First Things First

Initiate a project

getting commitment to move forward.

customer should inform wheather they would approve the project(initiation boils down to defining the project)

1. Assign a manager
   1. Review what was done during initiation
   2. Complete any activities that were skipped or left unfinished
2. Prepare Project Charter

Identify project stakeholders

• Customer
• Project sponsor
• Department
• Team members

Project Customer

Person or group with a problem to solve.

1. Funds the project
2. Informs what needs to be done
3. Approves deliverables

Project Sponsor

Wants project to succeed.

• Prioritize objectives
• Talk to Stakeholders
• Suggest improvements

Functional Managers

• Achieve department goals
• Manage team members

Team Members

• Perform tasks
• Execute the assignments

Departments

Invested and affected by project outcomes.

Analyze project stakeholders

Tempate

Identify the project goal

Project Goal

• Defines the end result
• Solves the problem
• Takes advantage of opportunity

Problem Statement

Clearly defines the problem or opportunity.

People often jump straight to solutions. Solutions describe the end result, not the initial motivation.

1. Why do we need a new scheduling system?
   1. Hospital resources seem to be either jammed up or sitting idle.
2. Why that happens?
   1. Procedures require specific equipment and staff.

The problem statement might be:

Hospital Project problem statement

1. Hospital resources aren't being utilized efficiently, because scheduling doesn't ensure that the necessary equipment, staff, and facilities are available. Funding is available to address scheduling issues.

The the goal might be:

1. The project will deliver scheduling improvements so hospital resources can be scheduled efficiently. The project will take advantage of funding available for productivity and technology enhancements.

Define project objectives

Objectives

1. Business Objectives
   1. Increase market share to 25%.
   2. Provide world-class healthcare.
2. Financial Objectives
   1. Increase revenue by 15%
   2. Cut costs by 10%
3. Quality Objectives
   1. Decrease staph infections by 80%
   2. Decrease readmittance by 75%
   3. 将葡萄球菌感染减少80%
   4. 将再入院率减少75%
4. Technical Objectives
   1. Introduce mobile equipment for hospital, ambulance, and emergency site.
5. Performance Objectives
   1. Finish project before grant expires

Document Objectives(SMART)

1. Specific Objectives
   1. Inform what needs to be achieved
2. Measurable Objectives
   1. Show how much has been achieved
3. Achievable or Realistic Objectives
   1. Tell what can be done with resources available
4. Time-Related Objectives
   1. Identify when objectives need to be achieved

Validate the project aligns with the organizations's mission and strategy.

Project Strategy

• Based on project goal and objectives
• Performed by senior project manager and small team of experts

SMART Project Objectives

• Specific
• Measurable
• Achievable
• Realistic
• Time related

Ch02-Objectives_template.docx

Gather requirements

• Identify a project's true requirements
• Eliminate anything unneeded

1. Objective
   1. Decrease rescheduling procedures by 75%
2. Requirements
   1. Simultaneously schedule staff, equipment, and facilities for a procedure
   2. Search for next time slot that all selected items are available

Requirement Challenges

• Incorrect requirements
• Inconsistent requirements
• Missing requirements
• Unnecessary requirements
• Customers don't commit time

Gathering Requirements

• Interviews

• Brainstorming

• Focus groups

• Observation

• Surveys

• Analyze existing documents

Analyzing Requirements

• Missing information
• Inconsistent requirements
• Clarify with stakeholders

Documenting Requirements

1. should be clear
2. Developing requirements
   1. Ch02-Requirements solution.pdf

Identify project deliverables and success criteria

Deliverables are measured by success criteria.

Deliverables

• Define scope
• Measure progress

One deliverables could be: New scheduling system and processes launched.

An intermediate deliverable: Sign a contract with the scheduling system vendor.

Customer doesn't necessarily receive intermediate deliverables.

Status reports

Try to define deliverables that can be accomplished in the timeframe between status reports. You can evaluate progress based on the deliverables completed since the last report.

Measuring Success

Success Criteria Example

• Signed contracts
• Certificate of occupancy
• Four out of five rating on surveys

1. Identify end deliverables
2. Identify intermediate deliverables
3. Define clear and quantifiable success criteria.
4. Ch02-Deliverables solutions.pdf

Identify project assumptions and risks.

Assumptions and Risks

Assumptions

• Use to fill missing information

• Revisit and modify as necessary

• Make sure everyone is on the same page(public assumptions)

• Ask about expectations

• Ask about questions repeatedly

Risk

A situation or event that might occur.

