BASIC PROJECT MANAGENT ASSESSMENT KEEGAN MUSHOTA 1830726271080 15 JUNE 2017PROIEC |AGEDMENT, QUESTION Discuss the different documents that form part of the integrated Project Management plan documents Project plan documents are important in environmental data collection activities to ensure that the type and quantities of data are sufficient for the decision to be made. Project plans document the decisions made during the planning process and integrate the technical operations with the ‘management and quality system practices. Project plans also: * Support data defensibility for environmental compliance; * Can be used to defend project objectives and budget; and * Are tools for communication with stakeholders? Mandate Document the main ideas for the project in terms of what its main aim is? Which should come from the Project Sponsor, but in practice the Project Manager should liaise with the Sponsor to confirm ‘and understand, and work up an agreed initial mandate. There is no template supplied for this as the document only needs to set out in high level terms what the project objectives are. It can be an email, hand written note or more formal document. If the mandate has been given verbally, a written note should be created to confirm it with the Sponsor. Project Assessment Matrix Upon receiving and agreeing a Mandate, all project proposals should be assessed using the assessment matrix in order to categorise the project as one of: not a project, small, medium or major. Upon completion of the matrix, a copy should be sent to the Business Improvement Team. along with the Project Brief Project brief The project brief document is created from the MMU template. It describes: * What: The main aim of project + Why: link to strategy, why it's worth doing ‘+ Where: what part of the organisation does it affect? * When: Estimated timescale + How: What solutions will be delivered (e.g. IT system) + How much: Estimated costs and resources * Risk: What are the main risks involved? ‘Small projects use this as the business case, but medium and major projects should continue on to create a full and detailed Business Case after passing through the first governance gateway. Project Site (On receipt of the Project Assessment Matrix and Project Brief, the Business Improvement Team will set-up a new project site on the MMU SharePoint platform. This will be where all project documentation should be stored, and all of the templates and toolkits mentioned below will be available within the site. Also reporting to the B| Team will simply be a case of updating the relevant documents as the BI Team automatically be able to access them. Gateway 1 For IT-related projects the Brief must be presented to the IST Strategy Steering Group (ISSG) before the project can proceed. This is done by submitting the Brief to the Director of LRIS or the BI Team. For non-IT projects the Project Brief should go to the appropriate governance body forapproval. Project Board set up Assuming the project proved; The Project Board must be set up. This should Include, as the bare minimum, the Sponsor (for small projects). For medium and major projects the Board should also include someone who represents the business unit(s) that will use the project's outputs (the Senior User) and someone who represents the supplier of the Outputs that the project will create (Senior Supplier). A Board can have more than one Senior User and Senior Supplier, but ideally should not be more than six members overall. The Project Manager is not a member of the Board but reports to it. A toolkit is available to. ‘help with this, including defining roles and responsibilities Detailed Business case This includes a more detailed Business Case than the Brief, using the MMU Business case ‘template (or the Facilities template for Facilities-based projects). in addition to the above, it ‘Should include a full benefits analysis and an analysis of dependencies with other projects. Toolkits for risk analysis and cost benefits analysis are available Gateway 2 For IT-related projects the Detailed Business Case must be presented to the ISSG before the Project can proceed (unless the Group has granted full approval at Gateway 1). For non-IT Projects the Business Case should go to the appropriate governance body for approval. The project cannot actually start until gateway 2 has been completed Project Team set-up ‘Small projects are unlikely to need dedicated resources to carry out the project and will likely call on operational staff to carry out relevant work as part of their day job. A small project’s Project Manager will either be managing several projects, or manage this Project alongside other duties. Medium & Major projects should identify the key resources required to deliver the project and where appropriate, set up Project Teams with team leaders, Matrix management will usually apply Product Breakdown Structure ‘A Product Breakdown Structure (PBS) should be created before a detailed Project Pian is drafted {or Work Breakdown Structure (WBS) ~ either is acceptable). This defines all the products (or tasks) to be undertaken, so helps to set up the basis from which a project plan can be created Product Description document Major projects are likely to have to create a large number of products, both internal to the project and final outputs. Product Descriptions enable a consistent approach to be maintained in order to ensure that everyone understands what the product is for and how to test whether itis fit for purpose. The Product Description should also show dependencies so that Its also obvious how the product affects other products within the project? Product Descriptions form an important role in acceptance testing. Activity Network Once the WBS has been created, for Major projects (where the tasks are likely to be many and complex), an Activity Network is created to show the logical sequence of the products or tasks. This is another foundation for creating the Project Plan. Note that if you are creating a project plan using MS Project (or similar) and you fully define all task dependencies, an activity network is generated automatically, PERT analysis, The last step before creating a Project Plan for Major projects is to carry out a PERT analysis. This enables you to assign task durations using the algorithms builtin to a PERT analysis. Note that if you are creating a project plan using MS Project (or similar) and you fully define all task dependencies, a PERT analysis is generated automatically.Project plan A project plan should show the estimated timescale for the project, broken down by tasks. For small projects, a Word or Excel document with a list of tasks, dates and resources is sufficient. For medium and major projects, a Gantt chart should be used with tasks linked to show dependencies, and resources allocated to tasks. Related groups of tasks should be grouped so that a high level view of the plan can be shown, and milestones (key output points) should also be identified (usually one milestone per group of tasks). If using Agile, the plan will only show the initial tasks in detail. The project plan should be regularly updated throughout the project, including (if possible) a budget ‘tracker using Earned Value Analysis Meeting Minutes ‘Awell-executed meeting ends with prompt and clearly documented Meeting Minutes. A skilled and successful Project Manager always has meeting minutes prepared and distributed within 24 hours of having a meeting. A project meeting minute not only summarizes what was discussed and agreed upon during the meeting but also includes a list of action items. It is important that the action items are documented and distributed quickly so the assignees have enough time to follow up on their action items or ask for clarification. Stakeholder analysis A stakeholder analysis is essential for the project board and customers. It should also consider whether there are other important people who could be considered stakeholders (basically, anyone ‘who could impact upon the project) — e.g. sponsors of competing projects, The stakeholder analysis toolkit should be used for this purpose ‘Communications Plan Itis vital to draw up a plan of who needs to be communicated with about the project, and for each category, decide on appropriate channels and mechanisms. For example, the project board will not want to see the same level of detail that the project team will require for specific tasks. For key stakeholders, ask them what, how and how often they want to be communicated with, Think about the user community and also the wider staff and student community. It is almost impossible to create @ communications plan without carrying out stakeholder analysis and the MMU template includes stakeholder analysis within the communications plan for this reason. Milestone List All project milestones should be listed and tracked. Milestones are a good means to determine if ‘your project is on schedule and a useful tool for reporting to management. Project charter ‘The project charter initiates the project. This document authorizes the project to get underway. Project charters state the project objectives and name the project manager. It is usually no more than one page long. Performance Report ‘Asa project manager, it's important to show your manager just how well and streamlined all of the processes under your watch are running. Let the managers know that everything is okay, and that you're performing at your best, with our performance report template. Project Funding Requirements Knowing exactly what your funding requirements will be, before you even get started, is extremely important to the overall success of a project. Use our project funding requirements template to plan ahead and avoid the often-dangerous last minute scramble for additional funding. Proposal Proposal Writing Posing More Questions than Answers? We've got the Simple Solution. This easy to use proposal template provides an excellent starting point to write the small proposals that are usually required before performing work on a specific part of a project.Quality Checklist Quality is a product of proper project management. Use a quality checklist to ensure quality 1s planned into your project. A lack of quality contro! makes it impossible to guarantee quality in your projects. By implementing @ Quality Checklist for all your projects, you can check each item off as you develop your project plan. Quality Metrics It's impossible to recognize quality if you don’t know what it is in the first place. Define your Quality Metrics before starting your project. Quality Metrics help you translate your clients' needs into measurable goals. It's critical that you define a set of quality metrics during your project's planning phase, so that you and your team know exactly what you need to get done. Request for Proposal This Request for Proposal template (RFP template) is @ good starting point for developing your project specific RFP. It contains necessary key elements and helpful insight into the Request for Proposal. Scope Statement The Project Scope Statement provides a baseline understanding of the scope of 2 project to include the project's scope and deliverables, the work required to complete the deliverables, and ensure a ‘common understanding of the project’s scope among all stakeholders. This document will be revisited in the scope management element of PMBOK. The scope statement defines what is and what not a part of the project is. Well-defined scope statements will list all and only the work involved with a specific project Security Policy Statement of the types and levels of security over information technology resources and capabilities which must be established and operated in order for those items to be considered as secure. Service Improvement Plan A plan and road map for improving service levels; e.g. if service levels are not attained or if service levels have to be changed. It is based on service level review, and customer and Service Level Management Process improvement suggestions. Statement of Work (SOW) is a very powerful project management tool. Putting a bit of time into creating a detailed SOW will help to ensure that work is being performed according to your specifications and ‘expectations. By clearly defining the work to be done itis more likely that the work is completed according to the project plan. System Design Document This is a required document for every project. it should include a high level description of why the ‘System Design Document has been created, provide what the new system is intended for or is intended to replace and contain detailed descriptions of the architecture and system components. Training Plan A critical document required for the success of a project is the training plan. This training plan ‘template provides the framework for developing your project specific training plan. Use Case Document The Use Case Document is @ business document which provides a story of how a system, and its