OPS 571 Week 4 Discussion Questions Responses

OPS 571 Week 4 Discussion Questions Responses

DQ 1


Most believe anyone can be a project manager because project management occurs within all fields and the practice of project management is simply the oversight of an endeavor with a specific beginning and an end.  In simplest terms, this is true.  The problem is if project management is this easy than why do so many projects fail?  From my experience as an IT PM, most projects fail due to improperly trained project managers.  What do you believe are required traits and skills needed to be an effective PM?

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DQ 2

Kendra, Class,

Great job on explaining responsibilities for PMs; let us look at a product used by PMs, SOO (Statement of Objectives).  Let say you have a successful acquisition of your SOW/SOO, the next step would be to start or kick-off of a project.  Typically, a project planning charter establishes lanes in the road for the project.  The purpose of a charter is to identify and outline team objectives, structures, roles and responsibilities, processes, and administration to be employed by the project governance tiers and members (Gray, 2006).  Gray (2006) explains the charter includes the governance structure’s authority, purpose, background, vision and objective, team structure, roles and responsibilities, meeting intervals, and actions as required.  University of Phoenix requires team charters so teams can define roles and responsibilities, contact information, and establish a formal corrective action process to resolve disputes.  Looking at both project and UoP charters, do you believe they are a necessity or something that we should forgo as PMs and team members?

Cited Works:

Gray, A., Jackson, A., Stamouli, I., & Tsang, S. L. (2006, July). Forming successful extreme programming teams. Agile Conference, 399-409.

DQ 3

Paula, Class,

Nice post; let us look at other facets of project managements, especially when PMs and managers get into an information overload state.  Business development is proceeding at such a rapid pace that businesses create and obtain information from external sources at a rate that surpasses their ability to digest and create smart decisions on current or future business goals (Baltzan & Phillips, 2009).  Baltzan and Phillips (2009) explain in the past two decades manual processes could be utilized to make decisions but today information overload has stifled decision-making processes requiring simplification and automation for those making decisions.  Analyzing copious amounts of information to reach a decision is one piece of a larger puzzle; making decisions rapidly are also required in today’s rapidly growing business environment.  What tools could a PM use to analyze large amounts of information to make a formulated decision?

Cited Works:

Baltzan, P., & Phillips, A. (2009). Essentials of business driven information systems. Boston, MA: McGraw-Hill/Irwin.

DQ 4 

Dave, Class,

Excellent response to this post.  Let us say you have a successful acquisition effort and you are assigned as the PM.  Managing a diverse and complex technical team is hard enough, most projects have install or support teams at a location other than yours making team management and communication even more challenging.  Siebdrat, Hoegl, and Ernst (2009) explain companies are organizing projects over distance with teams increasingly consisting of people who are based in dispersed geographical locations.  Global PM teams are often comprise of members from different cultural backgrounds, speak different languages and are raised in different countries with different value systems (Siedbrat, et al., 2009).   According to Walsh (2011), PM’s must establish effective working relationships with and among team members, communicate all aspects of the business while working to drive performance and results.  Aperian (2009) suggest that a PM is more interdependent than the other team members, more indirect, more task-oriented and long-term oriented driven and able to influence to effective communications both virtually and face-to-face.  Do you think PM’ing is easier or harder when the team is not co-located?

Cite Works:

Aperian. (2009). Leading Virtual Teams. Retrieved from http://corp.aperianglobal.com/newslettersingle/434

Siebdrat, F., Hoegl, M., & Ernst, H. (2009, Summer). How to manage virtual teams. Research Feature, 1-3.

Walsh, M. (2011). Leading teams is virtually the same. Retrieved from http://www.forum.com/_assets/download/fc8d17e3-d3e1-49df-93ec-29fd4782c3b9.pdf

DQ 5

Ryan, Class,

I can definitely appreciate an organized and clean workspace.  I think it is important for companies to put an emphasis on the workspace and not just focus on getting the job done.  When a space is not organized and clean I think it affects the professionalism of the workers too.  Employees may not feel the need to take their jobs as serious as they would if the space had a cleaner feel.  Less attentive employees often lead to less quality work and defects in products or services.  Have you ever seen a company where they employ the 5S and where not successful?  If not, do you think it deals with pride and professionalism towards the job or something internal to the employee?

Course: OPS/571 Operations Management
School: University of Phoenix


  • : 17/12/2017
  • : 25
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