Project Management: Characteristics And Approaches

Differentiating Daily Activities from Project Functions

Question:

Discuss about the Project Management of Systems Approach To Planning.

Answer: The following list explains the five characteristics, which would be used for the differentiation of the daily activities from the functions of a project:

• A fully defined time line of the project
• A well-defined process objective
• Involvement of peoples from different sectors of work
• The following of a life cycle of the project
• Following of a specific time, performance and cost for the project

Answer: The strategic planning of the implementation of the primary process of the project can be described as follows:

1. A new product
2. Implementation of a new information system.
3. A new plant for the production of the new products.

The project manager is the main person responsible for the completion and the management of the project:

1. Timely completion of the project
2. Keeping the project within the budget
3. Keeping the project with the following of the specification
4. The technical and sociocultural dimensions of project management are two sides to the same coin. Explain.

Answer: The technical and the sociocultural specific dimension of the project management can be considered as two sides of a coin. This is because for the completion of the project the complete skill set is required.

Answer:

Answer: As most of the projects are more important than the others, the best possible way for the maximization of the project and the resources. The use of priority scheme can be used for the maximization of the resources for the project. This can also be used for the balancing of the risk and the contribution to the strategic plan.

Answer: The following list are the six elements for the completion of the scope statement:

1. Objective of the project
2. Proper deliverable
3. Completion of milestones
4. Proper technical requirements needs to be met
5. Limitation and exclusion
6. Review of the customers

The completion of a project should comprise of all the above six elements for he success of the project.

Answer: A project objective generally shares the basic information of what, when and how for the completion of a project. For the completion of the foot over bridge over the Thames River by the end of 2018 within a budget of $2 million.

Answer: The project needs to be completion within a specific data with the following of the scope. The scope should be scaled down from the set out details to match the working budget and the timeframe. There should also be the chance for the reduction of the cost at any point of time during the project. For the completion of a project the three main requirements are4 scope, cost and time. These three factors would be responsible for the determination of the quality of the project.

• Time–constrain: the project must be delivered on time.
• Scope- accept: reduction in the scope and the performance of the project is acceptable
• Cost–enhance: optimization of the cost needs to be done and reduction of the cost needs to be followed.

Answer: The three kinds of information that are shared in the work package are:

1. What the work is to be done
2. How long would the project take to complete
3. How much of the resources are to be required
4. When would it be appropriate to create a responsibility matrix rather than a full-blown WBS?

Answer: Use of the responsibility matric is used in small projects for the proper organization and the assignment of the small process in the project along with the large process combined of many sub process.

Based on the case study the project is to organize a football competition for the Manchester United Soccer Club (MUSC). The revenue is to be collected and the newly appointed tournament director, Nicolette Larson, would organize the complete completion. Nicolette Larson discusses about the meeting along with her husband who would help her with the work. The use of the WBS and the Gantt chart would help Nicolette Larson to manage the competition and the work related to the project.

For the completion of the project the major scope to be followed are:

• To generate a revenue not more than $450.
• To complete the project within a deadline of 20 days.
• To manage the risk of the project when it is raised.

The project would require the use of some of the basic products for the completion of a football match. There are use of any high level products for the project. The details are to be collected in written format. The details are the stored and managed in a proper database.

The projects deliverables can be discussed as follows:

The major stakeholders of the project are:

Figure 1: Gantt chart for the project

(Source: Created By Author)

Figure 2: Work Breakdown structure for the project

(Source: Created By Author)

References

Alias, Z., Zawawi, E. M. A., Yusof, K., & Aris, N. M. (2014). Determining critical success factors of project management practice: A conceptual framework. Procedia-Social and Behavioral Sciences, 153, 61-69.

Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute.

Fuller, M. A., Valacich, J. S., George, J. F., & Schneider, C. (2017). Information Systems Project Management: A Process and Team Approach, Edition 1.1. Prospect Press.

Heagney, J. (2016). Fundamentals of project management. AMACOM Div American Mgmt Assn.

Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Pinto, J. K. (2015). Project management: achieving competitive advantage. Prentice Hall.

Schwalbe, K. (2015). Information technology project management. Cengage Learning.

Turner, R. (2016). Gower handbook of project management. Routledge.

Zou, W., Kumaraswamy, M., Chung, J., & Wong, J. (2014). Identifying the critical success factors for relationship management in PPP projects. International Journal of Project Management, 32(2), 265-274.

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