Project Management And The Major Areas Of Projects Management

Project Management And The Major Areas Of Projects Management
Before we discuss about the Project Management and the major areas of project management, let see
actually what is a project? A project is defined as ""a temporary endeavor undertaken to create a
unique product, service, or result" (Schwalbe, 2014). Projects involve different operations like the
project is terminated when the scope and objective of the project are met. According to an IT project
or any kind of project it involves number of persons or a team or an individual in order to complete
the mission. A project can be of different types for example developing a mobile application,
implementing a new system, implementation of database for some institution purpose and so on. For
implementing or designing a project it involves various technologies like cloud computing, internet
and many more the usage of technologies depends upon the specifications of an organization.
According to the prescribed text book, we have some attributes which are utilized for defining a
project. Let us have a brief look about these attributes: Each and every project which is being
implemented in the current world is unique and has an inimitable purpose. The projects which are
done by the organizations have a distinct objective. Every project has a deadline it does not keep on
going without an end. A project usually takes a month or half a year or a year to complete but not
more than that. A project involves modifications, upgradation in middle of the flow of the project.
Once of the
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Project Management : An Project Manager
IT Task A Interview What are his/her overall responsibilities as an IT Project Manager? The method
of the Project Administrator contains a couple of exercises, for instance, (Heldman, 2011): Sorting
out and Decoding Opportunity Arranging and Sequencing Activity Asset Planning Making
Arrangements Time Calculating Expense Calculating Building up a Price range Documentation
Making Charts and Arrangements Risk Research Directing Risks and Problems Watching and
Verifying Improvement Bundle Management Fundamental Impacting Business Integrating Working
with Providers Adaptability, Interoperability and Flexibility Research Controlling Quality
Advantages Realization What day to day tasks does an IT Project Manager carry out? The ... Show
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Milestone is one of the best resources the Project Administrator can use to appear to be sensible of
whether he or she is on the screen in light of the project change. The obsolete point proposition
ought to be in vicinity records that ought to be changed here and there a week. Gantt diagram
uncovers the project plan and reveals the Project Administrator the relationship of every movement.
Gantt graphs are all around used for any sort of project from move up to database compromise. If
the project has a more unmistakable arranging, first class or high–risk nuance, then the Project
Administrator can utilize venture errands. MS Project can be used as a substitute contraption for
checking project modify or it can be used for watching got endeavours apportioned in a couple
neighbourhood puts and managed by distinctive undertaking administrators. There is couple of other
framework programs for project shop paying little mind to MS Project. The prevailing piece of these
new changes is online spots for project shop exercises where the project accomplices have
admission to wander information and change from one spot. In Project Reviews, the project modify
and the sticking to the technique determinations are basically unquestionably caught on. Frequently,
wander results are joined with project reviews by a third occasion (inside or outside). The resistance
and action things are then seen to do them. Delivery Reviews certify that the supply tried

Project Management
A _______________ is a temporary endeavor undertaken to create a unique product, service, or
result.
Student Response Value
A. program
B. process C. project 100%
D. portfolio
Score: 2/2
Which of the following is not an attribute of a project?
A. projects are unique
B. projects are developed using progressive elaboration
C. projects have a primary customer or sponsor D. projects involve no uncertainty 100%
Score: 2/2
Which of the following is not part of the triple constraint of project management?
A. meeting scope goals
B. meeting time goals C. meeting communications goals 100%
D. meeting cost goals
Score: 2/2
Project ... Show more content on Helpwriting.net ...
increasing revenues 100%
B. increasing authority
C. saving money
D. saving time
Score: 2/2

The ___________ cost of capital is the return available by investing the capital elsewhere.
A. opportunity
B. risk C. investment 0%
D. commercial
Score: 0/2
Assuming the value of a dollar is worth more today than in the future, the net present value of a
multi–year project should be _______ than the sum of its cash flows.
Student Response Value A. more 0%
B. less
C. the same
D. none of the above
Score: 0/2
If a project cost is only $100 up front and its annual benefits are $20/year, what is its payback
period?
A. 3 years
B. 4 years C. 5 years 100%
D. 6 years
Score: 2/2
If a weighted score for a project is based on just two criteria, fit with strategy, weighted 70% and
ROI, weighted 30%, what would be the weighted score for a project with scores of 80 on fit with
strategy and 50 on ROI?
Student Response Value A. 71 100%
B. 75
C. 58
D. 65
Score: 2/2
_______________ involves determining long–term objectives by analyzing the strengths and
weaknesses of an organization, studying opportunities and threats in the business environments,
predicting future trends, and projecting the need for new products and services.

A. SWOT analysis B. Strategic planning 100%
C. Tactical planning
D. Mind

Project Management
ODESSA MOBILE TECHNOLOGY PROJECT
Project Plan
Odessa Mobile
Technology Project
Author: Debbie Whitson
Creation Date: 7/10/03
Last Revised: 7/10/03
Version: 1.0
TABLE OF CONTENTS
INTRODUCTION 2
PURPOSE OF PLAN 2
BACKGROUND INFORMATION/AVAILABLE ALTERNATIVES 2
PROJECT APPROACH 3
PHASE X: SECURE EQUIPMENT 3
GOALS AND OBJECTIVES 4
BUSINESS GOALS AND OBJECTIVES 4
PROJECT GOALS AND OBJECTIVES 4
SCOPE 5
SCOPE DEFINITION 5
ITEMS BEYOND SCOPE 6
PROJECTED BUDGET 6
RISK ASSESSMENT 7
INITIAL PROJECT RISK ASSESSMENT 8
MILESTONES 11
ASSUMPTIONS 12
PROJECT ASSUMPTIONS 12
CONSTRAINTS 13
PROJECT CONSTRAINTS 13
RELATED PROJECTS 13
CRITICAL PROJECT BARRIERS 13
PROJECT MANAGEMENT APPROACH 14
PROJECT TIMELINE ... Show more content on Helpwriting.net ...

The Risk Assessment will be continuously monitored and updated throughout the life of the project,
with monthly assessments included in the status report (see Communications Plan) and open to
amendment by the Project Manager. Because mitigation approaches must be agreed upon by project
leadership (based on the assessed impact of the risk, the project¡¦s ability to accept the risk, and the
feasibility of mitigating the risk), it is necessary to allocate time into each Steering Committee
meeting, dedicated to identifying new risks and discussing mitigation strategies. The Project
Manager will convey amendments and recommended contingencies to the Steering Committee
monthly, or more frequently, as conditions may warrant.
Initial Project Risk Assessment Risk Risk Level L/M/H Likelihood of Event Mitigation Strategy
Project Size Person Hours H: Over 20,000 Certainty Assigned Project Manager, engaged consultant,
comprehensive project management approach and communications plan Estimated Project Schedule
H: Over 12 months Certainty

