MGMT 690 Week 6 DB Forum 3 Replies Example

Reviewed by Thomas Kerrigan, MBA, CPA · Liberty University · Updated

The two replies in this MGMT 690 Week 6 sample complete Forum 3 for Liberty University MGMT 690, the capstone that ends Liberty's project management master's, earning 35 points in the module that assigns chapter 4 of the custom text and a presentation. Both answer group members who wrote about how their organizations choose projects. The first answers a member whose health system funds capital projects largely by which physician leader argues hardest, and uses Meskendahl's link between strategy and portfolio success, with Killen and colleagues' benchmark, to suggest scoring requests against the system's strategic plan. The second answers a member whose software company has sixty projects active at once and finishes few of them; it draws on Martinsuo's account of portfolio management in practice and on Ecclesiastes' handful of quietness to argue for starting fewer projects. Each stays within 250 words.

CourseMGMT 690 Capstone, Project Management (MGMT690)
Module/Week6
AssignmentDB Forum 3 Replies
Paper typeTwo discussion replies
Lengthabout 406 words (thread and replies). Course guide: per the course guide, replies to at least two group members of 200-250 words each, each with at least one peer-reviewed source or one biblical integration
FormatAPA 7 citations and reference list
Points35
SchoolLiberty University Online
ProgramMS in Project Management
Where it sitsModule/Week 6 in Liberty's published MGMT 690 course guide; current sections can differ
UpdatedOctober 2026

Free sample paper for MGMT 690 Week 6

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Discussion Board Forum 3: Replies to Group Members

MGMT 690 Capstone, Project Management, Discussion Board Forum 3: Replies (two)

Thread by [Student Name]

The two group members and their threads are composites standing in for the forum's own posts; the peer-reviewed studies and Scripture are real; the requirements follow Liberty's public course guide for MGMT 690.

Reply to Corinne

Why this part earns its pointsThe reply names the real decision rule in the classmate's organization and offers a research-based alternative.
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Corinne, your thread was frank about your health system's capital process: the cardiology chief's requests are funded nearly every year because he presents them more forcefully than anyone else, while the emergency department's long-standing request for more treatment rooms keeps losing, year after year.

Meskendahl (2010) proposed that portfolio success depends on how well an organization's portfolio structure and management reflect its business strategy. If your system's strategic plan emphasizes access and emergency capacity, a process that rewards advocacy rather than alignment is working against the plan. In the 60 organizations Killen et al. (2008) benchmarked, firms that ran their portfolios well also launched more successful products, which suggests that disciplined selection practices pay off in results, not only in fairness.

A short scoring sheet, perhaps five criteria weighted by the board and tied to the strategic plan, would not silence the cardiology chief, but it would make his requests compete on the same terms as everyone else's. Publishing the scores with the capital budget would also let the emergency department see exactly where its request fell short, which is often enough to improve the next one. Who in your system would be trusted to set the weights, and would the board accept them?

Reply to Isaac

Why this part earns its pointsThis reply addresses the classmate's real problem, too much work in progress, with research and Scripture.
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Isaac, your description of your software company running sixty active projects with forty developers explains the slipping deadlines you described. Each developer is split across several projects, and every project waits on someone who is busy elsewhere. Switching between projects also costs time on its own, as people relearn where they left off, so the hours lost grow with every project added.

Studies of portfolio work, Martinsuo (2013) contends, have dwelt on tidy selection formulas and too little on the bargaining and local adjustment through which real portfolios are run. Your company may already have a good selection model; the problem seems to be that nothing stops a project once it starts, and new ones are added each quarter. A portfolio decision includes deciding what not to do now, and leaders who announce new projects each quarter without retiring any are making that decision by default.

Ecclesiastes prefers one quiet handful to two fistfuls of labor spent chasing wind (English Standard Version Bible, 2001/2016, Ecclesiastes 4:6). A cap of, say, fifteen active projects, with others waiting in a ranked queue, would let teams finish work instead of merely starting it. Which of your sixty projects could be paused without harm to customers?