actors, will be utilized to achieve a specific goal. An effective Use Case should provide a detailed step-by-step description of how the system will be used by its actors to achieve the planned outcome, Risk log. A risk log for a small project should contain a list of the risks and for each one an indication of likelihood and impact on a high-medium-low scale, plus an indication of what measures are being, taken to manage the risk. Medium and major projects should use a similar approach but thelikelinood/impact scale should be a 5x5 matrix and a plot of the risks should be created in order to clearly identify those that are most critical. The risk log should be regularly reviewed and updated. It is good practice to set calendar reminders to review and update the log. Note that the SharePoint project sites have a risk log built in and it is recommended that this be used. QUESTION 2 Using the principle of triple constraint, explain how the triple constraint principles influence the integrated project management plan ‘The Triple Constraint basically demonstrates in pictorial fashion, the key attributes that must be handled effectively for successful completion and closure of any project. For thoroughness, the key attributes of the Triple Constraint are itemized as follows: Scope/Quality The scope of a project (often called the Scope of Work) isa clear, specific statement as to what has. been agreed to be performed/achieved in a particular project. in other words, the scope expressly lays out the functions, features, data, content, etc. that will be included in the project at hand. You could also say that the scope clearly expresses the desired final result of a project. Resources/Cost This second element of the Triple Constraint is known as elther Resources or Cost. Resources always cost money so the two are interchangeable in many ways. When we talk about the cost of a project, we are talking about what needs to be applied or assigned to the project in terms of money and effort in order to make things happen. This can be resources like manpower/labour, it can be materials needed for the job, resources for risk management and assessment or any third party resources that might need to be secured. ‘Time/Schedule Time, in project management, is analysed down to its smallest detail. The amount of time required to complete each and every component of a project is analysed. Once analysis has taken place, those ‘components are broken down even further into the time required to do each task. Obviously fromall of this we are able to estimate the duration of the project as well as what and how many/much resources need to be dedicated to that particular project. ‘Understand the Triple Constraint For starters, the project manager must be fully cognizant of the fact that scope, time and cost are fully inter-related and that the triple constraint dictates any adjustment to any of those items MUST affect the other. In many cases, a project manager may be somewhat aloof about adding scope to a project or accepting a budget cut without taking the effort to determine what the consequences of ‘that change will be. Denial of the potential repercussions of adjustments to the scope, time or cost of a project are only going to lead to issues down the road and may also cause the project to fall. Convey the Triple Constraint Along with recognizing how the triple constraint functions, itis imperative that the project manager convey that information to the project stakeholders. Making sure everyone who is involved with the project recognizes the importance of the constraint will make discussions regarding the scope, time and cost far easier. In many cases, the stakeholders are likely to be the main reasons for scope creep or budget adjustments in a project. Having them aware up front of what the ramifications might be for any requested or mandated changes will make dialog easier in follow-up meetings and will also make them scrutinize their change requests more thoroughly rather than assuming that any change will have no issue on the project release cycle. Note that conveyance of the triple constraint to the stakeholders is best performed at the outset, ikely during the formation of the initial project plan. Educating the Client your client does not have a good understanding of project management and its related issues, which is often the case, you will have the task of educating them, at least on a basic level. Clients often need to be made to realize that, if a project is to be completed at a certain level of quality, then a certain amount of time and money need also to be invested in the project. A project that has time restrictions will need to increase the resources assigned to it or have the quality or scope reduced. The well-known Triple Constraint formula is Cost * Schedule = Quality Glient Concerns and Priorities Generally, when a client approaches you about a project, they are very clear about what is important to them. In some instances, the priority is the bottom line. ‘I do not want to pay over x amount of dollars, make it happen’! Other times, a client has a launch date that they feel they cannot miss tunder any circumstances. In these circumstances itis very clear that the primary way that they will judge whether a project is @ success or failure will be based on whether or not you are able to meet the deadline, nitor the Tri ‘As the project manager, making sure that you stay on top of all the key attributes of the triple constraint will make the 100d of project success that much higher. So be cognizant of any fluctuations to the key attributes, whether they be unexpected or requested. Never assume that other attributes can be left un-changed if one attribute is known to be changing or fluctuating. As noted earlier, one cannot simply dismiss a change to one without being fully aware of the fact that it WILL affect the other two.Conclusion The Triple Constraint is one of the most well-known and well respected mechanisms for signifying the interaction of the key attributes of a project. By being fully aware of its function and implications ‘an important aspect of the project manager's role and responsibility. The triple constraint is meant. to be an asset to the project manager's arsenal and should not be viewed as a hindrance Question 3 Explain the Different changes control elements and measurements. ‘The change control process in project management ensures that each change proposed during a project is adequately defined, reviewed and approved before implementation. The change control process helps avoid unnecessary changes that might disrupt services and also ensures the efficient Use of resources. Change control contains five stages: |. Proposing a Change . Summary of Impact Decision |. Implementing a Change Closing a Change There are two documents used during the process: 1. Change Log: used to provide a record of all changes requested and decisions made 2. Change Request Form: used to document details of the change, including the business case 1. Proposing a Change ‘This process gives the ability for anyone in the project team (including the customer) to suggest a ‘change to the project. The proposal must include a description of the change and expected benefits or other reason for the change. The change is presented using the Change Request Form and added to the Change Log for the project. 2. Summary of Impact This process is carried out by the project manager, who will consider the overall effect on the project, covering the following items: © Quantifiable cost savings and benefits + Legal, regulatory or other unquantifiable reason for change ‘+ Estimated cost of the change + Impact on timescales + Extra resources needed + Impact on other projects and business activities ‘+ New risks and issues After this assessment, the project manager recommends whether to carry out the change.3. Decision ‘This process involves 2 review of the change request by an approved authority who will consider all ‘the information provided by the project manager and person making the request. The decision will usually be: Accept ‘Accept with comments and special conditions Reject Defer (change is not approved, but is left for consideration later} 4. implementing a Change {if the change is approved it is planned, scheduled and executed at a time agreed with the stakeholders. As part of the planning, a regression test plan is needed in case the change needs to be backed out. After implementation, itis usual to carry out a post-implementation review. 5. Closing a Change ‘Once implemented, the requester checks and agrees on the change, and it is closed in the Change Log by the project manager. My own environment (Change control Process) Project is a Family Holiday in Durban for 1 week ‘Change control contains five stages: 1. Proposing a Change ‘Change was proposed to change the duration of the holiday from 1 week to 2 weeks 2. Summary of Impact ‘This will impact the financing of the Holiday as staying longer will cost more and all members of the family was consulted and all agreed to the change . Decision Decision was taken by the project manager to accept the change Implementing a Change After doing a post implementation review, more money was reserved to cater for the longer period of the holiday Closing a Change ‘The requestor checked and we agreed on the change as a Solution for more Money was ‘acquired and approved and the change was recorded in the change log by the Project ManagerPurpose ‘The purpose of this document is to provide the project manager (Uncle), sponsors (Husband, best Friend), steering committee members (Wife, aunt and best friend’s his Wife) and all other stakeholders (Grandparents, Kids, Hotel, Tourism Centres) with the standard process for managing. ‘changes on the [ 1-week Holiday in Durban] project. Related Documents The scope of the [1-week Holiday in Durban] has been defined in the approved Project Charter dated [20/12/2017]. The work breakdown of the project and the timeline are detailed in the approved project plan dated [20/12/2017]. Purpose and Objectives ‘The purpose of this change management procedure is to manage change requests so that approved changes will be controlled, ensuring the project remains on schedule, within budget and provides the agreed deliverables. The primary objectives of change management are to: ‘+ manage each change request from initiation through to closure; * Process change requests based upon direction from the appropriate authority; + communicate the impact of changes to appropriate personnel; and ‘allow small changes to be managed with a minimum of overhead. Scope ‘The Change Management Process is the mechanism used to initiate, record, assess, approve and resolve project changes. Project changes are needed when itis deemed necessary to change the scope, time or cost of one or more previously approved project deliverables. Most changes will affect the budget and/or schedule of the project. Policy The use of the formal change management procedure will be required when any changes are discovered or requested which impact previously reviewed, approved and published project, deliverables. The documentation and tracking of all change requests will be managed using the defined procedure and facilitated by the use of the change management log. ‘A multi-tiered approach will be used to approve change requests: * The Project Manager will make decisions to analyse and decisions to proceed with changes if the changes do not impact scope, budget or schedule or result in an increase in tisk for the project. * Changes which do impact scope, budget or schedule will be forwarded to the Steering Committee for review. The Steering Committee will advise the Project Sponsor. '* Where the [Family] has the resources to absorb the impact of the change, the Project Sponsor will make the final decision, based upon the information provided by the Project Manager and the input of the Steering Committee. The Project Sponsor, the [Project Manager], and [Municipality] will discuss requests that may result in a significant change in scope, schedule, and budget, ie. the impact of the change cannot be covered by [Family] resources. This group will advise the Steering, Committee. * The Steering Committee will make the final decision based upon the information providedDECISION MATRIX THE INPACT OF THE CHANGE MAYBE ABSORBED BY HUSBAND & BEST FRIEND. DECISION BY PROJECT MANAGER UNCLE VET WITH STEERING COMMITTEE GRANDPARENTS, WIFE AND BEST FRIEND’S WIFE DECISION BY PROJECT SPONSOR HUSBAND/ BEST FRIEND ‘VET WITH BEST FRIEND DECISION BY STEERING COMMITTEIDENTIFY CHANGE REQUEST ‘ACTION RESPONSIBILITY 1-Extend the holiday for 2 weeks and not a week as planned Project manager and team Leader Uncle VALIDATE CHANGE REQUEST ‘ACTION RESPONSIBILITY 2-Husband and Uncle has. identified the need for changes 3-Project Manager and team has validated the correctness of the change requested 4- Changes has been assessed and validated necessary to Project 5-Changes are