PROJECT MANAGEMENT 1
Module 2: Project Management
JANUARY 17, 2021 ZIHAO FU
PROJECT MANAGEMENT 1
Question 1 a)
Elapsed time for a given project is the sum for all the activities. It includes the total calendar time required for the completion of project tasks. Elapsed time depends on effort and the resources available. Elapsed time also depends on the proportion of time available to the project, delays outside the team’s control as well as the dependencies on others (Cadle & Yeates, 2008, pp. 168-172). On the other hand, the effort is the total volume of work. The difference between elapsed time and effort is significant for project planning purposes since it enhances the scheduling process’s understanding. The project manager will be required to distinguish between elapsed time and effort while preparing a project schedule. In the project schedule, there will be a commitment to the right amount of resources to each task based on the influence of elapsed time.
b)
Staff are an essential resource required for the execution of the project plan. In this case, unavailability of the staff especially in the long-term projects will negatively affect the project’s progress. Several factors reduce staff availability including leave and training. The unplanned absence, such as sickness also results in staff unavailability for a project. The issue about staff availability can be handled by understanding their commitments, especially the planned ones and building them into the project plan to avoid the negative outcomes. The project schedule also needs to be made considering time-stealers such as meetings and appraisals, thus ensuring the adjustments made result in having a more realistic plan (Cadle & Yeates, 2008, p. 172). The schedule should also consider idle time during implementation to ensure the plan is not very rigid. Hence, allowing small margins and accommodating the slight delays that might occur due to various aspects such as unavailability of all the staff needed for the project.
PROJECT MANAGEMENT 2
Question 2 a)
There are human factors affecting estimates. Estimates are contrived to meet a political situation such as low enough to make a bid competitive (Cadle & Yeates, 2008, p. 160). The profit margin that a company desires and what the market will bear are factors that influence pricing. The costs should be estimated or measured based on the scientifically quantifiable measure of the resources needed for performing the project plan that is not influenced by the market factors. The humans come up with a realistic estimate. An example being the salespeople estimating a given cost until the final estimate has arrived. The individual estimators are conservative, thus building in some contingency against disaster. Human factors such as trying rapid application development or phasing the project or delivering a cut-down system through the adoption of cheaper resources are also adopted after estimating profit, price and cost (Cadle & Yeates, 2008, p. 160). However, estimates can lead to the wrong estimation, which is not justified or rechecked for accuracy. In such cases, human factors contribute to using estimates to build excess padding to offer themselves an easy time. In this case, the estimates’ quality can be negatively affected by the human factors. An example is having high estimates resulting in pressure trying to hit unachievable targets.
b)
Various strategies can be implemented to overcome estimation issues. It is essential to ensure that estimates are correctly and thoroughly researched based on realistic metrics. Efficient risk assessment on the chance of achieving the planned targets should be done. Various estimation methods and formulae for cross-checking results need to be implemented to overcome the issues. Obtaining a high degree of consensus during estimation and involvement of more than one person in the process is essential for accurate estimation and addressing possible issues.
PROJECT MANAGEMENT 3
Question 3
Various methods can be implemented in monitoring quality. The proper planning of the process is vital while implementing the method, thus ensuring that one is clear on the criteria to be applied and definitions of a pass or fail for the items to be reviewed (Cadle & Yeates, 2008, pp. 197-198). One of the monitoring methods is self-checking, which is most appropriate for experienced team members (Cadle & Yeates, 2008, p. 199). The method is useful during total quality management. The skills and approach needed for its execution are prerequisites for anyone implementing the method. Poor understanding of the method would result in inaccurate monitoring of results. Verification of the self-checking procedure should be done using other monitoring approaches in critical situations.
Peer reviews are another method for monitoring quality where peers rather than the team leader mainly make another person’s actions or progress (Cadle & Yeates, 2008, p. 199). Peer review is most appropriate especially when the leader does not understand the area under review. The reviewer’s ability to spot defects is essential while using this method. The disadvantage of the method is that the rivalry between the reviewer and one being reviewed might result in inaccurate monitoring.
The third method for monitoring quality is Fagan inspections, a formalized walkthrough form. The report about completing a given work is made to the project manager for checking through the six-stage review process. The six stages followed include planning, overview, preparation, meeting, rework and follow-up (Cadle & Yeates, 2008, p. 200). The process helps measure the cost of the inspection, producing defect rates for the project, predicting the effort needed for quality management and identifying hotspots in a project for more intensive management. Much training is needed before executing this method which is a con of its adoption in monitoring quality.