It Project Management
CONTENTS THE SOFTWARE QUALITY FOCUS 2 QUESTION 1: SELECTED EXERCISES 2
Exercise 11 Project Tracking 2 Exercise 12 Risk Assessment 7 Exercise 13 Refining your project
plan (using software) 9 Exercise 14 Initiating 11 Exercise 15 Planning 16 Exercise 16 Executing 18
Exercise 17 Controlling 21 QUESTION 2: THE NORTHWEST AIRLINES CASE STUDY 25 1..
25 2.. 27 3. 29 REFERENCE 38 APPENDIX – FLYDRAGON PROJECT PERT CHART 39 Figure
List Figure 1 Calendars of Project FlyDragon 4 Figure 2 Tracking Gantt Chart of Project FlyDragon
6 Figure 4 ResNet 1996 Application Development Gantt Chart 16 Figure 5 ResNet 1996 Office
Implementation Gantt Chart 17 Figure 6 Simple and Unfriendly Interface of NWA¡¯ PARS 30
Figure 7 ResNet Project ... Show more content on Helpwriting.net ...
StraightforwardAverageComplex with many interactions Low = 1 Med = 2 ¡ÌHigh = 3 3 7 How
knowledgeable are the Project team in the proposed application area? LimitedUnderstands concepts
but no experienceHas implemented similar systems before High = 3 Med = 2 ¡ÌLow = 1 5 Table 1
McFarlan Risk Questionnaire of FlyDragon Project Total Risk Score = ¡Æ risk score¡ÁWeight =
1¡Á1 + 3¡Á3 + 0¡Á5 + 2¡Á3 + 2¡Á1 + 2¡Á3 + 2¡Á5 = 1 + 9 + 0 + 6 + 2 + 6 + 10 = 38 n Do you
consider this score to be high, medium or low? Please justify your answer. The highest score is 59
and the lowest score is 18, so the average score is 38.5, and weighted average score is 33.7. I feel
that our score just is 38, and is feasible. It is not too high, and there is not too much risk involved. If
say the risk, the main risk is that most Chinese IT staff are good at the most Network development
and traditional software development, but no enough experience of E–Commerce development. If
can not control well, there is a high possibility that the progress of project will delay. n How could
you reduce risk due to technical factors? What other measures would you take to manage risk,
specifically with relevance to this project. The main possible risk problem is lack of E–Commerce
development experience. It is a resource problem both on Human Resource and technical resource.
To reduce risk on technical factors, following measures would been taken. ¡¤ Engage skilled
professional act as

Project Management Msc. 7Pjmn009W Project Management Project.
Project Management MSc
7PJMN009W Project Management Project
Author: Maria Chico Garrido
Date: 06 March 2017
Version: 1.1
Project type: Academic
Preferred Supervisor:
Proposed Title: How does the use of formal project management methodologies in complex Home
Automation projects contribute to project success?
Main Deliverables/Milestones:
Deliverable Date
Project Mandate 09 March 2017
Project Brief: In depth literature review of formal project management methodologies and project
success. Background research of the Home Automation industry, theory and concepts of complex
projects.
Philosophy and rationale behind the chosen research methodology. 22 May 2017
Project Initiation documentation: Creation of questionnaires and experimental ... Show more content
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In recent years CEDIA has added project management courses to their portfolio, which immediately
outlines a problem statement: How is the implementation of such projects managed, are there any
formal project management methodologies being used and if so, are these complex projects
successful?
This research will be of value for the home automation industry as it will appraise the need of using
formal project management practices in complex home automation projects and it will constitute a
good knowledge base of project management, increasing the chances of project success in a growing
industry.
Relevant theory of project management and home automation projects will be analysed.
Additionally, the topic of construction project management will be studied to gain an understanding
of the stages of a construction project and how they are relevant in a home automation project. The
research question and the objectives driving this proposal will be outlined followed by the

philosophy, methodology and instruments to be used for data collection and analysis. Finally, a
timescale for the different activities involved in this research will be given.
2. Literature review
2.1 Overview
A narrative literature review will be conducted based on the following main bodies of knowledge:
project management and project success and complex home automation projects. The proposed
research aims to

Project Management
NT2799.U1.HO1
Review of Capstone Project
Purpose: The goal of this project is to show that you can demonstrate communication skills in the
business and professional environment; apply research methods and tools to solve problems;
demonstrate foundational IT literacy and competencies; apply industry standards to networking
solutions; evaluate technical aspects of systems software, hardware, and services; and design,
configure, and deliver network systems.
Course Objectives and Learning Outcomes

Apply important concepts of project management to the actual Capstone Project proposed for this
course. 
Use Microsoft Office Project to help plan and manage the actual Capstone Project.

Analyze the requirements for ... Show more content on Helpwriting.net ...
These computer systems (hardware as well as software) will need to be upgraded and the existing
data will need to be transferred into the new computer system.
The office in the center of the city has a local area network (LAN) in the building; however, it will
require upgrades in software and hardware because all the equipment, including the server and
personal workstations as well as network devices for the LAN, are all very dated. The upgrades will
ensure the system capability and capacity that can provide a centralized solution to the data storage
and management for the new partnership among all the five offices as well as meeting the additional
information and communications needs for the distributed nature of the new partnership. Therefore,
this office will be the official central office that handles all the data communications for the entire
business. Patient information and major services such as billing and insurance will be hosted in this
location for access by all sites. Currently a Novell 4.5 server provides the network services (mainly
for files, printing, and backup functions) between the server and all the existing workstations
running Windows 98. Currently the entire building has two PCs in the front, one in the nurses' office
and one in the supervisor's office, which is shared by the office supervisor and the billing manager.
Currently, both the East and West offices also have an identical LAN that interconnects the PCs in

Project Plan For Project Management
As part of the Defence integrated workforce, I would like to work under the broad direction of the
project manager independently with the opportunity for reasonable autonomy and accountability for
the achievement of project outcome along with best practices in project management methodologies.
The below statement briefly captures my project management skills and qualities that I would like to
be bring it across into the project life span to deliver projects within time, resource and budget
constraints.
During the project initiation phase, I can work collaboratively with the project sponsor in the
development of project charter and lead up to the formal authorisation of the project/ new phase.
From the sponsor's project SOW (Business need, product scope), Business case etc., I can identify
measurable project objectives, high level requirements, risks, summary milestones and budget and
approval authorities. The key deliverables in this phase are project charter and stakeholder lists.
During the project planning phase, I can work effectively towards the development of project
management subsidiary plans to execute, monitor and control and close projects. I will contribute
towards the planning of the scope in assuring that the project includes all the work required and only
the work required. I will do this by conducing interviews, focus group, facilitated workshops etc., I
can clearly define and document stakeholder needs to meet project objectives that will be

