Project MGT Chapter 2
Overview- overlooking key milestones. Objective- sub optimization and missing specs. Gen approach- Increase number of ad-hoc decisions. Contractual aspects- scope creep and major disputes in project team. Resource requirements- in failure to have required resources. Personnel- overlooking important skill requirements. Eval methods- not capturing important project performance data. Potential Probs- proactive contingency plans are not available.
For each one of the eight components of a project master plan, discuss the problems that might be raised if the element was incomplete.
The primary function of a project plan is to serve as a map of the route from start to finish. It should contain sufficient information that, at any time, the project manager knows what remains to be done. It is a comprehensive summary of the project. An action plan not only identifies the various task and their immediate predecessor tasks but also the estimated time duration, the estimated resources needed, and an identification of the individual(s) responsible for carrying out the task. The Work Breakdown Structure (WBS) is a set of all tasks in a project, usually arranged by task levels. It is sometimes presented as a tree, much like an organization chart.
Contrast the project plan and the work breakdown structure.
Getting their support early on, let them hear firsthand the advantages being able to identify all the project members. Getting to bogged down in technical details. Not identify team members.
Discuss the pros and cons of identifying and including the project team at the project launch meeting.
The reason for inviting the functional managers to the project launch meeting is that it is important to get their buy in and support for the project and understanding the load on their subordinates.
Discuss the reasons for inviting the functional managers to a project launch meeting rather than their subordinates who may be actually doing the work?
Highly probable risks have a high probability or likelihood of occurring. The consequences of these risks can be negligible (a data entry person quits) to very serious (the drug fails in the Phase I clinical trial). Extremely serious risks are risks that have very significant consequences although their probability of occurrence may be very low to very high. Highly vulnerable areas refer to risks that are both highly probable an d extremely serious.
Distinguish among highly probable risks, extremely serious risks, and highly vulnerable areas in risk identification
Constructing a house, taking a drug through clinical trails, and installing the same computer system in all of an organization's manufacturing plants.
Give several examples of a type of project that would benefit from a template project plan being developed.
Quite routine and frequent. In these cases the scope is likely well understood and the functional managers have well defined responsibilities. To be completed entirely within one functional department. In this case, the functional manager involved can ensure the appropriate resources are assigned to the project as well as clearly define and articulate the project's scope.
Under what circumstances is it sensible to do without a project launch meeting?
Can be used as a template for other projects
What are some benefits of setting up a project plan for routine, frequent projects
The Resources column is more general and simply lists the type of human, material, and machine resources needed. The "Assigned to" column is more specific and identifies the particular person who has responsibility for completing the activity.
What is the difference between the Resource column on the WBS (including personnel needed by the project) and the Assigned To column?
It helps with important issues not being overlooked, team members are committed to project itself.
Why is participatory management beneficial to project planning? How does the process of participatory management actually work in planning?
By starting very broadly and gradually adding more detail it is a logical and systematic process, and It fits well with typical organizational hierarchies in the sense that senior and middle -level managers can focus on the top level items and then delegate the specification of these details to the people that will be responsible for completing these tasks. A key problem with not using hierarchical planning is that important tasks may be overlooked which may ultimately delay the project and/or result in cost overruns.
Why is the hierarchical planning process useful for project planning? How might it influence the plan if the hierarchical planning process was not used?