Document assumptions and risks.

Ch02-Assumptions Solutions.pdf

Prepare a project scope statement

Project scope

Define what is included in the project and what isn't included in the project.

Project Scope in Writing

• Helps avoid scope creep
  • Additional unexpected deliverables
• Reminds stakeholders what was agreed upon
• Help track for change management

this could include:

• Goal and objectives
• Withine Scope
• Out of scope
• Deliverables
• Success criteria
• Assumptions
• Risks
• Constrains

Hospital Scheduling Project In-Scope

• Redesign processes for scheduling staff, equipment, and facilities
• Deliver new scheduling system and processes
• Document processes and system use
• Train staff on processes and system

Hospital Scheduling Project Out of Scope

• Update work shift scheduling system
• Scheduling resident rooms
• Ch02-scope template.docx

Create a project charter

• Project definition
• Scope statement

Completing Project Initiation

• Get approval to proceed
• Prepare project charter

Project Charter

• Project name
• Purpose
• High-level project description
• High-level milestone schedule
• Rough-cost estimate
• Stakeholders
• PM's name
• PM's responsibilities
• PM's authority
• Formal declaration of sponsor's support
• Ch02-charter

Challenge: Project charter

• Ch01-Org Chart.pdf
• Ch02- Scope Solution.pdf
• Ch02 - Chapter 2 Challenge.pdf
• Ch02- Chapter 2 Solution.pdf

Brisland Hospital Organization Chart

Scope Solution

Project Management Foundations with Bonnie Biafore

Hospital Scheduling Project Scope Statement

Project Goal and Objectives

The project will deliver scheduling improvements so hospital resources needed for medical procedures can be scheduled efficiently. The project will take advantage of the funding available for productivity and technology enhancements.

• Rescheduling procedures decreased by 75%
• Software must run on all current computer platforms
• Decrease average procedure wait time to less than 30 minutes
• Reduce procedural errors by 50%
• Hospital is the first choice by more than 60% of residents
• Hospital’s return on assets is greater than 12%

Project Boundaries

Within scope:

• Redesign processes for scheduling staff, equipment, and facilities
• Deliver new scheduling system and processes
• Document processes and system use
• Train staff on processes and system

Out of scope:

• Update work shift scheduling system
• Scheduling resident physician training

Project Deliverables

• New scheduling system and processes launched
• Process and system documentation
• Financial measures report
• Service statistics report on rescheduling % and average wait time

Success Criteria

• Staff are using the new processes and system to schedule procedures
• Manuals on scheduling processes with the new system are printed and available
• Hospital’s financial reports (2 months after launch) show ROA of 12% or more
• Report (2 months after launch) shows average wait time < 30 minutes and % of procedures rescheduled decreased by 75%

Project Assumptions

• The system vendor is responsible for installation, configuration, and loading data so the system is ready for operation
• The system vendor provides training for all staff
• The scheduling system doesn’t require any customization

Project Risks

• The grant or other funding falls through
• The IT group doesn’t have enough resources to implement the new system
• Hospital staff don’t support the project because they feel they don’t have time to learn a new system
• The system requires extensive customization to deliver requirements
• The cost exceeds available funding
• Success criteria for several project objectives can’t be confirmed until several months after the processes and system are operational

Project Constraints

• Budget is $750,000
• Project execution complete by 11/30/20 before grants expire

医院排班项目范围说明

项目目标和目标

该项目将提供排班改进，以便可以高效地安排医疗程序所需的医院资源。该项目将利用可用于提高生产力和技术的资金。

• 重新安排程序减少了75%
• 软件必须在所有当前的计算机平台上运行
• 将平均程序等待时间减少到30分钟以下
• 将程序错误减少50%
• 医院是60%以上居民的首选
• 医院的资产回报率大于12%

项目边界

范围内：

• 重新设计员工、设备和设施的排班流程
• 提供新的排班系统和流程
• 记录流程和系统使用
• 对员工进行流程和系统培训

范围外：

• 更新工作轮班排班系统
• 排班住院医师培训

项目成果

• 推出新的排班系统和流程
• 流程和系统文档
• 财务指标报告
• 关于重新安排百分比和平均等待时间的服务统计报告

成功标准

• 员工正在使用新的流程和系统安排程序
• 具有新系统的排班流程手册已印刷并可用
• 医院的财务报告（上线后2个月）显示ROA为12%或更高
• 报告（上线后2个月）显示平均等待时间<30分钟，程序重新安排百分比减少了75%

