BUSG Scenario story questions

Student’s Name
Professor
Subject
Date
BUSG Scenario Story Questions
Q1
I would respond to the committee by stating that acceptance or rejection of the contract depends on whether or not the contract has met all the legal requirements. In the first step, the contract has been presented in a written format and has incorporated the agreement of the client. The written contract has also followed the template that has been designed by the firm as recommended by ADDIN CSL_CITATION {“citationItems”:[{“id”:”ITEM-1″,”itemData”:{“DOI”:”10.1016/j.ijproman.2010.07.007″,”ISBN”:”0263-7863″,”ISSN”:”02637863″,”abstract”:”In a typical contract-based project, having appropriate monitoring and intervention is critical so that the client can manage the black box-like supplier’s development processes. The traditional milestone approach of progress checking is insufficient to serve this need. The partnering approach, on the other hand, seems overly burdensome to clients. An intermediate way of allowing a contract-based client to monitor and intervene in the development of a project is the meetings-flow approach (MFA). The MFA synergizes the interconnectivity of project functional meetings and institutionalizes a continuous method of intervention that forms a client-side sustainable project procurement process. This paper explores the concept and the design of the meetings-flow approach, and presents a descriptive case study to investigate its application. After discussing the initial results and lessons learned from this approach, the paper comparatively summarizes the MFA in terms of the roles it may play in client-side project management.

© 2010 Elsevier Ltd and IPMA.”,”author”:[{“dropping-particle”:””,”family”:”Chen”,”given”:”Chung-Yang”,”non-dropping-particle”:””,”parse-names”:false,”suffix”:””}],”container-title”:”International Journal of Project Management”,”id”:”ITEM-1″,”issue”:”6″,”issued”:{“date-parts”:[[“2011″,”8″]]},”page”:”671-686″,”title”:”Managing projects from a client perspective: The concept of the meetings-flow approach”,”type”:”article-journal”,”volume”:”29″},”uris”:[“http://www.mendeley.com/documents/?uuid=99fa57b7-9ba1-4783-a70f-ade445d45901″]}],”mendeley”:{“formattedCitation”:”(Chen)”,”manualFormatting”:”Chen”,”plainTextFormattedCitation”:”(Chen)”,”previouslyFormattedCitation”:”(Chen)”},”properties”:{“noteIndex”:0},”schema”:”https://github.com/citation-style-language/schema/raw/master/csl-citation.json”}Chen. However, other factors also need to be considered before accepting the contract. The factors include, has the client respected the independence of the provider, kept the provider informed, highlighted proper terms of payment, and provided clear statements of ending the contract ADDIN CSL_CITATION {“citationItems”:[{“id”:”ITEM-1″,”itemData”:{“DOI”:”10.1016/j.ijproman.2010.07.007″,”ISBN”:”0263-7863″,”ISSN”:”02637863″,”abstract”:”In a typical contract-based project, having appropriate monitoring and intervention is critical so that the client can manage the black box-like supplier’s development processes. The traditional milestone approach of progress checking is insufficient to serve this need. The partnering approach, on the other hand, seems overly burdensome to clients. An intermediate way of allowing a contract-based client to monitor and intervene in the development of a project is the meetings-flow approach (MFA). The MFA synergizes the interconnectivity of project functional meetings and institutionalizes a continuous method of intervention that forms a client-side sustainable project procurement process. This paper explores the concept and the design of the meetings-flow approach, and presents a descriptive case study to investigate its application. After discussing the initial results and lessons learned from this approach, the paper comparatively summarizes the MFA in terms of the roles it may play in client-side project management. © 2010 Elsevier Ltd and IPMA.”,”author”:[{“dropping-particle”:””,”family”:”Chen”,”given”:”Chung-Yang”,”non-dropping-particle”:””,”parse-names”:false,”suffix”:””}],”container-title”:”International Journal of Project Management”,”id”:”ITEM-1″,”issue”:”6″,”issued”:{“date-parts”:[[“2011″,”8″]]},”page”:”671-686″,”title”:”Managing projects from a client perspective: The concept of the meetings-flow approach”,”type”:”article-journal”,”volume”:”29″},”uris”:[“http://www.mendeley.com/documents/?uuid=99fa57b7-9ba1-4783-a70f-ade445d45901″]}],”mendeley”:{“formattedCitation”:”(Chen)”,”manualFormatting”:”(Chen, pp.680)”,”plainTextFormattedCitation”:”(Chen)”,”previouslyFormattedCitation”:”(Chen)”},”properties”:{“noteIndex”:0},”schema”:”https://github.com/citation-style-language/schema/raw/master/csl-citation.json”}(Chen 680). If these factors have been adequately followed, then the review committee can accept the service since the request has been based on legal terms for better security of the company. However, if the contract request has not satisfactorily met all the requirements, then there is no need to accept the contract.
Q2. C
Q3. D
Q4. A
Q5. C
Q6. C
Q7. A
Q8. A
Q9. A
Q10. B
Works Cited
ADDIN Mendeley Bibliography CSL_BIBLIOGRAPHY Chen, Chung-Yang. “Managing Projects from a Client Perspective: The Concept of the Meetings-Flow Approach.” International Journal of Project Management, vol. 29, no. 6, Aug. 2011, pp. 671–860, doi:10.1016/j.ijproman.2010.07.007.