Week 6 discussion 1 (Project Close Out )
Why is it considered a best practice to properly close a project? What about a project that is abruptly terminated? What are some good approaches for documenting the entire project? How does this occur?
Week 6 discussion 2 (Selecting an Organizational Structure )
Scenario: The hospital has extensive experience and capability in implementing medical systems and has some expertise in nuclear magnetic resonance (NMR) scanners, as it currently operates one in the hospital. Your project is to evaluate, select, and install a new NMR scanner. In the past, the hospital normally involves five internal departments in the installation of a new system or piece of equipment. For this project, the hospital will likely need to bring in functional experts from five different technical specialties. It will use consulting companies to do this. The technology is very new, and there will be extensive coordination and communication requirements between the five consultants. This project is not all that important to the hospital and is relatively small compared to other projects it is currently doing.
What organizational form (Functional, Pure Project, Strong Matrix, Balanced Matrix, or Weak Matrix) would you recommend to effectively manage a project for a major hospital to evaluate, select, and install a new nuclear magnetic resonance (NMR) scanner?