Project Management Essay Example

Project Management Essay Appraisal of an activity you believe would be Improved by managing as a project; Appraisal of an existing work project you are currently Involved with; or Appraisal of an actively you were Involved with In the past that you believe could have been managed as a project. Assignment report The assignment report should include: a) A brief description of the organizational setting and the project environment to ensure the assignment examiner understands the context in which the project is set. b) An outline of the objectives of the project and the importance of the project to the organization. We will write a custom essay sample on Project Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Project Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Project Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer c) A detailed overview and analysis of the use of relevant concepts, tools and techniques involved in project management. This section should comprise the main part of your assignment and should consist of an overview and analysis of the relevant project concepts covered in the subject. At a minimum, there should be a mention of at least the following concepts: How the project should be defined How project times and costs are estimated A discussion of the project plan The management of project risk Resource scheduling Project team issues Project performance management Note that although all of these concepts should be mentioned, some of them may be more important for your particular project than others. In these instances, you should feel free to focus your analysis more heavily on the more important issues as they impact your project. Word count (from the start of the Introduction section to the end of the Conclusion section and not Including figures/charts): 2,745 words The purpose of this paper is to present a project proposal for a new project which was recently allocated to the project management team at the Fussily Medical Systems Company, Sydney, Australia. The reason for the project results from the win of a tender for a four year film/print contract between Fussily Medical and the I-Med Network and is worth $million. This entails the installation of 220 Laser Digital X- Ray Film printers in 147 sites across Australia from Darwin to Hobart and many cities and towns in between. In developing the project proposal, this paper will demonstrate what the project intends to accomplish, how the project will go about accomplishing its objectives and if indeed it is in keeping with the strategic vision of the company and consequently how important it is to the company. In proposing what work has to be done, which is the intent of the proposal, this paper will present a detailed overview and analysis of the use of relevant concepts, tools and techniques involved in project management. Generally speaking, based on the proposal, higher management will make a decision on whether or not to proceed with the project. Once the decision is made and the directive given to proceed with the project, the project plan is developed, refined and executed. Whilst the project plan is not, as far as execution and delivery is concerned, a major part of the brief for this paper some of these aspects will be discussed for completeness. Table of Contents 1. Introduction 2. The Companies and Project Environment Medical Systems 6 6 2. 1 Fussily 6 2. 2 The I-Med Network 6 2. 3 The Project Environment, Objectives and Importance of the Project 7 3. The Project Overview and Analysis Cycle 9 9 3. 2 The Project Life 83. 1 Defining the Project 3. 2. 1 The goals and specifications of the project tasks and responsibilities of the project 9 3. 2. 2 10 3. 3 Planning the 11 3. 3. Resource The Project 3. 3. 1 Schedules Scheduling 11 14 3. 3. The Management of Project Risk 3. 3. 5 Project Team Issues Project Performance Management 4. Conclusion Glossary References Appendix 1 Appendix 2 13 3. 3. 3 Estimation of Costs 15 15 3. 3. 6 16 17 18 19 20 Whilst project management was once the domain of the building industry, the methods used there are now also utilized in new product development, event management, larger computer hardware and software installations, major equipment installations and, in any organizational event that is big enough to have a considerable number of demands and variables. Projects have a specified objective o achieve, a start and end point, often require the bringing together of various specialists within the organization who would normally be working individually, are not part of the routine work of the organization and finally, budget, time and performance constraints are integral. Therefore projects are specific entities which require specialized management in the form of a project manager and his or her team. The first part of the process or life cycle of a project is the proposal stage where the project is defined and planned. This paper will concentrate on these aspects of project management. A detailed overview and analysis of the project will ensue so as to show what is required to bring a project together to a successful conclusion. 2 The Companies and Project Environment 2. 1 Fussily Medical Systems A pioneer in imaging, Fussily Medical Systems (FM) was the first company in the world to introduce a digital x-ray diagnostic system in 1983. Besides x-ray imaging equipment, FM also produces and markets endoscopies, ultrasound and medical IT (PASS and IRIS) solutions. FM is a subsidiary company of Fussily Holding Company headquartered in Tokyo, Japan. In Australia, the head office is in Brooklet, Sydney. 2 The I-Med Network The I-Med Network or I-Med Radiology Network is a privately owned company and the largest medical imaging network in Australia with 200 clinics covering all major metropolitan areas and significant parts of rural and regional Australia. The group offers all scans and radiology services including X-ray, PET, CT, MR.., Nuclear Medicine, Ultrasound, Mammography and International Procedures. 2. 