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When someone refers to Integrative Project Management Processes, they are referring to
the encompassing styles that are brought together to achieve an individual goal. When a
project is brought to light, a team cannot undergo that project without some leadership
or as they say, a ship without a rudder. Several things must be in play before a project
can be successfully fulfilled. You must have the solid leadership, the human resource
element, your scope, your time restraints, and cost of budgeting, standards of quality,
how you are to communicate within your team, and the procurement of materials. The
integration of all these items are crucial for a solid project management process to work
correctly.
In addition, such large scale centralized training has not been done before by this
company; therefore, the CEO wants feedback from participants to evaluate the
effectiveness of any training sessions.
As a result, your manager has given you the responsibility to develop an outline for a
proposed project that would meet this upcoming need.
You could almost look at the daily operations of a business, and the functions therein, as
a project, and the projects that are running are projects within the projects. Let me
explain.
The scope of a project, and the work breakdown schedule, are immensely tied in
together. The scope of the project is the total overlook of how the project is to look, or
how all the processes are going to be managed within the entirety of the project. The
budgetary concerns, who is involved, the goals, etc.it covers the larger picture of the
project. The work breakdown schedule adheres to a smaller scale. Its function is to
show how long certain functions are going to take. If a certain aspect of a project was
estimated to take 20 days, on the work breakdown schedule, you would list out how
those 20 days would break down. If you would want to consider the breakdown schedule
a way of micromanaging the project, you could.
You have been tasked with the project of organizing a company offsite 2-day training
session in which people are brought in from different parts of the country. This entails
everything from preparation, accommodations, and facilities.
Submit a 2- to 3-page executive memo summarizing the projects objective, any scoping
boundaries used to define the project, and relevant facts about the tasks or resources.
Identify all related tasks and resources needed to complete this project.
Project scope delineated so that all parties involved are aware of what the project
includes as well as what it does not
Budgetary limitations
Explanation of sponsors, stakeholders, and as well as how the project team is structured
so that there will be no confusion concerning roles and responsibilities
Project approach your team intends to take to fulfill meeting deliverables of the project.
The Start to Finish (SF) logical relationship is the dependency where the second task
cannot finish until the first task starts. When the band members are helping me do
bookings, I ultimately want to oversee all bookings and be in charge of making the calls
myself. Where they will start the task, the task will change hands to me, and I will
resume the responsibilities of the task and finish it.
The company offsite 2-day training session project is about ready to enter the execution
phase. However, management has a history of being surprised with projects that finished
over-budget, did not adhere to the timeline, evinced waste of resources, or did not meet
expectations.
Address your strategy for the following in a 2- to 3-page memo to gain their confidence in
your project management abilities:
Analyze and report unplanned changes
Evaluate project quality
Procedures you plan to implement for handling change control issues
How you plan to communicate whether the project is meeting any stated performance
and quality objectives.
Method for determining whether the project has met its objectives and how the project is
terminated.