F f pg 18 project time management pg 19 pg 20 the

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FFpg. 18
Project TimeManagementpg. 19
pg. 20
The planning aspect is fundamental in the successful completion of a project. You must accurately estimate the resources needed, cost, and time allotted for all activities of the project. By having an estimate count of project resources, it helps indicate how much time each activity should take in a project, so that the project can be executed efficiently. A resource breakdown structure is a hierarchical structure that breaks down the project resources by type and category. The structure is used to exhibit the resource cost and indicate resources that need to be obtained.A technique used in Project schedule management is PERT which stands for program evaluation review technique. PERT is a visualization tool, also referred to as a network diagram that shows the tasks that are involved in the project in a sequenced manner. PERT also uses the pg. 21
3-point estimate to predict the duration of activities. PERT is deemed to be more practical as it uses multiple estimates for each activity.The best way to adjust and update duration and resource estimates during a project wouldbe via Project Document Updates. For example, the demand for resources may increase in accordance to the progression of a project, which may not have been predicted during the initial planning phase. In order to comply to such demand, resources are added during the project. Some activities may not take as long to complete, or may need more time, but these are factors that can only be determined once the project has been implemented. Many factors can change during the lifecycle of a project and Project Document updates gives the project team flexibility to make changes when necessary.:pg. 22
Project QualityManagementIntroductionPurpose of The Project Quality Management PlanThe Project Quality Management Plan is a component of the project management plan that explains how a variety of policies, procedures, and guidelines will be used to achieve quality objectives in creating the fully integrated information system for the Toronto Public Library.Organization, Responsibilities, and InterfacesNameRoleQuality ResponsibilityShane MichelProject ManagerQuality mentoring & coachingLenny RoddeyQuality Management LeadQuality audits/quality mentoring and coachingKylie PetterCIOProject Quality ReviewsTools, Environment, and Interfacespg. 23
ToolDescriptionBenchmarkingComparing planned project quality standards to that of similar projects (i.e, Boston Public Library) to find best practices.Expert JudgementExpertise from people in specialized knowledge I quality assurance, quality control, quality measurements, quality improvements, and quality systems will be considered.InterviewsThe quality needs and expectations will be documented through interviews with stakeholders such as employees of the Toronto Public Library, as well as interviews with a variety of project participants.

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