in line with the targeted date for completion of analysis, Project Manager Uncle ANALYZE IMPACT ‘ACTION RESPONSIBILITY 6-Consultation with Husband/Uncle/Best Friend 7-Consult with the Hotel for requirements for ‘change request 8-Changes is within budget allocation as per change request ‘9-The cost, time and quality affected by the change was validated and assessed 10-The change request is updated in terms of how much it will cost and take to complete as well as the quality imposed by the change 11-The change request won’t affect the completion date that much as it will be done as Predecessor and succession acts PROJECT MANAGER Uncle CONTROL CHANGE REQUEST ‘ACTION RESPONSIBILITY 12- The Sigma Contract Requirement has been ‘mate to respond to the change request i.e. contractors must employ more workers and work more hours so that the project can be completed in time 413-Approval from Husband/Uncle/Best Friend been determined and priorities has been assigned for the change requested Project Manager Uncle14-Since Change will affect the triple constraints (Cost, Time and scope) it was put on the Agenda for the next steering committee meeting 15-Change analysis was reviewed and discussed :16-Recommedations was given to the project sponsor Steering Committee Wife, Aunt and Best Friends Wife 17-1t was decided that we proceed with the changes because to accommodate all the activities planned for during the Holiday in order to accommodate everyone Project Sponsor Husband and Best Friend 118-Project Manager advised Sponsors about the change and was concluded that the change was a good idea 19-For the coming steering committee meeting the decision by the Project manager was put on the Agenda 20-Recommendations was developed for the steering committee to incorporate the changes requested and do a feasibility study Project Sponsor, Advisor Manager Father & Best Friend 23-The Steering committee reviewed and discussed the change request and made financial sense to add the fence, Ceramic tiles and the house must be fully furnished Steering Committee Wife, Aunt, Uncle and Best Friends Wife 24- Husband, Uncle and Best Friend all signed for approval for the changes to take place efficiently and effectively Project Sponsor Father & Best Friend ACTION CHANGE REQUEST ACTION RESPONSIBILITY 27- Sponsor, Project manager will negotiate changes to the contract execute those changes Project Manager, Project Sponsor, Technology Acquisition Manager 28- The Changes was incorporated into the ‘appropriate work plan 29-Work plan was updated into the agreed changed with the contractor Project Manager Uncle Close change Request ACTION RESPONSIBILITY '31-The change has been closed 32-The change was communicated to the project team Project ManagerActivity 1: Project approval process 41. Explain the importance of obtaining project approval after each phase of the project life cycle. Phase 1: Project Initiation This isthe start of the project, and the goal of this phase is to define the project at a broader level. This phase usually begins with a business case. This is when you will research whether the project is feasible and if it should be undertaken. If feasibility testing needs to be done, this is the stage of the project in which that will be completed. Important stakeholders will do their due diligence to help decide if the project is a “go.” Ifit is given the green light, you will need to create a Project charter or a project initiation document that outlines ‘the purpose and requirements of the project. It should include business needs, stakeholders, and the business case. Note: There are plenty of Project initiation document templates that adhere to PMBOK ‘guidelines available online that you can download to help you get started. When creating a Project initiation document, don’t get too bogged down in technical requirements. ‘Those will be clarified and clearly defined in Phase 2. Phase 2: Project Planning This phase is key to a successful project management and focuses on developing a roadmap that everyone will follow. This phase typically begins with setting goals. Two of the more popular methods for setting goals are S.M.A.R.T. and CLEAR: S.M.A.R.T. Goals - This method helps ensure that the goals have been thoroughly vetted. It also provides a way to clearly understand the implications of the goal-setting process. Specific — To set specific goals, answer the following questions: who, what, where, when, which, and why. Measurable — Create criteria that you can use to measure the success of a goal. Attainable - Identify the most important goals and what it will take to achieve them. Realistic - You should be willing and able to work toward a particular Timely — Create a timeframe to achieve the goal. C.LE.AR. Goals— A newer method for setting goals that takes into consideration the environment of today's fast-paced businesses. Collaborative - The goal should encourage employees to work together. Limited - They should be limited in scope and time to keep it manageable.Emotional — Goals should tap into the passion of employees and be something they can form an emotional connection to. This can optimize. the ~— quality of work. Appreciable - Break larger goals into smaller tasks that can be quickly achieved. Refinable - As new situations arise, be flexible and refine goals as needed. During this phase, the scope of the project is defined and a project management pian is developed. It involves identifying the cost, quality, available resources, and a realis imetable. The project plans also include establishing baselines or performance measures. These are generated using the scope, schedule and cost of a project. A basi is esser to determine if a project is on track. At this time, roles and responsit 's are clearly defined, so everyone involved knows what they are accountable for. Here are some of the documents a Project Manager will create during this phase to ensure the project will stay on track: ‘+ Scope Statement A document that clearly defines the business need, benefits ofthe project, objectives, deliverables, and key milestones. A scope statement may change during the project, but it shouldn’t be done without the approval of the project manager and the sponsor. ‘Work Breakdown Schedule (W8S) —This is a visual representation that breaks down the scope of the project into manageable sections for the team. Milestones — Identify high-level goals that need to be met throughout the project and include them in the Gantt chart. Gantt Chart — A visual timeline that you can use to plan out tasks and visualize your project timeline. Communication Plan ~ This is of particular importance if your project involves outside stakeholders. Develop the proper messaging around the project and create a schedule of when to communicate with team members based on deliverables and milestones. Risk Management Plan — Identify all foreseeable risks. Common risks include unrealistic time and cost estimates, customer review cycle, budget cuts, changing requirements, and lack of committed resources Phase 3: Project Execution This is the phase where deliverables are developed and completed. This often feels like the meat of the project since a lot is happening during this time, lke status reports and meetings, development updates, and performance reports. A “kick-off” meeting usually marks the start of the Project Execution phase where the teams involved are informed of their responsibilities.‘Tasks completed during the Execution Phase include: Develop team Assign resources Execute project management plans Procurement management if needed PM directs and manages project execution Set up tracking systems ‘Task assignments are executed Status meetings Update project schedule Modify project plans as needed While the project monitoring phase has a different set of requirements, these two phases often occur simultaneously. Phase 4: Project Performance/Monitoring This is all about measuring project progression and performance and ensuring that everything happening aligns with the project management plan. Project managers will use key performance indicators (KPIs) to determine if the project is on track. A Project Manager will typically pick two to five of these KPIs to measure project performance Project Objectives: Measuring if a project is on schedule and budget is an indication if the project will meet stakeholder objectives. ‘Quality Deliverables: This determines if specific task deliverables are being met. Effort and Cost Tracking: PMs will account for the effort and cost of resources to see if the budget is on track. This type of tracking informs fa project will meet its completion date based ‘on current performance. Project Performance: This monitors changes in the project. It takes into consideration the amount and types of issues that arise and how quickly they are addressed. These can occur from unforeseen hurdles and scope changes. Phase 5: Project Closure phase represents the completed project. Contractors hired to work specifically on the project are ter ated at this time. Valuable team members are recognized. Some PMs even organize small work ‘events for people who participated in the project to thank them for their efforts. Once a project is complete, a PM will often hold a meeting ~ sometimes referred to as a “post mortem” ~ to evaluate ‘what went well in 2 project and identify project failures. This is especially helpful toUnderstand lessons learned so that Improvements can be made for future projects. ‘Once the project is complete, PMs still have a few tasks to complete, They will need to create a project punch list of things that didn’t get accomplished during the project and work with tearm members to complete them. Perform a final project budget and prepare a final project report. Finally, they will need to collect all project documents and deliverables and store them in @ single place. 2. What procedures would you follow to present your project plan to stakeholders in your department? Hold an Initial Meeting with the Stakeholders (Holiday trip) By stakeholders we mean family members. The vacation project manager, which according to a time survey is mom 90 percent of the time, should gather everyone together for a brainstorming session ‘that will lay the groundwork for the vacation project. Getting each family member's input to identify the goals of the vacation is the first domino. This meeting should happen welll in advance of the vacation. The same study from Mini time found that 40 percent of families allotted 3-6 months for vacation planning, but depending on where you want to go you may need to start planning at least 2 year out. First discuss what type of vacation everyone would enjoy. An outdoor excursion. Big city adventure. A tropical getaway, Theme park fun. Once everyone comes to a consensus on the type ‘of vacation they would like to take, you can begin narrowing your list of destination options, successfully putting your first domino in place. ‘The first step to creating a communication plan is identifying who needs to know something about the project. Stakeholders are obvious audiences for project communications, but other groups often need or want project information. As you build your communication plan, ask stakeholders and other groups you've identified as audiences if there's anyone else who needs to know something about your project. Here are some typical audiences, both stakeholders and ancillary groups, you might include ina communication plan: ‘© The project team is the core of communication. Team members work on the project every day. They need to know what's going on with the project, but they also contribute a lot of the information that you communicate to others, ‘Management stakeholders aren't dedicated to the project, but they make key decisions about it. Management stakeholders share similar needs for project communication and can include customers, the project sponsor, a steering committee or leadership team, members of the change management board, functional managers, and so on. The customer is part of the management stakeholder group, but often wants different information delivered in different ways. ‘+ The project sponsor is also part of the management stakeholder group, but Is usually Involved more intimately with the project. For example, you might send the project sponsor the same information that you provide to other management stakeholder groups, but also meet face to face for in-depth discussions. ‘Supporting groups might be involved in your project from time to time and need to know specific information. For example, sales and marketing might want to know what the product features are and when it'll be ready to sell. The legal department gets involved only to work on contractsor to review documents for legal issues. Other supporting groups include operations, manufacturing, IT, and other departments. External audiences can be very involved in your project. For example, vendors, suppliers, partners, and the project managers who work