Project Management
PROJECT PLANNING AND MANAGEMENT (Project Planning / Project Formulation / Project
Implementation / Preparation of Project Proposal) Compiled by S.Rengasamy, Madurai Institute of
Social Sciences One Of the most important administrative developments in the developed as well as
in developing countries has been the initiation and growth of a large number of new programs
projects in every field like Since the 1950s the development agenda has been agriculture, irrigation,
industry, community characterized by projects and programs aimed at improving the quality of life
of beneficiary communities, development and social welfare etc.. The principle be it in physical or
qualitative terms. Despite significant aims and objectives of all these ... Show more content on
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4. An activity (or, usually, a number of related activities) carried out according to a plan in order to
achieve a definite objective within a certain time and which will cease when the objective is
achieved. 5. A collection of linked activities, carried out in an organized manner, with a clearly
defined start point and end point to achieve some specific results desired to satisfy some clearly
defined objectives. 6. A group of activities that have to be performed in a logical sequence to meet
pre–set objectives outlined by the client. S.Rengasamy – PROJECT PLANNING AND
MANAGEMENT 7. A project is a temporary endeavor involving a connected sequence of activities
and a range of resources, which is designed to achieve a specific and unique outcome and which
operates within time, cost and quality constraints and which is often used to introduce change.
Categories of projects Based on time Based on the purpose Normal Experimental Crash Pilot
Disaster Production / Service. Based on levels Centralized Decentralized Partially decentralized
Characteristics of a project: 1. Each and every project should have a package of interrelated
activities. Eg. IRDP Projects may stand–alone or be integrated a. Identification of the poor into a
program, with several projects b. Knowing their choice contributing to one overall goal. c.
Arranging bank

Project Analysis : Project Management
Project Scope is defined as the set of activities that must be undertaken to deliver a product,
services, or result with defined features and specifications. Defining the scope and then adhering to
it through the project life cycle is an integral part of the project. Failing to define the scope
appropriately before start or even changing scope as the project proceeds may lead to significant
time and cost implications for the project. As can be seen in the real world, very rarely does a
project follow its project scope through the project lifecycle. Following are some reasons explaining
why projects exceed their scope and how project managers can tackle the problem: 1. Project
Estimation At the time of Project estimation, there lays ... Show more content on Helpwriting.net ...
This new planning estimate is generally higher than the initially estimated project costs as it may be
impossible for firms to fully quantify uncertainties. The planning estimate or "Control" estimate acts
as a baseline as it is strongly emphasized to maintain this estimate throughout the project cycle. It is
critical that Project Managers work towards devising a realistic control estimate because a project
proceeds hardly as planned. Project Managers must create contingency plans for all aspects of the
project to account for any risks. Contingency costs are associated with contingency plans and should
be added to the control estimate for the project. 3. External Changes Scope creep can be caused by
changes that are external to the company, such as new safety legislations, changes in regulatory and
certification, market, or even change in technology being utilized. As these external changes occur,
new project estimates must be planned and since these changes can affect multiple aspects of a
project, the project scope changes. However, these changes may occur at any time during the project
life cycle and it may be possible that the relevant team responsible for estimation are no longer with
the project. Project Managers must ensure to plan for this risk, and must have the necessary data and
expertise available at all times to create the new control estimate. 4. 'Naughty Customers' and 'Silly
Contractors'

Project Management
Business Project Management
MODULE 26340
Module Leader: Dr Ashish Dwivedi
Submission date: Monday 02.02.09
Describe the main phases of the project lifecycle. Critically discuss where in this lifecycle failures
may occur and explain how effective project management might reduce their likelihood.
1.0 Introduction
Projects are being born all around us and can be found in every facet of life – they can range from
say the relatively simple task of organising and executing a dinner party to mega projects such as the
construction of the Channel Tunnel. This paper aims to investigate some fundamental questions
relating to the make –up of the project lifecycle, failures that can occur within it and the effect that
good project management ... Show more content on Helpwriting.net ...
Monitoring and controlling are carried out in conjunction with execution. Thus, by combining the
implied time scales with the process groups it is possible to prepare a PMBOK influenced model of
the generic stages within in the typical five phase project lifecycle (figure 3).
Figure 3: Classic five stage project life cycle model showing approximate proportions associated
with each stage (adapted from Cleland 1999 & Egan, 2006).
Baker (1998), Knutson (2001), Thornsett (2002) and Egan (2006) appear to agree with the PMBOK
(2004) on the importance of the relationship between each phase of the project lifecycle. Both
PMBOK (2004) and Egan 2006, depict each phase as being an independent project which, may or
may not go through all the lifecycle phases, but invariably will produce deliverables (inputs /
outputs). Deliverables defined by the PMBOK as "any unique and verifiable product, result or
capability to perform a service that must be produced to complete a process, phase or project"
(2004, 358), are a necessary ingredient required by the follow on phase of all project lifecycles
(figure 4).

Figure 4: Depicting the importance of deliverables in a software project lifecycle follow on phases
and the notion that each

Research Project : Project Management Project
Overview of Project 2010
Project 2010 is known for its usefulness in assisting with project management. Project 2010 is good
for creating, scheduling and arranging tasks for any size projects. This tool allows project managers
and others to manage projects, task, scheduling and linking tasks just to name a few options. This
tool is very easy to navigate that novice or skilled can clearly understand the screen and tabs needed
to complete a project. In addition to all of the above, Project 2010 has ways to ensure that tasks are
as you requested signified by colored bars, arrows to indicate task modes, linked and scheduled
tasks. The user can always review the informative tutorial to gain more knowledge on using the
many options of Project 2010.
How to use Project 2010 for project management in health care
Project 2010 is useful when you need to manage a project and is not quite sure how to get started.
Project 2010 assists with starting new, blank, multiple project tasks, by providing structure to make
the process easier to manage with the help of outlines and linking tasks together. Creating new tasks
or changing tasks are performed with a snap with manual or automatic scheduling. Project 2010 is a
reliable and easy tool to use when you want to create, connect or link relationships between tasks.
Creating new projects can now be done quickly and efficiently.
Project 2010 can be used by anyone in the health care field. Project managers can utilize this tool to
retrieve

Project Management
Project Management The Project Manager has some tasks that have to be carried out, he/she is
responsible for the full project. The Project Manager has to make the best use of all the resources so
the project can be completed successfully. The project Manager sets the boundaries for the project,
such as schedules and what is done and when it has to be completed. There are various tasks the
project manager is responsible for such as: 1) Time and resource allocation and management 2)
Setting up a team structure, specifying responsibilities, lines of command and reporting 3)
Motivating the team, and establishing communication channels 4) Project planning, scheduling and
progress control 5) Managing and controlling change to the system ... Show more content on
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Bottom–Up The project is broken down into two various sub–systems and estimates are made by
those not responsible; these are then aggregated to provide a total estimate. Expert Judgement Ask
the oracles and compare their results with your estimate. Analogy This when the system is compared
to others similar in the end product, and estimation is done in accordance with the comparison.
Parametric Modelling/Algorithmic This is when size and complexity are measured using arithmetic
yardsticks. I think the best methods to use for pricing are top–down and bottom up. The two
techniques would be combined in there usage. Top–down gives a starting estimate, which is then
refined, as in top–down design, the refinement is carried out when more detail about the systems
requirements are disclosed. The estimate is altered to match the system when it is split into sub–
systems. An estimated figure is then given to the client, who knows the figure could decrease or
increase. Bottom–up technique would not sufficient used by it as it has a large margin of error, so it
would be better to combine the techniques. The estimate is based on the

