Jaguar Project Essay

According to Shore (2014), a project that starts out to achieve one set of results may find that it has many more objectives added on to it before it is complete. Because a project 's scope is mapped

A good project scope points clearly to the expected end results and deliverables of the project. At the planning stage of the overall IT Merger Project, the project planning team had a common overall vision of “get $210 million in annual saving by consolidating the IT structure”. The PCNet project was a sub-project that shared this common overall vision. This overall vision was then systematically drilled down into detailed tasks and sub-projects with schedule carefully deliberated with the dependency of the projects and resources utilized being taken into considerations. A Gantt chart showing the schedule and dependency of task was then created (as shown in Exhibit 2 in the case). The PCNet project team adopted similar approach for project planning (as shown in Exhibit 4 in the

Another major idea of freedom was presented in the workplace called “The Miner’s Freedom” (Foner, 607). It was established in the Gilded Age for worker’s economic independence (Foner, 607). “The Miner’s Freedom” was for the trustworthy, skilled workers who did not have to have managerial supervision at all times (Foner, 607, 610). In the progressive-era, there was Fordism. Fordism was a step towards mass production, which fueled the economic system by having more of the same products for the consumers (Foner, 693).

Workers were marginalized by the poor working conditions they had. A lot of the time the workers

A project scope is a way to describe the major deliverables of a project and this includes key milestones, high level requirements, assumptions and constraints. A projects scope is a useful way to make decisions for the future of the project if changes are needed. The projects scope also defines boundaries of a given project and it clarifies what can be delivered and what is expected to be delivered ("Match ware", 2013). The scope explains the boundaries of the project and the responsibilities of every one working on that project. This helps who ever is working on the project by defining guidelines and helping them to remain focused. The projects scope is a very important part of the SDLC because this serves as a manual for how the project will be completed including important details, deliverables, tasks, costs, and deadlines.

2. Wealth for the worker; wanted the working to have a say in what they want.

The project scope has been explained in regards to the WBS, it has been explained in order to elaborate the project scope, herby going onto the project priorities.

Defining the project scope sets the stage for developing a plan and its primary purpose is to define as clearly as possible the deliverables and to focus project plans (Gray & Larson, 2006). The team has

This is the area that the FBI failed to convey to all involved from the beginning of the project. There was a rush to get the project completed, which caused the scope to not be clearly defined. The FBI wanted to “provide agents with this software as fast as possible. In Depew’s view that meant, “shooting from the hip”” (Goldstein, 2005). We ranked scope clarity as the number one risk because without a clear understanding or plan for implementation of a project you end up blindly making decisions without understanding the impact on the project. A

Was the project scope defined clearly at early stage? Identify one major scope change throughout the project life and discuss the effects of scope changes on project performance?

Project Human Resource Management – identification of project team and assigning roles and responsibilities to each task.

Lack of project management clarity: the planning activity had lot of material but lacked content, clear action items and lack of consensus on the milestones. The difficulties in the project only increased with time and a more performance driven style would have kept things on track if introduced early on.

Prior to the onset of modern project management, the success criteria of a project lay solely on the technical success, or scope of the resulting product or service. Today, adherence to budget and schedule form a triangle of success factors alongside scope, with client satisfaction also developing as a key determinant of project success (Kerzner, 2004). However, the delivery of project scope will always take precedence over all other project factors, because if a project fails to deliver on its original intention, need or functionality, the project will always be considered as a failure. This essay will analyse the adequacy of the Guide to the Project Management Body of Knowledge’s (PMBOK) definition of Project Scope Management in relation

The Boundaries of the project are measurable and auditable, and it is closely linked to project objectives. Defining Project boundaries should indentify the project ‘domains’ and provide a clear understanding of what belongs to the project and what doesn’t, for example, team, resources available, timeframes, departments involves, other projects involved, the area of the project and etc. Project Managers will then, have a clear definition of the project’ limits and a clear understanding of its interaction and relationship with other projects. (McDonnel 2010)

The project team must comply with their project managers (and the timeline) or else there can be delays leading to the issues mentioned above.