OGL 320 Short Answer Quiz Questions

Module 1
The three lessons that I believe to be the most important of the “10 Project
Management Lessons from the Titanic Disaster” are:
 Number 3- Distractions are Dangerous
o This lesson is useful to me because I feel that distractions often lead to
wasted time and can also lead to dangerous mistakes being made. I work for
an airline and my job revolves almost entirely around safety. While air travel is
considered one of the safest forms of travel, there is a lot that goes on behind
the scenes that make it so safe. Distractions come in many shapes and sizes.
They can be brief, sudden distractions which can pull someone’s attention
away from the task at hand at a crucial moment, and there is the kind of
distraction that is a general lack of awareness that often comes from personal
issues. When someone is going through something outside of work, if they do
not check it at the door, it will take them away from work mentally. This is why
it is important to be present and focused when working on long and short-
term projects.
 Number 4- Little things add up
o This lesson is important because time can slowly get away from you little by
little until you realize that you don’t have any time left to complete a project. It
can be difficult to consistently remain on track with a timeline because you
can lose sight of the big picture. Some delays are unavoidable, that is why it
is important to remain on track with parts of the project that are controllable.
 Number 9- Methodology is more important than technology
o This is a good lesson to have today when most people want to flock towards
the latest and greatest technology simply because it is the latest and greatest.
Technology is an extremely useful tool that can be highly effective when it is
utilized properly. If a company has an advanced program to track project
progression, that can be very beneficial. However, if the program users do not
take the time to really learn the program and all of the functions that it has to
offer, they could possibly be utilizing only a portion of the program’s tools.
Module 2

1. Why is it important for a project manager to understand his or her

organization’s culture? What problems can arise if he or she fails to
understand that culture? After answering this, consider your own
experiences. Look at the “Organization Culture Profile” (slide four) and
discuss how an organization that you were/are involved in fits one of these
profiles. You can focus on a place you worked/work or volunteered/volunteer
at. Explain why the profile(s) fits your example and whether you think the
culture is a benefit or detriment to the organization.

It is extremely important for project managers to understand their organization’s

culture because failing to do so can and will likely result in inevitable project failure.
Organizational culture is comprised of many things but in short, it can be described
as the way an organization operates from bottom to top and the way that members
of the organization act and operate on a day to day basis. Every organization is
different and has its own set of norms and values. A project manager must
understand these norms, values, and the other components of organizational culture
in order to manage a project successfully within that organization and its culture.
Failing to do so can result in choosing the wrong team members for a project, failing
to establish trust within a project team, failing to communicate effectively, and
making poor, misguided decisions.

I have been with my current employer for almost 4 years now and I have had a roller
coaster of feelings towards the organization and the industry itself. Overall, I would
say that in my time with Alaska Airlines I have seen an organization that wants to be
perceived as having a people-oriented culture but is really more of an aggressive
culture. There are many social media trends within the Alaska Airlines organizational
culture that would hint towards it being a people-oriented culture such as the
trending Instagram hashtags #IamAlaska and #HorizonHeart. The truth is that within
an organization so large and in such a competitive industry, much of the “people”
focus gets lost in the hustle and bustle and the race for awards and performance
increases. The organization has received 12 consecutive JD Power awards for best
traditional airline within the United States. During the year, there is never so much
push for performance as there is when we are racing to beat out Delta for that
award. Another reason I lean more towards an aggressive culture is because of the
strict focus on timelines and keeping flights on time. Of course safety is the most
important part of my job, but it is followed very closely by ensuring we remain an “on
time airline.” For instance, when we take a delay, we often sit down and closely look
at all the details and factors that contributed to it so that we can learn how to avoid
 taking such delays in the future. In general, my organization has a people-leaning,
yet primarily outcome/performance focused culture.

2. What do you feel the TWO most important characteristics of a project team
are? Why? Please be sure to draw from the course materials and elaborate on
your response.

The two most important characteristics of a project team are having a clear and
common goal and having a supportive structure. Having a clear and common goal is
something that all of the course material thus far seems to be orienting around.
Having a clear and common goal is what keeps all team members on the same track
and moving forward together. If team members cannot describe their goal easily and
definitively, they are likely to be distracted along the way because they do not have
a guiding focus. Team members who are unsure of their ultimate goal are likely to
eventually “head in different directions, dissipating both energy and resources”
(Managing Projects Large and Small, P. 31).

Having a supportive structure is also imperative to project team performance. The

project, while operating independently towards a goal, is still dependent on the
larger organization for “resources, information, and assistance” (Managing Projects
Large and Small, P. 35). Many organizations have lots of departments that are
dependent upon one another to operate successfully. Project management
departments are no different. Project management departments still need assistance
from others such as help with IT issues, resources and information on different
aspects of the project. Project sponsors can help immensely in this regard because
they are responsible for and should have the resources to ensure that the project is
supported by the organization as a whole.

