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?