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PPMP20008 Initiating And Planning Projects
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PPMP20008 Initiating And Planning Projects
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Course Code: PPMP20008
University: Central Queensland University
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Country: Australia
Question
This assessment item requires you to reflect on your participation in the course, identify lessons learnt, and consider what actions can be taken to address lessons and improve future study projects. Please note these learnings are based on your role as a student in PPMP20008 and not based on the case study
You will need to determine a framework to base your lessons learnt on. In practice, lessons learnt discussions are usually framed in certain ways to illicit learnings. Consider the most effective way to do this within the context of the course and experiences acquired during the term.
Your assignment (individual presentation and written submission) will be assessed on the extent and quality to which it meets each of the following criteria:-
The framework for identifying and recording lessons learnt would enable a meaningful lessons learnt process and address common issues experienced with lessons learnt in projects.
The lessons identified demonstrated critical reflection.
Improvement strategies for each lesson are described against the five components of the SMART process. (SMART – Specific, measurable, achievable, relevant, time-bounded).
A clear flow of thought throughout with a clear purpose described in the introduction and a clearly articulated conclusion
Answer
Introduction
The following study is helpful to understand success and goals of mega-projects. The study analyses that in doing so, different resources, project perceptions, planning elements, organizational structures and managing project competencies are understood. Various areas enabling project managers is economically helpful to understand further projects.
lessons learnt: framework
1. How I planned to gather and document lessons learnt
When I planned to identify and collect lessons learnt
Who I planned to involve in the process of gathering lessons
How I planned to document lessons
The session of lesson learnt has focussed in determining project failures and success. This includes recommendations towards development of future performances over the projects. However, project managers have comprised of professional obligations. This is to conduct different areas of learning having different external and internal stakeholders. This happens specifically as the yield of project is lower the outcomes intended. These lessons learnt are vital for different processes of lessons. As the session is unsuccessful, the company can lose out various scopes of learnt lessons.
The project manager is chosen to facilitate the session. The result of the project survey is summarized through project managers and participants, as the session goes on.
The facilitators has been utilizing lessons learnt categories. This is to concentrate of participants to take discussions and think. The document is planned by asking the following queries.
What needs to be developed
What has been going wrong
What has been going right
Lessons learnt: framework (con’t)
what actually happened?
When I identified and collected lessons learnt
Who I involved in the process of gathering lessons
How I documented lessons
Document Lessons Learned
As the lessons learnt are captured, they are reported to project stakeholders. Various kinds of reports are developed on the basis of audiences. These detailed lessons of the report comprises of information gathered and extra inputs from different participants. They were unable to attend.
Here, the facilitators has prepared lessons for the overall summary of current leadership. The document has presented overview of lessons that are learnt and different summary project strengths. This includes strengths and weaknesses that are required to get developed. This report has been able to include attachments that ate made available in various leadership of events that are more informative.
Lesson 1
1. Situation
2. The situation made me feel…
3. What I learnt from reflecting on the situation
At level 2, the governments have been defining process and primary techniques. These are done while documenting and identifying lessons learnt. This process has turned to the culture of organization. This is constantly applicable to process and project documents.
This is helpful to revise the documents for more and more efficiency.
The lesson learnt is that what the organizations have needed for effective tools and starting of analysis of various stored lessons learnt. It is understood that collecting of lessons learnt is mandatory as the valuable data is never shared under the provided organizations. These are done to avoid reoccurring of lessons learnt. Most importantly, the best practices are to be repeated for the lessons learnt.
Lesson 3: Improvement Strategy
1. Improvement strategy
2. How to measure if the strategy works
3. Why the strategy is achievable
4. Relevance of strategy to address the lesson
5. When the strategy will be implemented
Here SMART process is identified for procuring project management. This indicates the criteria to user objectives and goals. These aims are time-bound, relevant, measureable and specific.
This concept for all the project goal has been adhering to SMART criteria in order to become effective. Thus, as panning of project objectives are done, they have been undergoing some following objectives.
The “specific” has been helpful to measure how the goal has to be a targeted area of development and answering any particular need. Then the “measurable” part has been determining that the goal has been quantifiable for allowing measureable progresses. This has been considering the attainable goals that has been realistic on the basis of various existing constraints and available resources. Moreover, this has been relevant to the goals that has been aligning with objectives of business that is needed to be considered worthwhile. The “time-bound” part has been comprising of defining finishing part and deadline.
The SMART process in project management has been one of the effective way to assure success. Besides, irrespective if how well the task has been premeditated and probably taking some attempts is also considered. This is to completely hit the strides. Points are created to supply a critical feedback. As the project gets completed, it has been never hurting to sit down and analyse what has been well and developed for future.