3 The Project Environment, Objectives and Importance of the Project Fussily Medical has been successful in the bid off tender for the supply of 220 X-ray digital laser film printers. The printers will be supplied and installed into 147 sites across Australia at no cost but the I-Med Network has to purchase ten million dollars value of film at a pre-set price for the duration of a four year contract. The sales figures will be monitored volume, the I-Med Network will have to pay back a penalty fee for each meter of film that has not met the target. This fail-safe ensures that Fussily Medical Systems does not lose revenue and ultimately profit on this deal. The first matter, in essence, that is part of the project to be undertaken is the preparation by the FM company solicitors f the I-Med Equipment, Consumables and Support Agreement (the agreement). The agreement outlines all the legal requirements and expectations of the project between the parties, including the maintenance, breakdown and technical support and service level offered. The finalization of the agreement is a critical step and until this is signed and settled by both parties nothing else will proceed. There were two other major companies bidding in this tender namely Gaff Healthcare and Kodak. This deal and therefore the project is important to Fussily Medical for the following reasons: 1 . It will keep competitors from entering into film/print deals with the I-Med network for at least the four years of the contract; 2. At the end of the contract, the l- Med network may choose to continue its association with Fussily and re-contract with new equipment for another term; 3. It offers FM the advantage of being present and having first look-in for value added sales for other equipment like Computed or Digital Radiography image processors or PASS and IRIS (see Glossary); 4. The value of the deal is approximately ten percent of the total revenue for FM during the contract period, consequently it is a deal that cannot be dismissed. Further, as stated by Larson and Gray (2011 p. 23) [s]treated is implemented through projects. Every project should have a clear link to the organizations strategy. Indeed, this project certainly fits in with Fistfuls Medicals mission statement, which is: To be the recognized leader in providing integrated solutions to meet each customers imaging and information needs. Fussily USA website, 2013) 3 The Project Overview and Analysis The Project Management Institute (IMP cited in Larson and Gray 2011, p. 5) defines a project thus: A project is a temporary endeavourer undertaken to create a unique reduce, service or result. Sheehan (2008) tells us that projects are becoming more and more important to organizations and indeed operations, the ongoing activities in a company such as manufacturing and services, whilst necessary, are on the decline. Larson and Gray (2011 p. ) clearly state the major characteristics off project as follows: 1 . An established objective; 2. A defined life span with a beginning and an end; 3. Usually, the involvement of several departments and professionals; 4. Typically, doing something that has never been done before; and 5. Specific time, cost, and reference requirements. The project to be undertaken by Fussily Medical Systems for the I-Med Network certainly encompasses all the above characteristics. The objective has been project is expected to begin on April 1, 2014 and completed by September 30, 2014. This is a time-constrained project. The project will involve the legal, finance and procurement departments, account managers, technical services engineers and electricians, IT specialists, warehousing and logistics and the project manager(s). A project of the scale presented here has never been attempted previously and Hereford requires a high level and precise plan which can be created and executed by a dedicated team. Costs have to be kept too minimum so as not to impact too greatly on gross margins. Performance requirements are expected to be rigorous due to the nature of the installation and penalties to FM will be applied by the I-Med Network for any issues in this regard. Disruption to normal business has to be minimal due to the fact that this project deals with medical imaging clinics where diagnoses are paramount and to reduce any loss of business/revenue for the I-Med Network. 3. 1 The Project Life Cycle Pinto and Prescott, cited in Jujube and MÃ'Ëœleer 2005, tell us [most] project life cycles include phases of conceptualization (sic), planning, execution and termination. The same stages are called defining, planning, executing and closing by Larson and Gray (2011). The ensuing discussion will be concentrating on the defining and planning stages. The company (FM) will proceed with the project due to the fact that it is of critical business importance. The revenue generated from the sale is sufficient reason but it also gives the company great kudos in the marketplace. 3. 2 Defining the Project The goals, specifications, tasks and responsibilities (Larson and Gray 2011, p. ) constitute the defining phase of the project life cycle. 3. 2. 1 The goals and specifications of the project: Install 220 Drippy (Fussily brand name) Printers/almagest throughout I-Med Networks 147 Australian Sites; The Printers will replace existing competitor (namely Gaff and Kodak) ones; The Printers will be replaced on a like for like basis (I. E. Similar size, capacity and throughput as existing competitor models, albeit newer technology); The images will be either a model DIPPED (3-Tray) or a 2-Tray DIPPED. On analyzing the existing data of installed printers supplied by the I-Med network, the following printers will be supplied: 100 x DIPPED with Sorters 35 x DIPPED without sorters 40 x DIPPED with Sorters and 45 x DIPPED without sorters 133 of these printers will be Mammography enabled 3. 2. 2 The tasks and responsibilities of the project: There are many further steps than those outlined below but this is a macro view or part of the work breakdown structure (WEBS) of the project. Figure 3. 