Project Mangement - Constraints
By Jasmeet Prakash
A project has many factors which determine its level of manageability and success. These factors can be considered constraints which may cause delays or difficulties. The most important criteria for a balanced project is often quoted as the careful organisation of these constraints. Constraint reducing techniques are used to better equip a Project Manager for success. These techniques are accomplished through the use of practical guides or methods, improving communication and personal skill of the Manager.
A constraint is a limitation or a restriction. This is anything which can delay the project. In order to figure out how to avoid constraints, it is important to first establish
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This can be done through an 'Analytical Hierarchy Process' giving each criteria a priority score. For example, On a building project, a Manager will prioritise laying a concrete foundation before the need to bring roofing tiles onsite because the roof cannot be constructed until the walls are put up, and that can only occur after the bottom floor is complete. Other more specific planning models have been made to help assist the efficiency of project management, two well known models are PMBOK (A Guide to the Project Management Body Of Knowledge) and PRINCE2 (Projects IN Controlled Environments). PMBOK is a suggested way of approaching each stage of a project working as a guide where as PRINCE2 goes through the different phases of any given project, making it a methodology. These models are flexible and realistic, which make them easy to use. A guide is a suggested approach, so in any project case, it can roughly apply. It is a guide because it helps plan the project which can be referred to and may point out things which may have been overlooked and therefore help eliminate the constraints which may not have been thought of. A methodology is a specific structure. PRINCE2 starts from "Starting up a project" to "Closing a project". An example of when this is used to restrict constraints is if a Manager starts on a project immediatley after it is given and does not properly take the time in planning on how it will be completed (short term planning). A long
The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on
In this paper the word ‘project” is defined, discussed and elaborated on. The phases of a project lifecycle and its purpose are to be discussed, and how it is important for organizations to use project management to accomplish tasks will in conclusion be discussed thoroughly. The indisputable word ‘Project” may be defined in numerous unusual ways, some can all have the same meaning and others can mislead a reader. The definition that accurately explains what a project is, comes from the Houghton Mifflin Company (2009) website stating; “something that is contemplated, devised, or planned; plan; scheme.” A definition that can mislead a reader is this definition from the same website just two paragraphs
project mostly beginning and end is defined, it has a definite budget and time allocated for the
Most scholars have accepted generally the triple constraints as key elements of project success. If one of these three constraints get reduces it will have an impact on the other one, balancing between them is crucial for project managers. It is said that “To create a successful project, a project manager must consider scope time and cost and balance these three often-competing goals”.
While projects can be similar in some instances, no two projects are ever the same. For this reason, management of projects requires the application of tools and techniques to meet the goals of the temporary endeavor. Project managers apply these tools and techniques to determine what is required for project delivery such as the list of activities to completed, the time required to complete the activities, resources needed and the various risks associated with the deliverable and efforts. A multitude of tools and techniques are employed by the project manager based on the need of the effort to organize, identify and communicate the various aspects of the project. While in contrast, the repetitive nature of operations activities
Project Management has become a very essential and popular business tool in recent years. Every successful project must have a person in charge to keep the project organized. Project management includes areas in integration management, scope management, time management, cost management, quality management, human resource management, communications management, risk management, and procurement management. Also, The Project Manager deals with standards and regulations of the project, project environment, management skills and interpersonal skills. A project manager must have strong leadership skills. All of these are key ingredients
Project management consists of primarily development and execution of an arrangement of interconnected activities to ultimately receive one common project goal. When dealing with any type of project, it the project managers responsibility to utilize a known project management process (Project Management Institute, 2004). Within the project management tasks, they can be categorized into five main procedures: initiation, planning,
A project manager works with constraints. Once the charter is accepted for a project, the project manager begins planning the overall project. Project managers must be aware of the limits which will affect their project through all its phases, beginning with the scope development. Because it is the project manager’s job to ensure projects achieve a modicum of success acceptable to the stakeholders, he is limited to innovations that resolve issues when they arise or the issues he must plan for. Even in these instances, the project manager must be mindful of the budget. The project manager has to strategize to accomplish his job.
Project management is divided into five interrelated but, distinctive phases. These phases are: Project initiation; Project planning; Project execution; Project Monitoring and controlling and, Project Termination. In project management, time, money and scope are the three principal components considered to have a bearing on the success of the project. These are interrelated and, a balance between them is needful in order to ensure efficient and
PMI explains that project management is “the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of a particular project” (PMBOK, 2008). Project management has five basic
Along with recognizing how the triple constraint functions, it is imperative that the project manager convey that information to the project stakeholders. Making sure everyone who is involved with the project recognizes the importance of the constraint will make discussions regarding the scope, time and cost far easier. In many cases, the stakeholders are likely to be the main reasons for scope creep or budget adjustments in a
These constraints are applicable restrictions or limitations that could affect the project performance and prevent project work from being accomplished. It is the project manager’s responsibility to balance these constraints with available resources in order to ensure project success (CDC, 2006; Piscopo, 2013).
In order to achieve their business objective, project management and the used methodology are key factor which will be responsible for the success or failure of this project.
DETERMINE THE OVERALL OBJECTIVES DETERMINE PRIMARY ACTIVITIES DETERMINE PRECEDENCE HIERARCHY CREATE A PROJECT SCHEDULE NETWORK
A key activity in project management is assessing project constraints. A project has three limitations: scope, budget and schedule. These limitations are project constraints because they are sensitive to change and have an impact on project risk. Risk is exposure to uncertain outcomes. Project constraints are mutually exclusive. If one constraint changes it affects the others and adjustments may be required to compensate and manage risks. For example, a delay in the schedule can increase the risk that the project will not finish on time. Time is money and delays have a negative impact on the budget. To