Project Management: Discussions on Terms and Methodologies Analysis

This document presents a project management assignment that explores key concepts, tools, and methodologies. It begins with a discussion of project management terms and includes tools like project charters, cost-benefit analysis, probability and impact matrices, and communication management plans. The assignment then delves into a case study, analyzing project scope issues, disagreements, and implementation strategies. It also addresses the importance of scoping at later stages of a project. Furthermore, the assignment includes a project management plan, outlining its purpose, governance, change control processes, and detailed project scope components such as project information, business case, objectives, requirements, deliverables, milestones, exclusions, inclusions, risks, and approval processes. The plan incorporates tables and references to support its structure and content.

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QUESTIONS DISCUSSION ON PROJECT MANAGEMENT TERMS AND
METHODOLOGIES
Presented by
Affiliations
Supervisor
Date of submission

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PART 3: Question 3: Concept stage tools
A project charter- it is a written document written in agreement with project manager that can act
as terms of reference and client brief (Burke, 2013). The signing of it provided commitment to
meet design intent, complete contract, schedule completion and cost minimization.
Cost and benefit analysis (CBA) – it is assessment tool that can be used during feasibility studies
(Gido & Clements, 2014). It comprises projects versus benefits if the benefits are more than the
cost the project can be implemented.
Probability and impact matrix- it is a tool that can be used in risk assessments. It is a grid
mapping that shows each risk occurrence and impact on project objectives if it occurs. They are
then prioritized according to their potential implications to project objectives.
Communication management plan- it is a useful tool in providing information to relevant
stakeholders. The plan describes how the information can be planned, structured, monitored and
controlled.
Decisional support system-it is a computerized package and database type of tool that can aid
managers in making alternative solutions to a problem.
Assessment 2: case study project scope issues
Question 1: project disagreement
It is important for project to clearly define its scope before commencing with other stages and
activities. Ian and Wendy were unable to agree on certain project scope issues which resulted to
conflict of interest between them. The origin of the conflict is lack of clear clarification of need
originating from the client. Before making agreement of other element it was important for both
parties to agree on the goal of the project. The needs supplied by the client was unstated, provide
lack of direction which made it difficult to come up with a suitable methodology. A
comprehensive needs assessment could have brought sufficient baseline information removing
unclear direction, ambiguity, and eliminate multiple expectations.

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Question 2: solving disagreement
To solve the disagreement Wendy and Ian need to carry out a baseline needs assessment with the
client to make sure the needs are clearly stated. Then they need to formulate a project scope with
several items. The team will need to develop a project charter that shows the goal, vision and
mission of the project. They will follow the charter with other scope management elements
which include: defining objectives, justifying business case, describing deliverables, outlining
exclusions and inclusions, project requirements, and acceptance criteria. In addition they need to
agree on initial design for risks, resources, schedules and budget considerations. Description of
the scope management components brings a clear road map to be followed in executing the
project.
Question 3: Wendy versions implementation
If the project is to commence based on Wendy version it will rely on client prior knowledge,
experience from past projects, and project own experience. The commencement can only begin if
the project is approved by the relevant bodies including the client. Wendy will be required to
come up with a documented project plan for the three constraints (time, resources and
constraints). It will be difficult for Wendy to establish the benefits accruing over the costs of the
project, also unable to identify and mitigate risks that will affect the project. Lack of scoping
time will make it impossible to estimate time required to complete the project. Resource
allocation depends on budget created; this means allocation on Wendy case is impossible. The
project risks cannot be easily identified and it means once the project commences it will be
susceptible to project risks. At this stage the project is not ready to move to the next stage as the
project plan is not complete.
Question 5: Why scoping is essential at later stages
Scoping requirements is essential at later stages of project because later project manager and
teams can obtain guidance and direction on how the activities and functions will be managed
throughout the project. At any particular end of any phase the scope will provide a description of
boundaries and requirements to achieve them. The scoping process is a suitable communicative
tool to stakeholders providing them project information in order to seek approval of what is
intended to be achieved. The scope outlines different stakeholder interests integrated in the

