Task 1: Perform project assessment based on available information, lessons learned from previous projects,and meetings with the relevant stakeholders in order
to support the evaluation of the feasibility of new products or services within the given assumptions and/or constraints.
Task 2: Identify key deliverables based on the business requirements in order to manage customer expectations and direct the achievement of project goals.
Task 3: Perform stakeholder analysis using appropriate tools and techniques in order to align expectations and gain support for the project.
Task 4: Identify high-level risks, assumptions, and constraints based on the current environment, organizational factors, historical data, and expert judgment, in order to propose an implementation strategy.
Task 5: Participate in the development of the project charter by compiling and analyzing gathered information in order to ensure project stakeholders are in agreement on its elements.
Task 6: Obtain project charter approval from the sponsor, in order to formalize the authority assigned to the project manager and gain commitment and acceptance for the project
Read the Kitchen Heaven Project Case Study to answer the following questions;
Review Questions
You can find the answers to the review questions in Appendix A.
1. When a project is being performed under contract, the SOW is provided by which of the following?
A. The buyer
B. The project sponsor
C. The project manager
D. The contractor
2. You’ve been hired as a manager for the adjustments department of a nationwide bank based in your city. The adjustments department is responsible for making corrections to customer accounts. This is a large department, with several smaller sections that deal with specific accounts, such as personal checking or commercial checking. You’ve received your first set of management reports and can’t make heads or tails of the information. Each section appears to use a different methodology to audit their work and record the data for the management report. You request that a project manager from the PMO come down and get started right away on a project to streamline this process and make the data and reports consistent. This project came about as a result of which of the following?
A. Technological advance
B. Strategic opportunity/business need
C. Customer request
D. Legal requirement
3. What are the inputs to the Develop Project Charter process?
A. Agreements, project SOW, business case, enterprise environmental factors, and
organizational process assets
B. Project SOW, business case, and organizational process assets
C. Agreements, enterprise environmental factors, and organizational process assets
D. Project SOW, enterprise environmental factors, and organizational process assets
4. You work for a large manufacturing plant. Your firm is thinking of initiating a new project to release an overseas product line. This is the company’s first experience in the overseas market, and it wants to make a big splash with the introduction of this product. The project entails producing your product in a concentrated formula and packaging it in smaller containers than the US product uses. A new machine is needed in order to mix the first set the next best step the project manager should take?
A. The project manager should document the project’s high‐level requirements in a project charter document and recommend that the project proceed.
B. The project manager knows the project is a go and should document the description of the product in the statement of work