For “specific”:
Few overarching aims are considered around the project. This must be done through finishing tasks in timely way. Then they should stay under the provided budget. Further, the product delivery is to be developed.
For measureable:
The deliverables of project has been denoting to the outcomes on the basis of particular needs. These are the tangible items in typical manner. Here, the designing of project is to be included and latest websites with deliverables must involve elements that has been landing pages and specific completed elements.
For achievable:
There has been determination contribution of disbursement.
For realistic:
The risk factors are to be identified.
For times:
They should be considering deploying of Gantt Charts in different prior stages of their business.
The strategy must be implemented as there is immense array of technically and complex challenging scenario. Besides, the SMART is to be deployed as there is a challenge in developing strong template of management to be a rousingly complex skill.
Lesson 2
1. Situation
2. The situation made me feel…
3. What I learnt from reflecting on the situation
The situation has demanded the development of sound goals for managing their individual and performance of employees. The employees are asked to set goals for the evaluation period. As the employees are asked about the goals, they are taught to develop SMART aims. These must be supporting their individual aims for the similar period.
The “Specific” has made me understand that the goals are to be written simplistically and they are to be defined clearly that they has been going to do.
The “measurable” part has referred that the goals should be measurable and one must have tangible evidences that are to be accomplished for the goal. This entire statement of the goal has been the measurement of the project that has been short-termed with little measurements that is crated to the goal. Next, the “achievable” goal has been denoting that it has been challenging and defined such that one can gain them. Appropriate knowledge is needed for the abilities, skills and knowledge for achieving that aim. The results has denoted that the goals are to be including various measurable outcomes and not activities. Besides, the time bound has been indicating that the goals are to be linked to timeframes creating practical sense of urgency and resulting in tension between present reality and vision of that goal. Instead of the tension, the aim has been unlikely producing related outcomes.
The idea of writing SMART goals has been vital to accomplish individual goals. This has been in turn linked to various departments. It has been vital for assuring proper communication between supervisors and employees. Hence there has been no surprises as any performance evaluation is done at the end of the year.
Lesson 2: Improvement Strategy
1. Improvement strategy
2. How to measure if the strategy works
3. Why the strategy is achievable
4. Relevance of strategy to address the lesson
5. When the strategy will be implemented
The improvement strategy must include scheduling status reporting that has been involving monthly assessments of progressing the schedule. This is done with close monitoring of sectors of schedules that has posed risks to successful ending of the project. Then risk management tasks must be done. This should include reviewing, analysis and tracking of items of risks under the project risk register. Further, the developments are to be monitored regarding action implementation. Further, reporting metrics are to be developed. Ultimately transparency is to be maintained with stakeholders.
The effectiveness of proper actions are to be taken at the account level for driving development.
The strategy is achievable as there is verification of development initiative of action completion.
It has been helped in validating the efficiency of these activities.
This metrics has been taking extents of actions of various closure evidences that is validated and verified through controlling accounts. This must be done against the overall number of activities. This is done against overall control accounts that are been accounts.
Lesson 3
1. Situation
2. The situation made me feel…
3. What I learnt from reflecting on the situation
The above study is helpful for the project team in assembling findings in the report.
Then the end state is to be achieved that has been comparing the stated and achieved condition of various deliverables against end state condition definitions.
The above study is helpful to identify the primary aspects and forming the ground stone of its managements along with analysing the entire success.
Lesson 3: Improvement Strategy
1. Improvement strategy
2. How to measure if the strategy works
3. Why the strategy is achievable
4. Relevance of strategy to address the lesson
5. When the strategy will be implemented
That report should be documenting achievements of goals as compared to project performances against various initial initiative aims.
Then there is project schedule performances are to be done.
This is to be done comparing to real schedule performances against the primary schedule.
Further, project initiation document has been created on business.
However, it has needed to invest plans and runs the residual part of the project.
Conclusion
The above study highlights how project innitiation is done using analysis and information data that is developed as the initiation of activities goes on. The initiating of the project is a huge investment for the organization. As the initiating of the project goes on, the project manager can create collection of various management predicts. This is helpful to highlight the project is managed, costing and the quality is planned, checked and communication is done.
Reference
Heagney, J. (2016). Fundamentals of project management. Amacom.
Heldman, K. (2018). Project management jumpstart. John Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Kloppenborg, T. J., Tesch, D., & Manolis, C. (2014). Project success and executive sponsor behaviors: Empirical life cycle stage investigations. Project Management Journal, 45(1), 9-20.
Martinelli, R. J., & Milosevic, D. Z. (2016). Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
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