...Project Scope Creep | | [Type the author name] | [Pick the date] | Colquitt, J. and Lepine, J. (2013) “Stress.” Organizational Behavior: Improving Performance and Commitment in the Workplace, 130-142. The authors focus on the research field of organizational behavior and understanding attitudes and behaviors of individuals and groups within organizations with the goal of improving them and the way the function collectively. The section on stress analyzes the negative impacts that stress can exert on organizations and methods for managing it to minimize its effect. The foundation of the section revolves around the “transactional theory of stress” which explains how stress is perceived and how individuals respond to it, taking into account the effects of both work and non-work influences on the overall organization. Due to the high cost organizations are faced with associated with employee stress, the section analyzes different practices and methods that can be utilized to manage stress and eliminate issues that cause it. Additionally, a number of different companies and their stress management practiced are discussed as well as resources that can be used to aid organizations. This book is an excellent resource and reference tool for project managers as they face a unique set of challenges based upon the nature of projects and the functionality of project organizations. The stress section was particularly beneficial in describing the stressful effects that scope creep...
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...BSBPMG409A: Apply project scope management techniques Key terms for this unit Glossary Glossary Assumptions Beliefs considered to be true, real or certain for the sake of planning. Benefit measurement method Used in comparing the value of one project against the value or benefits of another, often used in project selection models. Benefit/ cost analysis The process of determining the pros and cons of any project, process, product or activity. Benefit/ cost ratios These models examine the cost-to-benefit ratio. Change control board A board that determines the validity and need of (thus approving or denying) project change requests. Change control system A system to formally accept, review and act upon project change requests. Change requests Requests to expand or reduce the project scope, modify policies, processes, plans or procedures, modify costs, budgets or revise schedules. Requests for change can be direct or indirect, externally or internally initiated and legally or contractually mandated or optional. Only formal, documented requested changes are processes and only approved change requests are implemented. Configuration management Activities focusing on controlling the characteristics of a product or service. A documented process of controlling the features, attributes and technical configuration of any product or service. Sometimes considered a rigorous change control system. Constrained optimisation methods These are complex mathematical formulas and algorithms...
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...projects. [10] Answers * Poorly managed ,Undefined objectives and goals ,Lack of management commitment, Lack of a solid project plan , Lack of user input , Lack of organizational support, Centralized proactive management initiatives to combat project risk , Enterprise management of budget resources, Provides universal templates and documentation, Poorly defined roles and responsibilities, Inadequate or vague requirements, Stakeholder conflict , Team weaknesses, Unrealistic timeframes and tasks, Competing priorities, Poor communication , Insufficient resources (funding and personnel), Business politics, Overruns of schedule and cost, Estimates for cost and schedule are erroneous , Lack of prioritization and project portfolio management , Scope creep, No change control process, Meeting end user expectations 1. Lack of Senior Management Involvement When I gauge a project's chances of success, all I need to do is look at whether a senior stakeholder is involved. Nope, I'm not talking about the project sponsor. I'm more likely talking about the project sponsor's boss. That person is usually the guy who has signatory rights on the project finances. And that person is usually a C-level person - CEO, CFO, CIO, COO, etc. If that person is not actively involved in a project, that project is doomed for failure. Why? Because people disagree in projects. Requirements need to be prioritized. Hard decisions need to be made. If there is no senior management person to decide, then who will? Case...