PROJECT MANAGEMENT 4
Question 4
The strategy is defined as the plan for integrating the firm’s major goals and objectives, policies, and actions. There are various stages that are involved during the development of a strategy. Initially, it is crucial to investigate and evaluate the situation under focus by collecting crucial data needed to execute the strategy (Cadle & Yeates, 2008, p. 18). The second step involves developing some alternative courses of action based on a review of the situation at hand. The third action involves assessing the decisions based on the likely result they would offer. The fourth action will involve selecting a decision that needs to be adopted and implemented. The possible risks associated with the decisions are also evaluated during this phase. It is important to develop the strategy implementation of the decision or solution in question. Monitoring and following up is the final phase of the strategy.
An example of strategic management in real-life situations will involve analysing the environment where a better understanding of the competitors and market structures is done. The action is followed by planning the direction by incorporating organisational mission and objectives, thus creating the business’s vision (Cadle & Yeates, 2008, pp. 18-19). The third step in the strategy will entail planning the strategy and designing based on the adopted direction. In this step, strategy alternatives, structural influences and strategy selection are made. Implementation of the laid down strategy will follow where all actions are activated under the operations strategies and human resource management. Monitoring and controlling the implementation process is a crucial step in strategy development. It ensures that every strategy implemented is controlled for effectiveness. Such also provides the opportunity for identifying the areas for improvement, strengths or weaknesses of the implemented strategy.
PROJECT MANAGEMENT 5
Question 5
a)
Reporting is important for project management as it provides the opportunity for taking stock and reviewing the project (Cadle & Yeates, 2008, p. 222). It is possible to decide whether there are any changes required for the project through reporting. The reporting requirements need to be established at the beginning of the project. These requirements should be identified during the development of project plans or during a given contract’s agreement process. The requirements agree upon during the start of the project will incorporate aspects such as the report’s format and structure, which needs to be documented.
b)
They are various reports that a project manager or a team may produce during project management. One of the reports is the report to the opportunity containing a report identifier through the report’s project name and date (Cadle & Yeates, 2008, p. 224). The report also contains the narrative of the progress of the previous report. It documents the goals achieved by comparing the targeted and actual dates. It also incorporates the revised schedule of user interface activities. The report is justified since the users’ interests and commitment need to be sustained as a responsibility. The report will document the benefits users will obtain from the system, making it necessary to prepare it. The second is the report to the quality assurance function. The report is justified since it helps the QA function in assessing the areas having problems regarding quality, thus providing better approaches and methods for implementing quality control (Cadle & Yeates, 2008, p. 224). The quality assurance function report also includes report identified, progress review, milestones achieved, quality problems encountered and solutions and current and predicted end dates. The report to the project team is also produced with the aim of documenting achievements to the current date, quality of work produced and the identified long-term consequences or benefits of the project to the developers and users. The report to the project team is less formal than other reports.
PROJECT MANAGEMENT 6
Question 6 a)
The project lifecycles cover the delivery of what has been defined as constituting the project’s end-product. The project lifecycle is concerned with all the elements involved in delivering project objectives (Cadle & Yeates, 2008, p. 59). The project lifecycle should be prepared during the commencement of the project since it provides an account of each stage. In this case, checks are conducted at the end of each stage before another’s commencement.
b)
Establishing a business case is important before undertaking any project. The business case comprises what needs to be done, its reason, and the costs and timescales involved in the process. The project manager plays a significant role in the business case. The project manager can play a role in creating a business case. The project manager influences the business objectives ensuring they are achieved and adequately used by the stakeholders in measuring success. The project managers play a role in providing input and reviewing the business case. The project manager would have total responsibility for the business case. They are also involved in making crucial business decisions, resulting in a viable judgment of whether the proposed changes are feasible or not for a business case (Cadle & Yeates, 2008, p. 31). The role played by the project manager, it is possible to manage the project, thus maximizing the chance of the benefits being achieved in the business case. They also help guide and implement the possible changes to the scope of the project’s direction. In this case, the business case evaluation would also be possible under the management role. Therefore, the project manager’s major role in the business case will entail planning, monitoring and controlling the project through completion, thus resulting in the desired success.
PROJECT MANAGEMENT 7
Question 7
Leadership is an observable, learnable set of actions or practices (Cadle & Yeates, 2008, p. 356). It consists of the traits and characteristics identified as one’s qualities. Several leader attributes are admired in most individuals. The attributes result in leaders exhibiting the distinct practices and doing their best.