Project Success : Project Management
Introduction The task of ensuring project success by project managers can be very challenging due
to different opinions of what constitutes project success. For a project manager to ensure project
success is achieved the project manager needs to have clear understandings and the criteria for
project success and also able to detect some key critical success factors that is needed for his/her
project. This essay however aims to understand how a project manager might help ensure success is
achieved in his or her project. This essay initially briefs about what project success constitutes and
the analysis of key success factors to project success; it finally concludes by What is project
success? There have been so many arguments by many authors concerning the criteria for judging
project success. According to Wit (1988) the appropriate criteria to identify the success of a project
is to measure the project with its objectives. There are also other traditional parameters which
suggest project is successful if it finishes on time, according to specified performance and within
budget (Akinson 1999 cites Oilsen 1971). But Prabhakar (2008) argues that schedule, budget and
performance alone are inadequate for measuring project success. Lock (2013) also notes that the
traditional parameters which are time, performance and cost relate mainly to the execution or
fulfilment stage of the project. He further agues that a project can only be considered successful if it
satisfies all

Project Management
Acme Home Improvement de Mexico, SA de CV Expansion Project Plan Project Masters, LLC
Tyler M. Falcone Chanda M. Morris Sean P. Riley Michael S. Wenthold AMBA640, Section 9244
Professor Williams April 24, 2010 Table of Contents Executive Summary 1 Introduction 3 Existing
Knowledge 3 Work Breakdown Structure (WBS) 5 Dependencies 7 Construction Analysis 9
Required Resources 11 Pre–Construction: 11 Construction: 12 Project Completion and Final
Inspection: 12 Delivery of Inventory: 13 Staffing and Training: 13 Project Dashboard 15 Conclusion
17 References 19 Appendix A: Project Charter & Organizational Chart 21 Appendix B: Work
Breakdown Structure (WBS) Dictionary 27 ... Show more content on Helpwriting.net ...
Project schedule due dates have been extended accordingly. Many home improvement products are
universal regardless of market. Acme will be able to leverage this existing product knowledge for its
Mexico City location. Acme will also be able to learn from competitor Home Depot who has already
entered the home improvement market in Mexico. By touring several Home Depot locations in the
Mexico City area, Acme will be able to see which store layout, merchandising, and promotional
ideas seem the most effective. Acme will need to consider the tax implications of an international
project. The project in Mexico City has been established under a S.A. structure and as such will
have to "pay U.S. Federal taxes on any dividend income [brought] into the U.S., on top of and after
paying Mexican business taxes" (Stevens–Huffman, 2008, Jan). Acme will have to compete with
Home Depot, the largest retailer of home improvement products in both Mexico and the U.S. (Home
Depot, 2010). Acme will however have two distinct advantages over the competition. The Acme
store size of 100,000 square feet and 40,000 are both considerably larger than Home Depot's 66,000
square feet and 20,000 products. The larger variety of products should draw customers to the new
location. While not in yet in Mexico City, Lowe's recently opened two locations in Mexico and may
be a future competitor (Marketwatch, 2010, Feb 5). Acme will also have the advantage of

Project Management and Project Management It
Examination Paper: Project Management
IIBM Institute of Business Management Examination Paper Project Management Section A:
Objective Type (30 marks) This section consists of multiple choices questions and short answer type
questions. Answer all the questions. Part One questions carry 1 mark each and Part Two questions
carry 5 marks each. Part One: Multiple choices: 1. During _________formal tools and techniques
were developed to help and manage large complex projects. a. 1950s b. 1980s c. 1920s d. 1990s 2.
PERT stands for: a. Program Evaluation and Reverse Technique b. Progress Evaluation and Review
Technique c. Program Evaluation and Review Technique d. None of the above 3. The most basic
model of any Operating System is: a. ... Show more content on Helpwriting.net ...
They decided to use a table to show the risk event, the likelihood, the severity and by multiplying
the two providing a risk priority number (RPN). This would the allow ranking of the risk elements.
For the three highest ranked elements, the group then generates a mitigation process with someone
in the group taking ownership of that process. As can be seen, the top three risks were identified and
mitigation tasks put in place to either prevent the risk event happening or to reduce its effect. The
initials of the 'owners' of that risk in the last column show who has agreed to monitor that set of
events and ensure that the mitigation is put into place before the project suffers from that event
occurring. Questions: 1. What further methods could have been used to generate ideas for the
identification part of the risk process? 2. What should happen as the project progresses to manage
risk?
3
IIBM Institute of Business Management
Examination Paper: Project Management Caselet 2 Fast–track Product Redevelopment at Instron
Background Instron designs and manufactures machines for testing the properties of all types of
material. One particular plastic testing instrument has been selling around 250 units per year
worldwide. In 1992 at the height of the recession, with margins being squeezed and sales volume
dropping, Instron decided to redesign the instrument to reduce its cost

Project Management
"PROJECT CONVEYOR BELT" ______________________________ "PROJECT CONVEYOR
BELT" ____________________________________________________________ ____ The
following documents are detailed reports on our project proposal entitle "Project Conveyor Belt". If
you have any questions regarding "Project Conveyor Belt" please do not hesitate to contact Jasmi
Bin Md Aris (GP00456) Attachments:Part 1 – Attachment #1: WBS Outline. Part 2 – Attachment
#1: Gantt Chart Part 2 – Attachment #2: Network Diagram Part 2 – Attachment #3: Schedule Table
(ES, LS, EF, LF and Slack) Part 3A – Attachment #1: Q1 Resource Sheet Overallocated Part 3A –
Attachment #2: Q2 Gantt Chart Part 3A – Attachment #3: Q2 Resource Sheet Part 3A – Attachment
#4: Q4 Level ... Show more content on Helpwriting.net ...
The Sensitivity Of The Network After Apply Leveling Inbetween Slack. The project critical parts
have been change compare to the previous plan. This is due to the leveling slack activity had modify
the project task schedule arrangement. The Resource Constraint And Apply Leveling Outside Of
Slack. The project schedule move to the right, from 1st February to 1st October 2012. The project
duration incurred from 530 to 700 working days. Schedule slips from the project original schedule.
Management will not approve the Project Plan. Option Available. Development group work in shift
or additional man power required. Attachments:Part 3A – Attachment #1: Q1 Resource Sheet
Overallocated Part 3A – Attachment #2: Q2 Gantt Chart Part 3A – Attachment #3: Q2 Resource
Sheet Part 3A – Attachment #4: Q4 Level Outside Slack Page 4 of 15 "PROJECT CONVEYOR
BELT" Project Conveyor Belt Memorandum Subject: Conveyor Belt Project Part 3B Memo
Changes From the resource study to meet the project plan we required to put additional 3
development teams. This is because from the schedule the maximum man hours per day for
Development team is 40 hours during in–betwenn 15th June 2010 to 23rd July 2010. 1 team can
cover 8 man hours job, to fulfill 40 man hours job the plan required total 5 teams. From project plan
after we did resolve the overallocation issue by leveling outside of slack, we assign additional two
development teams.