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...CONTENT Page Abstract……………………………………………………………………………. 2 Literature review…………………………………………………………………… 3 Eurotunnel……………………………………………………………… 3 Impacts of Eurotunnel…………………………………………………… 3 Crossrail………………………………………………………………… 4 Impacts of Crossrail…………………………………………………… 5 Analysis…………………………………………………………………………. 6 2.1 Eurotunnel…………………………………………………………………… 6 2.2 Crossrail……………………………………………………………………… 7 Findings………………………………………………………………………………… 8 Conclusion………………………………………………………………………………… 9 References……………………………………………………………………………… 10 ABSTRACT Project management is the process of defining, planning, monitoring, controlling and delivering projects to meet an agreed result or requirement. Each project has its own objectives, resources, and cost estimates. In our modern world, many organisations welcome change through the implementation of projects. However large organisations such as the central bank of Brazil, Intel, Eurotunnel and many others have a lot of individual projects to implement in the organisation with limited resources. The process of managing this group of on-going, interdependent, related projects in a coordinated way to achieve strategic objectives can thus be called Programme management. Programme management has become a very important discipline because it enables the sharing of resources across projects and provides a guide for the engagement of senior managers. Many organisations tend to fail or have issues...
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...ofthe following is a I'IOt a potential advantage of using good projectmanagement?a. Shorter developmenttimesb. Higher workermoralec. Lower cost of capitald. Higher profitmargins c. Lower cost of capital 3. 3. A ___ is a temporary endeavor undertaken to create a unique product, service, or result. a . program b process c. project d . portfolio c. project 4. 4. 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 little uncertainty d. projects involve little uncertainty 5. 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting corrmunications goals d. meeting cost goals c. meeting corrmunications goals 6. 6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management a. Project management 7. 7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • . a. strategic, tactical b. tactical, strategic c. internal, external d. external, internal a. strategic, tactical 8. 8. Several application development projects done for the same functional group might best be managed as part of a...
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...ofthe following is a I'IOt a potential advantage of using good projectmanagement?a. Shorter developmenttimesb. Higher workermoralec. Lower cost of capitald. Higher profitmargins c. Lower cost of capital 3. 3. A ___ is a temporary endeavor undertaken to create a unique product, service, or result. a . program b process c. project d . portfolio c. project 4. 4. 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 little uncertainty d. projects involve little uncertainty 5. 5. Which of the following is not part of the triple constraint of project management? a. meeting scope goals b. meeting time goals c. meeting corrmunications goals d. meeting cost goals c. meeting corrmunications goals 6. 6 . ___ is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. a. Project management b. Program management c. Project portfolio management d. Requirements management a. Project management 7. 7. Project portfolio management addresses ___ goals of an organization, while project management addresses ___ goa • . a. strategic, tactical b. tactical, strategic c. internal, external d. external, internal a. strategic, tactical 8. 8. Several application development projects done for the same functional group might best be managed as part of a...
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...PURPOSE AND SCOPE 2 RISK MANAGEMENT PLANNING 3 RISK MANAGEMENT ASSIGNMENTS 6 RISK MANAGEMENT TIMELINE 7 MITIGATION PLAN Introduction 8 Cosiderations 8 Prioritizing 9 Cost benefit analysis 10 Implementation 11 Follow-up 11 Buisness impact analysis Introduction 12 Scope 12 PURPOSE AND objectives 13 Steps of bia 13 final review 15 BUSINESS CONTINUITY PLAN Introduction 16 oBJECTIVES 16 BCP PLANNING 17 PLAN UPDATES AND TRAINING 21 computer incident response team Introduction 22 Purpose 22 elements of the plan 23 incident handling process 23 cirt members 23 detection 24 containment 24 recovery and review 24 cirt policies 25 FINAL THOUGHT RISK MANAGEMENT PLAN INTRODUCTION A risk management plan is a process for identifying, assessing, and prioritizing risks that could cause the company a loss. Identifying these risks, threats and vulnerabilities and taking action to prevent or control them now and in the future. Creating a risk management consists of measuring and prioritizing risks involved and taking actions to reduce any loss the company may encounter. Being that indirectly we work with the Department of Defense, which as you knows is a department of the United States Government dealing with national security, a well-developed risk management plan is of the upmost importance. Without updating our current plan and conforming to newer technologies are company may see unexpected problems and losses in the future. PURPOSE AND SCOPE The purpose...