项目假设

• 系统供应商负责安装、配置和加载数据，以使系统准备就绪
• 系统供应商为所有员工提供培训
• 排班系统不需要任何定制

项目风险

• 拨款或其他资金不足
• IT组没有足够的资源来实施新系统
• 医院员工不支持该项目，因为他们觉得没有时间学习新系统
• 系统需要大量定制以满足要求
• 成本超出可用资金
• 对几个项目目标的成功标准无法确认，直到流程和系统运行几个月后

项目约束

• 预算为75万美元
• 项目执行必须在2020年11月30日之前完成，以免拨款到期

Chapter 2 Challenge

Project Management Foundations with Bonnie Biafore

Chapter 2 Challenge

Scheduling project case study

Answer the following questions about the project charter:

1，The project manager needs the authority and support from the sponsor to work with project stakeholders to deliver the following objectives from the scope statement:

• Rescheduling procedures decreased by 75%
• Software must run on all current computer platforms
• Decrease average procedure wait time to less than 30 minutes
• Reduce procedure errors by 50%

For each of these objectives, who do you believe the stakeholders are and why are those stakeholders critical to the project?

2， What support from Dr. Olsen, the project sponsor, is required regarding staffing to appropriately utilize hospital facilities and meet the goal of decreasing the average procedure wait time to less than 30 minutes?

3，What support from Dr. Olsen, the project sponsor, would you expect to support the goal of reducing the procedural errors by 50%?

4，EXTRA CHALLENGE QUESTION! Consider the two project goals we did not discuss in question 1:

• Hospital is the first choice by more than 60% of residents
• Hospital’s return on assets is greater than 12%

For these very substantial goals, which stakeholders need to be engaged to achieve these goals and why are they needed?

1. 对于以下目标，项目经理需要赞助人的授权和支持，与项目利益相关者合作实现范围说明中的目标：
   • 将重新安排的程序减少75%： 利益相关者可能包括医院管理人员、手术室人员、病房护士和患者。他们的参与至关重要，因为他们直接受到程序安排效率的影响。
   • 软件必须在所有当前的计算机平台上运行： 利益相关者可能包括医院的信息技术（IT）团队、管理层和系统管理员。他们的支持至关重要，以确保软件能够顺利部署和运行。
   • 将平均程序等待时间减少到30分钟以下： 利益相关者可能包括医院管理人员、手术室人员、病房护士和患者。他们的参与至关重要，因为他们直接受到等待时间的影响。
   • 将程序错误减少50%： 利益相关者可能包括医院管理人员、医生、护士和其他医院工作人员。他们的支持至关重要，因为他们直接受到程序错误的影响。
2. 对于适当利用医院设施并实现将平均程序等待时间减少到30分钟以下的目标，项目赞助人Dr. Olsen的支持是必要的：
   • 确保提供足够的人员和资源，以便进行程序安排并减少等待时间。
   • 可能需要协助调整员工排班，以确保资源最大限度地利用并优化程序安排。
3. 为了支持将程序错误减少50%的目标，预计需要项目赞助人Dr. Olsen提供以下支持：
   • 支持和推动改善流程和系统，以减少程序错误的机会。
   • 可能需要提供额外的培训和资源，以帮助员工减少错误发生的可能性。
4. 对于目标“医院是60%以上居民的首选”和“医院的资产回报率大于12%”，需要与以下利益相关者合作才能实现：
   • 社区居民和患者： 作为潜在用户和受益者，他们对医院的选择和经济状况具有直接影响。他们的支持和信任对于实现这些目标至关重要。
   • 医院管理层和市场营销团队： 负责制定和实施吸引居民和患者的战略，以确保医院成为首选选择，并提高医院的知名度和声誉。
   • 财务团队和高管层： 负责管理医院的资产和财务状况。他们需要确保医院的资产回报率达到预期水平，可能需要采取措施来提高资产回报率。

Chapter 2 Solution

Project Management Foundations with Bonnie Biafore

Scheduling project case study

From the exercises, review the following information about the Brisland Hospital Scheduling Project:

• The scope statement from the movie Prepare a Project Scope Statement (Chapter 2)
• The hospital organization chart from the Chapter 1 challenge

The movie Create a Project Charter makes recommendations about the contents of a Project Charter, including:

• The project manager’s authority
• Support from the project sponsor

Answer the following questions about the project charter:

1. The project manager needs the authority and support from the sponsor to work with project stake- holders to deliver the following objectives from the scope statement:
   • Rescheduling procedures decreased by 75%
   • Software must run on all current computer platforms
   • Decrease average procedure wait time to less than 30 minutes
   • Reduce procedure errors by 50%

For each of these objectives, who do you believe the stakeholders are and why are those stakeholders critical to the project?

