If you inherit a project which has all sorts of problems in it, what are the steps you'll take to in order to start working on it? - If a project team handles operations side of tasks as well as project development side of tasks, how would you, as a project manager balance or utilize project resources for optimal use? - What are some of the critical differences between the agile project management and the waterfall project management methodologies? - When you start a new project, what are the essential tasks you take care or start with? - If you are asked by your boss to start a specific new project, what are the possible questions you'll ask him/her or what information would you collect from him/her before you leave his/her office?

If you inherit a project which has all sorts of problems in it, what are the steps you'll take to in order to start working on it?

The best start to solve problems in a project is identifying them and clarifying their descriptions. In order to understand them, I should have a depth knowledge and experience in time, cost, scope, and risks of the project as well as integration, communication, human resources, quality assurance, schedule development, and procurement. Gaining insight into the solution of the root problem will also help me to clarify a description, analyze its causes and identify alternatives. I should also recheck the requirements of the project because they may be missing or incorrect, there may be unrealistic delivery expectations of schedule and functionality or there may also be over-reliance on tools with too little emphasis on processes and methods. Discovering them late will lead to even more difficult problems. Then I should create different alternative solutions with well defined project processes. Each of these solutions should include requirements that are agreed on and signed off by all stakeholders. After assessing each alternative with other project stakeholders, I must implement them and evaluate whether these problems are solved or not.

If a project team handles operations side of tasks as well as project development side of tasks, how would you, as a project manager balance or utilize project resources for optimal use?

I would be sure that there is adequate flexibility in scheduling resources and requirements and all the necessary information is properly documented and communicated to my team. There should be collective responsibility to ensure that every member of the project team is focused on the optimal use of resources. Continuous monitoring of work process is also a must. The more analysis and approval I can work into the project's timeline, the more successful I will be. Technically the resource constrained scheduling algorithms should minimize my project duration. This involves heuristics rules of thumb that have worked well in the past on previous and similar projects. This may include priority rules such as doing tasks first with the most critical followers or "minimum slack first. These heuristics are built into the capabilities of a good project management tool, and I only need to be aware of how to use the tool to benefit from these features in reducing project timelines.

What are some of the critical differences between the agile project management and the waterfall project management methodologies?

Waterfall project management generally work fors small tightly defined projects. It is less suited, for larger projects of undefined or unknowable scope. It is the most predictive of the methodologies. Project's progress is generally measured in terms of deliverable artifacts requirement specifications, design documents, test plans, and the like. This model can result in a substantial integration and testing effort toward the end of the cycle. This time period typically extends from several months to several years. On the other hand agile project management produce completely developed and tested features every few weeks or months. It takes the project as a series of relatively small tasks conceived and executed as the situation demands in an adaptive manner, rather than as a completely pre-planned process. The emphasis is on obtaining the smallest workable piece of functionality to deliver business value early, and continually developing it throughout the life of the project.

When you start a new project, what are the essential tasks you take care or start with?

I must ensure that my project, it's scheduling and resource allocation is carefully examined and approved by the senior management. The process of approving and defining projects is often an established and refined procedure that involves several analyses. These include ROI, payback period, present value or decision tree analysis, or methods such as the analytic hierarchy process, or other decision support systems. I also need to define the development process and it must commensurate with my project type.
Then I should determine the nature and scope of my project analyze the needs of my business in measurable goals.

If you are asked by your boss to start a specific new project, what are the possible questions you'll ask him/her or what information would you collect from him/her before you leave his/her office?

First of all I would collect information about the time and budget constraints and his/her expectations. I also need to know about the risk, quality, communication, procurement, and human resources and make sure that all necessary controls are incorporated into my project. Any deficiencies observed must be immediately reported to me and a recommendation should be made to fix them.

Sources

1. Preparing for unexpected projects
http://www.builderau.com.au/strategy/projectmanagement/print.htm?TYPE=story&AT=320271769-339028292t-320000988c

2. Project management
http://www.managementhelp.org/plan_dec/project/project.htm