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...the functionality of project management and the delicate balancing act of the different element that would bring a successful outcome or possibly result in failure. 1. Project Planning Definition: What is a project? A project is a programme of activities that have a beginning and end. Projects are generally used to instigate change, improvements or developments. This statement is underpinned by PMI ‘a project is a temporary endeavour undertaken to produces a product, service or result. (Project Management Institute 2008). What is Project Management? Project management is defined by, ‘initiating processes - clarifying the business need; planning processes - detailing the project scope; executing processes - establishing and managing the project team; monitoring and controlling processes - tracking performance and taking actions; closing processes - ending all project activity’ (Portny 2012) What is a project Managers? ‘The project manager’s job is challenging - her success requires a keen ability to identify and resolve sensitive organisational and interpersonal issues.’ (Portny 2012: 21). As one of the principle stakeholders in the project their responsibility is reliant on...
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...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 has on delivering project success. 2.0 Describe the main phases of the project lifecycle. By implication, whether it be a dinner party or the complex development and construction of the Channel tunnel, the ‘project process’ follows the same route and to this end definable stages can be assigned to the task – these stages are referred to in combination as ‘the project life cycle’. As such the project life cycle, according to the PMBOK (2004), “defines the phases that connect the beginning of a project to its end” (2004, 19). Each of these phases can be referred to as a primary phase and they can be managed independently of each other. At this point, Baynon- Davies (2002) concurs with the PMBOK, advocating that each primary phase can then be broken...
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...Discussion Questions You are expected to contribute to the class discussion in a substantive way three out of seven days each week. Thus, you will need to answer discussion questions (DQs) posted each week as well as respond to my other posts. In addition, you should read, analyze, and respond to other students’ answers to the discussion questions and posts as well as to comments by me or other students. Remember, “I agree” is not enough. Use real world examples, references to the texts or outside reading, and good reasoning in both your DQ answers and discussions. Be positive and diplomatic in your responses to one another. Build on others’ comments, suggest alternatives, and constructively disagree, if warranted. Take advantage of the “time delay” inherent to online discussions and review your responses prior to posting them. Each week I will be posting a thread in the Main Forum for each DQ. Please answer them there. NB: Because I grade students' on their ability to read, think, and write, do not simply skim, copy, and paste from sources to answer DQs. In other words I want to see your thoughts, not lengthy quotes. Each week you are to answer your choice of a minimum of 3 out of the 5 or 6 DQs assigned for that week. The DQ assignments require you to prepare a 250-word response to each of your Discussion Question responses. Week One Discussion Questions * 1) What is the definition of a project? What are some of the elements that differentiate a...
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...not address any sort of training, employee development, relationships with customers and other factors bearing on quality. Instead it focuses on mistakes and condemns them instead of viewing them as opportunities for growth and learning. Top leadership failed by not providing a culture of trust, support, cohesion and lacked motivational leadership. Arbitrary induction of methodologies believing it would solve the absence of management acumen. The project manager found himself in an activity trap; he spent more time preparing paperwork, reports and projection, which was needed for his weekly meeting with the corporate, instead of managing the project. (Harold Kerzner, Ph.D. Project Management A System Approach to Planning Scheduling and Controlling, Pg 265) In order to resolve some of these inherent problems, we propose the organisation consider the Organic Structure .The organic structure tends to work better in dynamic environments where managers need to react quickly to change. An organic structure is a management system founded on cooperation and knowledge-based authority. The corporation will need to identify its strategy and communicate the strategy to the organisation. The Balanced Scorecard created by Kaplan and Norton...