Let’s answer the question for these objectives one at a time.

Rescheduling procedures decreased by 75%

To ensure rescheduling procedures are decreased, facilities must be available to meet patient demand. This may require changing the available hours for procedure rooms and ensuring they are appropriately staffed during those hours.

Nicholas Anderson (VP General Services) and David Moore (Facilities) are the owners of the procedure rooms, so they will need to be consulted about availability, facility capacity, and the equipment used during procedures.

If staffing shortages cause reschedules, Dr. Samuel Tan (Physician Services) and Christina Garcia (Director of Nursing) would be needed to ensure the technicians, doctors, and nurses are available to reduce the rescheduling times and meet this project objective.

Software must run on all current computer platforms

Emily Weber (Director of IT) will need to be engaged to:

a. Ensure the current platforms do not change, or, if they change, that the scheduling software will run on the new platforms

b. Ensure the software is installed and maintained in the IT environment so the scheduling system operates properly

Decrease average procedure wait time to less than 30 minutes

Facility availability and capacity will be necessary to meet this objective, so Nicholas Anderson (VP General Services) and David Moore (Facilities) will need to be consulted about facility availability and capacity, and the equipment used during procedures.

In addition, staffing levels for technicians will need to be maintained by Dr. Samuel Tan (Physician Services) and Christina Garcia (Director of Nursing). Additional staff members might need training to administer procedures properly, which will require the engagement of Gabriele Costa, the Education and Training Manager.

Reduce procedure errors by 50%

In general, procedure errors are caused by two issues: instructions for administering procedures are not well written, or staff education is lacking. So, Gabriele Costa, the Education and Training Manager will need to be engaged to ensure training is appropriate, and Dr. Samuel Tan (Physician Services) and Christina Garcia (Director of Nursing) and their teams need to review current instructions for administering procedures.

2，What support from Dr. Olsen, the project sponsor, is required regarding staffing to appropriately utilize hospital facilities and meet the goal of decreasing the average procedure wait time to less than 30 minutes?

In addition to the support to work with required stakeholders, overall staff levels and funding for training may need to be increased. As the sponsor, Dr. Olsen’s support will be needed to provide the funding to accommodate the required staffing and training levels.

3， What support from Dr. Olsen, the project sponsor, would you expect to support the goal of reducing the procedural errors by 50%?

Dr. Olsen will need to support engaging knowledgeable staff to review the current instructions and support making staff available to attend training. The cost of developing and delivering the training will need to be supported as well.

4， EXTRA CHALLENGE QUESTION! Consider the two project objectives we did not discuss in question 1:

• Hospital is the first choice by more than 60% of residents
• Hospital’s return on assets is greater than 12%

For these very substantial objectives, which stakeholders need to be engaged to achieve them and why are they needed?

To meet these objectives, it is likely the other project objectives need to be met as well. Because of that, all the stakeholders mentioned earlier need to be involved. In addition, engagement from two other stakeholders will be required. Claire Fischer, the Community Resources Manager, will need to provide information and help drive required changes at the hospital. To achieve the goal of the hospital is the first choice by more than 60% of residents, current community awareness activities and perceptions need to be understood. Assistance and support for the activities to enhance those perceptions will require Claire Fischer’s support.

For the project to ensure the hospital’s return on assets is greater than 12% goal is met, the Controller, Maria Diaz, will need to provide data on the current return on assets and assist with strategies to increase that figure.

排程项目案例研究

从练习中，查看以下有关Brisland医院排程项目的信息：

• film《准备项目范围说明书》（第2章）中的范围说明书
• 第1章挑战中的医院组织结构图

film《创建项目章程》提出了关于项目章程内容的建议，包括：

• 项目经理的权限
• 来自项目发起人的支持

回答以下关于项目章程的问题：

1. 项目经理需要获得发起人的授权和支持，与项目利益相关者合作，实现以下范围说明书中的目标：
   • 将重新安排的程序减少75%
   • 软件必须在所有当前计算机平台上运行
   • 将平均程序等待时间减少到30分钟以下
   • 将程序错误减少50%

