Week Twelve B.I.T

Week Twelve - Project Management

1. Explain the triple constraint and its importance in project management
The challenge of every project is to make it work and be successful within the Triple Constraint; the Triple Constraint being quality - scope, cost - resources and schedule - time. These three elements of a project are known to work in tandem with one another. Where one of these elements is restricted or extended, the other two elements will then also need to be either extended/increased in some way or restricted/reduced in some way. There is a balancing of the three elements that only when fully understood by the Project Manager, allows for the successful planning, resourcing and execution of a project.

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

There are two graphs which are used in project planning, of thoes the most frequent one's have to be the PERT chart and the GANTT

PERT Chart

A PERT chart is a graphic representation of a project’s schedule, showing the sequence of tasks, which tasks can be performed
simultaneously, and the critical path of tasks that must be completed on time in order for the project to meet its completion deadline.  The
chart can be constructed with a variety of attributes, such as earliest and latest start dates for each task, earliest and latest finish dates for
each task, and slack time between tasks

A PERT chart also presents a graphic illustration of a project as a network diagram consisting of numbered nodes (either circles or rectangles) representing events, or milestones in the project linked by labelled vectors (directional lines) representing tasks in the project. The direction of the arrows on the lines indicates the sequence of tasks

GANTT Chart

A Gantt chart is a horizontal bar chart developed as a production control tool in 1917 by Henry L. Gantt, an American engineer and social scientist. Frequently used in project management, a Gantt chart provides a graphical illustration of a schedule that helps to plan, coordinate, and track specific tasks in a project. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project
3. Identify the three primary areas a project manager must focus on managing to ensure success

1. Managing change
2. Managing communication
3. Managing people

Motivating people is a myth. People cannot be motivated by others. They are motivated from within. Leaders can however, set up an environment in which people are able to motivate themselves.

To set up an environment that enables employees to be motivated, leaders need to understand what the motivational needs of individuals and groups are, this is just one factor a project manager must address when managing change.

Another main concept a project manager must grasp is managing communication.

Managing communication entails a dissemination of new communication directives connected with an organization, network, or communications technology. Aspects of communications management include developing communication ideologies, designing internal and external communications directions, and managing the flow of information, including online communication.

And lastly a manager must manage people;

As a managers most important job and most difficult job is to manage people. You must lead, motivate, inspire and encourage workers to help create a productive employees. 

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

2 reasons why projects fail?

A. Poor Planning

You’ve probably heard the saying “if you fail to plan, you plan to fail.” At the project/task levels, poor planning is one of the main reasons projects fail, fall behind schedule or miss their deadlines.

Without adequate planning, it is difficult to really understand what it will take to complete a project successfully. Lack of planning leads to inadequate preparation, unexpected problems, and poor execution

B. Scope Creep

It is common for IT projects today to be over budget or to not be implemented in the initial target timeframe.  Often the cause is attributed to scope creep.  Therefore, in the eyes of many in I.T. management, scope creep is a bad thing to be avoided.
And two reason's why projects succeed?

A. Change management

Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. In business terms a Project managers ability to handle change effectively can lead to great success.  

B. Communication

Perfection of the skills of communication in most cases leads to success in projects. A project manager must allocate time and disburse time and information to thus create a environment in which the company can scope to see cost and revenue to generate further capital for the business.