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project before commencement. It means that stakeholders are given opportunity later on to revisit
the various scope constraints in case of any changes in scope.
Question: Project management plan
Section 1: document purpose:
The document purpose is to design and develop comprehensive course proposal that maps
existing units competing certificate for the police force job analysis and develop draft content
clusters. In addition the purpose is to identify and collate areas of underpinning knowledge and
skills to be included with different stakeholders.
Section 3: Governance
The governance involves the use of resources to ensure that objectives are fully achieved
optimally (Bourne, 2015). The project manager will be required to derive the budget and set the
required contingency plan (Burke, 2013). The project manager will ensure accountability and
transparency is maintained, and funding will be paid according to the milestones of the project.
The federal funds will not be drawn until they have been spent this is according to the procedures
for spending the budget. The accounting, reporting and control measures will be followed and
penalties will be provided.
Section 4: Change control process
In case of any changes brought-up by the project manager a change request/approval form will
be filled and submitted to the project sponsor and stakeholders. The sponsor and the stakeholders
will address any change in specifications by assessing it and making approval as required. The
police will then bear any costs of changing the project specifications and scope.

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Section 5: Project scope
1.1. Project information
It provides the information of the project in form of a project charter (PMI., 2013). Table 1
shows project charter.
Table 1 Project charter
Project title: Design and development of program to train customer service
officers for a local police office
Project sponsor: Police
Project organization: ATSOLVE
Project period: 2 years
Budget: $240,000
2.1. Business case
Business needs have changed in many organizations this is because customers expect and require
to be served better (Burke, 2013). The police image has been tainted to be bad because of the
violence and strictness involved. To ensure better service is maintained it is important that the
officers are trained customer care that will help them serve their respective customers well.
2.2. Project objectives
To enable the purpose to be achieved the project will be guided by the following objectives:
i. To develop a course to train customer officers and deliver it as per required standards and
legislations
ii. To produce assessment tools for evaluating training performance of trained customer
officers
iii. To maintain strategy and policy used to maintain the naturally accredited course for
training customer care officers.
2.3. Project requirements

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The requirements represent materials, services and resources for completing tasks and activities
(Gido & Clements, 2014). The key requirements will include: curriculum document, project
management plan, teaching materials, assessments materials, and suitable maintenance strategy.
The project will be delivered as per the National training framework, National skills council
(NCC) and industry skills council (ISC).
2.4. Project key deliverables
The deliverables include key events during the execution of the project they include:
i. Development of curriculum for 420 hours course
ii. Production of teaching and support materials for 14 units of competency
iii. Development of a range of assessments tools
iv. Development of a strategy that will facilitate course evaluation, venue and maintenance.
2.5. Project milestones
The project milestones represent key events with timelines used to accomplish them (Bourne,
2015). The project milestones will include:
i. 25th august 2017 starting to document agreed objectives and deliverables
ii. 10th to 20th September 2017 finalize timelines and work plans for the project
iii. 5th October 2017 develop a scope management plan
iv. 10th October 2017establish administrative systems
v. 15th October 2017 confirm and brief the project team
vi. 1st November 2017 running and implementation of the program
vii. 25th august 2019 project closure
2.6. Project exclusion and inclusions
The inclusions will include development of course ware for training and execution of the project
as per agreed terms and objectives (PMI., 2013). The project will involve itself in meeting the
costs of the project or buying materials to be used in the project.
2.7. Project risks

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Risks represent events that will affect the outcome of the project positively or negatively
(Bourne, 2015). The risks affecting the project include: Possibility of resignation of the main
tenders, discomfort between different project teams, and lack of communication between parties
involve. The project will develop a risk management plan to ensure risks are managed and
mitigated.
2.8. Project approval
The project will seek approval at each stage with the project sponsor once it is completed. The
sponsor will sign to indicate approval.
Project manager………………………..date…………………………sign……………………
I agree with the completed tasks/phase
Project sponsor (Rep)…………………..date………………………..sign……………………..

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References
Bourne, L. (2015). Making projects work:effective stakeholder and communication management.
New Delhi: CRC press.
Burke, R. (2013). Project management: planning and control tecniques. New Jersey: Wiley
publishers.
Gido & Clements. (2014). Successful project management. Chicago: Nelson Education.
PMI. (2013). A guide to project management body of knowledge . Newtown Square: PA: PMI.