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 MAP Critical Issues Survey™

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Instructions
Rate each statement, on a scale of 0 to 4, as it describes your projects, where 0 = not relevant and 4 = highly descriptive. Also, if you rate a statement as 3 or 4, attempt to cite a specific example in the corresponding text box.

    0 1 2 3 4
1. Project team members often spend time on tasks that add little value to the project.
           
    0 1 2 3 4
2. Our projects are often slowed down in waiting for approvals or critical decisions.
           
    0 1 2 3 4
3. Our projects are not structured well to accommodate changing requirements.
           
    0 1 2 3 4
4. We are often caught off guard by problems that should be anticipated.
           
    0 1 2 3 4
5. Our rework cycles tend be longer than need be.
           
    0 1 2 3 4
6. We frequently experience delays due to communications problems.
           
    0 1 2 3 4
7. We often experience delays that would not occur if the project team members were working in close proximity.
           
    0 1 2 3 4
8. We lose considerable time in switching between tasks on concurrent projects.
           
    0 1 2 3 4
9. Key project team members are often pulled off of a project prematurely.
           
    0 1 2 3 4
10. Project team members often spend time in resolving problems that arise from having to report to multiple managers.
           
    0 1 2 3 4
11. Due to competing demands on my time, I am seldom able to start a task ahead of schedule.
           
    0 1 2 3 4
12. When supporting multiple projects, the task with the earliest due date dictates where I will place my attention.
           
    0 1 2 3 4
13. Tasks within projects often get started late, relying on the assumption that any lost time can be made up later.
           
    0 1 2 3 4
14. There is seldom enough contingency time built into our task estimates to deal with unanticipated problems when they occur.
           
    0 1 2 3 4
15. Crises on one project often impact our ability to meet the deadlines on another.
           
    0 1 2 3 4
16. We tend to "accelerate" our projects by applying pressure to the project team, rather than designing it into our plans.
           
    0 1 2 3 4
17. We don't do well at taking advantage of early task completions to offset delays elsewhere.
           
    0 1 2 3 4
18. We tend to be more reactive than proactive when it comes to managing risks.
           
    0 1 2 3 4
19. We don't do a very good job of tracking progress once the project is underway.
           
    0 1 2 3 4
20. We tend to lose a lot of time in the early planning stage and then try to make it up downstream.
           
    0 1 2 3 4
21. Our project managers have too little authority in relation to their responsibilities.
           
    0 1 2 3 4
22. We tend to do things out of habit rather than adapt to the circumstances.
           
    0 1 2 3 4
23. Our internal policies impose conditions that hamper our ability to accelerate projects.
           
    0 1 2 3 4
24. Change requests are often expected to be absorbed within the scope of the original project plan.
           
    0 1 2 3 4
25. Many decisions are "sent up the chain of command" that could and should be made on the spot.
           
    0 1 2 3 4
26. Our project requirements are often vague or open to individual interpretation.
           
    0 1 2 3 4
27. Critical requirements are often not "firmed up" until late in the project.
           
    0 1 2 3 4
28. We do not do an adequate job of evaluating the impact that change requests will have on the overall project schedule.
           
    0 1 2 3 4
29. The project requirements are often unrealistic given the due date of the project.
           
    0 1 2 3 4
30. We often launch our projects with a lot of unanswered questions and unstated assumptions.
           
    0 1 2 3 4
31. We do not make good use of available technology tools that could potentially accelerate our projects.
           
    0 1 2 3 4
32. I often receive messages on project-related matters that do not pertain to me that have been sent indiscriminately to the names on a distribution list.
           
    0 1 2 3 4
33. Too much of my time is devoted to handling incoming e-mail messages.
           
    0 1 2 3 4
34. We do not do a good job of using the project communications tools at our disposal.
           
    0 1 2 3 4
35. We tend to rely on e-mail when face-to-face communications is possible and preferred.
           
    0 1 2 3 4
36. Our project managers are lacking in "people skills."
           
    0 1 2 3 4
37. Project team members are often drawn into "political battles" in which they should not be involved.
           
    0 1 2 3 4
38. Our project managers seldom get involved in coordinating "hand-offs" between individual team members.
           
    0 1 2 3 4
39. Our project priorities are often unclear and subject to change without notice.
           
    0 1 2 3 4
40. We spend too much time on unnecessary paperwork or in unproductive meetings.
           

Please ensure you have rated every statement.
Press the "Submit Form" button below when you are finished.

Utilization Notice

This information is intended for training and/or process improvement purposes on behalf of the organization that has commissioned this survey. By submitting this form you agree to allow Roberts & Roberts Associate to collect and tabulate the responses you have provided.


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