There are two parts to the final exam. Part I will have 30 multiple choice and true false questions and count one point each. Part II will have 35 multiple choice and true false questions and count two points each. Part 1: 1 point each. Each student gets 30 questions = 30 points Part 2: 2 points each. Each student gets 35 questions = 70 points 2. The exam is a closed book, closed note exam. 3. You will have two hours to complete the exam. 4. You will not need a calculator.
Exam Review: Listed below are several broad topics and questions that you should review for the final exam. Please keep in mind that this study guide only highlights some areas for the exam and is not inclusive of all questions. The best preparation is to review all your readings, lecture notes, discussions and assignments. There will be an exam review Week 6 of class which will be recorded for access by all students. 1. Be able to define and distinguish between projects, programs and portfolios. 2. Understand the functions of a PMO and its major benefits and limitations. . Define the services provided by a PMO. 4. Recognize the key stakeholders in a Program versus a Project. 5. Identify the problems and solutions in the Siemens case. 6. Identify the different roles of a global manager. 7. What are the major strategies Programs must employ to be successful? 8. Explain the key factors in selling a PMO to the CEO. 9. What should Siemens have done differently to avoid the NetManager crisis? 10. What are the primary responsibilities and roles of a Program Manager as contrasted with a Project Manager? 1. Identify internal and external stakeholders and the influences and interests they possess. 12. Understand why program management must be aligned with the sponsoring organization’s strategic objectives. 13. Define the major characteristics of programs and describe how they are alike or different from projects. 14. Define “integrated project management” and its benefits to megaprojects. https://onlinecampus. bu. edu/bbcswebdav/pid-949098-dt-content-rid-2929827_1/courses/13sum2metad646sol/Final_Exam/metad646_exam_guidelines. tm 1/3 8/20/13 Final Exam Information 15. What role can “integration” play in the development of a Program Management Office? 16. What is the purpose of PMI’s Standard for Program Management? What processes and procedures are unique to Program Management as compared to Project Management? 17. Throughout the course you have discussed various ethical concerns that can arise in large scale projects. Review these discussions and be prepared to identify ethical issues and possible solutions for these concerns. 18.
Define the difference between integration and collaboration and explain the importance of each of these concepts to program management. 19. Review the megaproject framework described in chapter 2 of your text and be able to define and differentiate among the following terms: concept, strategy, theory, practice, policy, process and structure 20. Explain what is meant by a project methodology. For example, contrast emerging methodologies such as agile project management and improvisation with more traditional methodologies.
Can more than one methodology be used within a program? 21. Why do megaprojects face emergent risks that are not usually present in traditional projects? 22. How can megaprojects be used to advance and improve societal interests? 23. Discuss what is meant by proactive stakeholder relationships and describe how you would manage stakeholders proactively? 24. How can stakeholder engagement improve project interests and reduce risk? 25. What are the most important lessons learned from the megaproject cost estimation research? 26.
What factors contributed to the cost growth history on the Big Dig and which of these factors were preventable through better planning? 27. Distinguish between the contingency reserve and the management reserve. 28. How would you develop an interdisciplinary approach to cost estimating? 29. Explain the difference between cost estimation and cost estimation management. 30. Identify external cost influences that can cause project costs to rise across all contracts. 31. Describe best practices for reducing cost increases throughout the life of the project. 2. How can the risk of low cost estimates be prevented in megaprojects? 33. What are some emerging areas of research that could assist in reducing the reality of consistent underestimation of large projects? 34. How would you incentivize project managers to deliver projects on schedule and budget? 35. Describe what is meant by a “sustainable project. ” 36. Identify the three major dimensions of project integration management. 37. What is meant by delivery approach and why is it important to the management of large scale programs? 38.
Distinguish between traditional project organizations and an integrated project organization (IPO). 39. Contrast the concept of partnering with the role of public private partnerships in large scale projects. 40. How can integrated programs be used to manage change in megaprojects?