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References

English Standard Version Bible. (2016). Crossway. (Original work published 2001)

Killen, C. P., Hunt, R. A., & Kleinschmidt, E. J. (2008). Project portfolio management for product innovation. International Journal of Quality & Reliability Management, 25(1), 24-38. https://doi.org/10.1108/02656710810843559

Martinsuo, M. (2013). Project portfolio management in practice and in context. International Journal of Project Management, 31(6), 794-803. https://doi.org/10.1016/j.ijproman.2012.10.013

Meskendahl, S. (2010). The influence of business strategy on project portfolio management and its success: A conceptual framework. International Journal of Project Management, 28(8), 807-817. https://doi.org/10.1016/j.ijproman.2010.06.007

What the MGMT 690 Week 6 instructions ask

In Module/Week 6 of MGMT 690, the Forum 3 replies stand alone as the graded work, worth 35 points, read with chapter 4 of the custom text and one presentation; the 250-point capstone research paper follows in Module/Week 7. Each student answers two or more people in the forum group, and each reply is held to 200 to 250 words and must rest on a refereed study or on Scripture. The guide wants interaction that is substantial and critical, which in a portfolio forum often means questioning how a member's organization actually decides, not only how it says it decides. These replies are also a last chance to test ideas about portfolios and PMOs before writing the research paper, whose central task is a PMO proposal for a chosen industry.

How this MGMT 690 Week 6 example is built

The first reply takes Corinne's description of her health system's capital process, where the cardiology chief's requests are funded most years because he presents them most forcefully, and applies Meskendahl's framework, in which portfolio success depends on aligning project choices with strategy, and Killen and colleagues' finding that portfolio performance tracked new product success. It suggests a scoring sheet tied to the system's strategic plan and asks who sets the weights. The second reply takes Isaac's software company, where sixty active projects share forty developers and most deadlines slip, and uses Martinsuo's argument that portfolio management in real organizations depends on negotiation and context as well as models. It proposes a limit on active projects and draws on Ecclesiastes 4:6, then asks which projects could pause.

MGMT 690 Week 6 grading rubric: where the points go

These replies are scored on how closely they work with each member's thread, on staying between 200 and 250 words and on carrying the required source or Scripture. Graders look for replies that diagnose the member's portfolio problem accurately, apply research to it and propose something the member could take back to the organization. Because portfolio decisions are political as well as analytical, replies that acknowledge who holds power, and how a model might change that, show mature judgment. Respectful disagreement is welcome, especially when a member's organization favors one powerful voice. A clear question for the member, accurate descriptions of the studies and correct APA citations complete each reply.

MGMT 690 Week 6 help: mistakes that cost points

Portfolio replies easily drift into general advice about strategic alignment. Stay with the member's case: name the decision process they described and the specific problem it produces. Pick one source per reply that speaks to that problem, a strategy framework for an organization that funds by influence, or research on portfolio practice for one with too many projects. Keep within 250 words by cutting restatement to one sentence. Avoid suggesting a complicated model to a small organization; a short scoring sheet or a cap on active projects may be enough. End with a question the member can answer from inside the organization, such as who sets the criteria or which projects could be paused.

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What is due in MGMT 690 Module/Week 6?

Only the 35-point Forum 3 replies, read with chapter 4 of the custom text and a presentation; the 250-point capstone research paper is due the following module.

Where can I find a free MGMT 690 Week 6 sample paper?

Two full MGMT 690 Week 6 replies on how organizations choose projects, one about a health system and one about a software company, appear on this page.

Why do organizations run too many projects at once?

Projects are easy to start and hard to stop, and without a portfolio process that limits active work, people are spread across many efforts and most finish late.

How can an organization reduce the influence of politics on project selection?

By scoring requests against published criteria tied to strategy, ranking them openly and requiring any change to the ranking to be explained.

What comes after Forum 3 in MGMT 690?

The 250-point capstone research paper in Module/Week 7, then Forum 4, with its thread and replies both due in the final module.

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