These questions are intended to provoke in-depth thinking about project management.To receive full credit, you need to do more than just quote the textbooks and/or other sources – you need to discuss each topic to some depth.

Also please submit as ONE WORD FILE only. Please do not post image, pdf files, Microsoft Project, or two Word files.

Instructions: There are no formal page requirements. However, as a general rule of thumb, I would expect to see, on average, at least two pages double spaced for question one and 3/4 page for each for numbers three and four.More than that may be necessary but an eight to ten page exam is the absolute maximum (not title page). On the other hand, be concise and do not incorporate irrelevant material nor expand unnecessarily into the answers unless the content directly builds your arguments. Develop the depth of critical thinking and support answers with reasons and evidence but be logical and concise. Answers should present arguments using the class materials, outside references, formulation and declarations of position statements, and distillation of the primary and fundamental issues, discussing the various possible solutions to the issues raised. Use of citations from a number of sources to support points with matching references in APA format will increase your score.Remember that to list a reference, it must be used in the text as a citation to avoid an APA violation and questions of academic integrity that arise when it is unclear how references were used. In other words, use evidence and logic to build arguments in answers which are well organized and structured to fully answer questions per above.

• Why is trust important in a project? How can lack of trust affect the project, team, and stakeholders? How can a project manager establish trust among the project team and stakeholders? Illustrate with an example (either hypothetical or real). (20 points) Give details example

• Why is alignment important? How can the project manager ensure alignment, and what can go wrong if alignment is not established? Illustrate with examples. (20 points). Give details example

Include references

• Read the case study “Maximum Megahertz Project” (BELOW) and answer the questions.
• Based on what you learned from the class, how do you access your abilities as a project manager? What are your strengths? On what aspects do you need improvement? Do you have an action plan to improve? What did you learn in the discussions that will facilitate your growth as a Project Manager? What steps can you take to make these improvements?(25 points)

Larson, E.W. & Gray, C.F. (2010). Project Management: The Managerial Process.

See article attached (to announcement, content, discussion post).

(35 points for all parts.)

• What do you think Olaf Gundersen, the CEO of Wireless Telecom Company should do?Use what you know from the case and the course to build the arguments? (The answer will not be graded based on right or wrong but how the arguments are developed.)
• What are some potential conflicts that could result from the steps in recommended in a?How could you apply change management or conflict avoidance/resolution techniques to avoid or resolve these?
• Based on what you have learned in this class, what could have been done so that the project problems would have been avoided?(Of course, you do not have complete information but use what is here and what you have learned is best practice in managing projects.)
• Costs and deadlines of the projects escalated in the Maximum Megahertz project.Why are accurate estimates critical to project management?What would you advise Olaf about his problems with estimate? How to develop a process that would result in more realistic estimates?
• How should Olaf improve project management in his organization?

530 Chapter 14 Project Closure

Olaf Gundersen, the CEO of Wireless Telecom Company, is in a quandary. Last year he accepted the Maximum Megahertz Project suggested by six up-and coming young R&D corporate stars. Although Olaf did not truly understand the technical importance of the project, the creators of the project needed only $600,000, so it seemed like a good risk. Now the group is asking for $800,000 more and a six-month extension on a project that is already four months behind. However, the team feels confident they can turn things around. The project manager and project team feel that if they hang in there a little longer they will be able to overcome the roadblocks they are encountering—especially those thatreduce power, increase speed, and use a new technology battery. Other managers familiar with the project hint that the power pack problem might be solved, but “the battery problem will never be solved.” Olaf believes he is locked into this project; his gut feeling tells him the project will never materialize, and he should get out. John, his human resource manager, suggested bringing in a consultant to axe the project.

Olaf decided to call his friend Dawn O’Connor, the CEO of an accounting software company. He asked her, “What do you do when project costs and deadlines escalate drastically? How do you handle doubtful projects?” Her response was, “Let another project manager look at the project. Ask: ‘If you took over this project tomorrow, could you achieve the required results, given the extended time and additional money?’ If the answer is no, I call my top management team together and have them review the doubtful project in relation to other projects in our project portfolio.” Olaf feels this is good advice.

Unfortunately, the Maximum Megahertz Project is not an isolated example. Over the last five years there have been three projects that were never completed. “We just seemed to pour more money into them, even though we had a pretty good idea the projects were dying. The cost of those projects was high; those resources could have been better used on other projects.” Olaf wonders, “Do we ever learn from our mistakes? How can we develop a process that catches errant projects early? More importantly, how do we ease a project manager and team off an errant project without embarrassment?” Olaf certainly does not want to lose the six bright stars on the Maximum Megahertz Project.

Olaf is contemplating how his growing telecommunications company should deal with the problem of identifying projects that should be terminated early, how to allow good managers to make mistakes without public embarrassment, and how they all can learn from their mistakes.

Give Olaf a plan of action for the future that attacks the problem. Be specific and provide examples that relate to Wireless Telecom Company.