Project Management 301

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4.1.2

Description of the start date and finishing date of the project (Project activities will start when at what time and finish when at what time also)

4.1.3

Calender will assist by assessing or determining the progress, e.g. each week or daily, review progress of the project, be mindful that as deadlines approach, your weekly routine must adapt to them or if you can carry out your project’s activities in a different sequence to that originally intended, you may be able to shorten the critical path , having identified the critical path activities for your project, it’s worth understanding the main drivers that could cause an activity to sit on the critical path. Should you take your eye of the ball with these activities, within one reporting period you could suddenly find your project suffering an overall delay due to insufficient progress of an activity not on the original critical path of the project.

4.1.4.

Provide interim reporting points, recommended for reporting status reports, summarizes a sequence of activities or specify a key accomplishment during the project.

4.1.5

Illustrate the start and finish dates of the terminal elements and summary elements of a project and also in planning on how long a project should take also it lays out the order in which the tasks need to be carried out. Graphic representation of project activities shown as a time-scaled bar line.

4.2 [pic 1]

4.3

Mark must monitor project regularly in order to manage the tracking progress on a project, it should be a regular part of his daily routine, even if he has other duties that requires his attention he must know project monitoring is a process, It needs to be done constantly and consistently, Keeping a weather eye on the changing priorities in environment can warn him of impending problems in time to prepare for them; whether start and finish dates for activities are being met; how cost estimates are working out in reality; whether planned resource requirements are matching actual utilization; and, whether the expected outputs are being created.

4.4

- Determine the information and communication needs of the stakeholders

- Who needs what information

- When will they need that information

- How will that information be given to them

- Identify the informational needs of the stakeholders

- Determine a suitable means of meeting those needs

4.5

- It creates a successful project

- Serves as a management reporting tool as well as an implementation tool to help/ get the work done on time

- Important tool in managing changes on the project

- It provides the project tem with a tool to evaluate alternative execution strategies to meet business objectives by adjusting resources and logic

- Can also be a cost control tool for the project team

- It gives the manager scheduling flexibility and a way to assign resources to critical activities without causing political problems.

4.6

- Checklists to verify that quality control steps are completed.

- Inspection: end product should always go through a final inspection to make sure that they conform to quality standards.

- Control charts: analysis yields information about the consistency of product characteristics.

- Flowcharting: Mark can use it during quality management to analyse a process and determining the weak points in the process.

4.7

- Review the agreed upon expectations

- Determine, with the individual, if there a reason and how you can help initiate change to rectify the situation.

- If the reason is related to the person being overwhelmed with other work, offer to change expectations to accommodate, if the individual can agree to meet requirements and it is acceptable. Indicate that you will help by discussing the situation with their team leaders so that the team leader can initiate change

- Remind them the reason why they were chosen for this project which one of them is their unique skills and none of them must feel the other one is important than the others.

- When Mark is discussing his project’s benefits with his team, he must consider those benefits that are most important to the project, its employees, Stakeholders ,and its clients, such as

- He must encourage persistence by demonstrating project feasibility.

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QUESTION 5

5.1

- Justification

- Product scope description

- Acceptance criteria

- Deliverables

- Project Exclusions

- Constraints

- Assumptions

5.2

- The known risks

- The known-unknown / predictable risks

- The unknown-unknown / unpredictable risks

5.3

- Making a list of the risks and describing their potential impact on the project

- By learning from the past projects because failures of the past project are often the best source of the risk control information

- Anticipate problems by looking at critical relationships/resources in the project and anticipating what could occur if these wrong

- By keeping a weather eye! Be aware of everything that can negatively affect the project

- By identifying the problems