explain how Coady might use Human Resource planning to manage projectresources. 3.4.How can Coady make use of Resource Histograms and Staffing Management Plans to resolve theongoing problems?
- You are managing a project where you work with 7 other team membersand two sponsors. How many lines of communications are there betweenstakeholders on this project?A. 21B. 36C. 54D. 45 Joe is an excellent programmer. He was promoted to a role of ProjectManager because he understands technology better than anyone else in thecompany. Unfortunately, he is having trouble doing the project managementjob and his projects are failing. What is this an example of?A. Halo effectB. Gold platingC. Pre-assignmentD. Ground rulesIn this assignment you will critique Beer’s (2021) proposed normative and actionable theory of planned organizational change. Based on over 50 years’ experience in OD, he contends that five principles are essential for successful organization transformation. While supporting systematic change efforts, the author offers a strong argument in relation to problem diagnosis and presents strategies that lead to long-term sustainable change. Examine the article from a critical thinking viewpoint to evaluate how you may incorporate one or more principles identified in the proposed theory into your final project proposal. The following questions should guide your critique: 4. From your experience with executing planned change, what gaps could be identified in Beer’s (2021) proposal? 5. Of the six killer barriers to change, three or more barriers are directly or indirectly related to leadership. Since leadership plays a pivotal role in organizational change, why are the barriers…Which of the following outcomes is not a reason for project success? a) To be completed on time b) To be within the budget c) To be below the desired performance level d) To use resources efficiently and effectively Which of the following features does not have a significant contribution to the formation of an effective project team? a) Ideal and complementary skill set b) Clear and shared goal c) Clear definition of responsibility d) Top management support e) Friendly relations Which of the following is not one of the basic rules to be followed when developing project networks? a) Flow is from left to right. b) There is a starting node and an ending node for each network. c) Each activity should have a unique label. d) The label of each activity should be larger than the previous activities. e) For an activity to start, all subsequent activities must be completed.
- A change has occurred on your project. You’ve documented the change, filledout a change request, and submitted that request to the change control board(CCB). What’s the NEXT thing that must happen on the project?A. Stakeholders on the CCB use expert judgment to evaluate the requested change forapprovalB. A senior manager decides whether or not to make the change and informs theproject management team of the decision.C. The project manager informs the CCB whether or not to approve the change.D. The project manager meets with the team to analyze the impact of the change onthe project’s time, scope and cost. You are managing a design project. You find that bringing all of your teammembers into a single room to work increases their communication, andhelps build a sense of community. This is referred to as a:A. Virtual teamB. Socially active teamC. Common areaD. War roomJoy Pechum, CEO of California Anesthesiology Group (CAG), was sitting in her office, preparing the agenda for the meeting of the board of directors to be held next Sunday. She thought about what to offer the board as an explanation for why she would spend $20,000 to deploy standardized project management methodology. At that moment the phone rang. She picked it up and heard the voice of Patrick, her VP of finance. He began, “Joy, I have a vendor invoice here. It shows that Dr. Squirrel had bought a computerized patient management system, costing $250,000. Its deployment would cost us another $250,000, i.e., a total of half a million dollars! All I want to know is whether you have approved it.” “No, I have not,” answered Joy hanging up angrily, trying to visualize the face of Dr. Squirrel, a big gun in the company, both as an anesthesiology expert and shareholder owner, when she tells the board about this purchase. OUR UNIQUE PRACTICE CAG is a for-profit company of 200+ medical doctors…26- Which of these is an example of a company that implements a matrix structure? a. A centralized company with a General Manager who directly supervises all projects b. A new company which has six functional areas c. A small company with 3 managers for different functions d. A company with 5 project managers and each manager has his own project team.
