Two part Question: Part 1: 200-400 words:

According to Lorna Pappas, Change has a bad reputation. From your readings you know that one of the most important milestones the PM needs to attain is the "locking of the project scope" as soon as possible to avoid the scope getting out of hand and allow for base-lining the project. How does this principle correlate to Pappas' premise that change is a natural occurrence and cannot be avoided?" Substantiate your argument with a cited academic reference or an explicit personal example. Be sure to follow the grading rubric and show good use of critical thinking.

Pappas, L. (2006). The speed of change. PM Network. 20(4), 42-46.

Part 2: 200-400 words

According to Tyler in order to lead virtual teams today a manager must be a serving manager instead of a directing manager. In distributive computing there is one computer that services all the other computers to allow them to do their individual work. Yet this computer is the focal point for all computers to pass data through, store data, exchange data and reconcile differences through. This computer is called a "server" because while it is not the most powerful computer or, the most versatile computer or, even the most expensive computer, it is a workhorse that is reliable, available, maintainable, and dependable (Tyler, 2008).

Tyler's premise that, in the development of a virtual team, you must also look for a team leader that holds these qualities. This new paradigm turns the historical concept of managing upside down. But it has historical precedence from our opening example of early Christianity all the way up through such management thinkers as Douglas McGregor, Frederick Herzberg, and Abraham Maslow (Tyler, 2008).

Based on your readings and your personal and professional experiences, how accurate is this hypothesis?

Tyler, M. (2008). Virtual management of teams: A revolutionary approach. Proceedings from EABR & TLC '08: The European Applied Business Research Conference, and The College Teaching & Learning Conference. Rothenburg, GE: Clute Institute.