Project Management
Assignment #3: Project Management
Dr. Zelphia Brown
August 12, 2012
HRM 520 Information Systems
Construct a Cost–Benefit Analysis matrix for an organization that is considering replacing its
internal payroll system with a payroll outsourcing service. Include direct and indirect revenue
enhancements and direct and indirect cost reductions.
For an organization which is considering replacing its internal payroll system with a payroll
outsourcing service, the direct revenue enhancements and cost reductions for a company which is
into internal payroll system may include increase in productivity of the company's employees since
they can now focus on doing more productive things, and improve the profitability. For instance,
this holds true for ... Show more content on Helpwriting.net ...
Compose the tasks that would be needed to complete a Gantt chart (project schedule) for
outsourcing the company's payroll system. Compare the advantages and disadvantages of using a
Gantt chart versus using the Performance evaluation and review technique (PERT) and critical path
method (CPM) when managing projects.
Advantages
* It is a wide–spread technique of bringing up the WBS of a project, across the world. The lack of a
timeframe on most PERT/CPM charts makes it harder to show status although colors can help. *
Good for smaller projects, which can be presented on a single screen at a time. PERT is not easily
scalable for smaller projects.
Limitations
* Not good for projecting large projects having more than 30 activities. The large amount of project
data can be organized & presented in diagram for use in decision making. * Gantt charts do not
represent the size of a project or the relative size of work elements, therefore the magnitude of a
behind–schedule condition is easily miss–communicated. PERT chart explicitly defines and makes
visible dependencies (precedence relationships) between the WBS elements. * A related criticism is
that all activities of a Gantt chart show planned workload as constant.
Propose three (3) types of feedback loops the project management team can implement so that
potential users of the new payroll system

Project Management
Southern New Hampshire University | Week 1 Written Assignment | In Partial fulfillment for MS
Operations and Project Management | 1–14–2012 |
Name and briefly describe the primary goals of a project?
According to Figure 1–1 of our text book, the three primary goals of a project are: 1) Performance:
One has to ask themselves during a project if you have met the objectives of the project.
Performance can be measured by evaluating the processes such as scope verification, quality
planning, quality assurance, and quality control. The initial performance goals should be outlined in
the initial Scope of Work. 2) Time: All projects will have a deadline, whether it is tied to an event
(e.g. Olympics) or an arbitrary deadline set by ... Show more content on Helpwriting.net ...
A project creates a capability to perform a service. A Project is always developed in steps and
continuing by increments – Progressive Elaboration." (Project Management Guide, 2011) There are
7 main characteristics of a project: 1) Importance: The project must have the senior management
buy in, without this a project will fail when problems first arise. 2) Performance: A project should
have a comprehensive SOW. With a clear indication of performance objectives one can measure the
success of a project. A project must coordinate and control all of the tasks needed. 3) Lifecycle:
According to the definition of a project characteristic they are temporary and have a definite
beginning and a definite end. At the end of the project one needs to transition the project to normal
business operations. 4) Interdependencies: Project usually are coordinated with normal business
operations. Activities must be fluid between the temporary endeavor and these operations to be
successful. 5) Uniqueness: Project management is used when a new goal that has not been tried
before is taken on. The development of the moon rover in the Apollo Program is an example of this
type of uniqueness. Project should not be used for normal business operations such as cutting
payroll checks. 6) Resources: Projects typically have a limited amount of resources. These resources
need to be carefully managed as to not overextend them (e.g. Budget,

Project Scope Of Project Management
INTRODUCTION
The scope of a project is one of the most fundamental aspect of the planning development. In broad
descriptions, it entails the objectives and requirements of the product. This concept is best defined in
a document called Project Scope Statement. Project managers around the world have been
successfully using this technique to provide an overall picture of the project. It is important to
outline its usefulness in the project management business as it is a big factor of project success. The
following essay will highlight the importance of creating a preliminary scope statement and briefly
describe its processes and contents.
TOPIC 1 – What is a Preliminary Scope Statement? What is its importance?
Project Scope Management is the systematic organization of all the tasks to be accomplished in a
certain project and it controls how project scope will be implemented throughout the stakeholders &
project team. The scope statement acts as the core part of Project Scope Management and is one of
the first to be completed in the planning process. According to the PMBOK Guide, a project scope
statement is
"The narrative description of the project scope, including major deliverables, project objectives,
project assumptions, project constraints and statement of work, that provides a documented basis for
making future project decisions and for confirming or developing a common understanding of
project scope among the stake holders" (PMBOK Guide 2004, p. 370)
To it put

Project Management : A Project Manager
Project management involves carefully organized and planned efforts channeled towards the
accomplishment of a particular task. Projects encompass activities such as implementing new
computer systems or constructing a new office. Projects require careful monitoring from the start to
the completion. One person mandated to take charge of projects is a project manager. Project
managers experience complications from project management. The challenges arise from the
dynamic environment in which the managers function (Barker & Cole 2014). Project management
dynamic environment consist of day–to–day operations, user community, geographically disbursed
members, outsourced staff, and internally employed personnel. The dynamic environment compels a
... Show more content on Helpwriting.net ...
Project managers need to exercise their skills at this point to acquire and exert a broad range of
experience. According to Schipper & Silvius (2014), project managers use influence coupled with
very high interactive management technique to monitor the performance of projects. They initiate
the necessary changes in the project's direction and plans. With such changes, managers can
generate trust among the stakeholders involved in the project. According to United States Labor
Relations Council, effective managers need to observe some of the elements when managing
projects. One of the elements includes building relationships before they need them. As a project
manager needs to identify what can be done to the key players before they give their expertise in
handling the project. Proper project management requires managers to evaluate projects in terms of
systems to appreciate how other agendas and activities influence activities both outside and inside
an organization.
Effective project managers need to build trust based on face–to–face interaction with the various
stakeholders involved in running particular projects. Empirical studies based on organizational
performance assert that trust created between a manager and interested parties in the project wither
with time. Project management is prone to consistent and rapid changes including uncertainties,
which engender

Scope Of A Project Management Project
1. What is Scope? Scope is nothing but which refers to project boundaries where it determines what
work will be completed during the project lifecycle. This even includes identifying the work which
would not be included in the current round of product or service development. A scope in a project
is nothing but the proper planning which is made for the project which involves in determining and
even documenting a list of specific project goals, deliverables, tasks and deadlines. The
documentation which is made for the scope of the project clearly explains the boundaries of a
project and also establishes the responsibilities for each team member and sets up procedures for
how much the completed work will be verified and approved. The scope of the project which is
made helps the project team remained focused on the given task. The scope statement also provides
the project team leader or the facilitator with guidelines for making decisions about the change of
request which are being made during the implementation of the project. it would be better if the
project has a proper scope at the beginning or initial stages itself as it is quite natural for large
projects to their parts along the way. when documenting the scope of a project the stake holders
should be very specific regarding their work as one or more parts of a project ends up requiring
more work, time, effort because of poor planning or miscommunication Effective scope
management requires good communication in order to

