Project monitoring and controlling is done throughout the life of a project and involves all 10 project management knowledge areas. Why monitoring and controlling is important? Discuss at least two ways to monitor and control a project.
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Project monitoring and controlling is done throughout the life of a project and involves all 10 project management knowledge areas.
- Why monitoring and controlling is important?
- Discuss at least two ways to monitor and control a project.
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- Project Scope Management Khan, (2006) (see below) states that, "Managing the scope of a project is the most important function of a project manager ... Effective scope management of a project also ensures the success of key completion areas, including time, cost, and quality. Project scope management can be further subdivided into its components which include: project initiation, scope planning, scope definition, scope verification, and scope change control." Based on your Integrated Project: Select two of the subdivisions above and discuss the primary issues that could arise from the process. Your response should begin with a definition of the selected subdivision before detailing the selected processList two outputs for each of the Project Risk Management processes (note that the Implement Risk Responses process is not discussed in this chapter)Project Scope Management includes the processes required to ensure that the project includes all the work required, andonly the work required, to complete the project successfully (Project Management Institute, 2017:129).By referring to the project scope management process, discuss how the case study project scope could have been definedmore efficiently by specifically referring to plan scope management.
- Project closing actions: are performed in the "Performing" phase of the project life cycle are performed in the "Closing" phase of the project life cycle include such things as making final payments, evaluating staff, and organizing and archiving project documents a and c above b and c above a and b aboveIn the space provided below create the network diagram that shows the relationship (logic) of project activities shown below and then number each event. 1. In a given project activities "A, B and C are initial activities that may begin at the same time 2. -----"D" cannot begin until "A" is complete. 3. ----- "B" must be complete before E can begin. 4. ----- "F" cannot start until "C" is finished. 5. ----- "G" cannot begin until "B" is finished. 6. ----- "G" and "D" must be done before "H" can begin. 7. ----- "I" cannot begin until "B" is finished. 8. ----- "J" can begin only after "F" and "I" are complete. 9. ----- Once "E" is complete, "K" can begin. 10. ---- The project will be finished when "H" "J" and "K" are complete.What are the key project management steps for monitoring and controlling a project?
- Monitoring is concerned with achieving a balance of the three dimensions of a project. Explain how the balance of these elements takes place in managing a project?Project lifecycle 1. With the use of a diagram, show (illustrate) the typical levels of project staffingrelated to each phase and throughout a project. 2. For each project phase identified in 1(a) above, identify and describe at least one (1)major deliverable (output) of the phase.The project manager must make trade-offs between project progress and process. Conceptually, this involves trade-offs between the __________ functions. a. schedule and cost b. technical and managerial c. cost and performance d. performance and schedule
- *(a.) Enter the above information into Microsoft Project (submit the Microsoft Project file).Construct the DATA SHEETS with ES, EF, LS, LF, TF, FF, AND INDF. What is the duration of the project? Identify the critical path. How many days can ACTIVITY C be delayed without extending the duration of the whole project?Use the following project status information to calculate each of the requested EVM numbers below (a-i).The project status is reported at the end of week 13. Task Budget Cost Budget Duration Status as of Week 13 A $5,000 2 Weeks 100 percent complete $5,000B $8,500 3 Weeks 100 percent complete $9,000C $15,000 4 Weeks 75 percent complete $14,000D $10,000 4 Weeks 50 percent complete $9,000 E $12,000 4 Weeks Not startedF $15,000 5 Weeks Not started a. Planned Valuedb. Actual costc. Cost varianced. Schedule variancee. Cost performance indexf. Schedule performance indexg. Budget at completionh. Estimation to completei. Estimation at completion