kerzner tool

8/12/2019 Kerzner Tool

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level 1


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Completion of Level 1 is based upon gaining a knowledge of the fundamental principles of project management and itsassociated terminology. The requirements for completing Level 1 can be fulfilled through a good understanding of the guideto the PMBOK prepared by the Project Management Institute (PMI).Testing on the PMBOK is a good indicator of where you stand in relation to Level1. The testing can be accomplished on an individual basis or by taking the aver- age score from a group of individuals.Below are 80 questions covering PMBOK and the basic principles of project management. There are five answers for each

question. Although some of the answers may appear quite similar, you must select one and only one answer. After you finishQuestion 80, you will be provided with written instructions on how to grade the exercise.An answer key for the 80 questions of the assessment instrument follows. The PMBOK is partitioned into nine broadcategories. However, for simplicitys sake in this exercise, scope and integration management have been combined into onecategory. The 80 questions consist of 10 questions in each of the following categories:

Scope/Integration Management Time Management Cost Management Human Resource Management Procurement Management

Quality Management Risk Management Communication Management

Using the answer key, score yourself and fill in the tables in Exhibit 1. Give yourself 10 points for each correct answer and no points for an incorrect answer. After you fill in the tables in Exhibit 1, continue on for an interpretation of your results.


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a

1A comprehensive definition of scopemanagement would be

Una definicin amplia de la gestindel alcance sera

Managing a project interms of its objectivesthrough all life cycle

phases and processes

2

The most common types of schedulesare Gantt charts, milestone charts,line of balance, and:

Los tipos ms comunes de los

horarios de los diagramas de Gantt,diagramas de hitos, la lnea deequilibrio, y son

Networks

3The main player in projectcommunications is the:

El actor principal en lascomunicaciones del proyecto es el:

Sponsor

4

The most effective means ofdetermining the cost of a project is to

price out the:

El medio ms eficaz para determinarel costo de un proyecto es el precio dela:

Work breakdownstructure (WBS)

5

Employee unions would most likelysatisfy which level in Maslowshierarchy of needs?

Los sindicatos de los empleados loms probable es que satisfacer elnivel en la jerarqua de necesidadesde Maslow?

Belonging

6

A written or pictorial document thatdescribes, defines, or specifies theservices or items to be procured is:

Un documento escrito o ilustrado quedescribe, define, o especifique losservicios o artculos que secontratarn es:

A specificationdocument

Future events or outcomes that arefavorable are called:

Risks

The costs of nonconformanceinclude:

Prevention costs

Perhaps the biggest problem facingthe project manager duringintegration activities within a matrixstructure is:

Coping with employeeswho report to multiple

bosses

A variance envelope has beenestablished on a project. Theenvelope goes from 30 percent inR&D to 5 percent duringmanufacturing. The most commonreason for the change in thethickness of the envelope is

because:

The managementreserve has been usedup

An informal communication networkon a project and within anorganization is called:

A free upward flow

Which of the following methodsis/are best suited to identifying the

vital few?

Pareto analysis


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The Order of Precedence is:

The document thatspecifies the order (priority) in which

project documents will be used when it becomes necessary toresolve inconsistencies

between projectdocuments

Future risk events or outcomes thatare unfavorable are called:

Risks

In small companies, project managersand line managers are:

Never the same person

Project life cycles are very useful forand .

Configurationmanagement;termination

Smoothing out resource requirements

from period to period is called:

Resource allocation

The difference between the BCWS(Budgeted Cost for Work Scheduled)and the BCWP (Budgeted Cost forWork Performed) is referred to as:

The schedule variance

R&D project managers in high-techcompanies most often motivateusing power.

Expert

A recurring communication patternwithin the project organization orcompany is called:

A free-form matrix

A task-oriented or product-orientedfamily tree of activities is:

A detailed plan

Quality may be defined as:Conformance torequirements

In which of the followingcircumstance(s) would you be mostlikely to buy goods or services insteadof producing them in-house?

Your company hasexcess capacity andyour company can

produce the goods or

services

The major disadvantage of a bar chartis:

Lack of time-phasing

Project risk is typically defined as afunction consisting of reducing:

Uncertainty


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Typically, during which phase in a project life cycle are most of the project ex- penses incurred?