1 Task- Responsibility Chart RESPONSIBILITY Printers to be ordered and film stock increased Product Managers and Procurement Department Warehouse manager to be notified of impending increase in stock levels and of extra incoming goods Project Manager Printers to be pre-staged configured with correct sorters, film sizing and software installation completed two weeks prior to installation week Technical Engineers Electrical compliance testing Electricians Logistics to be notified of equipment on-time delivery requirements and instructions pertaining to it. With consideration to the vast distances from Sydney headquarters, some destinations will require greater lead time. Warehouse and Logistics Managers The I-Med Network sites have to be scoped for informatics and network infrastructure capability and compatibility Project Manager and Engineers Modalities (Computed/Digital Radiography, CT, Ultrasound, MR.. And so on)to be connected to printers for each site need to be clearly identified as this will affect pre- staging Fussily Engineers and IT/ Modality companies/ I-Med Network Printers dispatched to site the week before installation Project Manager with Warehouse and Logistics Install printers and train staff on use of printers Technical Engineers Documentation pertaining to the printer()s) installed to be completed correctly and sign-off obtained from the Radiology manager or designated person Technical Engineers At the end of the particular installation week, all documentation to be sent back to the Lead Project Manager via internal mail Technical Engineers Documents to be filed and information archived and entered into database correctly Project Manager *See Appendices 1 and 2 for more information. 3. 3 Planning the Project The defining, planning and executing stages of the project life cycle basically begin at the same time Just by the nature of projects. These stages may have specific functions but are interconnected and are sanctioned concurrently. When one is thinking of specifications and tasks, for example, already schedules, resources and staffing are being considered. Some of the planning stage has therefore already been considered in the defining phase. Abdominal (2012) explains this well, the relationships, iterations, phasing and overlaps between components of project, or program are derived from and verified by the nature of relationships between activities. In the planning phase or stage, we look at schedules, budgets, resources, asks and staffing (Larson and Gray 2011, p. ). Scheduling will have to run very much to plan to minimize disruption to the workflow tendency for the project scope to expand over time (Gray and Larson 2011, p. 105) will not be an issue. The initial preparatory work including the length of the project have previously been discussed. Once delivered to site, a printer will take one day to install. The following, Figure 3. 2, is an example of what the installation schedule may look like before a Giant chart is produced. Figure 3. 2 Example Installation Schedule for this Project Site NO. Existing Site Description and Quantities of Initial FUSSILY Equipment to be provided to that Initial Purchaser at that Existing Site Description of Redundant Equipment of that Initial Purchaser at that Existing Site Indicative Target Dates for Installation Timetable 1 . Royal Darwin CT 2. Royal Darwin MR.. 3. Royal Darwin UNC Med Drippy 7000 Drippy 4000 Kodak Dry-view 8700 Gaff Tartar 5300 Delivery -Week of 3/3/14 Installation Week of 10/3/14 Testing/Acceptance Week of 10/3/14 Training Week of 10/3/14 2. 1 . Hobart Calvary Hose 2. Hobart Calvary Hose Drippy 7000 w sorter Gaff Tartar 5500 Gaff Tartar 3000 Delivery Week of 10/3/14 Installation Week of 17/3/14 Testing/Acceptance Week of 17/3/14 Training Week of 17/3/14 3. 1 . Hobart Private Hose 2. Hobart Private Hose Drippy 4000 w sorter 4. 1 . SST Johns Hose TASK 2. Colonelcy TASK 3. Rosy park TASK 4. Kingston TASK 5. 1 . Wage Calvary 2. Wage Calvary 3. Wage Calvary Kodak Driveway 8900 Delivery week of 17/3/14 Installation Week of 24/3/14 Testing/Acceptance Week of 24/3/14 Training Week of 24/3/14 Giant Charts were and are used as a visual tool to show scheduled and actual progress of projects (Kumar 2005). Giant charts are used because they are easy to interpret and popular software such as [emailprotected] Office Project 2007 have made this a readily available tool. Editing is also simplified because of computer technology. For a project like the one proposed here, this type of software is ideal because dates can be used effectively, time is represented on the horizontal axis and activities down the rows (Larson and Gray 2011, p. 174). Resources can also be added. The following, Figure 3. 3, shows an example of a Giant chart for a similar equipment installation and time based project. . 3. 2 Resource Scheduling Ahead S, Imitate ML and Imitate A (2013) state: t]he companies dealing with multiple projects are geographically distributed at different locations. These projects require local (always available to the concerned project) and global (shared among the projects) resources that are available in limited quantity. Certainly Fussily has several projects in progress at all times and therefore wherever possible local resources such as engineers will be utilized for cost savings and efficiency in organization. For this project, Jamie Carlyle will be the Lead Engineer assigned solely to and for the entirety of the I-Med Printer Project and engineers from each State will complement the process. Preventative Maintenance Schedules (part of the day-to-day activities of the service department), Service Engineers Annual Leave and Public Holidays are some of the issues that have to be taken into consideration when preparing the final schedule. Being a time- constrained, as opposed to a resource-constrained project, it must be completed by the agreed date and resources will be added as required to achieve this milestone. 3. 3. 3 Estimation of Costs The Fussily Company has allocated a figure of approximately 10% ($1 M) of the bid price to the cost of the installation project and maintenance over the life of the renters within the contract period; $500,000 of this creates the project budget. How are costs estimated? Good (2009) provides a succinct explanation: Simply stated its the product of the quantities of goods and services that will be required to execute the project, times the commensurate unit pricing for each of those goods and services. In this project we can look at it like this: There are 220 printers to be installed. Whilst the time period to complete the project is six (6) months or twenty six (26) weeks, to allow some slack or buffer, the project will be calculated to be finished in went two (22) weeks. That is, ten (10) printers need to be installed per week. One day per printer per engineer is required for pre-staging. Three engineers are required for installing a printer a day each. Generally, Monday (the busiest day in a Radiology