which of these activities is not a major component of the initial phase of planning and managing projects?
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8. Overview of Project Planning – Project Management – 2nd Edition
8. OVERVIEW OF PROJECT PLANNING
After the project has been defined and the project team has been appointed, you are ready to enter the second phase in the project management life cycle: the detailed project planning phase.
Project planning is at the heart of the project life cycle, and tells everyone involved where you’re going and how you’re going to get there. The planning phase is when the project plans are documented, the project deliverables and requirements are defined, and the project schedule is created. It involves creating a set of plans to help guide your team through the implementation and closure phases of the project. The plans created during this phase will help you manage time, cost, quality, changes, risk, and related issues. They will also help you control staff and external suppliers to ensure that you deliver the project on time, within budget, and within schedule.
The project planning phase is often the most challenging phase for a project manager, as you need to make an educated guess about the staff, resources, and equipment needed to complete your project. You may also need to plan your communications and procurement activities, as well as contract any third-party suppliers.
The purpose of the project planning phase is to:
Establish business requirements
Establish cost, schedule, list of deliverables, and delivery dates
Establish resources plans
Obtain management approval and proceed to the next phase
The basic processes of project planning are:
Scope planning – specifying the in-scope requirements for the project to facilitate creating the work breakdown structure
Preparation of the work breakdown structure – spelling out the breakdown of the project into tasks and sub-tasks
Project schedule development – listing the entire schedule of the activities and detailing their sequence of implementation
Resource planning – indicating who will do what work, at which time, and if any special skills are needed to accomplish the project tasks
Budget planning – specifying the budgeted cost to be incurred at the completion of the project
Procurement planning – focusing on vendors outside your company and subcontracting
Risk management – planning for possible risks and considering optional contingency plans and mitigation strategies
Quality planning – assessing quality criteria to be used for the project
Communication planning – designing the communication strategy with all project stakeholders
The planning phase refines the project’s objectives, which were gathered during the initiation phase. It includes planning the steps necessary to meet those objectives by further identifying the specific activities and resources required to complete the project. Now that these objectives have been recognized, they must be clearly articulated, detailing an in-depth scrutiny of each recognized objective. With such scrutiny, our understanding of the objective may change. Often the very act of trying to describe something precisely gives us a better understanding of what we are looking at. This articulation serves as the basis for the development of requirements. What this means is that after an objective has been clearly articulated, we can describe it in concrete (measurable) terms and identify what we have to do to achieve it. Obviously, if we do a poor job of articulating the objective, our requirements will be misdirected and the resulting project will not represent the true need.
Users will often begin describing their objectives in qualitative language. The project manager must work with the user to provide quantifiable definitions to those qualitative terms. These quantifiable criteria include schedule, cost, and quality measures. In the case of project objectives, these elements are used as measurements to determine project satisfaction and successful completion. Subjective evaluations are replaced by actual numeric attributes.
EXAMPLE 1
A web user may ask for a fast system. The quantitative requirement should be all screens must load in under three seconds. Describing the time limit during which the screen must load is specific and tangible. For that reason, you’ll know that the requirement has been successfully completed when the objective has been met.
EXAMPLE 2
Let’s say that your company is going to produce a holiday batch of eggnog. Your objective statement might be stated this way: Christmas Cheer, Inc. will produce two million cases of holiday eggnog, to be shipped to our distributors by October 30, at a total cost of $1.5 million or less. The objective criteria in this statement are clearly stated and successful fulfillment can easily be measured. Stakeholders will know that the objectives are met when the two million cases are produced and shipped by the due date within the budget stated.
When articulating the project objectives you should follow the SMART rule:
Specific – get into the details. Objectives should be specific and written in clear, concise, and understandable terms.
Measurable – use quantitative language. You need to know when you have successfully completed the task.
Acceptable – agreed with the stakeholders.