针对每个目标，请说明您认为的利益相关者是谁，以及为什么这些利益相关者对项目至关重要？

让我们逐个为这些目标回答问题。

将重新安排的程序减少75%

为了确保减少重新安排的程序，必须提供设施以满足患者需求。这可能需要更改程序室的可用时间，并确保在这些时间内有适当的工作人员。

尼古拉斯·安德森（副总裁，一般服务）和大卫·摩尔（设施）是程序室的负责人，因此需要就可用性、设施容量以及程序中使用的设备进行咨询。

如果人员短缺导致重新安排，将需要萨缪尔·坦博士（医疗服务）和克里斯蒂娜·加西亚（护理主任）来确保技术人员、医生和护士能够可用，以减少重新安排的时间并实现此项目目标。

软件必须在所有当前计算机平台上运行

艾米丽·韦伯（IT主任）需要参与：

a. 确保当前平台不会更改，或者如果更改，调度软件将在新平台上运行

b. 确保在IT环境中安装和维护软件，以确保调度系统正常运行

将平均程序等待时间减少到30分钟以下

为了实现这个目标，将需要设施的可用性和容量，因此需要咨询尼古拉斯·安德森（副总裁，一般服务）和大卫·摩尔（设施）关于设施的可用性和容量以及程序中使用的设备。

此外，技术人员的人员配备水平需要由萨缪尔·坦博士（医疗服务）和克里斯蒂娜·加西亚（护理主任）进行维护。可能需要额外的员工接受培训以正确进行程序操作，这将需要教育和培训经理加布里埃尔·科斯塔的参与。

将程序错误减少50%

一般来说，程序错误是由两个问题引起的：对于执行程序的指示写得不好，或者员工教育不足。因此，需要让教育和培训经理加布里埃尔·科斯塔参与，以确保培训适当，萨缪尔·坦博士（医疗服务）和克里斯蒂娜·加西亚（护理主任）及其团队需要审查当前的程序执行指示。

2，关于人员配备以适当利用医院设施并实现将平均程序等待时间减少到30分钟以下的目标，您认为需要发起人奥尔森博士的支持是什么？

除了与所需利益相关者合作的支持外，可能需要增加整体员工水平和培训资金。作为发起人，奥尔森博士的支持将需要提供资金以满足所需的人员配备和培训水平。

3，您期望来自发起人奥尔森博士的支持，以支持将程序错误减少50%的目标是什么？

奥尔森博士需要支持聘请有经验的员工审查当前的指示，并支持让员工参加培训。还需要支持开发和提供培训的成本。

4，额外挑战问题！考虑我们未讨论的两个项目目标：

• 医院是60%以上居民的首选医院
• 医院资产回报率高于12%

为了实现这些非常重要的目标，需要与哪些利益相关者合作，为什么他们是必要的？

为了实现这些目标，很可能需要实现其他项目目标。因此，所有先前提到的利益相关者都需要参与。此外，还需要从其他两个利益相关者那里得到支持。社区资源经理克莱尔·费舍尔需要提供信息并帮助推动医院所需的变革。为了实现医院成为60%以上居民的首选医院的目标，需要了解当前的社区认知活动和看法。加强这些看法的活动需要费舍尔的支持和帮助。