practice) will be used to travel to site and finalizing any details before installation begins on Tuesday. Friday will be used for training purposes and travel home. An engineer is paid $2000 per week or $400 a day (total cost = $187,200). The project manager is paid $110,00 per annum but an extra two months is added here or the planning phase (cost = $ 73,000). The cost of transport to a site is $150 per unit on average (total = $33,000). Travel, hotel and meal costs have been estimated to be $100,000. Legal, warehouse and other business costs are estimated at $50,000. The total estimated cost of the project is $443,200 which is within the $500,000 budget and allows for any unforeseen or misjudged costs. Spreadsheets and time- phased work packages are critical tools that can be used to simplify and take control of these calculations Project Management Essay Example Project Management Essay a) What are some of the items contained in the Project Charter? b) What phase is the Project Scope produced? What are some of the items contained in this document? c) What phase is the WBS produced? A; a)The project charter is the planning team’s concise statement of core goals, values, and intent in order to provide the ultimate policy direction for everything that comes next. Items contained in project charter are; 1. Project title should be concise and create a vision for the end result of the project. 2. Purpose summarizes the need and justification for the project. . Description provides a high-level description of the project. 4. Objective is a statement of what is expected to be accomplished. 5. Success criteria or expected benefits indicate the outcomes or expected quantitative benefits that will result from implementation of the project. 6. Funding indicates the total amount of funds the sponsor authorizes for the project. 7. Major Deliverables are the major end produ cts or items that are expected to be produced during and at the completion of the performance of the project. . Acceptance criteria describe the quantitative criteria for each major deliverable that the sponsor will use to verify that each deliverable meets certain performance specifications. 9. Milestone schedule is a list of target dates or times for the achievement of key events in the project timetable. 10. Key assumptions include those that the project rationale or justification is based on 11. Constraints could include such things as a requirement to complete the project without disrupting the current workflow. 12. Major risks identify any risk that the sponsor thinks has a high likelihood of occurrence or a high degree of potential impact. 13. Approval requirements define the limits of authority of the project manager. 14. Reporting requirements state the frequency and content of project status reports and reviews. 15. Sponsor designee is the person who the sponsor designates to act on behalf of the project sponsor. 16. Approval signature and date indicate that the sponsor has officially or formally authorized the project. Depending on the funding amount of the project, level of risk, or organizational reporting structure. The project scope defines what needs to be done. It is all the work that must be done to produce all the project deliverables, satisfy the sponsor or customer that all the work and deliverables meet the requirements or acceptance criteria, and accomplish the project objective. The project charter or request for proposal establishes the framework for further elaboration of the project scope. The project team or contractor prepares a project scope document that includes many of the items contained in the project charter, RFP, or contractor’s proposal, but in much greater detail. We will write a custom essay sample on Project Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Project Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Project Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The document is valuable for establishing a common understanding among project stakeholders regarding the scope of the project. The project scope document usually contains the following sections: 1. Customer requirements define the functional or performance specifications for the project’s end product and other project deliverables. 2. Statement of Work (SOW) defines the major tasks or work elements that will need to be performed to accomplish the work that needs to be done and produce all the project deliverables. . Deliverables are the products or outputs that the project team or contractor will produce and provide to the customer during and at the completion of the performance of the project. Although major or key deliverables may be stated in the project charter or request for proposal, they need to be expanded on in greater detail in the project scope document. 4. Acceptance criteria for all project deliverables must be described in greater detail than what is stated in t he project charter or request for proposal. For each deliverable, the quantitative measures or references to specifications, standards, or codes that will be used should be stated, as the criteria will be the basis for the customer agreeing that a deliverable is acceptable. 5. Work Breakdown Structure (WBS). The major work elements defined in the statement of work section along with the detailed list of deliverables provide the basis for creating a work breakdown structure, which is a hierarchical decomposition of the project work scope into work packages that produce the project deliverables. The project scope document is valuable for establishing a common understanding among project stakeholders regarding the scope of the project. It is important to document the detailed requirements in the project scope document in order to establish a clear understanding with the sponsor or customer. Work Breakdown Structure End of Class Evaluation Task AssignedDiscussion Questions LettersassignmentsQuizzesExams Team WorkTeam leader Team members 1- 2-Team leader Team members 1- 2-Team leader Team members 1- 2-Team leader Team members 1- 2-Team leader Team members 1- 2- Charter†¢Evaluation Contribution †¢Value added†¢Grammar †¢Run outs †¢value†¢Timing †¢Expectation †¢solutions†¢Timing †¢Expectation †¢solutions†¢Timing †¢Expectation †¢solution S C O P eCorrelation, Plagiarism Citations, quality and frequencyCorrelation, Plagiarism Citations, quality and frequency