Honesty is one of the attributes that is admired by most leaders. An honest leader is admired by the followers who are keen on their behaviour. The honesty in leaders is exhibited in their behaviour and values, resulting in building the follower’s trust. Trust will be earned from both sides, including the followers and the leader. Inspiring attribute among the leader is also a desire of many (Cadle & Yeates, 2008, p. 365). The inspiring leader will be positive and enthusiastic about the future. The inspiration is also passed to the followers by the leader. The inspiring leader will show commitment and passion for the goal to be pursued.
The third attribute admired in leaders is competency. Individuals expect a leader to be effective, capable, and competent in executing functions and roles. Competency of a leader leads to efficiency in setting objectives and goals, devising plans, scheduling, resourcing, monitoring, and controlling. Competency is special among followers as it makes it possible for the leader to meet essential needs and ensuring that things move forward in the most appropriate manner (Cadle & Yeates, 2008, p. 364).
Forward-looking is the fourth attribute that is admired in most leaders. The forward-looking leader will have a sense of direction and contribute towards realising a project or organisation’s future goals. The forward-looking leader will steer the organisation’s operations or project towards completion and being delivered to the user’s overall satisfaction. It also provides followers with the opportunity of developing their skills and knowledge under the guidance and help of the forward-looking leader.
PROJECT MANAGEMENT 8
Question 8
Organisational change is inevitable while its pace is increasing in recent times, especially with the changing business environment (Cadle & Yeates, 2008, pp. 306-309). There are four major reasons as to why businesses are investing in change.
Business survival is the first reason why businesses are investing in change. The time aspect is the key factor in business survival. The focus on hitting deadlines, leaving out the people resisting change and compromising the specification, is vital in delivering essential functionality to people who matter.
The second reason for investing in change is to gain competitive advantage. Change is associated with the innovation and new ideas essential for adoption in the project lifecycle (Cadle & Yeates, 2008, pp. 306-309). The progress of the project stimulates the necessary changes to enhance competitive advantage. The best solutions and rapid prototyping are needed to promote competitive advantage.
Improved efficiency is the third reason for investing in change. Increased efficiency is enhanced based on better decisions adopted based on the systems’ information. Such information influences the changes in the systems for better performance. The people’s involvement in implementing the change and making decisions will help improve the desired efficiency. An example is working together to interpret the data needed for an informed decision. External factors such as legislative change, privatisation and mergers also influence the organisation to invest in change (Cadle & Yeates, 2008, pp. 306-309). The specification in the external factors is not under the organisation’s control; thus, changes need to be done to satisfy the external stakeholders. In case there are ground-rule changes, organisations should implement contingency plans.
PROJECT MANAGEMENT 9
Chapter 9
The team managing expectations involves creating a plan for defining and being specific about how expectations are defined. The realistic boundaries that are acceptable for both parties are essential during the management of expectations (Cadle & Yeates, 2008, pp. 303-306).
Customers’ expectations are mainly based on rational and irrational notions. The project manager plays a crucial role in managing expectations by guiding the implementation of actions in a viable and efficient manner. The project manager is required to work together with team members in managing the expectations of customers properly. The project managers play a crucial role in defining the project in terms of quality, cost, time and customer satisfaction. Efficient planning by the manager during the commencement of the project is necessary. The project manager ensures that the stakeholders, especially the customers and the team involved in project implementation are fully involved, relevant to managing expectations (Cadle & Yeates, 2008, pp. 303-306).
The manager oversees the efficient communication of clear expectations while ensuring that everyone in the team performs with the key decisions and input are discussed. In this case, the project manager needs to hold meetings to revisit the expectations at regular formal and informal points throughout the project lifecycle. The assessment of the potential risks and issues that could affect the deadlines thus failing to manage the expectations of customers, thus resulting in dissatisfaction need to be handled through the guidance of the project manager (Cadle & Yeates, 2008, pp. 303-306).
The manager will help build and motivate the project team to ensure that there are efficient collaboration and teamwork needed for management of expectations and the changes that might be involved in the process. In this case, the project manager plays a vital role in expectation management.
PROJECT MANAGEMENT 10
Bibliography
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Cadle, J., & Yeates, D. (2008). Leadership and performance. In J. Cadle, & D. Yeates, Project management for information systems (pp. 355-377). Harlow,UK: Pearson Prentice Hall.
Cadle, J., & Yeates, D. (2008). Managing Stakeholders. In J. Cadle, & D. Yeates, Project management for information systems (pp. 297-319). Harlow,UK: Pearson Prentice Hall.
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