for them can belong to your core team. However, ‘you typically don’t tell external audiences as much as you do internal team members, For ‘example, if you're trying to resolve issues, you'd include external audiences in those discussions only if they are directly affected. Investors and regulatory agencies might represent additional external audiences. For these audiences, the format and schedule of communication is often already specified, such as the financial statements that the SEC requires. ‘As you develop your communication plan, the golden rule is to give the audience what it wants. Just as a Gantt chart might make perfect sense to you and not one whit to the customer, the methods of communication you choose must actually get the message through to your audience. And if that means you have to prepare a Microsoft PowerPoint presentation for the steering committee, @ Microsoft Excel spreadsheet for the accounting department, a Microsoft Word document for project, teams, and a Microsoft SharePoint site for the developers, so be it, After all, your job as project ‘manager is to make the project a success, and communicating information successfully isa big part of that. ‘Management Stakeholders Management stakeholders, including the customer, project sponsor, and other high-level stakeholders, typically care about the overall business goals of a project. Early on, they evaluate the project plan to ensure that it meets their needs. During project execution, they frequently review performance, such as how much progress has been made, how much money has been spent, and the quality of the results that have been achieved. Most of the time, they don’t want to know the details, although they will for significant issues, such as someone absconding with project funds. Note: As internal customers, company executives often require more detailed project information than external customers. They must evaluate project performance compared to the entire portfolio of the company’s projects and business objectives. Here is some of the information that management stakeholders want to receive: ‘The project plan: During planning, management stakeholders must ensure that the proposed plan satisfies their needs. Later, if requirements or criteria change, these stakeholders revisit the project plan while negotiating change orders, contract revisions, or modifications to the project goals. During planning, functional managers must understand the big picture of the project, but they focus on work packages, the skilis needed, and when assignments are scheduled to occur. The components of the project plan help people involved with the project understand the purpose of the project and their roles in completing it successfully. From the problem statement to the schedule and the communication plan, each component describes how you plan to run the project. Some audiences review planning documents in detail and approve them, whereas other groups use them simply a5 direction for the work they perform.Project status: Executive summaries of project status focus on high-level performance and accomplishments. Management stakeholders want to know about major milestones that have been completed, summaries of costs and schedule performance, and major issues and risks that could Prevent the project from achieving its goals, If you are measuring other aspects of project performance, such as lines of code written or statistics about defects found and fixed, they want to know whether the metrics are good or bad and about the trends in performance. Financial information: These stakeholders understand and care about the financial measures for projects, so they want to know the current financial results, including performance compared to the budget and other metrics, such as ROI. Change requests: Some management stakeholders need to know about change requests. For example, the customer, project sponsor, and members of the change management board must evaluate change requests to see whether they should be approved or rejected.Project Executive Summary 7-week holiday In Durban for 12 people (Father, Mother, Unole, aunt, Grandparents 4 kids and Fathers Best Friend] and his wife) Project Overview (A Family Holiday for 1 week in Durban using a 74 Seater Hired VW Microbus 1.4 llers from Kimberley Via Bloemfontein fo Durban for 12 people (Father, Mother, Uncle, aunt, Grandparents 4 kids and Fathers Best Friend end his wite)| staying at Protea Hotel Beachfront Project Objectives this project will meet the following objectives: ‘Objective 1 Having a road trip with family and friends Objective 2 Spending quality time with Family and Friends and enjoying the Holiday Objective 3 By 24 December 2017 to 29 December 2017 Project Scope [Mr. Mushota’s Family in conjunction with Mr. Louw’s family (His Best friend) want to in bunk on @ Holiday to Durban) for 1 week from December 24 to December 29 2017 using a 14 Seater VW Microbus 1.4 Liter and going to stay at Pretoa Hotel Beach front The scope of this project includes and excludes the following items: In Scope:14 Seater VW Microbus, Luxury Hotel by the beach, Entertai ut of Scope: No cell phones, No Laptops,Deliverables Produced: Deliverable 1: Safe and habitable Transport Deliverable 2: Enough Money for Petrol, Hotel and Food Organisations affected or impacted: | Organisation | Father/Best Friend Funding the Project/Assess, Monitor, Evaluate and Control | Mom/Aunt/Best Friends Provide, Food and entertainment Wife Uncle/Aunt | Bookings ( Transport, Accommodation and Entertainment) Avis/Protea Provide Minibus, Hospitality, Entertainment Hotel/Entertainment Family members Beneficiaries Project Estimated Effort/Cost/Duration Estimated Cost: R 56 500.00 Estimated Effort Hours: 120 Hours Estimated Duration: 1 week Milestone Date Completed | Deliverable(s) Completed Project Planning 21/02/2017 Project Charter To 25/02/2017 _| Schedule/ Saving plan Bookings 27/09/2017 Deliverable 1 Safe and habitable Transport 05/11/2017 Deliverable 2 : Enough Money for Petrol, Hotel and Food ‘Steering Committee Meeting (07/03/2017 Deliverable 3 Commencement date of Project On the road 24/12/2017 Deliverable 4 Trip Commence Steering Committee Meeting 24/12/2017 Deliverable 5 Arrived Safely In Durban’ Phase 1 Completion 25/12/2017 Deliverable 6 Inspection and quality checkProject Assumptions ‘+ Assumption 1 Assume that we that we managed to Book Accommodation, Car and Entertainment ‘+ Assumption 2 Assume that we work according to budget allocation ‘© Assumption 3 we assume that we won't have any unforeseen circumstances Project Risks Risk plan activity 1 Drive during quite hours of . Project risk 1 the day to avoid accidents and to keep in time Heavy Trafficon the road allocations Project risk 2 Availability of Accommodation Book way in time and Car Hire Project risk3 ‘Weather Conditions Unfavourable weather conditions Project Approach ‘Acquired Funding from Father/Best Friend Savings, Acquired Transportation from Avis, Book Accommodation in time, appointed family member to each Head a particular responsibility concerning the project, Appointed Steering Committee Members and the Project Commence on 21/02/2017 and end 29/12/2017Project Organisation Project Executive Sponsor: Father (Mr Mushota), Best Friend (Mrs Louw) Project Sponsor: Father (Mr Mushota), Best Friend (Mr Louw) Project Director (Manager of the Project Manager): Uncle/Aunt Steering Committee Members: Mom, Best Friends, uncle and aunt Project Manager: Best Friend Wife Client Project Manager: Grandparents and kids Project Advisors: Expects Project Team Members: Our Group Organisation Chart: Father & Besthiend ven anand [=] Project Approvals Project Executive Stakeholder(s) — x00 Project Stakeholders — so000000% Project Director — 10000000Activity 2: Define the scope of a project Use your work-based project as an example. Use a separate Ad sheet to complete this activity. Use your own project brief and assume the role of a beneficiary for your project. Scope v Time & Cost ‘When we talk about scope, we immediately think time and cost, Time and cost are outputs of scope. Determining scope is a different exercise. In the context of this white paper, when we talk about defining the scope, we are talking about developing a common understanding as to what is included in, or excluded from, a project. We are not talking about deciding how long it will take, or how much it will cost, That comes after the scope is defined. If we want to go on Holiday as per the project, we would first define the scope. For example, where do we want to go for the holiday, where do we want to sleep, how long do we want to spend on holiday and what activities do we want to do or attend while on holiday and how many people are we is it 6 adults, 4 children, 2 grandparents and uncle and aunt. Having defined the scope, you can calculate cost and time. How much you will have to spend and how long you will take to save for it. if you get the scope wrong, the time and cost will be wrong. Importance of Scope ‘Anyone who has ever done a project will have tales of how scope changes caused rief. Scope is bound to change, and this is to be expected. As the detail becomes clearer, more ‘complications creep in. These are not foreseeable at the start and hopefully we build in a contingency for what we cannot see. The scope changes that usually because problems are those ‘where the perception of what was in and out of scope was different between various parties. The Project Manager assumed there would only be four or five reports, and the business assumed ten to ‘twenty. Nobody felt it was worth talking about because they assumed the other person thought the same way they did ‘Answer the following questions to define your scope: Project Name: Holiday Trip to Durban 1.Describe what the end result of your project should look like, ‘Aull 2-week vacation for 12 People to Durban, fully paid accommodation, Car Hire, Petrol, Food and entertainment from our savings 2.What specifications or standards should apply to the end result? ‘© Must drive to Durban via Bloemfontein and 2 drivers must exchangeif one gets tired and must be done in 8 to 9 hours from Kimberley to Durban ‘Accommodation must be luxury ‘Must hire a 14 seater VW Microbus 1.4 litres Tourist and Entertainments must be exciting and value for money3.What is the need that is or will be addressed? ‘Time out with family and friends and get to socialise and spend quality time with those close to you, while having fun at the same time. 4.What is actually happening versus what you would like to happen? (What is the gap between expectation and actual?). ‘What's actually happening is that we are not saving as much as we would want to and that we made ‘changes to the scope to spend 2 weeks instead of the initial 1 week as planned and our expectations are that we save as much Money as we can to make provision for all our needs and expectations in terms of Bookings for both Car and accommodation 5.What will be the benefit once this product or service is delivered? ‘The bond between family and friends will be stronger, would have taken time off from work stress and just enjoy family time and share memories together. 