University of Fairfax Organizational & Project Strategy Questions I answerd these question already I need you to add some details for the points that I men

University of Fairfax Organizational & Project Strategy Questions I answerd these question already I need you to add some details for the points that I mentioned in attached file ! QUESTION 1
Chapter 8
What is precedence diagramming method (PDM) and activity on node (AON). Name the differences and
similarities with both concepts.
QUESTION 3
Chapter 10
Describe the 8 major problems that act as barriers to learning from post-project reviews.
A- Managerial:
1-
Time constraints
2-
Bureaucratic overhead
B- Psychological:
3-
inability to reflect
4-
memory base
C- team-based
5-
reluctance blame
6-
poor internal communication
D- Epistemological
7-
difficult generalize
8-
Tastiness to process knowledge
QUESTION 4
Chapter 11
How can project strategy be aligned with corporate strategy if product differentiation is the goal?
QUESTION 5
Chapter 12
Describe the component of project manager network of relationship and how each component can be
used in project management :
1-
management
2-
PMO
3-
Government agents
4-
Customers
5-
Users
6-
Supplier
7-
Professional collleagues
8-
Public
9-
Team member
10- Lateral juniors
11- Peers
12- Lateral superior
Chapter 11 • Project Organizational Structures
480
ORGANIZATIONAL AND PROJECT STRATEGY
is a
Thes
are
the
and therefore lead to various pressures.
external:
orga-
unique
stra
mar
pro
If th
thes
pha
available; and
• Benefits are expected within a scheduled period;
• A perceived value will always be expected from projects;
call
wh
nat
the success of projects; and
ber
and cost.
This section discusses project strategy and how and why project strategy needs to be
nizational and project strategy to be aligned. Projects by their definition
those discussed in this chapter. The larger the project, the higher the need for
32 The pressures can be internal as well as
• No matter how well projects are planned, there are always uncertainty and risks,
Projects require organizational resources, and those resources may or may not be
Unexpected and expected societal, environmental, and legal changes challenge
• New technologies encourage experimentation and threaten project schedule
To mitigate these pressures, the projects in an organization have to be strategized
and organizational strategies have to be aligned with these project strategies. Projects
in organizations from time to time. The interaction between such strategies and
strategies are transformed into corporate projects. Formal strategies are implemented
projects to implement the organizational strategy. For example, capital expenditure
projects in an organization are planned and implemented to meet the strategies of
changes in an organization, for example, the repair or replacement of roofs or a new
the organization. Emergent projects are unplanned projects that bring about new
data center to replace a torn-down data center. To implement both deliberate and
emergent projects, alignment of corporate strategy to project strategy needs to be
are important as they act on the strategies of an organization and these
ects may be both deliberate and emergent. Deliberate projects are
organizational
proj-
planned formal
accomplished. Figure 11-4 provides a framework for the alignment.
Strategic
Plans
Stakeholder
Expectations
Organization
Strategy
Project Portfolio
Objectives
Individual
Project
Objectives
Individual
Project Team
Objectives

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