Module 3

1. What is “scope creep” and what are some strategies for avoiding and
controlling it? (150-word minimum) (2 points)

Scope creep is something that happens very frequently in projects and is one of the
most common reasons that projects fail. Scope creep is the tendency for stakeholders
to make minor requests throughout the life of a project that were not agreed upon within
the original scope statement. The reason that scope creep is so dangerous for projects
is because it tends to happen little by little until the time, budget, and scope of a project
are thrown so far off course, that they cannot be resurrected.

One method that project managers can use to avoid and control scope creep is to
create a detailed scope management plan. A scope management plan includes a scope
statement which is a plan of what exactly is and is not included in the project. Scope
management plan also includes a work breakdown structure which details and
organizes the work that is to be done to complete the project. A scope management
plan also includes a plan for how changes to the project scope are to be processed if
requested by stakeholders (Module 3 Slideshow, slide 7).

2. Explain what it means to use a premortem method in project planning and

the types of benefits it can yield.

Using a premortem is a method in project planning which uses prospective hindsight to

predict what could go wrong during the course of a project. This process involves
gathering the project team together before the work has begun and putting everyone in
the mindset that the project has run its course and it failed miserably. The team then
compiles together every single idea as to why this could have happened. This method
gets everyone thinking about all of the small things that can add up to a failed project.
Doing this before the project is underway is a great way for the project team to realize
how and why the project could fail, and what steps to avoid to prevent it from doing so.
This entire process also gives the team a sense of responsibility for the success of the
project having already identified many of the reasons that it could fail.

Module 4

1. After reading about the different ways to work out a project’s schedule,
discuss which method suits your style best. How have you scheduled projects
in the past? Are there any new methods from this module that you can see
yourself implementing in the future? (150-word minimum)

The method that I have found which I believe would best suit my organizational style is
the Gantt Chart. I would choose to use the Gantt Chart because of “its simplicity and
from its ability to show people the big picture in a single glance” (Managing Projects
Large and Small, p. 85). I see why people would use the Gantt Chart in place of a PERT
Chart because it is cleaner, and it looks more organized than a PERT Chart. To be
honest I have never managed a project in the workplace so the only examples that I
have are from real life. In my real life projects that I have taken on I have not had very
strong organizational skills and I have a horrid habit of procrastination which often leads
to last minute planning and having to sacrifice in areas that I would otherwise not have
had to sacrifice, due to procrastination and time restraints.

2. This module’s two video clips transition the course content from project
schedule planning to actually implementing the work. In particular, they
address “How to Prioritize Work for Project Teams” and “How to Manage
Tasks Daily.” Briefly discuss the tips that are offered and what the intended
managing impact is from these approaches. Which approaches have you
implemented or may consider implementing?

The video “Prioritize Work for Project Teams” has some good tips for how to get the
most out of your team and how to jumpstart the project process. The first tip included in
this video is the helicopter approach which is an attempt to levitate your team to a high
altitude where they can see the project as a whole and understand that the ultimate
goal is. This helps the team wrap their minds around the entire project rather than just
being overwhelmed of the multitude of tasks that they are required to perform. The
second tip is the relay approach which involved getting different task groups together
and helping the understand how their work impacts that of another group, and so on
and so forth. This helps team members take personal responsibility for not only their
own work, but for the project as a whole. The third tip in this video is the mountain
approach. Many team members view the work of a project to be this huge mountain of
work that is seemingly impossible. The mountain approach involves helping team
members prioritize the work from most difficult to least difficult. This approach can
create scheduling benefits as well because if there are any complications, it is better if
they happen in the early stages of the project during the more difficult tasks because
there is likely a chance that you can make up time later on in the project during the
more simple tasks.

The second video includes tips to help manage the work of a project on a daily basis.
The first tip is to review the schedule daily during 15-minute huddles with the team. This
is a good method because it keeps the team on track with the timelines and doing it in
short sessions is beneficial because it does not take too much time away from the
project work itself. The other tips are for the project managers to be out and about
among the team members while they are doing the work of the project. Project
managers should also work to stay connected with team members and their progress.
This shows that you are present, and it shows the team that they have support.

I would definitely implement some of these project management tips. The ones that I
believe would be most beneficial are to help team members tackle the most difficult
tasks in the early stages, and to ensure that as a project manager you are showing your
face to your team members, whether in personal or virtually for long distance teams, to
ensure they feel connected and supported to the project through you as their manager.

Module 5
1. The case study on “Ducor Chemical” offers an interesting example on the
impact of personality differences and conflict on projects. After reading this
example and considering the other module material, discuss what you think
the best approach to this situation is. How would you suggest a partnership is
created between the project manager and line manager? What do you think is
the best way to remove an employee who is not performing as expected? 

