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CHAPTER 5
5–1 Project managers normally have indirect reward power. In other words, they
can make recommendations to functional managers, whether it be oral or
written, confidential or nonconfidential, and then the functional manager takes
the project manager’s evaluation in hand and makes the final decision.
5–4 Authority varies with risk. In some cases, the greater the risk, the greater the
5–5 Influence project managers are found quite often in the line- staff
5–6 If the project manager has more reward power than the line man- ager, then a
5–7 Send out a memo that identifies the topics to be discussed and an agenda
5–8 There are long-term risks if people are partially successful at biting off too
much. What if an employee becomes sick? Who can replace him/her? Can the
project then fail? These questions must be considered.
5–9 Erratic or fluctuating manpower levels can be catastrophic if the functional
manager cannot adhere to the request. Perhaps manpower smoothing may be
necessary.
5–11 (a) Project management
5–13 Most project managers prefer an immediate response to actions.
5–14 Project managers should encourage the flow of all problems to them in a
project environment, especially if there is a possibility that any of these
5–15 Yes. Although all projects may be different, there should still exist
standardized procedures for planning, scheduling (especially in
5-16 This depends upon the type of standard. If the standard is obtainable, then
5-17 Knowing the employee’s energy cycle can be beneficial; for example,