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...28, 2013 As a project manager, you’ll need to define Project Scope no matter what methodology you choose to use. Defining what is needed is the first step towards establishing a project timeline, setting project goals and allocating project resources. These steps will help you define the work that needs to be done – or in other words, define the Scope of the project (CIO, 2011). Scope is the summation of all deliverables required as a part of the project. This includes all products, services and results (Kerzner). The Scope here, is to successfully transition from manufacturing of ‘cruiser’ motorcycles, which have an engine or motor size ranging from 500 cc - 1,000 cc, to manufacturing of ‘touring’ motorcycles, which have an engine or motor size of 1,100 cc or larger. Project Scope, is the work that must be completed to achieve the final scope of the project, namely the products, services, and results. In this case, the Project Scope will include delivery of a larger engine or motor and transitioning from manufacturing ‘cruiser’ motorcycles, to ‘touring’ motorcycles. The Project Scope will list work that needs to be accomplished to deliver a product or service, with the specified features and functions. It will include benefits of the product to target audience, such as, comfort while driving long distances on the ‘touring’ motorcycles, engine or motor design, fuel efficiency, and others. The Project Scope will include acceptance criteria for the deliverables – since this...
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...An Introduction to PMBOK Guide 5th Edition: Knowledge Areas, Processes and Process Groups One of the most discussed tables in the Project Management Institute’s (PMI), A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) Fifth Edition is the “Project Management Process Groups and Knowledge Areas Mapping” matrix, found in Table 3-1 on page 61. This table maps the 47 processes of project management to their corresponding Knowledge Area, as well as to their corresponding Process Group. At first glance, the table seems quite complicated, so let’s break it down and uncover why a solid understanding of the relationships between processes, Process Groups, and Knowledge Areas is important to anyone preparing to take the Project Management Professional (PMP) ® exam. It’s so important, in fact, that we suggest you memorize this matrix and the relationships it calls out. Memorizing the table will prove to be a valuable asset to you during your PMP Exam. What is a “Process” – 47 processes of project management? Let’s start with the building blocks of the matrix - what is a process? At its most basic level, a process is simply a way of transforming an input into an output using proven tools and techniques. The PMBOK® Guide defines a process as “a set of interrelated actions and activities performed to achieve a specified set of products, results, or services.” Good processes-based on sound principles and proven practices-are extremely important for a project’s success....
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...Research Proposal: The Importance of Project Cost & Communication Management Project Management in general is based on the methodology of the triple constraint. Where the effective management of time, cost and scope/quality can define the success of a project. It is generally expected that the number one concern for project managers is to manage the triple constraint. Although, project managers used the triple constraint to evaluate and balance these competing demands in a project, it also became a measurement of project success. With today’s marketplace and the complexities they bring the triple constraint is not enough to properly define when a project was actually successful. There is evidence where projects have been delivered on time, within budget and meeting all project specification and still not perceived as successful by the stakeholders. The reasoning behind these results is that there are obviously other criteria just as important as the triple constraint to truly classify a project as successful. How to identify project success Identifying the success of a project is not based solely on whether the project was completed on time, there are other factors to measure. Learning from failed projects is also a critical part of creating success in the overall results. Projects can be evaluated in a manner that works for the industry or business the evaluation is being conducted for. This process is not rigid in essence, it may include things such as online surveys...
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...liability, loss or risk to any person or entity arising from the use of information contained in this book or its Word file. V1.3 Table of Contents Introduction 1 About the author 1 Chapter 1: Defining what a project is 2 Project success criteria 2 Why are organizations using project management? 3 Chapter 2: The project lifecycle 4 Initiating 4 Planning 4 Executing: 4 Controlling and monitoring 5 Closing: 5 Chapter 3: Project initiating process 6 The SOW (Statement of Work) 6 Chapter 4: Project planning process 8 The WBS 8 Network diagrams 10 The Gantt chart 10 Getting and estimating resource requirements 11 People first 11 Nonperson resources 12 Creating your project plan 13 Chapter 5: Project executing process 14 Managing & leading 14 Ensuring your team works well 15 Communicating 15 Chapter 6: Project controlling and monitoring 16 Review meetings 16 Resolving conflicts 17 Resolving project problems 18 Controlling change 19 Chapter 7: Project closing process 20 The project evaluation report 20 Introduction The purpose of this book is to share what I have learned about project management over the years. Please...
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