|Due By (Pacific Time)||11/24/2016 12:00 am|
You are appointed to a project Manager in charge of organising and planning a project.
Company retreat to another country
introduction of the project (description of the chosen project)
1. Define the project scope - What to accomplish in the project in term of deliverable, overall budget and time.
2. Establishing Project priorities - What is constraint in the project*, ie scope, time or cost. (6 item check list)
2.1 project purpose & justification
2.4 Acceptance criteria / assumptions
2.5 Cost estimates / how much/ cost benefit analysis
2.6 Finalization and acceptance
(6 items checklist)
1.The first step of project scope definition is to define the overall objective to meet your customer's need(S)
The next step is to define major deliverables - the expected output over the life of project. For example, deliverables in the early design phase of a project might be a list of specifications. In the second phase deliverables, could be software coding and technical manual. The next phase could be to test prototypes. The final phase could be final tests and approved software.
A Milestones is a significant event in a project that occurs at a point in times. The milestone schedule shows only major segments of work; it represents first, rough-cut estimates of times, cost and resources for the project.
More frequently than not, a product or services will have technical requirements to ensure proper performance. For example a technical requirement for a personal computer might be the ability to accept 120-volt alternating current or 240-volt direct current without any adapters or user switches.
5. Limits and exclusions.
Failure to identify limit can lead to false expectation and to expending resource and time on the wrong problem. Examples of limits are: local air transportation to and from base camps will be outsourced; clients will be billed for additional training beyond that prescribed in the contract. Exclusions further define the boundary of the project by stating what is not included.
6. Review with customer
Creating the work breakdown structure - A hierarchical diagram of all the tasks and activities to accomplish in a project. (project chart) where is the point to start project. Define advantage and disadvantages
3. Integrating the WBS (Work breakdown structure – is a map of the project managers that all products. Use of WBS helps to assure project managers that all products and work elements are identified, to integrate the project with the organization and to establish a basis of control.) - Assigning of roles and responsibilities to project terms and individuals involved in the project.
Create a table of WBS
5.coding the WBS for the information system - Using a software like Microsoft Project and Primavera etc. to manage the project
Establish project priorities (Justify the matrix)
In a matrix system, there are usually two chains of command, one along functional line and the other along project lines. Instead of delegating segments of a project to different units or creating an autonomous team, project participants report simultaneously to both functional and project managers.
The matrix structure is designed to optimally utilize resources by having individuals works on multiples projects as well as being capable of performing normal functional duties.
Resources can be shared across multiple projects as well as within functional division.
-Strong Project focus
A stronger project focus is provided by having a formally designated project manager who is responsible for coordinating and integrating contributions of different units.
-Easier Post-Project Transition. Because the project organization is overlaid on the functional divisions, specialists maintain ties with their functional group, so they have a homeport to return to once the project is completed.
-Flexible. Matrix arrangements provide for flexible utilization of resources and expertise within the firm.
-Dysfunctional Conflict. The approach is predicated on tension between functional managers and project managers who bring critical expertise and perspectives to the project.
-Infighting. Due to equipment, resources, and people are being shared across projects and functional activities leads itself to conflict and competition for scarce resources.
-Stressful. Matrix management violates the management principle of unity of command. Project participants have at least two bosses, thus stressed.
-Slow. In theory, the presence of a project manager to coordinate the project should accelerate the completion of the project. However, slow due to infighting.
4.Create the work breakdown structure (explain the work packages)
5. Cost estimation (including a time phased budget)
5.1 Task cost
5.2 Estimate Time/activity duration
5.3 Schudule / Timeline
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