Project Management Assessment
This assessment has two parts. Part 1 addresses common project management principles and concepts. In Part 1, mark each statement as true or false. Part 2 address effective project management practices. In Part 2, score each statement on a scale of 1-5 with 1 being not very often and 5 being very often - in terms of how often your projects demonstrate these practices. If you aren't clear what the statement means, score it as a 1.
Part 1
- The scope of a project is best described in 1-2 brief statements
- Not all projects have end-dates - some are "ongoing" processes
- Project stakeholders are the people who own and run the company
- The role of project sponsor is to make all project decisions
- In projects, our unknowns are at least and often more important than our knowns
- In creating a project team, first define what the team needs, and then who the team needs
- It's important that the project team remains the same throughout each phase
- The deadlines are more important than start dates for project tasks
- It is a good practice to start project planning with detailed lists of tasks
- Project documentation is best kept by the project manager in his/her files and emails
- It is not important for project team members to have the "big picture" view of the project
- Project managers can expect project teams to automatically see the value of projects
- When defining the timing of project tasks, it's better to plan for the worst scenarios rather than the best scenarios
- Core project teams are most productive when they're between 4 and 6 people
- For the most part, change is bad for a project and needs to be avoided
- It is important for project plans to be followed in their original form
- Communication in a project is the responsibility of the project manager
- In project planning, tasks are prioritized according to importance relative to the project's objectives
- Diversity in the make-up of a team is usually more of a barrier than benefit to project success
- A project plan is basically a long to-do list
- An effective project manager assumes total responsibility for project planning and execution
Part 2
- We maintain a list of unknowns at the beginning of each phase in a project
- Our project's documentation is accessible to the project sponsors and team
- Our project plans involve as many concurrent tasks as possible
- We share responsibility as a team for communication inside and outside the team
- We translate stakeholder requirements into measurable terms
- We interview or survey all stakeholders when determining requirements
- We manage the project by phases
- We build positive buzz about the project throughout the life of the project
- We use both Phase and Activity Gantt charts in project planning
- We base task schedules on realistic calendar time estimates
- We utilize concurrent tasks as often as is feasible in the project plan
- We pay more attention to task startlines than deadlines
- We schedule in tasks related to all of the project's evolving unknowns
- We schedule in tasks related to all of the project's resource management
- We keep project sponsors up to date throughout the life of the project
- We use a variety of media to keep the project team up to date on everything in the project
- Project team members have access to project information that relates to their tasks
- We strive toward project agility and preventing scope creep
- We do risk planning throughout all phases of the project
- We balance project resources across concurrent projects at least every two weeks
- We conclude every project with a project critique
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