Purpose of the project
The purpose of the project is to determine how the change will affect the project.
Project management Objectives
The project management objectives are specific. They are not vague as they are meant to show the success of the project. There are a series of objectives that culminate to one single objective.
Priority of project
The project priority is chosen in regards to the type of support it provides to the organizational strategy. This is decided upon considering some factors. These factors are risk aversion level, industry, markets, management style, technology and competition. Any other requirements specific to the organization are also taken into the consideration when deciding upon the project priority (Heerkens, 2007).
Limits and extent of Project Managers Authority
The limitations and extent of the Project Managers are to all that which favors the project. Sometimes the project Managers has their own agenda and purpose behind what could potentially harm the project and this is where the limitations are set in. Then there are the stakeholder managers. These managers see their work affected by the project. They are sometimes utilizing the sources that are required for the project itself. Hence a success of the project is a risk to them. So these kinds of managers would delve into the kind of action that would look after their own interest. So for the success of the project it should be born in mind to have the project manager’s limits and extent of authority and see that they would excel when creativity and skill is available (Heerkens, 2007).
Assumptions and Constraints
The assumptions and the constraints are specific to the cost management of the project. The overall assumptions and the constraints also apply to the cost management.
Completion time
Resource limited scheduling is a way through which the shortest schedule is developed. This is typically true when the numbers of the sources are limited and when the resources cannot be further dug up. This tends to extend the project completion time to be well within the resource limitations. When several resources are being utilized by a number of the activities, then it is usually the activity with the least slack that gets the priority. In this manner the lower priority activities are then left. Hence the delay then turns into slack that only worsens. This delaying of activities increases the project completion time (Kerzner,2009).
The deliverables
These are as follows
Assemble engine mount, Fin preparation, Mark Fin and launch lines, Inserting engine mount, attach fins, attach shock cord, assemble nose cone, attach parachute/ shock cord, attach launch lug, painting the rocket, application of decals, applying clear coat, display nozzle assembly, rocket prefight, prepare for the test launch.
The tasks, subtasks and the work packages
Cutting and sanding the fins is further decomposed into the Sanding fins and the cutting fins. The subtypes of this task are the Cutting Fin #1, and Sanding Fin #2, with a work package that is each for fin cutting and one for sanding.
Activities requiring more than 80 hours of man effort
Some of the activities that require more than 80 hours of man effort are the Assemble engine mount, inserting Engine Mount, Attach fins, Attach Launch Lug, painting the rocket, Application of Decals, applying clear coat, rocket preflight and prepare for test launch.
Decomposition of WBS activities
We know that the WBS activities have been decomposed far enough when a task is developed which meets the following criteria:
- The task refers to the person who is accountable for the task.
- One person only is appointed to the lowest level of task
- Lowest level task should be between 2-20 days and the effort for it to be acquired from one person per week.
- Estimation of the duration is made credible by small and well defined tasks.
- The tasks are broken to the level where tracking is required
- Forgotten or overlooked task likelihood is minimized
- Well defined outputs for each task
- Monitoring of the output by performance criteria against each output.
Sometimes the delay in the project is because of the tasks that have been forgotten or overlooked. Hence it has to be insured that tasks are for key project meetings, quality inspections or fixing defects, planning the project, training, project reviews, test planning, execution, management, execution and approval cycles.
Control of the project
The information provided allows control of the project because the project is broken down into stages and each stage is further controlled. The work packages are permitted and accounted for. How the work packages are authorized and received was taken into account. The progress of the project was duly monitored and its highlights reported to the project board. Project issues are assessed and methodologies are adopted for the escalation of project issues to the project board. For the control the key activities that are involved are assessing progress, authorizing the work package, capturing and examining the project issues, receiving a complete work package, taking corrective action, escalating project issues, assessing progress and reporting the highlights (Kerzner, 2009).
References
Heerkens, G, R. (2007). Project Management: 24 steps to help you master any project. USA: McGraw Hill professional.
Kerzner,H. (2009) Project Management: A systems approach toplanning, scheduling and controlling. USA: John Wiley and Sons.