Project Management Concepts Question 1; the Triple Essay

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Project Management Concepts

Question 1; the Triple Constraint

The term triple constraint refers to three interdependent factors which will act as constraints on the way projects are completed. The triple constraints, which may also be called the 'project triangle', will be found in all projects, they are the factors of time, cost, and scope. Successful projects are usually defined as those which are delivered at the right time, within the correct budget, and to the specified scope. These different influences converge, to understand their interrelationship each factor may be considered individually, followed by a discussion on the way in which the influence each other.

The time constraint refers to the timescale in which the project should be delivered, meeting the required completion schedule. For a project to be delivered on time it is essential there is effective time management exercised within the projects, ensuring that each stage of the project is completed on time, to facilitate timely progression. Project managers will utilize project planning models, which may include software, which facilitate the planning of the project, including the development of work breakdown schedules, which identify the different tasks need to be undertaken, and the prerequisites, which can be used to create an effective plan. The project manager will need to assess project progress to ensure that different stages are completed on time, and if the project falls behind them they need to be a reassessment of the schedule in order to bring the project back on track.

The cost is the monetary cost, and relates to the project budget. A successful project will be completed within budget, rather than exceeding that budget. Good planning for projects will usually include a contingency fund in case there are any unexpected items. While the emphasis in terms of financial cost usually refers to achieving the project within budget, it should also be noted that where there is a significant under-spend, there should also be investigated to ensure that there was compliance with the relevant quality requirements.

The dimension of scope refers to the end of the project, and what it is meant to provide. Successful projects will start out with a clear and concise project definition, including what it should be what it should provide, a process that is important in order to minimize the potential for changing boundaries as the project progresses. Therefore, it may also be necessary to define what the project will not incorporate.

There is an inherent interdependency between these factors. For example, the broader the scope of the project, the greater the potential cost and time to complete the project. Likewise, if there is a need to cut the budget, this may reduce the scope of the project. If a project is required quickly, or force behind schedule, in order for the project to be delivered on time it may be necessary to use more resources, for example bringing more labor, which in turn will increase the costs. Alternatively, if the lagging project is still required on time, but there is no more money, the scope of the project may be reduced. Where one of these constraint is impacted directly or indirectly, it will invariably influence other constraints.

Question 2; Systems Approach

The concept of the systems approach views the organization as a system. Systems are made up of internal dependent parts or processes, and assisting may be either closed or open. A close system is completely interdependent and does not interact with its environment and is not impacted by that environment, whereas an open system will interact with the external environment through the presence of inputs, throughputs, and its' outputs. A good example of an open system is an animal; it is a living creature which interacts with its environment through inputs, which may include food and oxygen, which are then digested internally in order to provide energy, and creates outputs, such as CO2 from breathing, and bodily waste, which go back into the environment. A car is an example of a mechanical system, reliant on the acquisition of fuel, and the skills of a driver to operate, and provides an output service, as well as emissions.

The analogy of an open system can be applied to an organization, as the organization will be made up of a number of internal dependent parts and processes which operate together, and will also be reliant on inputs, throughputs which may also be considered transformational processes, and outputs. The application of open systems theory to organizations will usually accepted that the boundaries of the organization are more flexible and ambiguous compared to some other types of system, and that some components within the system, for example the people, may be part of multiple systems.

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Applying a systems approach towards the commercial environment allows observers to see organizations as part of a more complex environment, considering the way in which different input influences, such as raw materials, labor, legislation, the competitive environment, and even geographical factors may influence the organizations' choices and performance, as well as the way in which throughputs are managed, and outputs manifest. The process is not simply one of observation, but can also be used in a more proactive manner to determine how certain changes may have impacts, and how the organization may even manage influences, or react to those influences, in order to manage their position.

Question 3; Systems Development Lifecycle

Systems development lifecycle (SDLC) is a framework which outlines the stages for the management of the develop process for systems. In all development processes the same stages or process will need to be undertaken, these are initiation, planning, analysis, design, implementation, and deployment. A number of different models exist which may classify the various stages in different ways, but this is the generally accepted approach. Initiation is the beginning of the project and includes the activities which start the process, including the identification of the need for the project, approval for the project, and allocation of finance. The planning can only take place after the project has been initiated, and this includes the definition of the project, including identifying the scope of the project, planning what is going to take place and when we scheduling, and identification of the resources that will be required. The analysis involves activities such as understanding the requirements of the users. The design stage will provide a definition for the solutions project will provide, including the structure. Implementation involves programming activities, and other processes which are required to create the solution and its database. Deployment includes the actions required for data conversion, the final testing, and the placement of the system into production/use.

The process may be undertaken with one of two approaches; the predictive approach or the adaptive approach. The predictive approach is used where there is a project where the requirements are well understood, and it is assessed as a low technical risk, with the plan for the system set out in advance. The waterfall method of systems development is a predictive model, where each stage is frozen in as it takes place, and there is no backtracking or revisiting process to adapt them after they are completed. In the waterfall approach there is no overlap between the different phases of the project. In a modified waterfall approach there is the recognition that the different phases or stages may overlap.

The adaptive approach provides a much greater level of flexibility, and may be used when there are uncertainties regarding the requirements and needs for the project, and where there may be a higher level of technical risk. Unlike the predictive model where there is the assumption that the process may be planned in advance, the adaptive approach assume it cannot all be planned in advance, with the process adapting and changing as the project progresses. This also allows for a greater level of overlap between the phases of the project. The agile and spiral models are both adaptive SDLC's.

Question 4; Dependencies in Projects

In a project there is a need to identify dependencies between the different tasks, with some tasks required other elements of the project to be completed before they can progress; for example, one cannot test a system before it has been coded, just as one cannot start to build a house before the land has been purchased. There may be many different dependencies within a project, identifying them will aid with panning and the development of the work breakdown schedule and the development of a Gantt chart, which will show the critical path.

There four different types of dependencies; to start, start to start, finish to finish, and start to finish. These indicate the type of relationship that exists between the two tasks. Finish to start means that a preceding task must be finished before the next task can start, for example before a house can be built, the land must be purchasing the purchase finalized. The start to start dependency is where a predecessor must have been started before the next task can….....

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