A startup company has just appointed a CEO that has no prior project experience. The CEO wants to execute projects with their own resources and has appointed a project manager. What should the project manager recommend that the CEO do first?
A.
Create a framework to justify project execution.
B.
Utilize an agile approach for all upcoming projects.
C.
Create a framework to support project success.
D.
Utilize a predictive approach for all upcoming projects.
C is answer.
As the CEO has no prior project experience, the first step for the project manager should be to recommend creating a framework to support project success. This framework should include project management best practices, such as defining project objectives, creating a project plan, identifying project stakeholders, defining project roles and responsibilities, setting up communication channels, and defining project metrics
C. Create a framework to support project success.
Explanation:
Before diving into the execution of projects, it's essential to establish a foundational framework or infrastructure that supports the management, execution, and monitoring of projects. This framework often includes governance structures, processes, methodologies, tools, and best practices to ensure that projects are executed successfully and align with the organization's goals.
Explanation:
In this scenario, the newly appointed CEO has no prior project experience, indicating a potential lack of understanding of project management principles and practices. Therefore, the project manager should recommend that the CEO first create a framework to support project success.
Creating a framework to support project success involves establishing project management processes, methodologies, and governance structures within the organization. This framework helps provide a standardized approach to managing projects, ensuring that projects are executed efficiently and effectively.
Option A, creating a framework to justify project execution, is not the best recommendation as it focuses on justifying the execution of projects rather than establishing a framework for project success. A framework for project success encompasses a broader range of elements that support project management activities.
I would stick to A. As a first step, an organization should establish a mechanism to make Go/No-go decisions based on the business case of each project. Otherwise, it will soon run into a problem with funding.
1, there is no such thing as go/no-go to START a project. And justification for a project is not as good an answer as success of a project when given both those choices based on the questions info.
Why not is B? Agile approach meet "startup" key words. Any changes can be involved with this approach. Since CEO has no project experience, how should he create any framework about project to support?
project strategy depends on the project. agile is no better than predictive when no info is provided. so immediately any discussion on a SPECIFIC strategy should be ignored for THIS question.
Justification for a project is not as good an answer as success of a project when given both those choices based on the questions info. Also having no project experience is not the same thing as justification for a NEED. You can be unaware of project implementations but a savvy business case author.
Justification for a project is not as good an answer as success of a project when given both those choices based on the questions info. Also having no project experience is not the same thing as justification for a NEED. You can be unaware of project implementations but a savvy business case author.
The CEO wants to make use of internal resources for the project execution. However, prior to that an assessment needs to be done for what exactly will be the enablers for success of the project. The Project success parameters need to be decided first, thereby necessitating the development of a project framework for success. Hence option C is correct
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