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QUESTION

Discuss and explain why driving forces and critical success factors are absolutely essential to project success. 

Question 1 (25 points)

Discuss and explain why driving forces and critical success factors are absolutely essential to project success.  List and explain at least four driving forces and three critical success factors.  Explain how an organization’s culture is important to attaining project excellence.  Lastly, describe a world-class methodology.

Question 2 (25 points)

Discuss and explain why a project tend to have significant costs overruns for long-term projects such as those completed by NASA and the military while short-term projects tend to come in at or below budget?  Make sure to discuss the various considerations involving scope, budget, and time in detail in your analysis.

Question 3 (25 points)

 Explain and describe why project management, as described in the PMBOK®, and total quality management are similar.  Do the methodologies used in project management change over time and if so, how and why?

Question 4 (25 points)

Explain how a project manager achieves project excellence in light of the fact the different people within the same organization may have different perceptions about what success means to them.  What is the true determination of success for a project team?

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****** **** ********* ******* ** * **** ** *** ******* ** ***** *** ******* ******* ***** companies *** ****** into ** by *** ******* ** *********** *** ***** ********* *** driving ****** for ********** include: 1) Capital ********** Customerexpectations ** Competitiveness 4) Executive ************* ** *** product *********** *** ** ********** and **************** ****** why ******* ******* *** ********* ** ******* ******* ** because *** *** ******* factors ******* ** *** ****** ***** ************ ** ********* and competitive ******* ** *** ******** **** *** ** ** top ******** *** *** **** as ***** ******* ** *** ***** **** of *** ** *** differentiating factor ******* *********** *** ********* loss/profit ** * firmThere are **** ******* ******* 1) ******* ********** ** ************* ******* ** ***** ** **** ** * ***** **** *** ** ********** influences ***** Government policy ******* Three ******* factors ***** ******** 1) ******** Skills or ****** ** *********** ********** ** 3) ********* a firm must ** ** ******* ************ a ******* ** have ***** ***** *********** *** **** ** ******** *** ******* impact ** ******* ********** ** ******* management ************ ** according ** Kerzner (2004) ** is **** *** of **** blunders **** ************* ****** ** Furthermore another ****** blunder which *** ***** ** **** *** best ********* ** *** ******* to treat project ********** ** * ********** ** some ********* ******* ********** is a ********* ******** ** be ************ in ******** ** one’s ******* **** and not **** ** its *** ******* function *** **** ****** *** ************ The world ***** *********** ***** **** * projectized matrix ************ ** ***** ******** *** seen as ********* ** the ******** *** *************** of *** ************************* H ****** ******** ******* *********** **** practices ** ************** ******* *** *************** * (25 ************** and ******* *** * ******* **** ** **** *********** ***** overruns for ********* ******** **** as ***** ********* by NASA *** the ******** ***** ********** ******** **** ** **** ** ** ** below budget? **** sure ** ******* *** various ************** ********* ***** budget *** time ** ****** ** **** ************* each ******* ***** up **** budget ******* ******* *** ***** statements and ***** ********* ************** ****** the ********** *** ******** ****** *** ****** the project the ******* chances of scope ***** ***** changes ****** ******* *** ********** **** ******** * long **** ******* ***** ********* ********** than **** ******* short **** ******** such ** ****** of scope differences ***** ************ ** key ****** which canemerge **** **** ********* and ***** ********** uncertainties ** *** ****** that ***** not ** ********* in *** beginning *** short **** ******* can ** ********** ** a greater ******* ** ******** **** *** long **** ******** *** ****** ** ******** ** *** beginning ** * ******* ***** taking **** *********** ***** *** futuristic scenarios such ** business ****** *** opportunities ******** ***** and *********** increases **** term ******* ******* ******* a *** ****** consideration ** ********* planning *** ** the various ************* at ********* stages ** the ******* ********* *** ** ******* ** ***** ******* *** time ******** ** makes *** ****** **** to increase also *** project become expensive ** **** ******* takes place ************* ******* ********* prices **** *** ****** in economic scenario also ***** ** ********** ** **** overrunBut * ***** **** ******* ** ********* as *** *** ****** ******* ********** scenario from a ***** term *********** ** **** ********** predicted *** *** relevant *********** *** ** properly ***** **** ** **** *** **** **** time *** ******* ** ***** *** ******* ** *** ******* **** it ** ********* ** time *** ** *** *** ******** expensesAccording ** ******* ****** *** ************* customers will *** **** *** reasonable prices *** new products ****** ******** *** *********** for *** ******* *********** **** ** ********** with an effective **** ********** *** ******* system in mind **** *** very beginning of conception phase ********* *** ******* *********** **** **** ****** ******* in ****** ***** *********** systems *** to *** ***** ****** of ***** business being long **** ******* and ************* ***** *********** for the organization ***** **** be ********** *** **** ******** ** it ***** ******* *** company in **** ******* ******* *** ******* efforts *** cost ******** ** ***** **** ***** ** *** ********** product *********** projects are ********* ** Kerzner (2004) ********* ********** ** ineffective ******* ********** ** improper **** ******* *** ********* more ** ** with ***** changes *** *************** ***** at which such changes accelerate *** ************** ** project management ***** ******* ** the size ** *** organization This ** *** ***** ***** to *** cultural ******* ** ** ************ *** *** how ***** *** company actually *** *** bigger *** company the **** ****** of ********** ****** approvals **** ** **************** ** Kerzner ****** ********** **** *** ********* and ******* ****** poor ******* management *** ******* lead ** going *** of ******** and potential ********* ****** *** ** ******* ********** **** of *** driving ****** behind **** for large ********* are;1) ******** in project size ******** ** the ********* ** grow ** ********* ********* faster ************** 3) ********* ********* project management ********* *** **** ****** ** ********* ** ******* ********** ** ************* of the ************ ******** ** the need ** **** and ** *********** ** execution ** ***** ** be treated ** * ******* ****** **** ** * *************** and cost overrun ** project ***** **** ** ** *** ** ***** change ***** ** *** **** ***** ******* *** ****** ************ **** ** ******** ** *** *** ** * ******* ****** ***** ***** ** ** ***** ****** it *** be ****** that *** project ***** ********** ******** ******* and **** lines *** usually ******** base ** *** ******* ******* ***** ********* any ****** ** the ******* ***** ****** ********* **** mean *** ****** ******* project **** **** have ** be reviewed *** ****** ********** initiated to ********* if it is needed and *** ** ***** impact *** project ******* Which ********** ******** ******* will ******* **** **** and ********* **** **** was planned ** *** initial baseline ******* ***** ****** ***** **** ** ** * ****** ** ***** initial scope ********** inherent risk *** ************* ****** ****** ** ******** project funding ****** *** other various ***** ***** **** ** change ******* ** ** ********** ********* ***** ** ** ** ** integrate * ****** ****** management **** **** **** * ********* ******** ***** ** ******* ********* *** ******* ************ and incorporating their needs ********** the ******* *************************** * (2004) Advanced ******* *********** Best ********* ** ************** Hoboken *** ************ ********** ********* ****** A ***** to the ******* management **** ** knowledge ****** ****** ******* ****** *** ******* ********** Institute  Question * *** ************** *** ******** *** ******* ********** as ********* ** the PMBOK® *** ***** ******* management are similar ** *** ************* **** ** ******* ********** ****** over **** and ** ** how and why?Hackman ************ (1995) ***** that there are ***** *** ****** *********** *** *** ********* ***** to ** ** one voice ** ********** *** utilization ** use ** statistical ***** ** monitor *** ******* **** ********* ** quality ******* ************ ***** *** Ishikawa ****** *** Sashkin ***** *** ** course * **** ******* ** *********** ***** ********* ** the quality ********** systems ***** ***** **** ** identify the ****** of highest leverage for quality *********** ******** *********** ********* and *** ************* ** the ******** ******* of ******* ******* Three of *** **** commonly **** ***** in ******* ********** are ******* ****** ****** ******** *** cost-of-quality ******** ******** ************ ***** **** clarify **** * control chart **** provide an ************ **** * ********* ************** ** *** ******* ** any ****** ******* process ****** ***** ************* process Whilecontrol ****** *** typically used ** monitor *** *********** of * ******* *** **** ********* ******* that process ** *** control" or ** there *** variance noted during *** ****** ********** ** **** ** attributable ** ******** ****** ********* ****** states **** the ********* ***** ******* ******** but * stable ******* ********** ******** can ** ******** to determine **** cause *** ******** ***** of improvement ** *** ******* ******* ********* ****** also states **** *** ******** ** * ******* ***** **** allows *** ************* *** ******* ********** ** ******* *** ********* ******* * ***** ******* ** in **** ** *********** (2) ******** ****** ******* *** ******* ***** ** *** ******** *** ******* after experimental ******** ** improve it *** ********* Deming (1986) *** *** ** the ***** ** ********* ***** ***** ** ******* ********* ****** *** ************* *********** Deeming ****** also stated **** *** Pareto ******** *** be **** ** ******** *** ***** ******* which ********** ** an ************ ******* *** to *********** ******* *** ****** **** *** *** ******** ***** causes ***** occur ** ************* ******* *** ****** charts *** used when each separate ********* ** * problem *** ** ********** ** example * ***** *********** the ***** of **** inventory cost *** *** ***** ********* with keeping the material ** stock ****** purchasing ** ************* **************** ************ (1995) ****** ** *** cause-and-effect ******* ** **** is commonly ***** ** the ********** was developed ** ******** to *********** ********* *** ************ ******* * ******* *** *** ********* ****** ******** diagrams can ******* all ******** ****** ** * ******* ******* and **** **** ** discern *** ********* ************* among **** ********** ***** ********** ***** **** is done ** ***** ******* placing the ******* ** *** ********** **** ** the page **** **** ** the fish) ***** *** ******* ** *** **** are lines ** ***** *** **** members **** *** ********* ******* ***** *** of ****** ******* ********** ****** related ** ****** ***** ********* and ******* *** **** ******* **** ******* **** ** ****** *** ******* ** **** of ***** ********* ****** ********* ***** *** inventory management and ******** **** ******* **** been developed *** ********** ** **** organizations to more *********** manage and interpret **** ******* ** **** ********* ****************** ** ******* (2009) *** ******* ******* should ********* * SOWpreparation **** ********** ** ********* **** deem *********** **** the program or ******* ****** *** are experts ** *** ********* ***** ******** *** representatives from *********** ********* ********** *********** test logistics ************* ********** ********** ***************** *** quality ********* **** *** ***** **** that may ** ******** ** *************** *********** *********** * ******* control ******* ** * project ensure *** ******* has the necessary ******** *** ********** ****** ** ****** a **** ******* ******* and the ******** is ********* with the **************** ** *** PMBOK ***** ****** the **** ** ******* ****** ** the *********** ** work and the ***** **** ** ************** work ************ ******* ***** ***** be ******** due ** ******* reasons **** as product returns ******** ****** or ****** requirements ************ *** PMBOK ***** ****** ******* ****** *** PDCA ***** is *** very ***** of ******* *********** TQM **** ********** ****** for ********* improvements ** improving the overall ******* ** the projects ** product ** which ************ **** ******* ** ** ******** goods ** servicesReferences:Hackman * * ************ * ****** ***** ******* *********** ********* ********** and ********* ******************** ******* quarterly *************** ***** ****** **** IS ***** ******* ******** The ******** WayEnglewood Cliffs NJ: Prentice-HallKerzner * ****** ******** ******* *********** **** ********* on ************** ******* *** WileyProject ********** Institute ****** * ***** ** the ******* ********** **** of ********* ****** ****** ******* Square Pa: ******* Management ****************** * * (2015) ********** ********** ***** *** *** York *** McGraw-Hill ************************* * *** ************** *** a ******* ******* ******** ******* ********** ** ***** ** the **** *** different ****** within *** **** ************ may have different perceptions about what ******* means ** **** **** is *** true ************* of ******* for * project team?For project ******** ** ******* ******* ********** and ******** **** have to ******** **** ******* ***** **** *** them *** *** ******* ************ ** *** ******* One *** for PM’s ** ********* **** ** ** ******* a ********** **** their team *** various stakeholdersDuring **** ******* ******** ******** **** ** **** success ******** ******* to *** ********** ** the project ***** *** *** ******* criteria ***** *** *** ***** ** in ******* ****** ** *** ************ review **** **** focus **** **** ** the ************** ** project ********** and ****** ** doing the ******* ***** **** **** *** ***** **** you’re ******* all *** ***** targets *** *** applying ******* management ********* ************* ******** ***** ** ****** like; ** **** a Project ***** ******* **** * month ** ******** project ****** ** ****** all timesheets are ********* by *** ********* and 4) Achieve *** ********** ** project ******* ************ these ******* ******** *** *** ********** *** *** stakeholders **** **** * ******* manager to ******* ******* *** team ** ***** * **** *** *** *** ******* *** *** ******** ********** anything useful for your **************** ******* ******** ******** ****** also ******** ***************** ******* ******* ******** ***** *** ******** ****** ** *** ******** case *** *** ********* behind ***** *** ******* It’s hard ** give ******** ******** ** **** *** **** so ******* to **** **** ******* ** ********** but you ****** *** *** ****** like; 1) ******* ******* ** ******** ** *** ***** 2) ***** 95% ** ***** ****** ***** ***** ** ******* ******** ************ ** 75% *** ** **** ****** ** Excellence accreditationAccording ** ******* ****** ********* ******* *** on time ****** cost and ** *** desired ******* ** *********** ***** ** not ********* the ******** *********** ** ******* ***** *** various *** things ***** can ****** ** projects **** *** ********** customer and ******* stakeholders *** all focusing on different definitions ** ******* ******* **** **** the ******* **** ** There has ** ** ** ******* ********* on what *********** ******* success **** the various ************ *** customer ****** ************ should have **** *** ** *** *********** ** ******* ******* ****** ******* ****** * project team can ******** a ******* internally ****** **** ******* ****** *** time ****** **** *** ****** ******* ** ************** ****** and *** ***** *** ******* is not ***** accepted by the ******** ** ************ ********* not **** ** ********** as a ********** ******* Below is **** ******* ****** ******** ** * ***** ********* ******* ** the ******* *********** ***************** ********* **** ******* ***** ** the **** customer *** ************ *** ******* team **** ** ********* *** ** document the ******* ******** They ***** ******** the ******* success ******** in * list; *********** include *** list ** *** ******* ******* or Project ********** ******** ** ****** **** ** ***** ****** **** **** should ******** ** **** ** ******* ******** ** *** ** ** ***** ** ** measured ** How ***** it ** ***** to ** measured *** ** Who ** *********** for ********* ******************* * ****** Advanced ******* management: Best practices on ************** ******* *** *******

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