Project Management: Milestone Analysis

The paper rates each of the four phases using the following project management knowledge areas: Scope, Time, Cost, Quality, Human Resource, Communication, Risk, Procurement, and Integration Management. An Excellent (5) rating was provided to the project management areas where the project management team were so successful. A Very Good (4) was given for the areas in which the project management team performed very well. A Good (3) was given for the areas in which the project management team performed well. A Poor (2) was given to the areas which had just applied new procedures. A Very Poor (1) rating was given to the project management areas in which either were not achieved the needed goals or were implemented unsuccessfully. In the fifth phase “Lessons Learned” we have studied the whole project, identified the area of improvements and learned how such adjustments can be used in coming

Stages are groups of activities that can be performed in series or parallel. Stage gates are structured decision points at the end of each state. They are needed between phases in order to make a decision of whether the project should continue with original objectives, should be terminated or should continue with revised objectives. The purpose of stage gates is also to allow sponsors to identify any failures and help in taking decisions for better utilization of resources. Stage gates make way for a standard and structured decision making process. However, good project management also suggests that too many gates can lead to excessive time getting spent on preparing gate reviews as opposed to actually managing the

Milestones are indicators that are inserted into a programme at points of strategic activity. These milestones enable us to track specific events so we can identify certain conditions through the course of a project.

The information from the present dashboard confirms the tasks crucial to the project cost and the project duration. The setting up of milestones would allow the project manager to evaluate the impact of these tasks on the achievement of each milestone. Thus, there will be a reliable and easy to use duration or cost milestone during the project, which is more beneficial than having to wait until the

1. Use of TQM, phase gate model and project management tools ( WBS, Critical path analysis, 3-point estimation and earned value analysis).

Scientific complex projects have option of success or fail due to a number of circumstances. The main controversial issue in the project management is determining the success or failure factors. Although projects have built in to be successful there are some risks can’t be avoided and that may lead at the end to failure in the near or far future (Montequin, 2014).

Setting milestones or checkpoints throughout the project is also a key factor. These milestones can help with time, cost, and quality control. They can determine if the goals that were set have been met, and if the quality of the product is up to par. Since the timeframe is six months, these checkpoints will help to keep the project on time and within the budget.

need to be upgraded and the existing data will need to be transferred into the new

Unit VI Project Part 1 Dependencies A Gain an understanding of the marketplace A1 Assess Supply Chain Management A2 Analyze Competitor trends A1 A3 Analyze investment timing A1 B Analyze your business A B1 Analyze Consumer trends

Project milestones are very critical in determining the progress of a project implementation because they are benchmarked on the project time or schedule estimates. In this project, the milestones are:

In many studies and reports, project successes tend to be measured against the prescribed schedule, cost and performance. In reality, project success measurement should be against projects constraints and the operational readiness status of the business environment. The combination of the two will assist in efficiently using the product or service as intended.

Question 1. What project selection method described in the chapter will ABI probably employ for this proposal? Answer According to the description, the project selection method is profitability of numeric model. We might see the points from the business strategy 1) Bid only on good margin products that have the potential for maintaining their margins over a long term. 2) Pursue only new products. 3) Utilize the most advanced technology in new projects. “ project champion” approach to innovation and creativity. no more than 480 employees. 4) Foster the

As we discussed in the previous traditional execution, their project is oftely delay to the market, this tools are useful for them to analyze their critical path. In jaguar project they used Primavera to identify the critical path at every point of the project. This tools useful to ensure the

When a project is undertaken, typically a client and project manager will identify the specific constraints, and metrics and Key Performance Indicators (KPIs) that must be measured by a project dashboard to track the success of a project. These variables may include project "time, cost, quality, risk mitigation, safety, aesthetic value, etc" (Kersner 2011). "Throughout the life of the project, metrics may become KPIs and vice versa," such as when the need to meet benchmarks regarding the time of specific project components become critical to the financial viability of the project (Kersner 2011). Not meeting deadlines is one of the main reasons that projects run over-budget. A project dashboard facilitates accountability and keeps the participants focused on the long and short-term goals of the project. It allows them to edit aspects of the project when costs run the risk of spiraling out-of-control due to changes in the external environment.

Skilled Senior Business Analyst and Project Manager with outstanding capability in the development and delivery of complex applications and architecture, backed by 15 years experience. Promoted to the Executive Management Committee of MediSwitch and received multiple awards including CEO Award and Leader of the Year Award. Expert in all aspects of business integration management and change management. Able to provide critical support to large multi-million-dollar tenders, ensuring proposals are viable. Highly effective leader of teams both on and offshore.