暨南大学项目管理chapter 16 oversight

管理学院

SchoolofManagement佟瑞EdwardTong，

MPM，MBA2026/5/51EdwardTong@CopyrightreservedJinanUniversity16–3WhereWeAreNow16–4ProjectOversightProjectOversightAsetofprinciplesandprocessestoguideandimprovethemanagementofprojects.Oversight’sPurposes:Toensureprojectsmeettheorganizationalneedsforstandards,procedures,accountability,efficientallocationofresources,andcontinuousimprovementinthemanagementofprojectsTosupporttheprojectmanager16–5OversightActivitiesAttheOrganizationLevelProjectselection.Portfoliomanagement.Improvinghowallprojectsaremanagedovertime.Assessingandelevatingthematurityleveloftheorganization’sprojectmanagementsystem.Usingbalancedscorecardapproachtoreviewprogressonstrategicpriorities.AttheProjectLevelReviewprojects’objectives.Decideonissuesraisedbytheprojectmanager.Trackandassisttheprojecttoresolvebottlenecks.Reviewstatusreportsfromtheprojectmanager.Auditandreviewlessonslearned.Authorizemajordeviationsfromtheoriginalscope.Canceltheproject.16–6ImportanceofOversight

totheProjectManagerOversightFunctions:Providingsupportandhelptotheprojectmanager

whereneeded.Determiningtheenvironmentinwhichtheprojectmanagerwillimplementhisorherproject.Influencetheperformancemeasuresusedtoholdtheprojectmanagerresponsibleandaccountable.Providingtheoversightgrouptowhichtheprojectmanagerwillreportingatpredeterminedphasesintheproject.16–7CurrentandFutureTrends

inProjectManagementForcesforChangeGlobalcompetition,knowledgeexplosion,innovation,timetomarket,andshortenedproductlifecyclesTwoMajorOutcomesforthe21stCentury:Anincreaseinthescopeofprojectmanagementandsystemintegration.Thefocusofprojectshasshiftedfromtacticaltostrategic.Anincreasingdisciplineinthewayprojectsaremanaged.16–8IncreasingScopeofProjectManagementandSystemIntegrationPortfolioProjectManagementThecentralizedmanagementofprojectstoensurethattheallocationofresourcestoprojectsisdirectedtowardprojectsthatcontributethegreatestvaluetoorganizationgoals.ProjectOffice(PO)Theunitresponsibleforcontinuedsupportofconsistentapplicationofselectioncriteria,standards,andprocesses;trainingofandgeneralassistancetoprojectmanagers;andcontinuedimprovementanduseofbestpractices.16–9ProjectPortfolioCostSummaryReportforTopManagementFIGURE16.116–10ProjectPortfolioScheduleSummaryReportforProjectSchedulesFIGURE16.216–11PhaseGateMethodologyPhaseGateReviewProcessAstructuredprocesstoreview,evaluate,anddocumentoutcomesineachprojectphaseandtoprovidemanagementwithinformationtoguideresourcedeploymenttowardstrategicgoals.DecisionGateComponentsRequireddeliverablesGatecriteriaandspecificoutputsAclearyes/nodecisiononwhethertogoahead.16–12AbridgedGenericPhaseGateProcessDiagramFIGURE16.316–13OrganizationProjectManagement

intheLongRunCapabilityMaturityModel(CMM)Focusesonguidingandassessingorganizationsinimplementingconcretebestpracticesofmanagingsoftwaredevelopmentprojects.OrganizationalProjectMaturityModel(OPM3)Isdividedintoacontinuumofgrowthlevels:initial,repeatable,defined,managed,andoptimized.16–14ProjectManagementMaturityModelFIGURE16.216–15TheBalancedScorecardModelBalancedScorecardModelAssumesthatpeoplewilltakethenecessaryactionstoimprovetheperformanceoftheorganizationonthegivenmeasuresandgoals.Reviewsprojectsoveralongerhorizon—5to10yearsaftertheprojectisimplementedthanothermodels.Hasamore“macro”perspectivethanprojectselectionmodels.Measuresperformanceresultsforfourmajorareasofactivities—customer,internal,innovationandlearning,andfinancial.16–16KeyTermsBalancescorecardOversightPhasegatingPortfoliomanagementProjectmanagementmaturityProjectoffice(PO)16–17IncreasingDisciplineintheWay

ProjectsAreManagedProject

Management

DisciplineOrganization

CultureMulticultural

ProjectsInformation

TechnologyRisk

ManagementOutsourcingTraining16–18UnresolvedIssuesHowfarcanvirtualprojectmanagementevolve?Howdowemanageprojectsunderhighlevelsofuncertainty?16–19ProjectManagementCareerIssuesCareerPathsTemporary

AssignmentsPursuingaCareerProfessional

Trainingand

CertificationGainingVisibilityMentorsSuccessin

KeyProjects16–20IncreasingDisciplineintheWay

ProjectsAreManagedTrainingUniformtrainingextendingacrossteammakeup,teamculture,outsidepartners,andorganizationsupportallowsforstandardizationinpracticesandprocessesrelatedtoprojects.OrganizationCultureAsystemofsharedbeliefssupportsorganizationalflexibilityinmeetingthechallengesofmanagingprojectsinglobalizedcompetitiveenvironments.1.Thetermthatisusedtoreflecthoworganizationsoverseetheirprojectmanagementsystemsis:

A.