6.Who else will be affected by this project in some way? (Who are the stakeholders?) What would ‘their requirements be? Father and Best Friend They are the project sponsors and have a mandate to their family member to take them out for holiday and entertain them Mom and Best Friend’s Wife ‘They must make sure that everything concerning the trip is in order e.g. food, blankets, kids clothing, Grandparents medications, sun cream for the beach and also sleeping arrangements Uncle/Aunt Making Bookings for Car Hire and accommodation and looking for exciting Tourism and entertainment venues around Durban Grandparents Responsible for watching the kids and making sure that there is order Kids ‘They are the sore beneficiaries of this Holiday trip 7-Who has the ultimate authority to approve this project and the resources it requires? Who else needs to be consulted or informed? Whose support do you need to make it happen? ‘The Project Sponsor has the ultimate authority to approve the project and the resources it requires guided by the project manager and steering committee member's advice whom both must be consultant because the Project Sponsor need the support of the Steering Committee and project manager to help the project happen 8.What will happen to the product/process/service once you have delivered it? What will you do with it? ‘Once the service had been delivered, all parties in the Project will have enquired exciting memories and a fruitful family bond would have been created which will improve the relationship between all members of the family and also their best friend.Activity3: Compile a Statement of Work for a project Complete the statement of work template. Use your workplace project as an example. ‘Add the completed activity to your PCA. Remember that you will use the nine knowledge areas in each phase of the project. When working ‘ona Work Breakdown Schedule you need to consider the knowledge areas when planning the project. Statement of work template General information For: Mushota (Dad) and Louw Family (Best Friend) ‘Author: Mr Mushota and Mr Louw ‘Owner: Both Families Beneficiary: All Members of the Family, Mostly Kids Project Manager: Uncle Revision number: 25487 ‘Approved by: Mr Mushota Created date: 21/02/2017 Distribution: 11 Months Name: Holiday Trip to Durban Location: Durban Planned start: 21/02/2017 Planned finish: 25/02/2017 Key contact name: Mr Mushota Background: Mr. Mushota’s Family in conjunction with Mr. Louw’s family (His Best friend) want toin bunk on a Holiday to Durban for 1 week from December 24 to December 29 2017 using a 14 Seater ‘VW Microbus 1.4 Liter and going to stay at Protea Hotel Beach front Objectives: Objective 1 Having a road trip with family and friends Objective 2 Spending quality time with Family and Friends and enjoying the Holiday Objective 3 By 24 December 2017 to 29 December 2017 Responsibility of project participants: Father and Best Friend They are the project sponsors and have a mandate to their family member to take them out for holiday and entertain them ‘Mom and Best Friend's Wife ‘They must make sure that everything concerning the trip is in order e.g. food, blankets, kids clothing, Grandparents medications, sun cream for the beach and also sleeping arrangements Uncle/Aunt Making Bookings for Car Hire and accommodation and looking for exciting Tourism and entertainment venues around Durban Grandparents Responsible for watching the kids and making sure that there is order kids They are the sore beneficiaries of this Holiday trip Avis- Responsible for CarProtea Hotel-Responsible for accommodation Tourism and Entertainment: providing entertainment ‘Outputs: 2-week quality vacation for 12 People in Durban Standards of acceptability: Luxury Car Hire and also Luxury accommodation for all Activity 4: Highlight existing Risk Management strategies within the Public Service During the contact session you discussed the impact of Risk Management strategies and polices on projects you execute within the Public Service. For purposes of your Post Course Assignment you ‘are now required to focus on your own work based project and indicate what the impact of existing Risk Management Strategies within the Public Service would be on your project. Risk Management Plan ~ Identify all foreseeable risks. Common risks include unrealistic time and cost estimates customer review cycle budget cuts changing requirements, and lack of committed resources Weather conditions ‘Activity 5: Define a Risk Management strategy for a project. Use your own work-based project to answer the following questions in your own words: ‘L.Consider the existing Risk Management Strategy Guidelines. {Identifying risk includes determining what risks are likely to affect the project and documenting the characteristics of each. For example, the project manager in the Holiday Trip to Durban project has to look at each package within the WBS and work out what is likely to go wrong. Once this is done the project manager has to develop a plan of how each problem will be addressed. Identifying risk is an on-going event and should be performed constantly throughout the project. It should address both internal and external risks. Internal risks are things that the project team can control or influence, staying within the budget etc. External risks are things beyond the control or influence of the project team, such as changes in the exchange rate and bad weather etc. A risk ‘management plan should document the procedures that will be used to manage risk throughout the project. Risk Management guidelineRisks Associated with the Project Team Project Leader must be experienced Have project manager closely monitor plans and progress. Hold team meetings frequently. Project Team Members Come from different backgrounds Have them administratively report to the organisation responsible for the project? Gain a full understanding of other commitments and schedules. Track the progress of the project carefully, Determine the likelIhood and timing, and estimate the time needed to accommodate the change. High Probability of Rate Increases ‘Make bookings in rates are low and not during holiday season when the rates are high ‘Add a management reserve amount to account for estimated rate increases across the life of the project. Risks Arising from Relationships with Other Organisations Assign a Project Manager skilled at dealing with other organisations and users. Assign competent project team members, Hold frequent reviews for user management. Keep in contact with users to discuss the impact and explain the benefits of the application. Users Time Availability does not Match Required Commitment Defer the project until the appropriate commitment is made.Multiple Organisations will use the product If the project size warrants it, organise a stakeholder committee that meets periodically to discuss needs, priorities, progress, and funding. Check availability of accommodation as a lot of people will be looking at that time of the. year ‘Set milestones and visible products. Focus communications on key issues. Users are Unsure of their Needs ‘Communicate your understanding of the current environment, deficiencies, and proposed changes to the user and ask for verification. Develop and use prototypes to verify user needs. Users Have Very Limited Experience with Computers Allow for additional time in plans Determine whether there are interim alternatives that could be used to extend the deadline. Provide the Application in stages to minimise the risk of last-minute changes. Provide a fall back plan if the deadline cannot be met. High Probability of Staff / Management Changes Determine the likelihood and timing, and estimate the time needed to accommodate the change. Plan meetings carefully (e.g. alternate meeting times). Provide common electronic project discussion areas. Risks Associated with the Application Complex Application Staff the project team with experienced personnel. Utilise applicable analysis techniques to model the data structures. ‘Application Requires Data to be Shared with Others Individual Programmes are Complex ‘Assign experienced staff to develop the complex programmes, ‘Add extra time to resource estimates to allow for additional design reviews and changes.Technical Environment is Complex Assign a full-time, experienced person to the project to co-ordinate technical decisions. New Technology will be Used Emphasise performance and acceptance criteria. Benchmark test the system, Develop a backup plan with alternatives ifthe new technology fails. Project Team has Little Experience with the Technology to be Used ‘Add personnel experienced with the technology to the project team. ‘Add time to the project plan for training the project team and for gai with the technology. Data to be Used by the Application is of Questionable Quality Assign the task of reviewing the data and improving its quality to the user. If this, cannot be done, assign this responsibility to a team member. Establish controls for verification of data as it is converted or input. Allow time in the project plan for this activity. Risks Associated with Vendor Development Ensure that the project development organisation will have managerial control of the work effort. Establish a schedule with pre-set objectives, milestones, and reviews. Consider adding extra time in schedule reserve if vendor will be developing new release of software for project. Assess vendor's internal project management capebility and supplement as needed. Review products thoroughly and have the vendor correct any problems before proceeding. Allow ample time for negotiating favourable contract terms, involve making bookings from the beginning. Include terms in the contract for penalties or cancellation for inadequate performance and incentives for exemplary performance. General Risks Long Project (over six months to planned completion) Deliver the application in stages. Increase the number of team members.Implementation will Occur at a Busy Time for the Users Reschedule the implementation to a more convenient time. Have additional staff assigned to the user group to accommodate increased work during project development Development of the Planned Application will Require other Applications, Databases, or Functions to be Changed Contact support personnel responsible for the affected applications or databases as early as possible to plan and implement the required changes. Ensure that all parties have the same understanding of commitments and deadlines. Check if there will be any road works Check weather conditions 2. Identify possible risks associated with your own project. Internal Risks Over budget-since there was a change in the period of the Project from 1 week to 2 weeks, possibilities are that the budget will increase Poor planning for the project-f the project is poorly planned it will have a very negative impact on the project Itself e.g. booking accommodation late changing requirements-if all people have different requirements and can't decide on common needs lack of committed Resources-Project sponsor must commit themselves in terms of saving for the holiday so it can materialize and the project manager must have access to internet in order for him to make bookings and enquiries about the progress External Risks Higher Rates- if bookings take place during holiday seasons the rates will be higher than booking in regular time period Roads Works-There can be road works in the route to your destination which will delay or prolong the journey Weather Conditions-Bad weather condition will also have a negative impact on the project asit can disturb the planned events during the holiday time 3. Discuss the impact these potential risks may have on your own project.a) Risk events in terms of probability and consequence, using a scale of 1-5 for both, where 1 means very low and 5 very high. Below isa risk assessment matrix that identifies the risk event, likelihood of the event happening, then impact that it will have on the project, the detection difficulty, and when the expected risk will have the most impact on the project. Risk Event Ukelihood Impact Detection When Difficulty Weather T Installation ‘Over budget 3 Installation Post installation Economic/Rate Post installation changing installation requirements Roads Works Installation/ Post installation 4.Briefiy discuss how your environment has an influence on these risks Using the map, these are 5 critical risks for the project. Risk related to over budget (difficulty to obtain approval) ‘The biggest delay on the project is when you plan is unrealistic leading to going over budget, So the best thing is for project sponsor and project manager to make realistic goals, the plan must go hand in hand with the budget to avoid the project from failing or delaying Risk related to poor planning (negative impact) Poor Planning of the project will lead to the project having negatively impacted and unpleasant, the Project manager must outline a feasible project plan, it must be cost effective, timely and on schedule Risk related to Higher Rates (Book early) With Accommodation and care hire most companies increase their rate when you book during holiday season, 50 it’s best to book during regular schooling period to avoid high rates Risk related to external issues (weather)Weather cannot be controlled; however enough time has to be scheduled so that the weather should not be a factor. Ifit does rain a lot at the during the holiday the family won’t be able to be entertained and visit tourist centres, So the project manager must check the weather conditions before booking Risk related to clients (tight project schedule) The client should prepare a practical schedule allowing sufficient but not redundant time to accommodate all activities. As time and cost are always closely correlated, a lengthy schedule will undoubtedly wreck the project cost benefit. Variations by the client can directly result in changes in the planning, Clients need to establish a competent team to obtain the approval and prepare project documents effectively and efficiently. 