Project Management
GIS PROJECT MANAGEMENT
MSc Thesis
Dissertation submitted in part fulfillment for the degree of Master of Science in Geographical
Information Systems
April 1997 J.G.A. Bestebreurtje Manchester Metropolitan University
Mentor: Prof. Dr. H.J. Scholten Free University of Amsterdam
Master Thesis: GIS Project management
Final Version
ABSTRACT
Recent studies concerning GIS show that it is the fastest growing segment (both hard & software) of
the graphical computer market. 70% of private organizations expect to use GIS as a strategic tool
within their company. Like a product, GIS in an organization has a life cycle. According to the
model of Nolan this life cycle starts with awareness and ends when full integration with other ...
Show more content on Helpwriting.net ...
Change requests, expectations and deviations 3.9.1 General 3.9.2 Change Control 3.10. Exceptions
3.11. Threats in a project 3.12. Project Closure 3.12.1 General 3.12.2 Acceptance testing 3.12.3
Project Closure Meeting 3.13. Quality Review 3.14. Training 3.15. Support 3.16. Summary 4 THE
SPATIAL COMPONENT; ARE GIS PROJECTS DIFFERENT? 4.1. Introduction 4.2. The G in GIS
4.3. The IS in GIS 4.4. What is so special about GIS? 4.5. The acquiring of Geo Information 4.6.
Are GIS project different? 4.7. Conclusion 5 MANAGING A REAL PROJECT – THE MILGIS
PROJECT 5.1. Introduction 5.2. Approach 5.3. Content of the MILGIS PID 5.3.1 MILGIS PID –
Background 5.3.2 MILGIS PID – Mission, Objectives, Strategy 5.3.3 MILGIS PID – Scope of Work
5.3.4 MILGIS PID –Constraints 5.3.5 MILGIS PID –Methods 5.3.6 MILGIS PID Project
Organization 5.3.7 MILGIS PID Project Plan 5.4. MILGIS Risks 5.5. MILGIS Quality 5.6. Does the
proposed methodology work? 6 CONCLUSIONS 6.1. Introduction 6.2. The importance of Life
Cycle and Methodologies 6.3. Project management for GIS 6.4. Area for further research
ADDENDUM –Risk Management Checklist REFERENCES

Page 83 Page 83 Page 84 Page 85 Page 86 Page 89 Page 89 Page 89 Page 90 Page 90 Page
93 Page 94 Page 95 Page 96 Page 96 Page 96 Page 97 Page 99 Page 104 Page 106 Page 107 Page
108 Page 108 Page 109 Page 109 Page 110 Page 111 Page 113 Page 115 Page 116 Page 117 Page
121 Page 128

Project Management
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. 3. 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 ... Show more content on Helpwriting.net ...
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 Assigned Discussion Questions Letters assignments Quizzes Exams Team Work Team 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 e Correlation, Plagiarism & Citations, quality and frequency
Correlation,

Project Management : The Way A Project
Project Management
The way a project is conducted can have a significant impact on the success (PMBOK, 2013, p. 1)
and that is why best practices for project management are needed. A project's goal is to create a
product, service, or result, which can be tangible or intangible, but always needs to have a clear
beginning and ending (PMBOK, 2013, p. 3). Even though every project is different and unique, all
projects are created for long lasting outcomes (PMBOK, 2013, p. 3). Because of these reasons,
projects need management. Project Management is the application of knowledge, skills, tools, and
techniques that guide the project to meet its purpose (PMBOK, 2013, p. 5). There are five process
groups that are: initiating, planning, executing, ... Show more content on Helpwriting.net ...
A controlling method would provide support and require compliance such as adopting project
management frameworks, using specific templates, or conformance. Finally, a Directive PMO
would take control of the project by highly directing all aspects of the project. PMOs have the
ability to maintain authority to act as stakeholders and descion makers throughout projects and even
terminate projects as they see fit (PMBOK, 2013, p. 11).
Project managers have the responsibility to make a strategy to complete the project as well as work
with the team (PMBOK, 2013, p. 17). This will generally include a balance of technical,
interpersonal, and conceptual skills that will help the analyze situations and react appropriately
(PMBOK, 2013, p. 17). While all projects need to have a start and an end, all the activities and
results that happen along the way will be different from project to project (PMBOK, 2013, p. 38).
The series of phases that a project goes through is called the project life cycle, which provides the
basic framework for managing the project (PMBOK, 2013, p. 38). A successful project is completed
with the terms, constraints of scope, time, cost, quality, resources, and risk in mind (PMBOK, 2013,
p. 35). In order for a project to be completed, it has to go through a project life cycle (PMBOK,
2013, p. 38), which is the most important part of any project.
Project Life Cycle Phases

Project Management
2. What are product–oriented processes? Give one example. Product–oriented processes are those,
which focus on the tangible results of the project. They require specific domain knowledge, tools,
and techniques in order to complete the work. An example would be the creation of a software
application package. 4. Describe the initiating processes. Give one example of an initiating process
to support a particular phase of oil exploration project methodology. The initiating process signals
the beginning of the project or phase. It requires an organization to make a commitment in terms of
time and resources. Although all phases of the project should have some type of initiating process.
The time and effort needed to develop ... Show more content on Helpwriting.net ...
Projects are managed within the existing functional hierarchy. 18. What are some opportunities for
Oil and gas projects under the functional organizational structure? Increased flexibility – subject
matter experts and other resources can be assigned to the project as needed. An individual can be
part of the project team on a full–time or part–time basis and then return to their respective
functional units once the project is completed. Breadth and depth of knowledge and experience –
individuals from a particular subunit can bring a wealth of knowledge, expertise, and experience to
the project. The project experience may lead to greater opportunities for career advancement within
the subunit. If the project crosses functional areas, an opportunity exists for these individuals to
learn from each so that a less parochial solution can be developed. Less duplication – coordination
of resources and activities can lead to less duplication of resources across projects since
specialization of skills and resources are housed within a functional area. The project also tends to
be more focused because a primary functional area is responsible for and ultimately takes ownership
of the project. 20. What are some challenges for IT projects under the project organizational
structure? * Determining authority and responsibility * Determining who has authority and
responsibility for a project must be resolved at the outset, especially when

Project Management
Week 2 Discussion Question In working out your responses to the Discussion Question, you should
choose examples from your own experience or find appropriate cases on the Web that you can
discuss. Credit will be given for references you make to relevant examples from real companies.
Please make sure that you cite and reference all your outside sources properly, as per the Harvard
Referencing System. You are the project manager on a project to construct a flyover in the city to
ease traffic congestion. Flyover construction should cause minimum disruption to the traffic until it
is complete. Ensuring safety of the commuters and workers at the site is the responsibility of your
company. The date of completion of the project is six months ... Show more content on
Helpwriting.net ...
Soil preparation and foundation 2. Preparation of steel work and installation 3. Supply and
installation of precast concrete 4. Road leveling and tar bedding 5. Bridge Lighting , motor and
generators installed 6. Footpath and Parapet wall | Justintime Road construction companyStructural
steel EngineersConcrete cast consultantsProcurement team Electrical engineersMechanical
engineersCivil engineersSite supervisorsUnskilled labourHeavy equipment | D | 1. Flyover cleanup
2. Flyover finishing using asphalt 3. Flyover painting | Justintime Road construction company | E |
1. Flyover trial 2. Result feedback | Roadworks Quality Assurance consultants | F | 1. Place traffic
signs to show entry and exit | Traffic Management consultants. | The resources identified above from
the activities can be grouped into broad groups namely; Human resource plan Human resources will
consist of skilled and unskilled personnel. The project team made up of the project manager,
representative team from the project owner, team from the construction company and the sub
contractors Heavy Equipment; Crane, bulldozer, cement mixer, roller supplied by construction
company Materials; sand cement, bricks, steel rods, metal sheets, tar, etc The project is under a very
tight schedule and huge importance is placed upon selecting a project that will deliver on time, thus
the experience and performance record, type of projects handled are basis of

