According to Shenhar and Dvir, as the project system scope became more complex and the system scope of the project became larger: A. more sophisticated management tools were put in place to reduce project uncertainty. B. project managers became less invested in processes such as redesign and testing. C. project managers became more invested in informal planning and control issues. D. the project management approach most likely adjusted to a systematic classification. E. project managers used fewer risk management techniques.

Question

Joe Gross

Business

9 September, 02:30

According to Shenhar and Dvir, as the project system scope became more complex and the system scope of the project became larger: A. more sophisticated management tools were put in place to reduce project uncertainty. B. project managers became less invested in processes such as redesign and testing. C. project managers became more invested in informal planning and control issues. D. the project management approach most likely adjusted to a systematic classification. E. project managers used fewer risk management techniques.

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Answers (1)

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June · Answer 1

The correct answer is letter "A": more sophisticated management tools were put in place to reduce project uncertainty.

Explanation:

Aaron J. Shenhar and Dov Dvir in the book "Reinventing Project Management" (2007) propose the Diamond Approach to successful growth and innovation which uses four (4) bases the analyze projects aiming to provide a deeper understanding to all individuals involved in the venture. Those bases are novelty, technology, complexity, and pace.

The complexity base stated that the more the project expands in scope and size, the more sophisticated management tools would be necessary to reduce uncertainty. The higher the degree of complexity in a project, the higher the formality.