Enhancement structureCorrelation, Plagiarism Citation s, quality Correction Time frame Correlation, Plagiarism Citations, quality and frequency Correction Time frame Correlation, Plagiarism Citations, quality and frequency Correction Time frame CostTask assigned on hourly basesTask assigned on hourly bases Task assigned on hourly basesTask assigned on hourly basesTask assigned on hourly bases Time frameWeek 1 to 8Week 1 to 8Week 1 to 8Week 1 to 8Week 1 to 8 The Project Charter; The Project Charter Example is used by the sponsor of a project to announce a new project and to demonstrate that management is in support of this project. The Project Charter Example provides the outline for a new project and gives management a sense of direction for the project from beginning to end. This example is downloadable and customizable for your specific usage. Project scope; Project scope is the part of project planning that involves determining and documenting a list of specific project goals, deliverables, tasks, costs and deadlines. The documentation of a projects scope, which is called a scope statement, terms of reference or statement of work, explains the boundaries of the project, establishes responsibilities for each team member and sets up procedures for how completed work will be verified and approved. During the project, this documentation helps the project team remain focused and on task. The scope statement also provides the project team with guidelines for making decisions about change requests during the project. Project Charter: Acknowledges the existence of a project Scope Statement: Defines where the major objectives and what the project deliverables Differences between these two documents: Project Charter: †¢Official document created and approved by key stakeholders, after project idea has been identified †¢Developed by the corporate executive or sponsor †¢Defines the responsibilities and boundaries of the project manager and the project Scope Statement: After the project charter is approved, the project manager can proceed with launching team building activities and defining the scope of the project †¢Document that formalizes references the scope of everything that the project must produce that is used for future decision making †¢Developed by the project manager with his/her project team members †¢Acts as a response to the Sponso r/Project Charter Project planning; 1. develop plans with relevant people to achieve the projects goals; 2. break work down into tasks and determine handover procedures; 3. dentify links and dependencies, and schedule to achieve deliverables; 4. estimate and cost the human and physical resources required, and make plans to obtain the necessary resources; 5. allocate roles with clear lines of responsibility and accountability; 6. allocate tasks that are realistic and equitable and accommodate other workloads; 7. Establish appropriate and agreed meeting schedules, as well as reporting, control and communication methods. Project scope; The Project Scope pertains to the work necessary to deliver a product. Requirements and deliverables define the project scope, and it is critical that the stakeholder is in agreement with the information discussed in the proposed plan. Construction of a WBS; Identifying the main deliverables of a project is the starting point for deriving a work breakdown structure. This important step is usually done by the project managers and the subject matter experts (SMEs) involved in the project. Once this step is completed, the subject matter experts start breaking down the high-level tasks into smaller chunks of work. In the process of breaking down the tasks, one can break them down into different levels of detail. One can detail a high level task into ten sub tasks while another can detail the same high level task into 20 sub tasks. Therefore, there is no hard and fast rule on how you should breakdown a task in WBS. Rather, the level breakdown is a matter of the project type and the management style followed for the project. In general, there are a few rules used for determining the smallest task chunk. In two weeks rule, nothing is broken down smaller than two weeks work of work. This means, the smallest task of the WBS is at least two week long. 8/80 is another rule used when creating a WBS. This rule implies that no task should be smaller than 8 hours of work and should not be larger than 80 hours of work. One can use many forms to display their WBS. Some use tree structure to illustrate the WBS, while others use lists and tables. Outlining is one of the easiest ways of representing a WBS. The right mix of planning, monitoring, and controlling can make the difference in completing a project on time, on budget, and with high quality results. These guidelines will help you plan the work and work the plan. Given the high rate of project failures, you might think that companies would be happy to just have their project finish with some degree of success. That’s not the case. Despite the odds, organizations expect projects to be completed faster, cheaper, and better. The only way that these objectives can be met is through the use of effective project management processes and techniques. This list outlines the major phases of managing a project and discusses key steps for each one. Note: This article is also available as a PDF download. PLANNING 1: Plan the work by utilizing a project definition document †¢ Project overview †¢ Objectives †¢ Scope †¢ Assumptions and risks †¢ Approach †¢ Organization: Show the significant roles on the project. †¢ Signature page: Ask the sponsor and key stakeholders to approve this document, signifying that they agree on what is planned. †¢ Initial effort, cost, and duration estimates: These should start as best-guess estimates and then be revised, if necessary, when the work plan is completed. 2: Create a planning horizon After the project definition has been prepared, the work plan can be created. The work plan provides the step-by-step instructions for constructing project deliverables and managing the project. 3: Define project management procedures up front 4: Manage the work plan and monitor the schedule and budget Once the project has been planned sufficiently, execution of the work can begin. †¢ Review the work plan on a regular basis to determine how you are progressing in terms of schedule and budget. †¢ Identify activities that have been completed during the previous time period and update the work plan to show they are finished. Determine whether there are any other activities that should be completed but have not been. †¢ Monitor the budget. 