This is a tough situation. The project manager cannot deny that Thornton is brilliant and
that he would likely do an excellent job on the production of the product, however his
interpersonal skills are sorely lacking, and the project manager is very weary to have
him as a member of the project team. The project manager feels that Thornton would
bring down the team morale and that he would cause relationship issues between team
members and between the organization and the customer. The best approach to this
project would be to be up front and honest about fears and concerns. The project
manager knew that there was a 25% chance that Thornton would be assigned to the
project. I think that it would have been wise for him to have consulted with the lab
manager prior to him making his decision, and the project manager should have voiced
his concerns about Thornton at that time, rather than waiting to see if he would be the
chosen senior chemist. This would have given the lab manager an idea of what the
project manager was looking for. The lab manager still may have chosen the same
person for operational reasons, but there would have been more transparency and
more opportunity for the lab manager to consult with Thornton and discuss some of his
behavioral problems.
I think that the best way to remove an employee who is not performing as expected is to
simply be honest while using a high level of emotional intelligence. As a project
manager it is extremely helpful to know the members of your team and their overall
behavior in order to have an idea how the situation should be handled for that person in
particular. For instance, my team members often have to be placed in certain positions
that will either capitalize on their strengths or minimize their greatest weakness. Overall
I think that the best way to inform someone of their removal from a project is to be
honest and tell them that their performance thus far with the team has been sub-par,
and that there will be more opportunities in the future for project work but that this one in
particular was not a good fit.

Module 6

1. What is a project manager’s best course of action if it becomes clear that a

project will be unable to produce the deliverables by a sponsor’s deadline?
(75 word minimum)

The best course of action to take in this scenario is for a project manager to face the
problem head on, and as early as possible. As soon as it is discovered that the desired
deliverables will not be produced by the requested deadline the project manager should
confront the sponsor and talk about how to proceed. Ways that a project can proceed
after this is to take at assumptions regarding deadlines, resources and deliverables as it
may be discovered that there are ways to make adjustments. Another thing to do is to is
to decide with the project sponsor and/or stakeholders what is the most important
element of the project, the timeline, the budget, or the quality of the deliverables. The
project manager may discover that the sponsor can increase the budget, extend the
timeline, or decide to hold off on one or more aspects of the product like we saw in the
scenario with Antonia and the hands-free cell phone (Managing Projects Large and
Small, pp. 98-100).

2. What does it mean to manage risks using rapid-results initiatives? What

are the defining characteristics? What are the benefits and disadvantages of
this method?
Rapid results initiative is a way to break down a large scale, long-term project into
smaller scale projects that produce mini versions of the larger projects desired
deliverables. The defining characteristics of rapid results initiatives are that they are
results oriented, vertical, and fast paced. The benefits of using rapid results initiatives
are that they can help a large team learn how to work together quickly by creating small
projects that are less critical, but have a higher intensity. The fact that rapid results
initiatives are so fast paced gives team members a sense of urgency and makes them
focus on the work at hand. The reduced timeline also leaves little room for
procrastination and interorganizational bickering. I believe that some disadvantages of
the rapid results initiatives method could be that there is very little time for the team
members to create cohesion and a team environment. They will also be so busy
working that it may be more difficult to find the time to have team meetings and start up
and closeout meeting on these small projects.

3. What does it mean for a project manager to get into a sunk-cost trap? What
are some strategies for avoiding this trap? Have you ever fallen into this trap?

Getting stuck in a sunk cost trap means that a project manager is in the process of
creating a deliverable that is suddenly no longer needed or wanted, and they find
themselves unsure of whether or not to continue as usual because of the time and
money already invested, or to cut all ties with the useless project and save any further
time or money investments. Some strategies for avoiding this trap are to simply not care
what people will think about a decision that was a good one at the time, turning out to
be ineffective or irrelevant. Project managers often feel guilty and that they should have
somehow foreseen that the project would fail. They must ensure that team members,
including themselves, are not punished for “not owning a crystal ball” (HBR Guide,
p145).

I have fallen into this trap at work in some ways. At my job, many days are the same if
everything goes as planned. But anything can change at any moment. On bad days or
days when we have flight delays or weather affecting aircraft landing or taking off,
sometimes it is difficult to foresee how a day will turn out. I try my best to foresee
everything that I can based on my experience, but sometimes I miss things or
something even more unexpected happens. For instance, sometimes a flight crew will
“time out” which means they are past their allotted working hours and must be placed
on mandatory 8 hour rest. This leaves an aircraft without a flight crew, and 76 people
without a flight to their destination. I try not to beat myself up in cases like this when I do
not foresee every possible scenario, but I feel that it is my job to set my team up for
success and when I mess up, it is hard not to beat myself up.