Why do most project management structures find the necessity for a dual ladder system?
Should companies with several different types of projects have a uniform procedure for planning projects?
Is it beneficial to have to take conflicts up two or three levels for resolution?
Should project managers be permitted to talk to the customer even if the project is in support of a product line?
Should corporate R&D be decentralized?
What is meant by seed money?
How does control of seed money differ in a decentralized versus a centralized R&D environment?
Should the failure of a "grass roots" project affect an employee's opportunity for promotion?
If you were the vice president of either engineering or R&D, would you prefer centralized or decentralized control?
In either case, how would you handle each of the previously defined problems?