BUS530 – UNIT 1 ASSIGNMENT 2

BUS530 – Unit 1 Assignment

1. What is the role of a project sponsor?
   In every project management, a project sponsor plays a core role. A project sponsor is an
   individual who has the managerial capability and has the overall accountability for a project. A
   project sponsor ensures that the project is executed well, and the benefits of the business take
   advantage of the intended benefits of the project (Schwalbe, 2008). The project sponsor helps in
   providing guidance and essential leadership required for the successful execution of a project.
   The manager helps by playing the role of an escalation point. Issues that are beyond the project
   manager are addressed by the project sponsor.
2. Who decides all the tasks that need to be completed for a given project?
   Successful project completion requires five distinct phases (Schwalbe, 2008). It calls for
   ensuring that the needs of the business are taken into consideration. The first step of the project
   is project initiation. At the initiation stage, the manager convenes a meeting with the team
   executing the project. The business or organization defines the tasks that need to be completed
   (Schwalbe, 2008). The manager then explains the project requirements for all team members
   involved. The tasks are decided by the client but are communicated and overseen by the project
   manager.
3. How does an organization choose one project over another?
   The selection of projects is an overly complicated task. Organizations have to factor in
   different considerations in order to choose one project over another. An organization selects the
   best project through a careful review of organizational needs as well as perceived benefits. An

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organization first gathers all ideas that can be executed (Schwalbe, 2008). An analysis of the
costs and benefits of implementing each idea is undertaken. An organization must also assess
the organizational resources before committing resources towards the execution of one project.
After analyzing each idea, an organization selects the best project that will cater to the needs of
the organization.

4. How is the budget finalized for a given project?
   Successful project execution relies on the optimal allocation of resources. A complete
   project plan must, therefore, factor in the resources needed for the successful execution of a
   project. A budget is finalized through key estimates on the costs of executing the project. Costs
   estimates are then incorporated in a budget plan that is later used to allocate resources towards
   the completion of a project (Munns & Bjeirmi, 1996). There are many tools and techniques that
   are used in the estimation of estimates. One of the methods is vendor analysis, where a company
   analyzes bids placed by vendors. Another method is reserve analysis, where an organization
   commits to set aside money for service overruns. Estimates can also be done using market rates
   and using data from previously completed projects (Munns & Bjeirmi, 1996).
5. What happens if someone wants to add one extra feature in the project deliverable
   half-way through the project?
   The addition of extra features results in scope creep. Scope creep occurs when the
   deliverables expand when a project is ongoing. Scope creep presents managers with various
   challenges of how to accommodate the new requirements into the project (Munns & Bjeirmi,
   1996). Accommodating the new requirements requires managers to make fundamental
   adjustments to ensure that project delivery continues smoothly. Accommodating the new

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requirements depend on the project management methodology that is employed. In case the
project management methodology is agile, the new requirements are put in the current cycle
(Schwaber, 2004). In case traditional methods are used, the project is slowed, and the team
strategizes on how to ensure that the new requirements are factored in the process of executing
the project.

6. Can a construction project manager run a healthcare-related project successfully?
   How?
   Yes. However, it depends on the team that he or she is cooperating within the execution
   of the project. A team that understands the scope of the project and has the necessary level of
   expertise can help the project manager run a project and ensure that the project is implemented
   successfully (Munns & Bjeirmi, 1996). The manager also needs to be equipped with the
   managerial skills that are necessary for the successful completion of the project. If the manager
   lacks the skills to oversee the project, it might fail to achieve the intended results.
7. Half-way through the project execution, you learned that a project is running behind
   the schedule. As a project manager, what would you do?
   As a project manager, there are different ways through which one can deal with projects
   that are running behind schedule. One of the methods I would employ is to consult the
   stakeholders and try and lobby for an extension in the deadline. Stakeholder communication is
   key to ensuring that a project is executed successfully (Schwalbe, 2008). A project manager can
   thus engage the stakeholders and work out a plan to deliver the project past the due date.
   Another method I would use is to bring additional resources and ensure that the project is
   completed in time. I would work with stakeholders and ensure that additional resources are

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brought on board. The approach would only be feasible if the stakeholders agree to the plan
because it involves extra resources.

8. Longer the project duration, the higher the chances of risk. What provisions would
   you include in your risk management plan?
   Risk management starts with the identification of various risks that could affect a project.
   I would ensure that I include provisions for technical risks as well as risks associated with costs.
   I would be sure to set aside some funds that will help in mitigating the risks associated with
   costs. I would also ensure that I make provisions for delays in executing the project. I would
   have a plan in case the project is not executed in accordance with the deadlines set. I would
   develop strategies that aim at avoiding any sort of risks that cannot be mitigated.
9. Upon project completion, you learned that client is not happy with the final
   deliverables. What can you do now?
   Project managers often experience unhappy clients. In such a case, I would ensure that I
   listen to the client. Having listened to the client’s concerns, I would discuss with the team and
   come up with a viable solution that can help address the needs of the client. I would prioritize
   the issues being raised by the client and act in a bid to ensure that the client is satisfied. I would
   also ensure that I reason with the client in a bid to ensure that I understand where they are
   coming from.
10. When should a project be marked as complete?
    A project should be deemed complete after the team fulfills various key requirements.
    One of the requirements for a project to be complete is gathering all important records. All

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important records must be compiled and presented to the client. Then the project must then be
formally accepted by the client before it is deemed complete. Contracts must then be closed to
ensure that the project is closed. A report can be written to document all important milestones.
Count: 1070Word

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References

Munns, A. K., & Bjeirmi, B. F. (1996). The role of project management in achieving project
success. International journal of project management, 14(2), 81-87.
Schwaber, K. (2004). Agile project management with Scrum. Microsoft press.
Schwalbe, K. (2008). Information Technology Project Management, Reprint. Cengage
Learning.