Concept phase

Going from Level 3 to Level 4 in thework breakdown structure (WBS)will re- sult in:

Less estimatingaccuracy

Conflict management requires

problem solving. Which of thefollowing is often referred to as a

problem-solving technique and usedextensively in conflict res- olution?

Confrontation

Estimating the effect of the change of one project variable upon the overall

project is known as:

The project managersrisk aversion quotient

Power games, withholdinginformation, and hidden agendas areexamples of:

Feedback

The basic terminology for networksincludes:

Activities, events,manpower, skill levels,and slack

The control points in the work breakdown structure (WBS) used for isolated assignments to work centersare referred to as:

Work packages

A project element that lies betweentwo events is called:

An activity

The make or buy decision is made atwhich stage of the contracting cycle?

Requirement

The basic elements of acommunication model include:

Listening, talking, andsign language

Which of the following is not part ofthe generally accepted view of qualityto- day?

Defects should behighlighted and

brought to the surface

The three most common types of project cost estimates are:

Order of magnitude, parametric, and budget

Good project objectives must be:General rather than

specific

The process of examining a situationand identifying and classifying areasof potential risk is known as:

Risk identification

In which type of contract arrangementis the contractor most likely tocontrol costs?

Cost plus percentage ofcost


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A project can best be defined as:

A series of nonrelatedactivities designed toaccomplish single or multiple objectives

Risk management decision-makingfalls into three broad categories:

Certainty, risk, anduncertainty

If there is a run ofconsecutive data points (minimum)on either side of the mean on acontrol chart, the process is said to beout of control.

3

The work breakdown structure(WBS), the work packages, and thecompanys accounting system are tied

together through:

The code of accounts

A program can best be described as:A grouping of relatedactivities that last twoyears or more

Which of the following types of power comes through theorganizational hier- archy?

Coercive, legitimate,referent

The most common definition of project success is:

Within time

Activities with zero time duration arereferred to as: Critical path activities

Which of the following is the correctorder for the steps in the contracting

process?

Requisition cycle,requirement cycle,solicitation cycle,award cycle, con-tractual cycle

Project cash reserves are often usedfor adjustments in escalation factors,which may be beyond the control of the project manager. Other than

possible financ- ing (interest) costsand taxes, the three most commonescalation factors involve changes in:

Overhead rates, laborrates, and materialcosts

The critical path in a network is the path that:

Has the greatest degreeof risk


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The major difference between projectand line management is that the

project manager may not have anycontrol over which basic managementfunction?

Decision-making

During which phase of a project is theuncertainty the greatest?

Design

In todays view of quality, whodefines quality? Senior management

Project managers needexceptionally good communicationand negotiation skills primarily

because:

They may be leading ateam over which theyhave no direct control

For effective communication, themessage should be oriented to:

The initiator

In the past, most project managershave come from fieldswithout proper training or educationin skills.

Technical;accounting/finance

On a precedence diagram, the arrow between two boxes is called: An activity

In which type of contract arrangementis the contractor least likely tocontrol costs?

Cost plus percentage ofcost

The financial closeout of a projectdictates that:

All project funds have been spent

A graphical display of accumulatedcosts and labor hours for both

budgeted and actual costs, plottedagainst time, is called:

A trend line

The upper and lower control limitsare typically set:

3 standard deviationsfrom the mean in eachdirection

The major difference between PERTand CPM networks is:

PERT requires threetime estimates whereasCPM requires one timeesti- mate

The most common form oforganizational communication is:

Upward to management

The ultimate purpose for riskmanagement is: AnalysisThe traditional organizational formhas the disadvantage of:

Complex functional budgeting

Which of the following is not a factorto consider when selecting a contract

type?

The type/complexity ofthe requirement


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Which of the following is notindicative of todays views of thequality management process?

Defects should behighlighted

The document that describes thedetails of the task in terms of physical

charac- teristics and places the risk of performance on the buyer is:

A design specification

The swiftest and most effectivecommunications take place among

people with:

Common points ofview

Assigning resources in an attempt tofind the shortest project scheduleconsis- tent with fixed resource limitsis called:

Resource allocation

The process of conducting an analysis

to determine the probability of riskevents and the consequencesassociated with their occurrence isknown as:

Risk identification

The most common method for pricingout nonburdened labor hours for athree- year project would be:

To price out the hoursat the actual salary ofthe people to beassigned

Which of the following is true ofmodern quality management?