5: Look for warning signs Look for signs that the project may be in trouble. These could include the following: †¢ A small variance in schedule or budget starts to get bigger, especially early in the project. There is a tendency to think you can make it up, but this is a warning. If the tendencies are not corrected quickly, the impact will be unrecoverable. †¢ You discover that activities you think have already been completed are still being worked on. For example, users whom you think have been migrated to a new platform are still not. †¢ You need to rely on unscheduled overtime to hit the deadlines, especially early in the project. †¢ Team morale starts to decline. †¢ Deliverable quality or service quality starts to deteriorate. For instance, users start to complain that their converted e-mail folders are not working correctly. †¢ Quality-control steps, testing activities, and project management time starts to be cut back from the original schedule. A big project, such as an Exchange migration, can affect everyone in your organization. Don’t cut back on the activities that ensure the work is done correctly. 6: Ensure that the sponsor approves scope-change requests 7: Guard against scope creep 8: Identify risks up front 9: Continue to assess potential risks throughout the project 10: Resolve issues as quickly as possible Create Work Breakdown Structure Once the project scope document has been prepared and agreed on, the next step in the planning phase is to create a detailed work breakdown structure (WBS), which is a deliverable-oriented hierarchical decomposition of the project work scope into work packages that produce the project deliverables. Having a comprehensive project scope document is important because it is the foundation for creating the work breakdown structure. The project scope document defined what needs to be done in terms of the statement of work and deliverables, and the WBS establishes the framework for how the work will get done to produce the project deliverables. Creating a WBS is a structured approach for organizing all the project work and deliverables into logical groupings and subdividing them into more manageable components to help ensure that all the work and deliverables to complete the project are identified and included in the baseline project plan. It is a hierarchical tree of deliverables or end items that will be accomplished or produced by the project team or contractor during the project. The work breakdown structure subdivides the project into smaller pieces called work items. The lowest-level work item of any one branch is called a work package. The work package includes all of the specific work activities that need to be performed to produce the deliverable associated with that work package. The WBS should be decomposed to a level that identifies individual work packages for each specific deliverable listed in the project scope document. Often the WBS includes a separate work package labeled â€Å"project management† that is for all the work associated with managing the project such as preparing progress reports; conducting review meetings; planning, monitoring, and tracking schedules and budgets, and so on. The accomplishment or production of all of these lowest-level work packages in the work breakdown structure constitutes completion of the project work scope. Project Management Essay Example Project Management Essay a) What are some of the items contained in the Project Charter? b) What phase is the Project Scope produced? What are some of the items contained in this document? c) What phase is the WBS produced? A; a)The project charter is the planning team’s concise statement of core goals, values, and intent in order to provide the ultimate policy direction for everything that comes next. Items contained in project charter are; 1. Project title should be concise and create a vision for the end result of the project. 2. Purpose summarizes the need and justification for the project. . Description provides a high-level description of the project. 4. Objective is a statement of what is expected to be accomplished. 5. Success criteria or expected benefits indicate the outcomes or expected quantitative benefits that will result from implementation of the project. 6. Funding indicates the total amount of funds the sponsor authorizes for the project. 7. Major Deliverables are the major end produ cts or items that are expected to be produced during and at the completion of the performance of the project. . Acceptance criteria describe the quantitative criteria for each major deliverable that the sponsor will use to verify that each deliverable meets certain performance specifications. 9. Milestone schedule is a list of target dates or times for the achievement of key events in the project timetable. 10. Key assumptions include those that the project rationale or justification is based on 11. Constraints could include such things as a requirement to complete the project without disrupting the current workflow. 12. Major risks identify any risk that the sponsor thinks has a high likelihood of occurrence or a high degree of potential impact. 13. Approval requirements define the limits of authority of the project manager. 14. Reporting requirements state the frequency and content of project status reports and reviews. 15. Sponsor designee is the person who the sponsor designates to act on behalf of the project sponsor. 16. Approval signature and date indicate that the sponsor has officially or formally authorized the project. Depending on the funding amount of the project, level of risk, or organizational reporting structure. The project scope defines what needs to be done. It is all the work that must be done to produce all the project deliverables, satisfy the sponsor or customer that all the work and deliverables meet the requirements or acceptance criteria, and accomplish the project objective. The project charter or request for proposal establishes the framework for further elaboration of the project scope. The project team or contractor prepares a project scope document that includes many of the items contained in the project charter, RFP, or contractor’s proposal, but in much greater detail. We will write a custom essay sample on Project Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Project Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Project Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The document is valuable for establishing a common understanding among project stakeholders regarding the scope of the project. The project scope document usually contains the following sections: 1. Customer requirements define the functional or performance specifications for the project’s end product and other project deliverables. 