Project Management
Question Paper:
Define a project. What are the characteristics which help differentiate projects from other functions
carried out in the daily operations of the organization?
What is the role of the Project Manager?
3. Why is the implementation of projects important to strategic planning and the project manager?
Strategic plans are implemented primarily through projects—e.g., a new product, a new information
system, a new plant for a new product. The project manager is the key person responsible for
completing the project on time, on budget, and within specifications so the project 's customer is
satisfied. If the project is not linked to the strategic plan of the organization, resources devoted to the
project are wasted and ... Show more content on Helpwriting.net ...
Develop a WBS for a local stage play. Be sure to identify the deliverables and (people) responsible.
Use an example of a project with which you are familiar with or are interested in. Identify the
deliverables and organizational units (people) responsible.
Why are accurate cost estimates critical to effective project management? How would you go about
estimating costs for a typical project?
Without accurate time and cost estimates project control is ineffective. Inaccurate estimates can
make the difference between profit or loss.
• Time and cost estimates are major inputs to project planning
• Project control is completely dependent on accuracy of estimates
• Estimates are needed to support good decisions
• Estimates are used to determine project duration and cost
• Estimates are used to develop cash flow needs
• Estimates are used to develop time–phased budgets and establish the project baseline
•
• Absence of estimates results in inaccuracies which result in time and cost under/ overruns
• The activity of estimating reduces error
•

What are the differences between micro and macro estimating approaches? Under what conditions
would you prefer one over the other?
Macro estimates are typically top down, are usually used in the project conceptual phase, and
depend on measures such as weight, square feet, ratios. Macro methods do not consider individual
activity issues and problems. Macro estimates are good for rough

Project Plan For Project Management Project
Initiation At the beginning of Project Initiation, a Project Manager is assigned, if not already present.
The Project Manager works with the Project Sponsor to identify the necessary resources and team
members needed to further develop the key project parameters – Cost, Scope, Schedule, and Quality
(CSSQ). The Project Team documents its charge in the form of a Project Charter, which is based on
the Project Proposal, which includes the initial Business Case. Approval of the Project Charter by
the Project Sponsor authorizes the designated team to begin the initial planning effort. Developing
the Project Charter is primarily concerned with documenting the business needs, project
justification, current understanding of the requirements, and the new product, service, or result that
is intended to satisfy those requirements. The Project Charter, either directly, or by reference to other
documents, should address the following information: Requirements that satisfy stakeholders' needs,
wants, and expectations. Business needs, high level project description, or product requirements that
the project is undertaken to address. Project purpose or justification. Assigned Project Manager and
authority level. Summary milestone schedule. Stakeholder influences. Functional organisations and
their participation. Organisational, environmental and external assumptions. Organisational,
environmental and external constraints. Business case justifying the project,

Project Management
ch17–Project Management 1. Good project management is especially important with virtual teams.
TRUE Virtual teams face challenges that make project management especially important. 2. One
way that project management differs from management of more traditional activities is because of
the limited lifetime of projects. TRUE Projects have lifetimes that are typically shorter than other
business endeavors. 3. Once a project is approved and underway, project managers are only
responsible for effectively managing time and costs which, if done well, will assure project
completion on time and on budget. FALSE Managers also are responsible for assuring performance
targets are met. 4. Matrix organizations transfer control of workers to ... Show more content on
Helpwriting.net ...
TRUE The difference between late finish and early finish is the activity slack. 22. Many activities
have slack time; if we add these slack times together, this represents the potential improvement in
early completion for the project. FALSE Not all slack times are independent of one another. 23. If
two consecutive activities on the same path each have two days of activity slack, this means that
each of them can be delayed by two days without delaying the project. FALSE Likely only two days
total slack are available for these two activities. 24. The task of identifying risks should involve
everyone associated with the project. TRUE A clearer picture of risk is gained with broad inputs. 25.
Most likely time generally is more than optimistic time. TRUE Most likely time is never less than
the optimistic time, but it can be equal to the optimistic time. 26. Activities not on the critical path
have a slack time equal to zero. FALSE Critical path activities have slack time equal to zero. 27. If
two consecutive activities have shared slack, this means that each of them can use only half of the
slack without delaying completion of the project. FALSE This means that between them only the
total amount of shared slack can be used. 28. Deterministic networks use three time estimates –
shortest, most likely and longest – for each activity in order to best determine the activity 's
estimated time. FALSE Probabilistic networks use these time estimates.

Introduction
Project management (PM) is the vocation of seeing that projects are completed on time, within
budget, and perform to the standard that the stakeholders are expecting. There are PM degrees
available at the Associate, Bachelor, Graduate, and Ph.D. levels of study; degrees are available on
campus and online from many well–known and highly rated institutes. However, many employers
view the Project Management Professional (PMP) certificate as even more important than a degree.
Project managers earn far about the average wage, the average salary for project managers
worldwide was $81,000 in 2015, and there is a large demand for project managers, employers need
an additional 15.7 million new project managers by 2020. A project manager must be able to work
with many different people: project stakeholders, members of the project team, vendors, contractors,
engineers. A project manager must have good communicate skills, have the courage to make hard
decisions, and do whatever is necessary to see to it a project stays on track, on schedule, and on
budget. Before becoming senior project managers and leading project teams, project managers hold
a variety of project related positions; they receive on–the–job training, gain experience, and advance
through the ranks as project team members, project coordinators, project schedulers; assistant
project manages, project managers, before becoming senior project managers.
The job of a project manager is to initiate,

Project Management : Project Monitoring
Briargrove Investments: Project Monitoring "Project management is a discipline–a set of methods,
theories, and techniques that have evolved to manage the complexities of work that is unique and
temporary." (Verzuh, E., 2012). Briargrove Investment hired Torres Technology Adapters to design
and install a centralized learning system (CLN) for its two thousand property management and
acquisition employees. During the rollout phase of the centralized learning network, the project
team encountered a system failure within management offices. After the project's software team
corrected rollout deviation through project monitoring and is in the process of beginning to bring
remote offices online. This paper will address Briargrove centralized learning network CLN project
monitoring aspects start with a plan, report to management, make recommendations and check for
compliance with approved changes, reflections on the project, and three factors improved in the
project.
Monitoring, reporting, recommendations, and compliance "Project monitoring can begin as soon as
there is a clear, validated baseline plan that has been approved by the project sponsor and accepted
by the project leader and team." (Kendrick, T., pp 301, 2015). The key aspects of monitoring a
project are to use a monitoring plan, report to management, recommend corrective action and follow
up with corrective actions. Initially, the CLN project management team deployed monitoring
software suite, which