5.Define a risk management strategy for your own workplace project. Below is a risk response that identifies the risk and the plan to deal with that risk. This table also Identifies who is the responsible individual for responding to these identified risks if and when they happen. This table only deals with risks that have been predicted, if another event arises that has not been predicted then that event or events will have to be dealt with on an individual as needed basis. Risk Event, Response Contingency Plan | Trigger Who is Responsible Weather Don’t drive when | Rain Project it's raining heavy manager/Driver wait until the rain comes down Scheduling Coordination | Schedule a time | Project runs | Project between the | and date for each | behind original | manager/Driver Project Sponsor | Town to be at | schedule and Project | each project to manager avoid scheduling issues Higher Rates Book wayin time Project Sponsor and not wait for and Project holiday seasons | booking from the manager Hotel Poor Planning Do a feasibility | Plan must be | Starting point | Project Manager Study related to cost | of project and time‘changing Final review and | Flexibility with the | Customer requirements approval of | drawing wanting to add blueprints with to original customer design Road works Get alternative | Hope for noRoads | On route to | Project Manager route or be | works Durban patient and make up lost time on a clean road ‘Activity 6: Compile and present an integrated project plan. ‘As you progressed through this course, you were required to complete various activities and. templates. You are now required to: Compile the documentation produced during the course into an integrated project plan for your ‘own work based project for presentation and authorisation, as per the requirements of your department or function, Planning a vacation for the entire family is all about prioritizing and preparing ahead of time. The more family members you have, the more logistics there are to figure out. If you are a project manager by trade this might sound familiar. A family vacation can be a big undertaking, but if you make your ONE Thing planning it lke a project manager, you'll have a better chance of enjoying your time off. Hold an initial Meeting with the Stakeholders By stakeholders we mean family members. The vacation project manager, which according to a Time survey is mom 90 percent of the time, should gather everyone together for a brainstorming session that will lay the groundwork for the vacation project. Getting each family member's input to identify the goals of the vacation is the first domino. This meeting should happen well in advance of the vacation. The same study from Mini Time found that 40 percent of families allotted 3-6 months for vacation planning, but depending on where you want to go you may need to start planning at least a year out. First discuss what type of vacation everyone would enjoy. An outdoor excursion? Big city adventure? A tropical getaway? Theme park fun? Once everyone comes to a consensus on the type of vacation ‘they would like to take, you can begin narrowing your list of destination options, successfully puttingDetermine the Budget and Deadlines ‘As soon as a project manager is handed a job, one of the first tasks that is tackled is budgeting. Some questions you might want to ask yourself are: *How much disposable income do you have for the vacation? ‘*How much will you be able to save each month before the vacation? ‘*What funds are going to be used? ‘sHow will funds be allocated? Using your short lst of destinations from the initial family vacation meeting, itemize the expenses for each destination. Add in a contingency amount of about 10 percent to give yourself alittle extra padding for unexpected expenses. Once youhave your preliminary budgets, you can make a final decision on the destination. ‘The second biggest consideration will now be your deadline — in other words, when you plan to take the vacation. Work, school, weather, availability and budgetary constraints will all come into play. Summers are, of course, a popular time for family vacations, but planning a trip during another season may be more affordable and more relaxing. All this preparation will result in a budget and deadline that will be the basis for the rest of the family vacation planning. Direct Costs Petro! R 3000 Avis Cor rental (14 days) R 8000 Food and Beverages on the road R2500 Accommodation and Meals (14 days) R 7500 Shopping R 10000 Entertainment for kids R 2500 Tourist attractions R 4000 Visit to the Beach R2000 Unexpected expenses R300 Project Overhead Costs Allowances: 4 Kids R 4000 Allowances: Grandparents R 2000 General & Administrative Costs 20% of Total Direct Cost 8000 GRAND TOTAL Delegate the Work‘Trying to do it all on your own is likely to lead to stress and missed deadlines ~ a far from ideal scenario for work and vacation planning alike. Good project managers have mastered the art of. delegation. They know the strengths and weakness of each team member, understand who works well together and what kind of oversight is needed to get the job done. Delegate vacation tasks to each family member that's old enough to help out. Be very clear when communicating what Is needed and when It is needed. Leave financial matters to yourself or significant other, but get the kids to help with researching information, selecting a list of accommodations within a certain price range, finding fun things to do and preparing for the trip. This is also the time to decide if outside assistance will be needed during the planning phases. In the Internet age travel agents are less prevalent, but they can still be a serious time saver and might be able to find you a few industry-only deals. 4. Creating the work breakdown structure (WBS) Once the scope and deliverables have been identified, the work of the project can be subdivided into ‘smaller work elements. The outcome of this process is called the work breakdown structure. Holiday destination Tour and vocational package Tourist attractions Sight Seeing Entertainment Planned Meal Online PaymentSet Milestones Milestones need to be set along the way to keep everything moving forward. These big items include things like purchasing tickets for attractions, getting the vacation shopping done and securing accommodations. Each milestone will be made up of multiple tasks and should have a specific date for completion. ‘The 411 planner is an excellent resource to use for setting short-term goals that will ine up to produce a big vacation. ‘Measure Progress Setting milestones is only effective if you follow up and track the progress that is being made. Schedule family vacation meetings where everyone gets together to discuss what milestones have been met and what still needs to be done. These meetings will give you the chance to make adjustments where needed and keep everyone focused on the ultimate goal. ‘Taking a project manager approach can be just as fun as doing things informally, and it will definitely be more organized and productive. At the end of the day what matters most is taking the time to focus on your family, which is much easier to do when a vacation is carefully planned out. Constructing a project network plan The networks the framework that will be used by the project managers to make decisions concerning project time, cost and performance. Once the network is developed, it isvery easy to modify or change when unexpected events occur as the project progresses. In summary, the network plan is used to: ‘Schedule labour and equipment; Enhance communication that brings together all managers and groups in meeting the time, cost, and performance objectives of the project; Provide an estimate of the time the project will take (duration); Give the times when activities can start or finish and when they can be delayed; Provide the starting point for budgeting the cash flow (when money needs to be received and spent on various elements) of the project.Activity 7: Discuss reasons for identified communication channels From the project communication plan discuss the reason/s for the communication channels that were identified in your communication plan. ‘The first step to creating a communication plan is identifying who needs to know something about the project. Stakeholders are obvious audiences for project communications, but other groups often need or want project information. As you build your communication plan, ask stakeholders and other groups you've identified as audiences if there’s anyone else who needs to know something about your project. Here are some typical audiences, both stakeholders and ancillary groups, you might include ‘a communication plan: + The project team is the core of communication. Team members work on the project every day. They need to know what’s going on with the project, but they also contribute a lot of the information that you communicate to others. Management stakeholders aren’t dedicated to the project, but they make key decisions about it. Management stakeholders share similar needs for project communication and can include customers, the project sponsor, a steering committee or leadership team, members of the change management board, functional managers, and so on. The customer is part of the management stakeholder group, but often wants different information delivered in different ways. «The project sponsor is also part of the management stakeholder group, but is usually involved more intimately with the project. For example, you might send the project sponsor the same information that you provide to other management stakeholder groups, but also meet face to face for in-depth discussions. ‘Supporting groups might be involved in your project from time to time and need to know specific information. For example, sales and marketing might want to know what the product features are and when it'll be ready to sell. The legal department gets involved only to work on contracts ‘or to review documents for legal issues. Other supporting groups include operations, manufacturing, IT, and other departments, External audiences can be very involved in your project. For example, vendors, suppliers, partners, and the project managers who work for them can belong to your core team. However, you typically don’t tell external audiences as much as you do internal team members. For example, if you're trying to resolve issues, you'd include external audiences in those discussions only if they are directly affected. investors and regulatory agencies might represent additional ‘external audiences. For these audiences, the format and schedule of communication is often already specified, such as the financial statements that the SEC requires. ‘As you develop your communication plan, the golden rule is to give the audience what it wants. Just as a Gantt chart might make perfect sense to you and not one whit to the customer, the methods of communication you choose must actually get the message through to your audience. And if that means you have to prepare a Microsoft PowerPoint presentation for the steering committee, a Microsoft Excel spreadsheet for the accounting department, a Microsoft Word document for project teams, and a Microsoft SharePoint site for the developers, so be it. After all, your job as projectmanager is to make the project a success, and communicating information successfully isa big part of that. Management Stakeholders Management stakeholders, including the customer, project sponsor, and other high-level stakeholders, typically care about the overall business goals of a project. Early on, they evaluate the project plan to ensure that it meets their needs. During project execution, they frequently review Performance, such as how much progress has been made, how much money has been spent, and the quality of the results that have been achieved. Most of the time, they don’t want to know the details, although they will for significant issues, such as someone absconding with project funds. Note: As internal customers, company executives often require more detailed project information than external customers. They must evaluate project performance compared to the entire portfolio of the company’s projects and business objectives, Here is some of the information that management stakeholders want to receive: The project plan: During planning, management stakeholders must ensure that the proposed plan satisfies their needs. Later, if requirements or criteria change, these stakeholders revisit the project plan while negotiating change orders, contract revisions, or modifications to the project goals. During planning, functional managers must understand the big picture of the project, but they focus on work packages, the skills needed, and when assignments are scheduled to occur. The components of the project plan help people involved with the project understand the purpose of the project and their roles in completing it successfully. From the problem statement to the schedule and the communication plan, each component describes how you plan to run the project. Some audiences review planning documents in detail and approve them, whereas other groups use them simply as direction for the work they perform. Project status: Executive summaries of project status focus on high-level performance and accomplishments. Management stakeholders want to know about major milestones that have been completed, summaries of costs and schedule performance, and major issues and risks that could prevent the project from achieving its goals. If you are measuring other aspects of project performance, such as lines of code written or statistics about defects found and fixed, they want to know whether the