2. Statement of Work (SOW) defines the major tasks or work elements that will need to be performed to accomplish the work that needs to be done and produce all the project deliverables. . Deliverables are the products or outputs that the project team or contractor will produce and provide to the customer during and at the completion of the performance of the project. Although major or key deliverables may be stated in the project charter or request for proposal, they need to be expanded on in greater detail in the project scope document. 4. Acceptance criteria for all project deliverables must be described in greater detail than what is stated in t he project charter or request for proposal. For each deliverable, the quantitative measures or references to specifications, standards, or codes that will be used should be stated, as the criteria will be the basis for the customer agreeing that a deliverable is acceptable. 5. Work Breakdown Structure (WBS). The major work elements defined in the statement of work section along with the detailed list of deliverables provide the basis for creating a work breakdown structure, which is a hierarchical decomposition of the project work scope into work packages that produce the project deliverables. The project scope document is valuable for establishing a common understanding among project stakeholders regarding the scope of the project. It is important to document the detailed requirements in the project scope document in order to establish a clear understanding with the sponsor or customer. Work Breakdown Structure End of Class Evaluation Task AssignedDiscussion Questions LettersassignmentsQuizzesExams Team WorkTeam leader Team members 1- 2-Team leader Team members 1- 2-Team leader Team members 1- 2-Team leader Team members 1- 2-Team leader Team members 1- 2- Charter†¢Evaluation Contribution †¢Value added†¢Grammar †¢Run outs †¢value†¢Timing †¢Expectation †¢solutions†¢Timing †¢Expectation †¢solutions†¢Timing †¢Expectation †¢solution S C O P eCorrelation, Plagiarism Citations, quality and frequencyCorrelation, Plagiarism Citations, quality and frequency Enhancement structureCorrelation, Plagiarism Citation s, quality Correction Time frame Correlation, Plagiarism Citations, quality and frequency Correction Time frame Correlation, Plagiarism Citations, quality and frequency Correction Time frame CostTask assigned on hourly basesTask assigned on hourly bases Task assigned on hourly basesTask assigned on hourly basesTask assigned on hourly bases Time frameWeek 1 to 8Week 1 to 8Week 1 to 8Week 1 to 8Week 1 to 8 The Project Charter; The Project Charter Example is used by the sponsor of a project to announce a new project and to demonstrate that management is in support of this project. The Project Charter Example provides the outline for a new project and gives management a sense of direction for the project from beginning to end. This example is downloadable and customizable for your specific usage. Project scope; Project scope is the part of project planning that involves determining and documenting a list of specific project goals, deliverables, tasks, costs and deadlines. The documentation of a projects scope, which is called a scope statement, terms of reference or statement of work, explains the boundaries of the project, establishes responsibilities for each team member and sets up procedures for how completed work will be verified and approved. During the project, this documentation helps the project team remain focused and on task. The scope statement also provides the project team with guidelines for making decisions about change requests during the project. Project Charter: Acknowledges the existence of a project Scope Statement: Defines where the major objectives and what the project deliverables Differences between these two documents: Project Charter: †¢Official document created and approved by key stakeholders, after project idea has been identified †¢Developed by the corporate executive or sponsor †¢Defines the responsibilities and boundaries of the project manager and the project Scope Statement: After the project charter is approved, the project manager can proceed with launching team building activities and defining the scope of the project †¢Document that formalizes references the scope of everything that the project must produce that is used for future decision making †¢Developed by the project manager with his/her project team members †¢Acts as a response to the Sponso r/Project Charter Project planning; 1. develop plans with relevant people to achieve the projects goals; 2. break work down into tasks and determine handover procedures; 3. dentify links and dependencies, and schedule to achieve deliverables; 4. estimate and cost the human and physical resources required, and make plans to obtain the necessary resources; 5. allocate roles with clear lines of responsibility and accountability; 6. allocate tasks that are realistic and equitable and accommodate other workloads; 7. Establish appropriate and agreed meeting schedules, as well as reporting, control and communication methods. Project scope; The Project Scope pertains to the work necessary to deliver a product. Requirements and deliverables define the project scope, and it is critical that the stakeholder is in agreement with the information discussed in the proposed plan. Construction of a WBS; Identifying the main deliverables of a project is the starting point for deriving a work breakdown structure. This important step is usually done by the project managers and the subject matter experts (SMEs) involved in the project. Once this step is completed, the subject matter experts start breaking down the high-level tasks into smaller