Quality is defined bythe customer

A project manager can exchangeinformation with the project teamusing which media?

Tactile

The techniques and methods used toreduce or control risk are known as:

Risk identification

A written preliminary contractualinstrument that authorizes thecontractor to immediately begin work is known as:

A definitive contract

A company dedicated to qualityusually provides training for:

Senior management

The most common form of project

communication is:

Upward to executive

sponsor

During a project review meeting, wediscover that our $250,000 projecthas a negative (behind) schedulevariance of $20,000, which equates to12 percent of the work scheduled tothis point in time. We can thereforeconclude that:

The project will becompleted late


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b c d e

Approval of the scope baseline

Approval of the detailed project charter Configuration control

Approved detailed planningincluding budgets, resourceallocation, linear responsibilitycharts, and managementsponsorship

Time phased events

Calendar integratedactivitiesA and C only B and C only

Project manager Functional manager Functional team All of the above

Linear responsibility chart Project charter Scope statement Management plan

Self-actualization Esteem Safety Empowerment

A Gantt chart A blueprint A risk analysis None of the above

Opportunities Surprises Contingencies None of the above

Internal failure costs External failure costs B and C only

A, B, and C

Too much sponsorshipinvolvement

Unclear functionalunderstanding of thetechnical requirements

Escalating project costs All of the above

The accuracy of the estimatesin manufacturing is worsethan the accuracy of theestimates in R&D

Tighter controls arealways needed as a project

begins to wind down

The personal desires of the project sponsor are an issue

None of the above

A free horizontal flow An unrestrictedcommunication flow

A grapevine An open network

Cause-and-effect analysis Trend analysis Process control charts All of the above


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The order in which projecttasks should be completed

The relationship that project tasks have to oneanother

The ordered list (byquality) of the screenedvendors for a project deliver able

None of the above

Opportunities Surprises Contingencies None of the above

Always the same person Sometimes the same

person Always in disagreementwith each other

Forced to act as their ownsponsors

Objective setting;information gathering

Standardization;control

Configurationmanagement; weekly statusupdates

Approval; termination

Resource partitioning Resource leveling Resource quantification None of the above

The cost variance The estimate ofcompletion

The actual cost of the work performed

None of the above

Reward Referent Identification None of the above

A structured matrix A network

A rigid channel None of the above

A linear responsibility chartA work breakdown

structure (WBS)A cost account coding

system A work package description

Fitness for useContinuous improvement

of products and services Appeal to the customer All of the above except D

Your company has no excesscapacity and cannot producethe goods or services

There are many reliablevendors for the goods orservices that you are at-tempting to procure butthe vendors cannot

achieve your level ofquality

A and B A and C

Cannot be related to calendar dates

Does not show activityinterrelationships

Cannot be related tomanpower planning

Cannot be related to costestimates

Damage Time Cost A and B


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A coordinated effort of related activities designed toaccomplish a goal without awell-established end point

Cradle-to-grave activitiesthat must be accomplishedin less than one year andconsume human andnonhuman resources

Any undertaking with adefinable time frame andwell-defined objectives thatconsumes both human andnonhuman resources withcertain con- straints

All of the above

Probability, risk, anduncertainty

Probability, risk event,and uncertainty

Hazard, risk event, anduncertainty

A and D

7 9 5 11

The overhead rates The budgeting system The capital budgeting

process All of the above

The first major subdivisionof a project

A grouping of projects,similar in nature, thatsupport a product or

product line

A product line Another name for a project

Reward, coercive, expert Referent, expert,legitimate

Legitimate, coercive,reward Expert, coercive, referent

Within time and cost Within time, cost, andtechnical performancerequirements

Within time, cost, performance, andacceptance by thecustomer/user

None of the above

Noncritical path activities Slack time activities Dummies None of the above

Requirement cycle,requisition cycle, solicitationcycle, award cycle, con-tractual cycle

Requirement cycle,requisition cycle, awardcycle, solicitation cycle,con- tractual cycle