Realistic – in terms of achievement. Objectives that are impossible to accomplish are not realistic and not attainable. Objectives must be centred in reality.
Time based – deadlines not durations. Objectives should have a time frame with an end date assigned to them.
Solved Question 18 6 pts Which of these activities is NOT a
Answer to Solved Question 18 6 pts Which of these activities is NOT a
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ITP Ch.7: Project Management Flashcards
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ITP Ch.7: Project Management
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Which of these activities is not a major component of the initial phase of planning and managing projects?
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Analyzing time/cost tradeoffs
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The methods of project management offer several benefits to project managers. Which of the following is NOT among them?
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A.
forces project teams to identify and organize the data required
B.
highlights the activities that may be delayed without affecting project completion dates
C.
helps managers analyze the time and cost implications of resource trade-offs
D.
All of the above are benefits to project managers.
Answer: D
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Which of these activities is not a major component of the initial phase of planning and managing projects?
Analyzing time/cost tradeoffs
The methods of project management offer several benefits to project managers. Which of the following is NOT among them?
A.
forces project teams to identify and organize the data required
B.
highlights the activities that may be delayed without affecting project completion dates
C.
helps managers analyze the time and cost implications of resource trade-offs
D.
All of the above are benefits to project managers.
Answer: D
Which is the best statement regarding work breakdown structure?
Each activity in the WBS must have an "owner" who is responsible for doing the work.
Which one of the following statements is false?
A.
If one of the activities on the critical path is delayed, the entire project will be delayed.
B.
There may be more than one critical path in a project network.
C.
The activities along the critical path determine the completion time of the project.
D.
The critical path is the sequence of activities between a project's start and finish that takes the shortest time to complete.
Answer: D
Crash time is defined as
the shortest possible time to complete an activity.
Projects have a life cycle that consists of all of the following major phases except:
Crashing
There are four major phases in a project life cycle. Which of the following is NOT included?
Maturity
T or F: A project is an interrelated set of activities that has a definite starting and ending point.
True
T or F: Projects often cut across organizational lines.
True
T or F: Scope creep is one of the primary causes of project failure.
True
T or F: The work breakdown structure is a statement of all work that has to be completed.
True
In an activity-on-node [AON] network, the nodes represent ________, whereas the arcs represent ________.
activities; precedence relationships
In a network diagram, an activity
is the smallest unit of work effort consuming both time and resources that a project manager can schedule and control.
T or F: A project manager should stop crashing a project if the time budget has been met or if the crash costs have exceeded the savings in indirect and penalty costs.
True
T or F: The optimistic time is the probable time required to perform the activity.
False
If a project has exactly one critical path, which one of the following statements is TRUE?
Crashing an activity on the critical path will always result in a reduced total project completion time.
Which of these step comes first in the project life cycle?
Definition and organization
In the "facilitator" role, the project manager must
resolve conflicts between departments to ensure that the project has appropriate resources.
The organizational structure that simplifies the lines of authority and is particularly effective for large projects is
pure project
Which of the following was NOT a network planning method developed in the 1950s?
the network project analysis technique (NPAT)
The methods of project management offer several benefits to project managers. Which of the following is NOT among them?
A.
helps managers analyze the time and cost implications of resource trade-offs
B.
highlights the activities that may be delayed without affecting project completion dates
C.
forces project teams to identify and organize the data required
D.
All of the above are benefits to project managers.
Answer: D
When the latest start time is known, total slack for an activity may be determined using
Earliest start time
A risk management plan should
identify risks, predict their impact, and prescribe ways to circumvent them.
T or F: A Gantt chart is a project schedule that superimposes project activities on a time line.
True
T or F: The normal cost is the amount of money it normally takes to complete an activity faster than its normal time.
False
T or F: A project manager should stop crashing a project if the time budget has been met or if the crash costs have exceeded the savings in indirect and penalty costs.
True
T or F: Risk is a measure of the probability and consequences of not reaching a defined project goal.
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