Ch 11 Information Technology

Week Twelve Ch 11- Weekly Questions

1. Explain the triple constraint and its importance in project management.

The triple constraint involves making changes between the three factors; scope, time and cost for a project. Changes are always going to be made to a project at some point and that will involve the changes to the scope, time or cost of the project. It is important to project management as when a business is making plans for the project it can keep in mind a reasonable timeframe, budget and the requirements that are involved, however, not hold these in concrete. It allows for flexibility and change. It provides a guideline for the project.

The image below shows the triple constraint. http://brianherman.files.wordpress.com/2008/10/triple-constraint.png














2. Describe the two primary diagrams most frequently used in project planning

Pert Chart (Program Evaluation and Review Technique) is a graphically network model that depicts a project’s tasks and the relationship between them. Pert charts show dependency between project tasks.

Here is an example of one below:
http://cobweb.ecn.purdue.edu/~epics/docs/docs/project_plan_example/PERT.gif

















A Gantt chart is a bar chart and a tool that allows the user to model the planning of tasks necessary to the performance of a project against a calendar. It allows for the graphic representation of the progress of the project, but it is also a good means of communication amongst the various persons involved in a project.

http://www.total-quality-management-software.com/images/project_gantt_chart.gif provides an example of one below:













3. Identify the three primary areas a project manager must focus on managing to ensure success.

1. Managing people (e.g. resolving any conflicts).
2. Managing communications (e.g. through a developed communications plan/receiving feedback).
3. Managing change (anticipate and react appropriately to change).

4. Outline 2 reasons why projects fail and two reasons why projects succeed.

Fail:
1. Unrealistic expectations: E.g. The management team may predict for the project to take a shorter duration then would be anticipated usually as they may receive a bonus if they do so, however, the rest of the team forecasts that the project will be ineffective if rushed. The following article- http://www.coleyconsulting.co.uk/failure.htm provides a recommendation to this problem which says that: “The recommendation here is to review all project plans to see if they are realistic, and to challenge the participants to express any reservations they may have with it”.

2. Poor scope- This is a management issue closely related to change control. Management must be realistic about what is it they want to achieve and when, and stick by it.

Succeed:
1. The right mix of team players: Having a team on board that is diverse and dedicated can bring many positive aspects to a projects as everyone has the same common goal, however, can all bring different ideas to to the table.

2. Effective communication: Through delivering effective streams of communication team members can know exactly what is expected of them. They can feel comfortable in asking questions and inputting their ideas to management which can enable the project to run smoothly and efficiently.