Requisition cycle,requirement cycle, awardcycle, solicitation cycle, con-tractual cycle

Requirement cycle, requisitioncycle, award cycle, contractualcycle, solicitation cycle

Overhead rates, scheduleslippages, rework

Rework, cost-of-livingadjustments, overtime

Material costs, shippingcost, and scope changes

Labor rates, material costs, andcost reporting

Will elongate the project ifthe activities on this pathtake longer than an- ticipated

Must be completed before all other paths

All of the above A and B only


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Staffing Rewarding Tracking/monitoring Reviewing

Development/execution Concept Phase-out All of the above

Project management Functional management Workers Customers

Procurement activitiesmandate this

They are expected to betechnical experts

They must provideexecutive/customer/sponsor

briefings All of the above

The receiver The media The management style The corporate culture

Technical; management Technical; psychological Marketing; technology-oriented

Business; manufacturing know-how

A constraint An event The critical path None of the above

Firm-fixed price Time and materials Purchase order Fixed-price incentive firm target

No charge numbers have been overrun

No follow-on work fromthis client is possible

No further charges can bemade against the project

All of the above

A trend analysis An S curve A percent completionreport

An earned value report

3 (sigma) from the mean ineach direction

Inside the upper andlower specification limits

To detect and flag when a process may be out ofcontrol

All of the above

PERT is used forconstruction projectswhereas CPM is used forR&D

PERT addresses onlytime whereas CPM alsoincludes costs andresource availability

PERT requires computersolutions whereas CPM is amanual technique

PERT is measured in dayswhereas CPM uses weeks ormonths

Downward to subordinates Horizontal to peers Horizontal to customers All of the above

Mitigation Assessment Contingency planning All of the abovePoorly establishedcommunication channels

No single focal point forclients/sponsors

Slow reaction capability Inflexible use of manpower

The urgency of therequirement

The cost/price analysis The extent of pricecompetition

All are factors to consider


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-3 -2

1.My company recognizes the need for project management. This needis recognized at all levels of management, including seniormanagement.

2.My company has a system in place to manage both cost and schedule.The system requires charge numbers and cost account codes. Thesystem reports variances from planned targets.

3.My company has recognized the benefits that are possible fromimplementing project management. These benefits have beenrecognized at all levels of management, including senior management.

4.My company (or division) has a well- definable project managementmethodology using life cycle phases.

5.Our executives visibly support project management through executive

presentations, correspondence, and by occasionally attending projectteam meetings/briefings.

6.My company is committed to quality up- front planning. We try to dothe best we can at planning.

7.Our lower- and middle-level line managers totally and visibly supportthe project management process.

9.Our line managers are committed not only to project management, butalso to the promises made to project managers for deliverables.

10.The executives in my organization have a good understanding of the

principles of project management.

11.My company has selected one or more project management software

packages to be used as the project tracking system.

12.Our lower- and middle-level line managers have been trained andeducated in project management.

13.Our executives both understand project sponsorship and serve as

project sponsors on selected projects.

14.Our executives have recognized or identified the applications of

project management to various parts of our business.

15.My company has successfully integrated cost and schedule controlfor both managing projects and reporting status.

16.My company has developed a project management curriculum (i.e.,more than one or two courses) to enhance the project managementskills of our employees.

17.Our executives have recognized what must be done in order to achieve

maturity in project management.18.

My company views and treats project management as a professionrather than a part-time assignment.

19.Our lower- and middle-level line managers are willing to release theiremployees for project management training.

20.Our executives have demonstrated a willingness to change our way ofdoing business in order to mature in project management.

8.My company is doing everything possible to minimize creepingscope (i.e., scope changes) on our projects.


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-1 0 1 2 3


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A B C D

My company actively uses the following processes:

A. Totalqualitymanagement(TQM) only

B. Concurrentengineering(shorteningdeliverabledevelopmenttime) only

C. TQM andconcurrentengineeringonly

D. Riskmanagementonly

2. On what percent of your projects do you use the principles of total quality management?

A. 0 percentB. 510

percent C. 1025

percent D. 2550

percent3. On what percent of your projects do you use the

principles of risk management?A. 0 percent

B. 510 percent

C. 1025 percent

D. 2550 percent

4. On what percent of your projects do you try tocompress product/deliverable schedules, by performingwork in parallel rather than in series?

