What can a project organization do to increase the likelihood of acceptance for the final product of the project?
What will be an ideal response?
The process of gaining customer acceptance can be complicated so it is necessary to begin planning well in advance for both the transfer of the final product to the client and the creation of a program to ease their transition to ownership. This sequence suggests that a plan for acceptance and transfer of ownership should be part of the initial project plan. The project team should identify possible objections and concerns regarding the project and develop countermeasures to these concerns as work progresses. Project transfer contracts such as BOT and BOOT options can help instill confidence as would detailed training and follow-up on the part of the project organization.
You might also like to view...
Marco supervises the pool of word processors serving the firm's lawyers. He gets along well with his people, and has created detailed procedures for all types of legal document they encounter. Marco hires and fires, and gives work assignments, performance appraisals, and promotions. According to the contingency model, the optimal leadership style is
A. transformational. B. team management. C. task-oriented. D. relationship-oriented. E. consideration.
Gavin is choosing the members of his new project team with close attention to the mix of the selected members’ skills and abilities. Gavin is focusing on the group’s ______.
a. type b. structure c. composition d. roles
Consider the following independent cases that relate to service department cost allocations:Case A: Aaron Company has two service departments [Human Resources (H/R) and Information Systems] and two production departments (Machining and Assembly). Human Resource cost is allocated by using the direct method based on the number of personnel in each department. For the period just ended, there were 189 employees in Machining, and Machining received $90,000 of H/R's overhead of $200,000. How many employees are in the Assembly Department?Case B: Drew Montana, controller of Butte Enterprises, wants service department managers to be aware that their use of other service departments costs the firm a substantial amount of money. Would Drew prefer the direct method or the step-down method of cost
allocation? Why?Case C: Laramie Company has four service departments (S1, S2, S3, and S4) and two production departments (P1 and P2). The costs of S1 are allocated first, followed in order by the costs of S2, S3, and S4. Laramie uses the step-down method, and the costs of S2 are allocated based on the number of computer hours used. Computer hours logged during the period were as follows: S1, 4,600; S2, 7,100; S3, 10,400; S4, 17,600; P1, 37,000; and P2, 48,600. Over how many hours would S2's cost be allocated?Case D: A recently hired staff accountant noted that given the nature of the allocations, the total cost allocated to production departments is typically less under the step-down method than under the direct method. Do you agree with the accountant? Why?Required:Answer the questions that are raised in Cases A, B, C, and D. What will be an ideal response?
The three types of organizational power are ________ power.
A. expert, reward, and coercive B. expert, reward, and referent C. legitimate, expert, and referent D. legitimate, expert, and coercive E. legitimate, reward, and coercive