metrics are good or bad and about the trends in performance. Financial information: These stakeholders understand and care about the financial measures for projects, so they want to know the current financial results, including performance compared to the budget and other metrics, such as ROI. Change requests: Some management stakeholders need to know about change requests. For example, the customer, project sponsor, and members of the change management board must evaluate change requests to see whether they should be approved or rejected.Project Communication Strategy Who? What? When? How? Project Team They need to know what's going on with the project Throughout the project phases Planning Phase, implementation Phase and closing the project contribute a lot of the information that you ‘communicate to others. Management stakeholders Mr & Mrs Mushota, Mr & Mrs Louw, Uncle and Aunt and Best friend make key decisions about the project, During the Steering committee meetings or when change is required, e.g. change ‘The Period from 1 week to2 week Management stakeholders share similar needs for project communication and can include customers, the project sponsor, a steering committee or leadership team, members of the change management board, functional managers ‘The customer ‘The Entire Family often wants different information delivered in different ways from that of Management stakeholder even though they form part ofit When a decision about the project that affects them is taken e.g, Transport mode, Sleeping arrangements and soon During Public hearings based on the Project or feedback sessions in terms of the progress of the project ‘The project sponsor Mr Mushota and Mr Louw also. part of the management stakeholder group, but is usually involved ‘more intimately with the project. For example, you might send the project sponsor the same information that you provide to other ‘management stakeholder groups, but also meet face to face for in-depth discussions. During Steering committee meetings e.g. Progress of the project and ifit’s on time and cost effective meet face to face for in- depth discussions. about the projectExternal audiences | ifyou're tryingto | When seeking clarity or | Email, Phone call or fax Avis resolve issues, you'd | more information Protea Hotel Include external about a service or Tourist Attraction | audiences in those _| product e.g. availability discussions only if | of Cars to hire or they are directly ‘Accommodation affected e.g. vendors or suppliers in this case AVIS and Protea Hotel Activity 8: Document lessons learnt from your work based project for future use entify and document lessons learnt for your own workplace project Project plan documents are important in environmental data collection activities to ensure that the type and quantities of data are sufficient for the decision to be made. Project plans document the decisions made during the planning process and integrate the technical operations with the management and quality system practices. Project plans also: + Support data defensibility for environmental compliance; * Can be used to defend project objectives and budget; and * Are tools for communication with stakeholders Mandate Document the main ideas for the project in terms of what its main aim is? Which should come from the Project Sponsor, but in practice the Project Manager should liaise with the Sponsor to confirm and understand, and work up an agreed initial mandate. There is no template supplied for this as the document only needs to set out in high level terms what the project objectives are. It can be an email, hand written note or more formal document. if the mandate has been given verbally, a written note should be created to confirm it with the Sponsor. A Family Holiday for 1 week in Durban using a 14 Seater Hired VW Microbus 1.4 liters from Kimberley Via Bloemfontein to Durban for 12 people (Father, Mother, Uncle, aunt, Grandparents 4 kids and Fathers Best Friend and his wife) staying at Protea Hotel Beachfront Project brief ‘The project brief document is created from the MMU template. It describes: + What: Holiday with Family and Friends * Why: Spend quality time with loved ones * Where: Durban * When: 25/12/2017 to 29/12/2017 * How: By roads transportation * How mu 56 500isk: weather, High Rates? ‘Small projects use this as the business case, but medium and major projects should continue on to create a full and detailed Business Case after passing through the first governance gateway. Project Board set up ‘Assuming the project is approved; The Project Board must be set up. This should Include, as the bare minimum, the Sponsor (for small projects). For medium and major projects the Board should also include someone who represents the business unit(s) that will use the project’s outputs (the Senior User) and someone who represents the supplier of the Outputs that the project will create (Senior Supplier). A Board can have more than one Senior User and Senior Supplier, but ideally should not be more than six members overall. The Project ‘Manager is not a member of the Board but reports to it. A toolkit is available to help with this, including defining roles and responsibilities Mr Mushota and Mr Louw-Project Sponsor Uncle and Aunt-Project Manager Mrs Mushota and Mrs Louw-Steering Committee Members Grandparents and Kids-Beneficiaries Project Team set-up Small projects are unlikely to need dedicated resources to carry out the project and will likely call on operational staff to carry out relevant work as part of their day job. A small project’s Project Manager will either be managing several projects, or manage this project alongside other duties. Medium & Major projects should identify the key resources required to deliver the project and where appropriate, set up Project Teams with team leaders. Matrix management will usually apply Project Team is set up as follows Father Mr Mushota and Best Friend Mr Louw are project sponsors ‘The Uncle is the Project Manager ‘The Wife Mrs Mushota and Best friend’s wife Mrs Louw are management stakeholder or Steering, committee member ‘The Grandparents and the 4 kids are beneficiaries Product Description document Major projects are likely to have to create a large number of products, both internal to the project and final outputs. Product Descriptions enable a consistent approach to be maintained in order to ensure that everyone understands what the product is for and how to test whether it is fit for purpose. The Product Description should also show dependencies so that itis also obvious how the product affects other products within the project? Product Descriptions form an Important role in acceptance testing. ‘A Family Holiday for 1 week in Durban using a 14 Seater Hired VW Microbus 1.4 liters from Kimberley Via Bloemfontein to Durban for 12 people (Father, Mother, Uncle, aunt, Grandparents 4 kids and Fathers Best Friend and his wife) staying at Protea Hotel Beachfront Activity Network ‘Once the WBS has been created, for Major projects (where the tasks are likely to be many and complex), an Activity Network is created to show the logical sequence of the products or tasks. This is another foundation for creating the Project Plan. Note that if you are creating a project plan using MS. Project (or similar) and you fully define all task dependencies, an activity network is generated ‘automatically.A project plan should show the estimated timescale for the project, broken down by tasks. For small projects, a Word or Excel document with a list of tasks, dates and resources is sufficient. For medium and major projects, a Gantt chart should be used with tasks linked to show dependencies, and resources allocated to tasks. Related groups of tasks should be grouped so that a high level view of the plan can be shown, and milestones (key output points) should also be identified (usually one milestone per group of tasks). f using Agile, the plan will only show the initial tasks in detail. The project plan should be regularly updated throughout the project, including (if possible) a budget tracker using Earned Value Analysis Planning a vacation for the entire family is all about prioritizing and preparing ahead of time. The more family members you have, the more logistics there are to figure out. If you are a project ‘manager by trade this might sound familiar. A family vacation can be a big undertaking, but if you make your ONE Thing planning it like a project manager, you'll have a better chance of enjoying your time off. Hold an Initial Meeting with the Stakeholders By stakeholders we mean family members. The vacation project manager, which according to @ Mini Time survey is mom 90 percent of the time, should gather everyone together for a brainstorming session that will lay the groundwork for the vacation project. Getting each family member's input to identify the goals of the vacation isthe first domino. This meeting should happen well in advance of the vacation. The same study from Mini Time found that 40 percent of familie allotted 3-6 months for vacation planning, but depending on where you ‘want to go you may need to start planning at least a year out. First discuss what type of vacation everyone would enjoy. An outdoor excursion? Big city adventure? A tropical getaway? Theme park fun? Once everyone comes to a consensus on the type of vacation‘they would like to take, you can begin narrowing your list of destination options, successfully putting ‘your first domino in place. Determine the Budget and Deadlines ‘As soon as a project manager is handed a job, one of the first tasks that is tackled is budgeting, ‘Some questions you might want to ask yourself are: ‘How much disposable income do you have for the vacation? ‘sHow much will you be able to save each month before the vacation? ‘What funds are going to be used? ‘How will funds be allocated? Using your short list of destinations from the initial family vacation meeting, itemize the expenses for each destination. Add in a contingency amount of about 10 percent to give yourself a little extra padding for unexpected expenses. Once you have your preliminary budgets, you can make a final decision on the destination, ‘The second biggest consideration will now be your deadline in other words, when you plan to take the vacation. Work, school, weather, availability and budgetary constraints will all come into play. Summers are, of course, a popular time for family vacations, but planning a trip during another season may be more affordable and more relaxing. All this preparation will result in a budget and deadline that will be the basis for the rest of the family vacation planning. Meeting Minutes ‘well-executed meeting ends with prompt and clearly documented Meeting Minutes. A skilled and successful Project Manager always has meeting minutes prepared and distributed within 24 hours of having a meeting. A project meeting minute not only summarizes what was discussed and agreed upon during the meeting but also includes a list of action items. Itis important that the action items are documented and distributed quickly so the assignees have enough time to follow up on their action items or ask for clarification. Al decisions taken in a meeting are recorded and kept record of and also distributed to all members for adoption Stakeholder analysis A stakeholder analysis is essential for the project board and customers. tt should also consider whether there are other important people who could be considered stakeholders (basically, anyone ‘who could impact upon the project) ~ e.g. sponsors of competing projects. The stakeholder analysis, toolkit should be used for this purpose By stakeholders we mean family members, The vacation project manager, which according to a Mini Time survey is mom 90 percent of the time, should gather everyone together for a brainstormingsession that will lay the groundwork for the vacation project. Getting each family member's input to identify the goals of the vacation is the first domino. This meeting should happen well in advance of the vacation. The same study from Mini Time found that 40 percent of families allotted 3-6 months for vacation planning, but depending on where you ‘want to go you may need to start planning at least a year out. First discuss what type of vacation everyone would enjoy. An outdoor excursion? Big city adventure? A tropical getaway? Theme park fun? Once everyone comes to a consensus on the type of vacation they would like to take, you can begin narrowing your list of destination options, successfully putting your first domino in place. Communications Plan Its vital to draw up a plan of who needs to be communicated with about the project, and for each category, decide on appropriate channels and mechanisms. For example, the project board will not want to see the same level of detail that the project team will require for specific tasks. For key stakeholders, ask them what, how and how often they want to be communicated with. Think about ‘the user community