chunks of work. In the process of breaking down the tasks, one can break them down into different levels of detail. One can detail a high level task into ten sub tasks while another can detail the same high level task into 20 sub tasks. Therefore, there is no hard and fast rule on how you should breakdown a task in WBS. Rather, the level breakdown is a matter of the project type and the management style followed for the project. In general, there are a few rules used for determining the smallest task chunk. In two weeks rule, nothing is broken down smaller than two weeks work of work. This means, the smallest task of the WBS is at least two week long. 8/80 is another rule used when creating a WBS. This rule implies that no task should be smaller than 8 hours of work and should not be larger than 80 hours of work. One can use many forms to display their WBS. Some use tree structure to illustrate the WBS, while others use lists and tables. Outlining is one of the easiest ways of representing a WBS. The right mix of planning, monitoring, and controlling can make the difference in completing a project on time, on budget, and with high quality results. These guidelines will help you plan the work and work the plan. Given the high rate of project failures, you might think that companies would be happy to just have their project finish with some degree of success. That’s not the case. Despite the odds, organizations expect projects to be completed faster, cheaper, and better. The only way that these objectives can be met is through the use of effective project management processes and techniques. This list outlines the major phases of managing a project and discusses key steps for each one. Note: This article is also available as a PDF download. PLANNING 1: Plan the work by utilizing a project definition document †¢ Project overview †¢ Objectives †¢ Scope †¢ Assumptions and risks †¢ Approach †¢ Organization: Show the significant roles on the project. †¢ Signature page: Ask the sponsor and key stakeholders to approve this document, signifying that they agree on what is planned. †¢ Initial effort, cost, and duration estimates: These should start as best-guess estimates and then be revised, if necessary, when the work plan is completed. 2: Create a planning horizon After the project definition has been prepared, the work plan can be created. The work plan provides the step-by-step instructions for constructing project deliverables and managing the project. 3: Define project management procedures up front 4: Manage the work plan and monitor the schedule and budget Once the project has been planned sufficiently, execution of the work can begin. †¢ Review the work plan on a regular basis to determine how you are progressing in terms of schedule and budget. †¢ Identify activities that have been completed during the previous time period and update the work plan to show they are finished. Determine whether there are any other activities that should be completed but have not been. †¢ Monitor the budget. 5: Look for warning signs Look for signs that the project may be in trouble. These could include the following: †¢ A small variance in schedule or budget starts to get bigger, especially early in the project. There is a tendency to think you can make it up, but this is a warning. If the tendencies are not corrected quickly, the impact will be unrecoverable. †¢ You discover that activities you think have already been completed are still being worked on. For example, users whom you think have been migrated to a new platform are still not. †¢ You need to rely on unscheduled overtime to hit the deadlines, especially early in the project. †¢ Team morale starts to decline. †¢ Deliverable quality or service quality starts to deteriorate. For instance, users start to complain that their converted e-mail folders are not working correctly. †¢ Quality-control steps, testing activities, and project management time starts to be cut back from the original schedule. A big project, such as an Exchange migration, can affect everyone in your organization. Don’t cut back on the activities that ensure the work is done correctly. 6: Ensure that the sponsor approves scope-change requests 7: Guard against scope creep 8: Identify risks up front 9: Continue to assess potential risks throughout the project 10: Resolve issues as quickly as possible Create Work Breakdown Structure Once the project scope document has been prepared and agreed on, the next step in the planning phase is to create a detailed work breakdown structure (WBS), which is a deliverable-oriented hierarchical decomposition of the project work scope into work packages that produce the project deliverables. Having a comprehensive project scope document is important because it is the foundation for creating the work breakdown structure. The project scope document defined what needs to be done in terms of the statement of work and deliverables, and the WBS establishes the framework for how the work will get done to produce the project deliverables. Creating a WBS is a structured approach for organizing all the project work and deliverables into logical groupings and subdividing them into more manageable components to help ensure that all the work and deliverables to complete the project are identified and included in the baseline project plan. It is a hierarchical tree of deliverables or end items that will be accomplished or produced by the project team or contractor during the project. The work breakdown structure subdivides the project into smaller pieces called work items. The lowest-level work item of any one branch is called a work package. The work package includes all of the specific work activities that need to be performed to produce the deliverable associated with that work package. The WBS should be decomposed to a level that identifies individual work packages for each specific deliverable listed in the project scope document. Often the WBS includes a separate work package labeled â€Å"project management† that is for all the work associated with managing the project such as preparing progress reports; conducting review meetings; planning, monitoring, and tracking schedules and budgets, and so on. The accomplishment or production of all of these lowest-level work packages in the work breakdown structure constitutes completion of the project work scope.