Capstone Exam

Tuskman model: Five stages of team development are

Forming, Storming, norming, performing, and adjourning.

Forming

introduction of team members, either at the initation of the team or as new members are introudced. This stage is neccessary but little work is actually achieved.

Storming

team members have different opinions as to how the team should operate. People test each other and there is often conflict within the team

Norming

team members have developed a common working method and cooperation and collaboration replace the conflict and mistrust of the previous phase

Performing

the emphasis is on reaching the team goals rather than working on team processes. Relationships are settled and team members are likely to build loyalty towards each other. At this stage the team is able to manage tasks that are more complex and cope with greater change

Adjourning

involves the break up of the team after they successfully reach their goals and complete the work

How does Planning group relate to execution?

The executing process group takes the actions necessary to complete the work described in the planning activities. The main outcome of this process group is delivering the actual work of the project.

What is a guidance the Project Manager can adopt to successfully coordinate Planning and Execution for a project?

The project manager must work closely with the project team and other stakeholders and take appropriate actions to keep the project running smoothly.

When does monitoring and controlling take place and how do they support execution?

Monitoring and controlling processes overlap all of the other project management process groups because changes can occur at any time.

Finish to start dependency

A relationship in which the “from” activity

or predecessor must finish before the “to” activity or successor can start.

For example, you cannot provide user training until after software or a

new system has been installed.

Start to start dependency

 A relationship in which the “from” activity

cannot start until the “to” activity or successor is started. For example, on IT

projects, a group of activities might start simultaneously, such as the many

tasks that occur when a new system goes live.

finish to finish dependency

A relationship in which the “from” activity

must be finished before the “to” activity can be finished. One task cannot

finish before another finishes. For example, quality control efforts cannot finish before production finishes, although the two activities can be

performed at the same time.

start to finish dependency

A relationship in which the “from” activity must start before the “to” activity can be finished. This type of relationship is rarely used, but it is appropriate in some cases. For example, an organization might strive to stock raw materials just in time for the manufacturing process to begin. A delay in starting the manufacturing process should delay completion of stocking the raw materials.