Projectadministration

B.

Fiduciaryresponsibility

C.

Management

D.

Oversight

E.

Projectregulation2026/5/5EdwardTong@CopyrightreservedJinanUniversity212.Whichofthefollowingisnotoneofthetechniquestoinsurethatprojectsmeettheneedsoftheorganization?

A.

Standards

B.

Procedures

C.

Accountability

D.

Controls

E.

Allofthesearecorrect2026/5/5EdwardTong@CopyrightreservedJinanUniversity223.Whichofthefollowpercentagesistheauthors'estimateofproject-drivenorganizationsthathavebeenimplementingsomeformofoversightforseveralyears?

A.

95%

B.

90%

C.

85%

D.

80%

E.

75%2026/5/5EdwardTong@CopyrightreservedJinanUniversity234.Typicalactivitiesofprojectoversightcoverwhichofthefollowingdimensions?

A.

Organization

B.

Project

C.

Customer

D.

BothAandBarecorrect

E.

Alltheabovearecorrect

2026/5/5EdwardTong@CopyrightreservedJinanUniversity245.

Organizationaloptionstocovereveryaspectofmanagingprojectsintheorganizationarecurrentlyachievedbyallofthefollowingexcept:

A.

Executivecommittee

B.

Oversightgroup

C.

Projectoffice

D.

BothBandCarecorrect

E.

Alltheabovearecorrect2026/5/5EdwardTong@CopyrightreservedJinanUniversity256.Theimportanceoftheincreaseinprojectoversighttotoday'sprojectmanagerincludesallofthefollowingexcept:

A.

Increaseinexpectedprofitsfromprojects

B.

Increasedinterestinsupportingandhelpingtheprojectmanager

C.

Impactontheenvironmentinwhichtheprojectwillbeimplemented

D.

Impactonhowtheprojectmanager'sperformancewillbemeasured

E.

Thereportingofprojectprogresstoanoversightgroup2026/5/5EdwardTong@CopyrightreservedJinanUniversity267.Thecentralizedmanagementofprojectstoensurethattheallocationofresourcestoprojectsisdirectedtowardprojectsthatcontributethegreatestvaluetoorganizationgoalsisknownas:

A.

PortfolioProjectManagement

B.

ProjectOfficeManagement

C.

ProjectManagementOptimization

D.

ProjectPriorityMatrixManagement

E.

ResourceAllocationOptimization2026/5/5EdwardTong@CopyrightreservedJinanUniversity278.

Whichofthefollowingisresponsibleforthecontinuedsupportofconsistentapplicationofselectioncriteria,standards,processes,training,andgeneralassistancetoprojectmanagersandcontinuedimprovementanduseofbestpractices?

A.

PortfolioProjectManagement

B.

ProjectOfficeManagement

C.

ProjectManagementOptimization

D.

ProjectPriorityMatrixManagement

E.

ResourceAllocationOptimization2026/5/5EdwardTong@CopyrightreservedJinanUniversity289.Whichofthefollowingfirmsuseprojectofficestocoordinateprojectsandtoensurebestpracticesarebeingusedtomanageprojects?

A.

HewlettPackard

B.

InternationalBusinessMachines

C.

Dell

D.

BothAandBarecorrect

E.

Alltheabovearecorrect2026/5/5EdwardTong@CopyrightreservedJinanUniversity2910.ProjectManagementOfficefunctionstypicallyincludeallofthefollowingexcept:

A.

Createandmaintaintheinternalprojectmanagementinformationsystem

B.

Recruitandselectprojectmanagers

C.

Trainpersonnelinprojectmanagementtechniques

D.

Developriskmanagementprograms

E.

Allofthesearetypicallyincluded2026/5/5EdwardTong@CopyrightreservedJinanUniversity3011.

ProjectManagementOfficefunctionstypicallyincludeallofthefollowingexcept:

A.

Establishstandardizedprojectplanningandreportingmethodologies

B.

Auditongoingandrecentlycompletedprojects

C.

Providein-houseprojectmanagementconsulting

D.

Selectwhichprojectstoundertake

E.

Allofthesearetypicallyincluded2026/5/5EdwardTong@CopyrightreservedJinanUniversity3112.

Projectofficesareknowntoresultinpositivebenefitssuchas:

A.

Abridgebetweenseniormanagementandprojectmanagers

B.

Supportintegrationofallprojectmanagementprocesses

C.

Trainingtosupportahigherlevelofprojectmanagementmaturity

D.

