Professional Documents
Culture Documents
The kombs enter into a five-year deal with DOE in 2008. The combs concentrated on
technical work and therefore their success was also strong and DOE was also satisfied with
their technical performance. In the proposal, DOE included a separate section on how
Kombs would handle the $10 million / year project as well as a complete overview of how
the project management system at Kombs worked. After September 2013, Kombs needed
a consultant, DOE presented the list of questions and Kombs answered 95 percent of the
question, but Kombs' project management was still not effective because their output was
not competent.
The main reason for contract failure is that it doesn't concentrate on establishing proper
project management program. Because of this, Kombs needed a consultant after September
2013, DOE provided the list of questions and Kombs answered 95 percent of the question,
but the project management of Kombs was still not successful because their performance
was not professional. The other main reason for the contract loss was that all the projects
traditional structure was replaced by project management and then the projects were not
accomplished by kombs.
Technical efficiency and project management will be the priority of the combines. The
organization should be able to operate a good project management program such that the
tasks that can be done are productive and reliable. The business would contact the third
Homework #1
party for project management procedures, rather than hiring the contractor to train the
company's staff. Upon contracting, the company should also carry out its projects through
project management rather than traditional structure management, since the traditional
• Does it seem realistic that proposal evaluation committees could consider project
management expertise to be as important as technical ability?
Sure, it seems likely that proposal review committees should discuss project management
because DOE included a separate section in the proposal on how the $10 million / year
project would be handled by Kombs as well as how the project management program at
Kombs was working. Project management was also important because project management
The article clearly illustrates weak leadership and a strategic strategy that failed. The
London to Glasgow rail line was to be upgraded, and its contract was awarded to the
strategic Rail Authority of the United Kingdom. But the pursued project was postponed
past defined limits and the master plan used for this project was reconsidered and re-
examined as it included many aws. The project was to be completed by May 2006, as
promised by SRA, which was 2 years early compared to the initial time mentioned in the
quotation. That increased the budget from 2.1 million pounds to 10 billion pounds. This
article also discusses and reviews the importance of the executives at ground level and the
sponsors of projects.
• Why was the United Kingdom’s Strategic Rail Authority project derailed?
The project of the strategic rail authority was derailed because they did not pursue any form
of project management to handle the project properly and the project leaders did not foresee
the project's end results in advance. Hence, the strategy they used for the project failed.
The project manager is the mediator between the project sponsors, the internal departments
and a company's customers. He's the project 's principal support. He is dependent on project
sponsors to create values, transparency, good thinking, efficiency and client confidence for
• What are 4 of the Do’s and Don’ts of a Project Sponsor that you value?
Do's:
o To ensure that the project managers have access to all tools to do the job.
o Creating good bonding and confidence among project team members and project
manager.
o To nd and explore all possible alternatives available for solving issues related to
the project.
Don'ts:
Project sponsors should allow project managers the right to make their own choices when
a tough situation occurs when working on a project. And the authority should be shared
“Viewpoints: Listen and Learn”, Alfonso Bucero, PMP, PM Network, Jul 2006, p 20, 22
Hearing is a passive activity because we don't really know what we think about in this
situation so we don't store it in our minds. Whereas listening is entirely the opposite of
hearing. When listening, we examine the words we listen to, understand them and store
• What are the six listening behaviors and provide an example when appropriate/not
appropriate to use?
necessary to practice.
not necessary to practice. In this case the person is present only physically, but somewhere
else mentally.
not always appropriate. It is as if the speaker and his thoughts were exhibiting disrespect.
Polite listening: It's a successful listening process, where we listen to the speaker and his
thoughts without disrespecting him. Here we gather the information, render it, and we
Active listening: It is the most desired type of listening where the listener is fully involved