A. 0 percentB. 510

percentC. 1025

percentD. 2550

percent

5. My companys risk management process is based

upon:

A. We do notuse riskmanagement

B. Financial

risks only

C. Technical

risks only

D. Scheduling

risks only

6. The risk management methodology in my company is:A.

Nonexistent

B. Moreinformal thanformal

C. Based upona structuredmethodologysupported by

policies and procedures

D. Based upona structuredmethodologysupported by

policies, procedures, andstandardized

forms to becompleted

7. How many different project managementmethodologies exist in your organization (i.e., consider asystems development methodology for MIS projects differ-ent than a product development project managementmethodology)?

A. We havenomethodologies

B. 1 C. 23 D. 45

8. With regard to benchmarking:

A. Mycompany has

never tried touse

benchmarking

B. Mycompany has

performed benchmarking

andimplementedchanges but notfor projectmanagement.

C. Mycompany has

performed projectmanagement

benchmarking but no changeswere made.

D. Mycompany has

performed projectmanagement

benchmarkingand changeswere made.


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9. My companys corporate culture is best described bythe concept of:

A. Single-bossreporting

B. Multiple- boss reporting

C. Dedicatedteams withoutempowerment

D. Nondedicatedteams withoutempowerment

10. With regard to morals and ethics, my company believes that:

A. Thecustomer isalways right

B. Decisionsshould be madein the followingsequence: bestinterest of thecustomer first,then thecompany, thenthe employees

C. Decisionsshould be madein the followingsequence: bestinterest of com-

pany first,customersecond, and theemployees last

D. We haveno such written

policy or set of standards

11. My company conducts internal training courses on:

A. Moralityand ethicswithin thecompany

B. Moralityand ethics indealing withcustomers

C. Good business practices

D. All of theabove

12. With regard to scope creep or scope changes, ourculture:

A.Discourageschanges after

projectinitiation

B. Allowschanges onlyup to a certain

point in the projects lifecycle using aformal changecontrol process

C. Allowschangesanywhere in the

project lifecycle using aformal change

control process

D. Allowschanges butwithout anyformal control

process

13. Our culture seems to be based upon: A. Policies

B. Procedures(includingforms to befilled out)

C. Policiesand procedures

D. Guidelines

14. Cultures are either quantitative (policies, procedures,forms, and guidelines), behavioral, or a compromise. Theculture in my company is probably percent behavioral.

A. 1025 percent B. 2550

percent

C. 5060

percent

D. 6075

percent

15. Our organizational structure is:A. Traditional(predominantlyvertical)

B. A strongmatrix (i.e.,

projectmanager

provides mostof the technicaldirection)

C. A weak matrix (i.e., linemanagers

provide most of the technicaldirection)

D. We usecolocated teams


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16. When assigned as a project leader, our projectmanager obtains resources by:

A. Fightingfor the best

peopleavailable

B. Negotiatingwith linemanagers for the best peopleavailable

C. Negotiatingfor deliverablesrather than

people

D. Usingseniormanagement tohelp get theappropriate

people

17. Our line managers:

A. Accepttotalaccountabilityfor the work intheir line

B. Ask the projectmanagers toaccept totalaccountability

C. Try toshareaccountabilitywith the projectmanagers

D. Hold theassignedemployeesaccountable

18. In the culture within our company, the person mostlikely to be held accountable for the ultimate technicalintegrity of the final deliverable is/are:

A. Theassignedemployees

B. The projectmanager

C. The linemanager

D. The projectsponsor

19. In our company, the project managers authoritycomes from:

A. Withinhimself/herself,whatever he orshe can getaway with

B. Theimmediatesuperior to the

projectmanager

C.Documented

job descriptions

D. Informallythrough the project sponsorin the form of a

project charteror appointmentletter

20. After project go-ahead, our project sponsors tend to:A. Becomeinvisible, evenwhen needed

B.Micromanage

C. Expectsummary-level

briefings once aweek

D. Expect

summary-level briefings onceevery twoweeks

21. What percentage of your projects have sponsors whoare at the director level or above?

A. 010 percent

B. 1025

percent C. 2550

percent D. 5075

percent

22. My company offers approximately how manydifferent internal training courses for the employees

(courses that can be regarded as project-related)?

