This article discusses Engineering Project Management, including the necessary skills, triple constraint, Gantt chart, and earned value analysis. It also provides insights into the Rescue Transciever Device project, its tasks, and duration.
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Running head: ENGINEERING PROJECT MANAGEMENT Engineering Project Management Name of the Student: Student ID: Name of the University: Author’s note:
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1ENGINEERING PROJECT MANAGEMENT Task 2 1. No, the team would not require white card training as the project team has been working for the project for 10 weeks and hence the team is skilled for working in their respective field. The completion of the project activity would be developed for successfully aligning the project activities. The necessary and required skills for the execution of the project are dependent on the alignment of the project execution and closing. The project would be successfully implied for developingtheeffectiveactivityalignmentfortheeffectiveprojectdevelopment.The completion of the project would be helpful for forming improved project operations and completing project effectively. The effective communication, designing principles, documenting knowledge, and closing projects are the set of skills required for the project. 2. The triple constraint for the project would be based on the functions of aligning the improved factors for the completion of the project. The constraint for the project would be aligned with the formation of the successive development and alignment. The utilization of the operations would support the implication of the scope development. The factors of scope, resources and time duration would act as the major factor for the development of the final project deliverable. The completion of the project of Rescue Transciever Device would be dependent on the three factors. The Iron triangle for the project is,
3ENGINEERING PROJECT MANAGEMENT The change in duration of the non critical activities of project would help in forming the completion of the effective project completion. The changes in project are, Activity 1.1.3 can be delayed by 14 days upto 20 days of duration from initial 6 days without disrupting the duration
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4ENGINEERING PROJECT MANAGEMENT Activity 1.1.4 can be delayed upto 17 days by 14 days without disrupting the duration Activity 1.2.1 can be delayed by 14 days without disrupting the duration Hence, it is evident that a total slack of 14 days is available for the project overall duration.