Project Management Project And Change Management
Paper on project management in smart voice project
Sohail Kamdar
Project and change management
Table of contents
Name of the topic Page No.
Abstract...................................................................................3
Introduction..............................................................................4–5
View point of project management...................................................5
Outlook of the project..................................................................5–6
Milestone inventory.....................................................................6–7
WBS.......................................................................................7
Plan of project management............................................................7–9
Cost savings plan.........................................................................9
Cost measures.............................................................................10
Speed to market...........................................................................10–11
Conclusion..................................................................................11
References...................................................................................12
Abstract:
In this paper I am going to discuss about the implementation of the project management and its
execution in the project called "Smart voice" project in the existing business world.It explains how
change is implemented and the reaction of users on this change and the benefits of this change.
Introduction:
Project management is about planning and execution – "starting in view of the end." A great
arrangement contains objectives utilizing measurements, with ideal asset use and reasonable
calendar gauges. When a manager and his crew plan the results of that process typically do not only
concentrate on the problems that cause productivity and quality issues. Nearly all plans emphasis
only on project completion rather than verification of the issue and

Project Portfolio Management : Project Management
Project Portfolio Management (PPM) is the centralized management of the processes, methods, and
technologies used by project managers and project management offices (PMOs) to analyze and
collectively manage current or proposed projects based on numerous key characteristics. The
objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities
to best achieve an organization's operational and financial goals ― while honoring constraints
imposed by customers, strategic objectives, or external real–world factors. Portfolio management
can be seen as providing governance structures adopted to minimize the overall costs in converting
''input'' to ''output'' through projects. When viewing projects as transactions, these costs are known as
transaction costs, which are the sum of all costs for governing projects. Several researchers, such as
Müller and Turner (2005) and Blomquist and Müller (2006), have proposed that the transaction cost
economics theory (TCE) provides one theoretical framework for explaining the project and portfolio
phenomenon. A project portfolio is a group of projects that share and compete for the same
resources and are carried out under the sponsorship or management of an organization (Archer &
Ghasemzadeh, 1999a, 1999b). Turner and Müller (2003, p. 7) defined a portfolio as "an organization
(temporary or permanent) where projects are managed together to coordinate interfaces, prioritize
resources between projects, and thereby

IT Project Management
1. Discuss the reasons why IT projects fail. Although there are many contributing factors to project
failure, there are six common factors. 1. Undeveloped Project Goals: Poor project planning will
almost always lead to failure. One main reason for this failure is the inability to agree on the
missions, goals, or objectives that the project is attempting to undertake. It is necessary that specific
plans and requirements for the project are instituted in the development phase. Failure to do this will
most likely result in "fragmented efforts" and a "lack of team focus" for the duration of the project.
It is equally important to make sure that the chosen goals and objectives are within reach of the
project and team. If the intricacy or ... Show more content on Helpwriting.net ...
While research has shown has that schedule overruns often lead to failure more often than budget
overruns, maintaining both are key to a successful project. The following graph illustrates this point
by showing the highest percentage of failed projects as overrunning schedule and overrunning
budget. 2. Define the outsourcing advantages and limitations. When outsourcing is done for the right
reasons will actually help your company grow and save money and hence the advantages; i. Focus
on the core activities; In rapid growth periods, the back–office operations of a company will expand
also. This expansion may start to consume resources (human and financial) at the expense of the
core activities that have made your company successful. Outsourcing those activities will allow
refocusing on those business activities that are important without sacrificing quality or service in the
back–office. Example: A company lands a large contract that will significantly increase the volume
of purchasing in a very short period of time; Outsource purchasing. ii. Cost and Efficiency savings;
Back–office functions that are complicated in nature, but the size of your company is preventing you
from performing it at a consistent and reasonable cost, is another advantage of outsourcing.
Example: A small doctor 's office that wants to accept a variety of insurance plans. One part–time
person could not keep up with all the different providers and rules. Outsource to a

Project Management
Project Management (MGT6153) Directed Reading
From
Chapter 1
To
Chapter 6
Instructor: William A. Moylan, PMP
Students: Chang, Li–Li Yang, Shen–Shan Kuo, Hsien–Kai (ID: 88383) (ID: 88855) (ID: 88374)
Chapter 1 Project in Contemporary Organizations
Question 1. The twelve guidelines are presented in no particular order. Order them by level of
importance and explain your reasoning. Answer The twelve guidelines should be order as below, the
reason also is stated at the behind of each title. 1) Understand the context of project management.
Much of the difficulty in becoming an effective project manager lies in understanding the particular
challenges project management. 2) Understand who the stakeholders are and what they want. ...
Show more content on Helpwriting.net ...
3
Chapter 2 Project selection
Question 1. What project selection method described in the chapter will ABI probably employ for
this proposal? Answer According to the description, the project selection method is profitability of
numeric model. We might see the points from the business strategy 1) Bid only on good margin
products that have the potential for maintaining their margins over a long term. 2) Pursue only new
products. 3) Utilize the most advanced technology in new projects. " project champion" approach to
innovation and creativity. no more than 480 employees. 4) Foster the
5) Maintain small plants of
Question 2. What are the answers to Steve White's questions? Answer Steve White's questions, 1)
ABI is already achieving an excellent return on investment (ROI). Won't these investments simply
tend to dilute it? Yes, it could be. Jim wondered what

these changes in their assumptions would do to the ROI of the proposal and it's over all profitability.
2) Will the cost in new equipment be returned by an equivalent reduction in
labor? Where's the payoff? The cost in new equipment will be returned by the reduction in labor, if
the well training for the employee and make the new equipment efficient. ABI had to make this
investment to protect its profitable position in the business, the payoff certainly should be no

CT5022 Project Management ASS 1
Identify and discuss attributes that you consider to be key to the role of an IT project Manager,
focusing on how these attributes combine to facilitate good project management.
Jennifer Quinn
s1306997
When implementing new ideas, plans or systems into any situation things are likely to get
complicated. New proposals can be agreed upon without first checking whether they clash with
other plans. It is the job of a Project manager to control and monitor the process so as things are
completed (Hughes, 2004). Most if not all projects rely on the project triangle; Cost, time and
Scope, to summarise this means monitoring a project at a specified cost, within a specified time to
meet the businesses scope. If one area in the triangle changes there will be an impact to all areas. It
is important that the project manager has the capabilities to monitor these changes and implement
damage control where necessary. This essay discusses how being able to manage people in relation
to time keeping, planning ahead and estimating time productively are all attributes that when
combined monitored and

Project Management, Project Communication, And Project...
Introduction This assignment will address three areas of project management that stood out while
taking this program. Project integrated management, project communication, and project
stakeholder management. A discussion on how they are executed will be presented. As more courses
were taken during this project management graduate program, many of the project management
concepts became clear and revealed more of the interdependencies and intricate dynamics that are
required for successful project management.
Stakeholder Management Project Stakeholder Management is under the 13.0 project knowledge area
and entails four management process groups. The process groups are (1) Initial Planning, (2)
Planning, (3) Executing, and (4) Monitoring and Controlling. What is important to note is without
proper management of stakeholders, the probability of project failures are high. Additionally, the
risk to a project being completed successfully also goes up. According to the Project Management
Body of Knowledge (PMBOK) (2013), any individual that can or may impact, influence, or alter a
project should be identified and have their interest documented. This is knowns as the identifying
stakeholder method (PMBOK, 2013). When all stakeholders are acknowledged and their interest
documented, they all must be managed continuously throughout the entire project cycle.
Furthermore, a tailored process of engagement must be part of the management process to account
for personality variances.

Project Management And The Major Areas Of Projects Management

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