Time is the least flexible factor during the life cycle of a project. No matter what else happens during the project, time continues to pass. Tim Turnpaugh recognizes that managing time thro
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Chapter Case: Sedona Management Group and Managing Project Scheduling
Time is the least flexible factor during the life cycle of a project. No matter what else happens during the project, time continues to pass. Tim Turnpaugh recognizes that managing time through good project scheduling is integral to project success. As mentioned earlier, project schedules are managed so well at SMG that the team has not missed a deadline in the last ten years, and this includes SMG’s projects for the Seattle Seahawks. For any project, and in particular for the Seattle Seahawks’ website, SMG’s first stepas mentioned in Chapter 5is to determine customer needs and project scope with a great deal of certainty. Once these two elements are established, it is much easier Information Systems Project Management, Edition 2.0 246??Chapter 6 / Managing Project Scheduling to determine the end date of a project. If customers are uncertain about their needs, the Sedona team understands that more time should be spent on needs analysis. Usually, the project team will start working on the project the next business day after the customer signs the contract with SMG. In the case of the initial Seattle Seahawks project, the primary focus was to provide information to customers interested in learning about the Seahawks organization. This included information about upcoming events, information about the team, and information about the overall organization. Given SMG’s past experiences and leveraging the newest technologies to enhance development speed, Turnpaugh was able to provide very accurate estimates regarding the time required for the Seahawks project. The first step in time management is activity definition, which involves identifying the various activities that need to be performed for project completion. Turnpaugh indicates that most projects SMG takes on have some fundamental reoccurring components. These include designing the database, working on the website content, working on the website presentation, connecting the presentation layer to the database, implementing the system, training users, and if necessary, maintaining the system. These components serve as the top level of the project work breakdown structure (WBS) and help define the various work packages associated with the project.
After establishing the WBS and subtasks, the focus is on developing the project schedule. Project scheduling, as discussed in this chapter, is concerned with establishing the order and duration of the tasks required to complete the project. Although some mandatory dependencies certainly occur when designing the project, in many cases, tasks in a project schedule can occur in parallel rather than in a strict sequence. This was exactly the case with the Seahawks project, where the database design and website presentation-layer development occurred in parallel. In other instances, a sequence of activities is required, as with the tasks related to connecting the database to the presentation layer (what Turnpaugh refers to as wiring up). In this instance, wiring up cannot be performed until the first three activities have been completed. The next step in managing the project schedule involves estimating the duration of each activity that is, estimating the time it will take to complete the different activities. Through experience, Turnpaugh and other members of his team have become very good estimators of the time and resources it takes to complete various project tasks. In an iterative process, project resources, time estimates, and task sequencing requirements are manipulated until a completed project schedule is developed. The Sedona team also takes several steps to control changes to the project schedule. To begin with, the project team always tries to develop a very realistic project schedule that is based on past experiences with other customers. The project team also has regular progress meetings, where they update each other on the status of their assigned work and adjust the schedule if needed. Through these meetings, activities that are not on track can be identified, and any actions needed (e.g., assigning more resources to a project task or, perhaps, doing the task in parallel with some other task) can be taken to ensure the timely completion of the project.
Chapter 6 Project Assignment
In this assignment, we need to work on developing a schedule for your entertainment website project. The project end date needs to be consistent with the course duration. The project schedule will be developed using a Gantt chart in Microsoft Project.
1. Need r a work breakdown structure (WBS) for your project. This involves developing a detailed list of tasks and subtasks that should be carried out to complete the project.
2. Need to make a the schedule by assigning durations to the tasks identified, as well as sequencing them.
3. Add milestones to show the completion of each major deliverable.
4. Identify some challenges that you and your team members will face in following this schedule.
5. Identify and explain different techniques is needed to use during the life cycle of the project to manage project time.
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