为了确保医院资产回报率高于12%的目标得以实现，财务主管玛丽亚·迪亚兹需要提供关于当前资产回报率的数据，并协助制定增加该指标的策略。

Quiz

1. Sakait has done some extra work to appease a client. Now the client is asking her to do one more task, which is significant and not part of project scope. What should Sakait do?
   • Sakait should simply not do it.
   • Sakait should modify the scope statement to include the request.
   • Sakait should tell the client the task is not within scope and add the task using the change control process.
     • This is the best approach for Sakait and would help to prevent any further scope creep.
   • Sakait should do it, since she has done extra work already.
2. As part of the project definition, Bisa identifies risks for the project. What is the purpose of doing this during project initiation?
   • so management can determine the amount of contingency funds to set aside
   • so you can prepare a risk management plan before getting approval to begin planning
   • so you have an idea of the accuracy with which you can estimate work, cost, and schedule
   • so management can decide whether the risks are serious enough to warrant denying the project
     • If the project has numerous, serious risks, management might decide to choose a different project that offers benefits without so much uncertainty.
3. After the plan is approved and project work begins, Tara's boss is not happy about a project delay for an upgrade. The vendor thought Tara's team would do the upgrade, and Tara thought the vendor would do it. What was missed in this situation?
   • A risk to the project was not identified.
     • The situation involved a straightforward task that had to occur, and thus would not have been identified as a risk that would impact the project.
   • A deliverable was not identified.
     • The plan was approved, so the deliverable was identified. Something else was missed that caused this situation.
   • An assumption was not identified.
   • Success criteria were not defined for the upgrade deliverable.
     • The plan was approved, so the deliverable and success criteria were identified. Something else was missed that caused this situation.
4. Your boss has asked you to be the project manager of an approved software implementation project. Which project document identifies your authority and responsibilities?
   • a statement of work
   • a project charter
     • This document describes the scope, objectives, stakeholders, and the project manager's authority and responsibilities for a project.
   • a project scope statement
   • a job description
5. Why is it important to document the project scope?
   • To inform people outside the project why the project is happening
   • because it's a standard project management deliverable
   • because it's needed for project contracts
   • to remind stakeholders what they agreed to and to prevent scope creep
     • With the project scope in writing, you will be able to identify whether requests are within scope or need to be handled by change management.
6. Rudolph, the project manager, is trying to obtain customer approval of project deliverables. It is taking longer than he anticipated because the customer wants to discuss the results. What is the most likely reason for these delays?
   • The success criteria aren't clear and quantifiable.
     • Success criteria that are unclear or not quantifiable can make it difficult to determine whether deliverables are acceptable.
   • The testing process is flawed.
   • The customer isn't sure what they want.
   • The deliverables are truly not acceptable.
7. Banton is defining his project deliverables. Which statement describes what a project deliverable is?
   • Deliverables must be tangible.
   • Deliverables are delivered only at the end of a project.
   • Deliverables are the results that the project delivers and help define the project scope.
     • A project deliverable is defined as a result that a project delivers; it helps define the project scope.
   • Deliverables are the same as the project milestones.
8. Which technique would you most likely use to gather valid requirements and get buy-in from various departments?
   • reverse-engineering
   • questionnaires
     • This type of requirements gathering is given to individuals. It would not provide the input or buy-in that another option could.
   • observation
   • focus groups
     • This type of requirements gathering is usually face-to-face and is best for obtaining buy-in or agreements from several groups.
9. Project objectives help you flesh out a project by _____.
   • identifying the work that needs to be done
     • Project objectives don't give you enough information to identify the work that needs to be done.
   • defining project scope
     • Project objectives help identify the items you include in project scope.
   • identifying constraints on the project
   • describing the challenges the organization faces
10. Your client has asked for a project that will fix productivity concerns with the customer service department. After asking "why" several times, you are able to determine the cause and create a _____.
    • problem statement
      • This is what clearly defines the problem or opportunity that the project will address.
    • project charter
    • project goal
    • statement of work
11. Ramesh is creating objectives for his project. Which SMART step will help him identify actual progress?
    • Attainable
    • Measurable
      • This SMART step refers to the objectives that make it easy to determine whether or not they have been achieved.
    • Time-Based
    • Specific
12. The sponsor of Project T5 assigned you as the project manager, and the project has already been approved. What is the first thing you need to do as the project manager?
    • Create the project charter.
    • Define the project.
    • Review what has been done and complete any tasks not addressed.
      • Since the project was approved before the project manager was chosen, the project manager needs to take these steps next.
13. Krisha is gathering information on her stakeholders, such as department names, factors that motivate them, who they listen to, and their contributions on the project. What is this document called?
    • a project charter
    • an executive analysis
    • a stakeholder list
    • a stakeholder analysis
      • This document includes much of the information Krisha needs to effectively communicate with each stakeholder.
14. You are managing a project that is implementing a new financial system. You need to include some of the finance department's resources on the team. Which stakeholder should you approach?
    • the financial people you need on the team
    • the project sponsor
      • This stakeholder is interested in making the project succeed, and can help with priorities and relationships but isn't responsible for the resources needed on the project.
    • a functional or line manager
      • This stakeholder is most accountable for the resources that are needed for a project.
    • the project customer
15. Several stakeholders for a project disagree on the priorities of many project objectives. Who would you ask first for help resolving this issue?
    • a functional manager
    • the most outspoken stakeholder in the disagreement
    • the project sponsor
      • The project sponsor wants the project to succeed and has enough authority to help you resolve issues, particularly with other stakeholders.
    • the project customer
16. You are the project manager for a healthcare system implementation project. The sponsor has asked you to create a project definition. What will the sponsor use this document for?
    • to create the project plan
    • to create the project charter
    • to decide whether to approve the project
      • By defining the project, the customer or sponsor can make an informed decision whether the project makes sense for the organization.
    • to tell the project team what work to do