Savio Al Hage

201700167
Project management
Assignment chapter 4

1)
1) Managing integration
2) Managing scope
3) Managing time/schedule
4) Managing cost
5) Managing quality
6) Managing human resources
7) Managing communication
8) Managing risk
9) Managing procurement
10) Managing stakeholders

2) A kickoff meeting is the first meeting with the project team and the client of
the project. This meeting would follow definition of the base elements for the
project and other project planning activities. This meeting introduces the members
of the project team and the client and provides the opportunity to discuss the role
of team members. Other base elements in the project that involve the client may
also be discussed at this meeting (schedule, status reporting, etc.)

3) During project start-up, the project management team refines the scope of work
and develops a preliminary schedule and conceptual budget.

4) The plan for developing and tracking the detailed schedule, the procurement
plan, and the plan for building the budget and estimating and tracking costs are
developed during the start-up.

5) The project scope is a document that defines the parameters of the project, what
work is done within the boundaries of the project, and the work that is outside the
project boundaries.

According to the PMI, the scope statement should include the following:
• Description of the scope
• Product acceptance criteria
• Project deliverables
• Project exclusions
• Project constraints
• Project assumptions

6) On larger and more complex projects, a project controls team that focuses on
both costs and schedule planning and controlling functions will assist the project
management team in developing the plan and tracking progress against the plan.

7) the project team first develops a work breakdown structure (WBS)—a description
of tasks arranged in layers of detail. Although the project scope is the primary
document for developing the WBS, the WBS incorporates all project deliverables and
reflects any documents or information that clarifies the project deliverables. From
the WBS, a project plan is developed. The project plan lists the activities that
are needed to accomplish the work identified in the WBS. The more detailed the WBS,
the more activities that are identified to accomplish the work.
The Purpose?
The first is that is helps more accurately and specifically define and organize the
scope of the total project. The most common way this is done is by using a
hierarchical tree structure. Each level of this structure breaks the project
deliverables or objectives down to more specific and measurable chunks.
The second reason for using a WBS in your projects is to help with assigning
responsibilities, resource allocation, monitoring the project, and controlling the
project. The WBS makes the deliverables more precise and concrete so that the
project team knows exactly what has to be accomplished within each deliverable.
This also allows for better estimating of cost, risk, and time because you can work
from the smaller tasks back up to the level of the entire project. 
Finally, it allows you double check all the deliverables' specifics with the
stakeholders and make sure there is nothing missing or overlapping. 

8) The project team develops different levels of project budget estimates.

The conceptual estimate (or “ballpark estimate”) is developed with the least amount
of knowledge. The major input into the conceptual estimate is expert knowledge or
past experience. A project manager who has executed a similar project in the past
can use those costs to estimate the costs of the current project.
When more information is known, the project team can develop a rough order of
magnitude (ROM) estimate. Additional information such as the approximate square
feet of a building, the production capacity of a plant, and the approximate number
of hours needed to develop a software program can provide a basis for providing a
ROM estimate.
Based on the cost estimate, the cost of the work performed is compared against the
cost budgeted for that work. If the cost is significantly higher or lower, the
project team explores reasons for the difference between expected costs and actual
costs.
Project costs may deviate from the budget because the prices in the marketplace
were different from what was expected. For example, the estimated costs for lumber
on a housing project may be higher than budgeted or the hourly cost for labor may
be lower than budgeted.

9) Project costs may deviate from the budget because the prices in the marketplace
were different from what was expected. For example, the estimated costs for lumber
on a housing project may be higher than budgeted or the hourly cost for labor may
be lower than budgeted.
Project costs may also deviate based on project performance. For example, a project
team estimated that the steel design for a bridge over a river would take 800 labor
hours, but 846 hours were actually expended. The project team captures the
deviation between costs budgeted for work and the actual cost for work, revises the
estimate as needed, and takes corrective action if the deviation appears to reflect
a trend.

10) ➢ The project manager is responsible for assuring that the project team
develops cost estimates based on the best information available and revises those
estimates as new or better information becomes available.
➢ The project manager is also responsible for tracking costs against the budget and
conducting an analysis when project costs deviate significantly from the project
estimate. The project manager then takes appropriate corrective action to ensure
that project performance matches the revised project plan.

11) Project quality focuses on the end product or service deliverables that reflect
the purpose of the project.
The project manager is responsible for developing the expected project deliverables
and the quality specifications.
The project manager is responsible for developing a project quality plan that
defines the quality expectations and ensures that the specifications and
expectations are met. Developing a good understanding of the project deliverables
through documenting specifications and expectations is critical to a good quality
plan.
Rework on projects increases the cost of the product or service and often increases
the time needed to complete the reworked activities. Because of the duration
constraints of a project, the development of the appropriate skills, materials, and
work processes early in the project is critical to project success.

12) The project usually has two types of team members: functional managers and
process managers. The functional managers and team focus on the technology of the
project.
The functional managers would include the engineering manager and construction
superintendents. On a training project, the functional manager would include the
professional trainers.
The project management team also includes project process managers. The project
controls team would include process managers who have expertise in estimating, cost
tracking, planning, and scheduling.
The project manager needs functional and process expertise to plan and execute a
successful project.

13) Typically a core project management team is dedicated to the project from
start-up to closeout. This core team would include members of the project
management team: project manager, project controls, project procurement, and key
members of the function management or experts in the technology of the project.

14) Risk exists on all projects.

These 5 risk management process steps combine to deliver a simple and effective
risk management process.
 
Step 1: Identify the Risk. You and your team uncover, recognize and describe risks
that might affect your project or its outcomes. There are a number of techniques
you can use to find project risks. During this step you start to prepare your
Project Risk Register.
 
Step 2: Analyze the risk. Once risks are identified you determine the likelihood
and consequence of each risk. You develop an understanding of the nature of the
risk and its potential to affect project goals and objectives. This information is
also input to your Project Risk Register.
 
Step 3: Evaluate or Rank the Risk. You evaluate or rank the risk by determining the
risk magnitude, which is the combination of likelihood and consequence. You make
decisions about whether the risk is acceptable or whether it is serious enough to
warrant treatment. These risk rankings are also added to your Project Risk
Register.
 
Step 4: Treat the Risk. This is also referred to as Risk Response Planning. During
this step you assess your highest ranked risks and set out a plan to treat or
modify these risks to achieve acceptable risk levels. How can you minimize the
probability of the negative risks as well as enhancing the opportunities? You
create risk mitigation strategies, preventive plans and contingency plans in this
step. And you add the risk treatment measures for the highest ranking or most
serious risks to your Project Risk Register.
 
Step 5: Monitor and Review the risk. This is the step where you take your Project
Risk Register and use it to monitor, track and review risks.