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MN601 - Network Project Management - Rapid Prototyping

   

Added on  2020-03-01

6 Pages1207 Words36 Views
Network Project ManagementName of University:Student’s NameRapid Prototyping

Network Project ManagementTable of ContentIntroduction......................................................................................................................................2Project Management: Issues and their Causes.................................................................................2Project Management Methodologies were not used....................................................................2Scope of work was not verified between the start and end of work............................................2Stakeholder Identification not performed....................................................................................2No communication matrix developed..........................................................................................3Change Control Procedure is missing..........................................................................................3Recommendations............................................................................................................................3Conclusion.......................................................................................................................................4References........................................................................................................................................41

Network Project ManagementIntroductionSince 1990 when it was first started, is growing like anything. The reason why it is becoming so popularis this technology has provided a brilliant facility to the companies to produce highly complex designedequipment much faster and better quality[ CITATION Str17 \l 1033 ]1. It helps in reducing the scrap workand a better platform to communicate their ideas. Frank Billings was an engineering graduate who was very much enthusiastic to study in detail regardingthe rapid prototyping. His dream became true after three years of completing his graduation, after he leftCocable, received order from his ex-company to develop four rapid prototyping machines according tothe specifications provided by Cocable.Project Management: Issues and their CausesProject Management Methodologies were not usedIn the contract awarded by the Cocable to Frank, nothing was mentioned related to thesubmission of project management documents anywhere since the beginning of the execution ofproject stage. The activity of developing the retro prototyping started just after the job wasawarded to Frank by Cocable. The issue of directly starting the job without doing any crossverification has happened due to the urgency of starting the job by Frank and also due to urgencyin completing the project as the project delivery date was very tight. So none of the parties wereinterested to invest time in developing the project management documents and even they did notfollow any project management methodologies too. All the parties Frank, Cocable and GE wereinterested in developing the retro prototyping and neither party interested in developing orfollowing the project management strategies.Scope of work was not verified since the start of Retro Prototyping ProjectEver since the work order was awarded to Frank, neither he wanted to cross check the scope nordid the Cocable also insisted for doing so either with Frank or from their client GE. This was themajor mistake that has arises such a serious conflicts at the end of the project. The scopeverification [ CITATION Jor12 \l 1033 ]2process that is conducted when the work is in progressand the proper monitoring is done in Project Management, according to which the stage ask theteam to reconfirm the scope after every stage of progress for its verification and minimize thediversion from the aim or scope of work.2

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