BothAandBarecorrect

E.

Allofthesearecorrect2026/5/5EdwardTong@CopyrightreservedJinanUniversity3213.

Thein-depthreviewofindividualprojectsatspecificphasesintheprojectlifecycleisknownas:

A.

ProjectAssessmentCheckpointReviews

B.

Go/KillDecisionReviewMethodology

C.

PhaseGateMethodology

D.

StargateReviewMethodology

E.

Noneofthesearecorrect2026/5/5EdwardTong@CopyrightreservedJinanUniversity3314.

TheoriginalStage-GateTMmodelincludedallthefollowingstagesexcept:

A.

Preliminaryinvestigation

B.

Detailedinvestigation

C.

Testingandvalidation

D.

Productionandmarketlaunch

E.

Allofthesewereincluded2026/5/5EdwardTong@CopyrightreservedJinanUniversity3415.

Theabridged,genericphasegatedprocessincludeshowmanyGo/Killdecisionpoints?

A.

Three

B.

Four

C.

Five

D.

Six

E.

Seven2026/5/5EdwardTong@CopyrightreservedJinanUniversity3516.Duringwhichofthefollowingphasegateswouldthequestionof"Doesthisprojectalignwithourstrategicdirection?"beanswered?

A.

Proposal

B.

Screeningandselection

C.

Implementation

D.

Progress

E.

Closure2026/5/5EdwardTong@CopyrightreservedJinanUniversity3617.

Duringwhichofthefollowingphasegateswouldthequestionof"Whataretheproject'sROIand/ornon-financialbenefits?"beanswered?

A.

Proposal

B.

Selection

C.

Implementation

D.

Progress

E.

Closure2026/5/5EdwardTong@CopyrightreservedJinanUniversity3718.

Duringwhichofthefollowingphasegateswouldthequestionof"Aretheresourcesneededidentifiedandavailable?"beanswered?

A.

Proposal

B.

Screeningandselection

C.

Implementation

D.

Progress

E.

Closure2026/5/5EdwardTong@CopyrightreservedJinanUniversity3819.Duringwhichofthefollowingphasegateswouldthequestionof"Aretime,costs,andscopeperformanceswithinacceptablelimits?"beanswered?

A.

Proposal

B.

Screeningandselection

C.

Implementation

D.

Progressevaluation

E.

Closure2026/5/5EdwardTong@CopyrightreservedJinanUniversity3920.WhichofthefollowingisnotoneofthegrowthlevelsintheOrganizationalProjectMaturityModel(OPM3TM)?

A.

Repeatable

B.

Defined

C.

Managed

D.

Expanded

E.

Optimized2026/5/5EdwardTong@CopyrightreservedJinanUniversity4021.ThefirstappearanceofstandardapproachestomanagingprojectsincludingscopestatementsandWBSoccursinwhichofthefollowingMaturityModelLevels?

A.

AdHocProjectManagement

B.

FormalApplicationofProjectManagement

C.

InstitutionalizationofProjectManagement

D.

ManagementofProjectManagementSystem

E.

OptimizationofProjectManagementSystem2026/5/5EdwardTong@CopyrightreservedJinanUniversity4122.

RiskassessmentderivedfromWBSandtechnicalanalysesandcustomerinputisinplaceoccursinwhichofthefollowingMaturityModelLevels?

A.

AdHocProjectManagement

B.

FormalApplicationofProjectManagement

C.

InstitutionalizationofProjectManagement

D.

ManagementofProjectManagementSystem

E.

OptimizationofProjectManagementSystem2026/5/5EdwardTong@CopyrightreservedJinanUniversity4223.ProjectauditsareperformedonallsignificantprojectsandlessonslearnedarerecordedandusedonsubsequentprojectsoccursinwhichofthefollowingMaturityModelLevels?

A.

AdHocProjectManagement

B.

FormalApplicationofProjectManagement

C.

InstitutionalizationofProjectManagement

D.

ManagementofProjectManagementSystem

E.

OptimizationofProjectManagementSystem2026/5/5EdwardTong@CopyrightreservedJinanUniversity4324.

Aninformalculturethatvaluesimprovementdrivestheorganization,notpoliciesandproceduresoccursinwhichofthefollowingMaturityModelLevels?

A.

AdHocProjectManagement

B.

FormalApplicationofProjectManagement

C.

InstitutionalizationofProjectManagement

D.

ManagementofProjectManagementSystem

E.

OptimizationofProjectManagementSystem2026/5/5EdwardTong@CopyrightreservedJinanUniversity4425.Theuseofanorganization-wideprojectmanagementsystemtailoredtospecificneedsoftheorganizationisestablishedinwhichofthefollowingMaturityModelLevels?

A.

AdHocProjectManagement

B.

FormalApplicationofProjectManagement

C.

InstitutionalizationofProjectManagement

D.

ManagementofProjectManagementSystem

E.

OptimizationofProjectManagementSystem2026/5/5EdwardTong@Copyr