A. Less than 5 B. 610 C. 1120 D. 2130

23. With regard to the previous answer, what percentageof the courses are more behavioral than quantitative?

A. Less than10 percent

B. 1025 percent

C. 2550

percent D. 5075

percent


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31. The culture within our organization is best describedas:

A. Informal projectmanagement

based upontrust,communication, and coop-eration

B. Formality based upon policies and procedures for everything

C. Projectmanagementthat thrives onformalauthorityrelationships

D. Executivemeddling,which forces anoverabundanceofdocumentation

32. What percentage of the project managers time eachweek is spent preparing reports?

A. 510 percent

B. 1020

percent

C. 2040

percent

D. 4060

percent33. During project planning, most of our activities areaccomplished using:

A. Policies B. ProceduresC.Guidelines

D.Checklists

34. The typical time duration for a project status reviewmeeting with senior management is:

A. Less than30 minutes

B. 3060minutes

C. 6090minutes

D. 90minutes2hours

35. Our customers mandate that we manage our projects: A. Informally

B. Formally, but withoutcustomer

meddling

C. Formally, but withcustomer

meddling

D. It is our choice as longas thedeliverables aremet

36. My company believes that poor employees:

A. Shouldnever beassigned toteams

B. Onceassigned to ateam, are theresponsibilityof the projectmanager forsupervision

C. Onceassigned to ateam, are theresponsibilityof their linemanager for su-

pervision

D. Can beeffective if assigned to theright team

37. Employees who are assigned to a project team (eitherfull-time or part-time) have a performance evaluation

conducted by:

A. Their line

manage only

B. The project

manager only

C. Both the project and line

managers

D. Both the project and linemanagers,

together with areview by thesponsor

38. The skills that will probably be most important for my companys project managers as we move into thetwenty-first century are:

A. Technicalknowledge andleadership

B. Riskmanagementand knowledgeof the business

C. Integrationskills and riskmanagement

D. Integrationskills andknowledge ofthe business

39. In my organization, the people assigned as projectleaders are usually:

A. First linemanagers

B. First orsecond linemanagers

C. Any levelof management

D. Usuallynonmanagement employees

40. The project managers in my organization haveundergone at least some degree of training in:

A. Feasibilitystudies

B. Cost- benefit analyses

C. Both A andB

D. Our projectmanagers aretypically

brought on board after project approval/award.


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E F

E. Riskmanagementand concurrentengineeringonly

F. Riskmanagement,concurrentengineering,and TQM

E. 5075

percentF. 75100

percentE. 5075

percentF. 75100

percent

E. 5075percent

F. 75100 percent

E. Acombination offinancial,technical, and

schedulingrisks basedupon the

project.

E. More than5


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E. Takingwhatever he or she gets, noquestions asked

E. We dontknow themeaning of thewordaccountability; it is not partof ourvocabulary.

E. The wholeteam

E. Getinvolved onlywhen a critical

problem occursor at the requestof the projectmanager or linemanagers.

E. More than75 percent

E. More than30

E. More than75 percent


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E. Nobodytrusting thedecisions of our

projectmanagers

E. Greaterthan 60 percent

E. None of theabove

E. Greaterthan 2 hours

E. Should be promoted intomanagement

E.Communicationskills andtechnicalunderstanding

E. Anyone inthe company


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E. Stronglydisagree


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-3 -2 -1 0

1.Our benchmarking studies have foundcompanies with tighter cost control processes.

2.Our benchmarking studies have foundcompanies with better impact analysis duringscope change control.

3.

Our benchmarking studies have found thatcompanies are performing risk management byanalyzing the detailed level of the work

breakdown structure (WBS).

4.Our benchmarking studies are investigating

supplier involvement in project managementactivities.

5.Our benchmarking studies are investigatingcustomer involvement in project managementactivities.

6.

Our benchmarking studies are investigating

how to obtain increased loyalty/usage of our project management methodology.

7.Our benchmarking efforts are looking atindustries in the same business area as ourcompany.