and also the wider staff and student community. It is almost impossible to create a communications plan without carrying out stakeholder analysis and the MMU template includes stakeholder analysis within the communications plan for this reason, Project Communication Strategy Who? What? When? How? Project Team They need to know what's going on with the project Throughout the project phases Planning Phase, implementation Phase and closing the project, contribute a lot of the information that you communicate to others. Management stakeholders Mr & Mrs Mushota, Mr & Mrs Louw, Uncle and Aunt and Best friend make key decisions about the project During the Steering committee meetings or when change is required, e.g. change ‘The Period from 1 week to2 week ‘Management stakeholders share similar needs for project communication and can include customers, the project sponsor, a steering committee or leadership tearm, members of the change management board, functional managers The customer The Entire Family often wants different information delivered in different ways from that of Management stakeholder even When a decision about the project that affects them is taken e.g. ‘Transport mode, Sleeping arrangements and so on During Public hearings based on the Project or feedback sessions in terms of the progress of the projectthough they form part oft ‘The project sponsor ‘Mr Mushota and Mr Louw also. part of the management stakeholder group, but is usually involved more intimately with the project. For example, you might send the project sponsor the same Information that you provide to other management stakeholder groups, but also meet face to face for in-depth discussions. During Steering committee meetings e.g. Progress of the project and ifit’s on time and cost effective meet face to face for in- depth discussions about the project External audiences Avis Protea Hotel Tourist Attraction if you're trying to resolve issues, you'd include external audiences in those discussions only if they are directly affected e.g. vendors or suppliers in this case AVIS and Protea Hotel When seeking clarity or more information about a service or product eg. availability of Cars to hire or ‘Accommodation Email, Phone call or fax Milestone List All project milestones should be listed and tracked. Milestones are a good means to determine if your project is on schedule and a useful tool for reporting to management. Milestones need to be set along the way to keep everything moving forward. These big items include things like purchasing tickets for attractions, getting the vacation shopping done and securing accommodations. Each milestone will be made up of multiple tasks and should have a specific date for completion. The 411 planner is an excellent resource to use for setting short-term goals that will line up to produce a big vacation.Milestone Date Completed Deliverable(s) Completed Project Planning 21/02/2017 To 25/02/2017 Project Charter Schedule/ Saving plan 27/09/2017 05/11/2017 Deliverable 1 Safe and habitable Transport Deliverable 2 : Enough Money for Petrol, Hotel and Food Steering Committee Meeting (07/03/2017 Deliverable 3 Commencement date of Project ‘On the road 24/12/2017 Deliverable 4 Trip Commence Steering Committee Meeting 24/32/2017 Deliverable 5 Arrived Safely In Durban Phase 1 Completion 25/12/2017 Deliverable 6 inspection and quality check Project Conclusion 29/12/2017 Driving Back HomeProject charter he project charter initiates the project. This document authorizes the project to get underway. Project charters state the project objectives and name the project manager. It is usually no more than one-page long. Project Executive Summary [A Family Holiday for 7 week in Durban using @ 14 Seater Hired VW Microbus 1.4 Wers trom Kimberley Bloemfontein to Durban for 12 people (Father, Mother, Uncle, aunt, Grandparents 4 kids and Fathers Best Friend a his wife) staying at Protea Hote! Beachfront Project Objectives this project will meet the following objectives: Objective 1 Having a road trip with family and friends Objective 2 Spending quality time with Family and Friends and enjoying the Holiday Objective 3 By 24 December 2017 to 29 December 2017 Project Scope ‘Mr. Mushota’s Family in conjunction with Mr. Louw's family (His Best friend) want fo in bunk on a Holiday to Durbd {for 1 week from December 24 to December 29 2017 using a 14 Seater VW Microbus 1.4 Liter and going to stay |Pretoa Hotel Beach front ‘The scope of this project includes and excludes the following items: {In Scope:14 Seater VW Microbus, Luxury Hotel by the beach, Entertainment and Shopping Out of Scope: No cell phones, No Laptops,Deliverables Produced: Deliverable 1: Safe and habitable Transport Deliverable 2: Enough Money for Petrol, Hotel and Food Organisations affected or impacted: j Organisation How Are They Affected, or How Are They Participating? Father/Best Friend Funding the Project/Assess, Monitor, Evaluate and Control ‘Mom/Aunt/Best Friends Provide, Food and entertainment Wife | Uncle/Aunt Bookings ( Transport, Accommodation and Entertainment) ‘Avis/Protea Provide Minibus, Hospitality, Entertainment Hotel/Entertainment Family members ‘Beneficiaries Project Estimated Effort/Cost/Duration Estimated Cost: R 56 500,00 Estimated Effort Hours: 120 Hours Estimated Duration: 1 week Milestone Date Completed Deliverable(s) Completed Project Planning 21/02/2017 Project Charter To25/02/2017 | Schedule/ Saving plan Bookings 27/09/2017 Deliverable 1 Safe and habitable Transport Deliverable 2 : Enough Money for Petrol, Hotel and Food 05/11/2017 ‘Steering Committee Meeting 07/03/2017 Deliverable 3 Commencement date of Project On the road 24/12/2017 Deliverable 4 Trip Commence ‘Steering Committee Meeting 24/12/2017 Deliverable 5 Arrived Safely In Durban Phase 1 Completion 25/12/2017 Deliverable 6 Inspection and quality check Project Conclusion 29/12/2017 Driving Back HomeProject Assumptions + Assumption 1 Assume that we that we managed to Book Accommodation, Car and Entertainment ‘* Assumption 2 Assume that we work according to budget allocation + Assumption 3 we assume that we won't have any unforeseen circumstances Project Risks ‘Level (a/mi/L) | Risk plan activity 1 Drive during quite hours of Project risk 1 the day to avoid accidents and to keepin time Heavy Traffic on the road allocations Project risk 2 | Availability of Accommodation Book way in time and Car Hire Project risk 3 Unfavourable weather conditions Weather Conditions Project Approach ‘Acquired Funding from Father/Best Friend Savings, Acquired Transportation from Avis, Book Accommodation in time, appointed family member to each Head a particular responsiblity concerning the project, Appointed Steering Committee Members and the Project Commence on 21/02/2017 and end 29/12/2017ookings made success {ine with the project ‘Accommodation ‘shopping tentertainment for Kids Tourist attractions visit to the Beach Unexpected expenses Project ‘overhead Costs ‘Allowances: Kids ‘allowances: Grandparents General & Administrative cass 30% of Total Direct Cost GRAND TOTAL plate. show your manager just how well and streamlined all of the Pre running. et the managers know that everyth pest, with our performanc® report tem fring is okay, and that ‘go date on the performance se tne Project ee proof of ind accommodation and als? hat the budget wi be wel 1g requirements will Be» before you even get started, is extremelY roject. Use our prolect funding requirements template 1° plan ahead and avoid the Titen-dangerous last minute scramble for +r additional funding: R 42500 Rr 3000 R 8000 R2500 R7 500 10000 R 2500 R 4000 R2000 R3000 6000 4000 R 2000 R8000 8000 R56 500 ject management. USS 8 quality checklist to ensure quality 15 jplanned into Your project. AlEK of quality eeroteakes itimpossile 19 guarantee quality INYOU jects. BY ‘implementing 2a i pecttst forall our Prolect ‘you can check each Hem offs you vacation * coamodation is booked check the all activities to Be done are in place an check the car is mpod ondition, check that all vrecessities are taken with senate (nFP template) I > good starting point or developing your prosect key elements and ‘helpful insight into the Request for Proposal: period from 2 week 102 ieScope Statement ‘The Project Scope Statement provides a baseline understanding of the scope of a project to include the project’s scope and deliverables, the work required to complete the deliverables, and ensure a ‘common understanding of the project's scope among all stakeholders. This document will be revisited In the scope management element of PMBOK. The scope statement defines what is and what not a Part of the project is. Well-defined scope statements will ist all and only the work involved with a specific project Project Scope ‘Mr. Mushota’s Family in conjunction with Mr. Louw’s family (His Best friend) want to in bunk on a Holiday to Durban for 1 week from December 24 to December 29 2017 using a 14 Seater VW Microbus 1.4 Liter and going to stay at Pretoa Hotel Beach front ‘The scope of this project includes and excludes the following items: In Scope:14 Seater VW Microbus, Luxury Hotel by the beach, Entertainment and Shopping Out of Scope: No cell phones, No Laptops, Security Policy ‘Statement of the types and levels of security over information technology resources and capabilities which must be established and operated in order for those items to be considered as secure. Service Improvement Plan Aplan and road map for improving service levels; e.g. if service levels are not attained or if service levels have to be changed. It is based on service level review, and customer and Service Level Management Process improvement suggestions. Statement of Work (SOW) is a very powerful project management tool. Putting a bit of time into creating a detailed SOW will help to ensure that work is being performed according to your specifications and expectations. By clearly defining the work to be done it is more likely that the work is completed according to the project plan. Statement of work template General Information For: Mushota (Dad) and Louw Family (Best Friend) ‘Author: Mr Mushota and Mr Louw ‘Owner: Both Families Beneficiary: All Members of the Family, Mostly Kids Project Manager: Uncle Revision number: 25487 Approved by: Mr Mushota Created date: 21/02/2017 Distribution: 11 Months ‘Name: Holiday Trip to Durban Location: DurbanPlanned start: 21/02/2017 Planned finish: 25/02/2017 Key contact name: Mr Mushota Background: Mr. Mushota’s Family in conjunction with Mr. Louw’s family (His Best friend) want to in bunk on a Holiday to Durban for 1 week from December 24 to December 29 2017 using a 14 Seater VW Microbus 1.4 Liter and going to stay at Protea Hotel Beach front Objectives: Objective 1 Having a road trip with family and friends Objective 2 Spending quality time with Family and Friends and enjoying the Holiday ‘Objective 3 By 24 December 2017 to 29 December 2017 Responsibility of project participants: Father and Best Friend They are the project sponsors and have a mandate to their family member to take them out for holiday and entertain them ‘Mom and Best Friend's Wife ‘They must make sure that everything concerning the trip is In order e.g. food, blankets, kids clothing, Grandparents medications, sun cream for the beach and also sleeping arrangements Uncle/Aunt ‘Making Bookings for Car Hire and accommodation and looking for exciting Tourism and entertainment venues around Durban Grandparents Responsible for watching the kids and making sure that there is order Kids They are the sore beneficiaries of this Holiday trip Risk log A risk log for a small project should contain a list of the risks and for each one an indication of likelihood and impact on a high-medium-low scale, plus an indication of what measures are being taken to manage the risk. Medium and major projects should use a similar approach but the likelinood/impact scale should be a 5x5 matrix and a plot of the risks should be created in order to clearly identify those that are most critical. The risk log should be regularly reviewed and updated. It is good practice to set calendar reminders to review and update the log. Note that the SharePoint project sites have a risk log built in and itis recommended that this be used. Risk Event, Likelihood Impact Detection ‘When Difficulty Weather 1 Installation ‘Over budget 3 Installation/ Post installation Economic/Rate Post Installation ‘changing Installation requirementsRoads Works installation Post installation 12. Bibliography Erik W. Larson & Clifford F. Gray., Project management: The Managerial Process 5" edition. http://ehis.ebscol ysckans.edu, (detail?vid=3&hid=121&sid=c5d7: 4690-afcb- icfde09e%40sessionmy InNpdGt bG12Z¢ ib=buh&AN=2; 107 Raferty, J. (2000, Jan/Feb). EBSCOHost: Managing Risk In Construction. Warszawski, A., & Sacks, R. (2004, May/June). EBSCOhost: Practical Multifactor Approach to Evaluating Risk of Investent in Engeering Projects. https: ff /what-is-char / uccess. word} (05/03 \d-cost-mar riple-