8.Our benchmarking efforts are looking atnonsimilar industries (i.e., industries indifferent business areas).

9.Our benchmark efforts are looking atnonsimilar industries to seek out new ideas andnew applications for project management.

10.

Our benchmarking efforts are looking at other companys concurrent engineering activities tosee how they perform parts scheduling andtracking.

11.Our benchmarking efforts have found othercompanies that are performing resourceconstraint analyses.

12.Our benchmarking efforts are looking at theway other companies manage their customersduring the scope change management process.

13.

Our benchmarking efforts are looking at the

way other companies involve their customersduring risk management activities.

14.Our benchmarking efforts are looking atsoftware enhancements through internalupgrades.

15.Our benchmarking efforts are looking atsoftware enhancements through new

purchases.


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16.Our benchmarking efforts are looking at theway other companies attract new, internal usersto their methodology for project management.

17.Our benchmarking efforts are focusing on howother companies perform technical riskmanagement.

18.

19.Our benchmarking efforts focus on how toobtain a lower cost of quality.

20.

Our benchmarking efforts are looking at theway other companies are performing riskmanagement during concurrent engineeringactivities.

21.Our benchmarking efforts are looking at theway other companies use enhancement

projects as part of scope change management.

22.Our benchmarking efforts are looking at waysof integrating existing processes into oursingular methodology.

23.

Our benchmarking efforts are looking at waysother companies have integrated newmethodologies and processes into theirsingular methodology.

24.Our benchmarking efforts are looking at theway other companies handle or discourage thedevelopment of parallel methodologies.

25.Our benchmarking efforts are seeking out othercompanies use of corporate resource models.


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1 2 3


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1.The improvements to our methodology have pushed uscloser to our customers.

2.We have made software enhancements to ourmethodology

3.We have made improvements that allowed us to speed upthe integration of activities.

4. We have purchased software that allowed us to eliminatesome of our reports and documentation.

5.Changes in our training requirements have resulted inchanges to our methodology.

6.Changes in our working conditions (i.e., facilities,environment) have allowed us to streamline ourmethodology (i.e., paperwork reduction).

7.We have made changes to the methodology in order to getcorporate- wide acceptance.

8.Changes in organizational behavior have resulted inchanges to the methodology.

9.Management support has improved to the point where wenow need fewer gates and checkpoints in ourmethodology.

10.

Our culture is a cooperative culture to the point whereinformal rather than formal project management can beused, and changes have been made to the informal projectmanagement system.

11.Changes in power and authority have resulted in loosermethodology (i.e., guidelines rather than policies and

procedures).

12.Overtime requirements mandated change in our forms and

procedures.

13.We have changed the way we communicate with ourcustomers.

14. Because our projects needs have changed, so have thecapabilities of our resources.

15.(If your organization has restructured) Our restructuringcaused changes in signoff requirements in themethodology.

16.Growth of the companys business base has causedenhancements to our methodology.


34/35

Nivel 1 Nivel 2

Estado Inicial Procesos estructurados y Estandares

Sin Procesos o procesos Adhoc Procesos basicos

No hay informacion sobre elportafolio de proyectos

Valor de los proyectos para el negociocomprendido

RR&&RR no definidosclaramente Informacion de estado de los proyectos

Sin inventario de Proyectosy/o recursos para proyectos Portafolio revisado periodicamente

Priorizacion simple a nivel de equiposde trabajo

RR&&RR definidosInventario basico de proyectos yrecursos


35/35

Nivel 3 Nivel 4 Nivel 5

Procesos a nivel de empresa Procesos Gestionados Procesos Optimizados

Informacion detallada y sumariadisponible revisiones post implementacion foco en la mejora continua de losprocesos de gestion del portafolioinformacion de todos los proyectosde la organizacin, analizada ymonitoreada

repositorio de informacion delportafolio actualizada ymantenida

estrategia de proyectos alineada conestrategia del negocio informacion auditada

Procesos de IT integrados con losorganizacionales

inversion de las finanzas de losproyectos disponibles

RR&&RR definidos y linkeados alnegocio

metricas del portafoliodisponible para toma dedecisiones y analisismaximizacion del valor delportafolio

kerzner tool

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