Week Two Develop The Project Scope Statement And The Project
Week Twodevelop The Project Scope Statement And The Project Charterco
Week Two develop the project scope statement and the project charter. Construct the work breakdown structure (WBS) in Microsoft® Project® 2007. Design the communication plan. Identify the key stakeholder groups and their project information needs. Create a table in Microsoft® Word summarizing what information will be produced during the project lifecycle, including status and issues reports, the target audience for each type of information, when each type of information will be available, how the information will be communicated, and who is responsible for producing the information.
Paper For Above instruction
Developing a comprehensive project plan is essential to ensure the successful initiation, planning, execution, monitoring, and closure of a project. The second week of this project management exercise concentrates on establishing foundational documents such as the project scope statement and project charter, creating a work breakdown structure, designing a communication plan, and identifying stakeholder information needs.
Project Scope Statement and Project Charter
The project scope statement clearly delineates the boundaries of the project by describing its objectives, deliverables, assumptions, constraints, and exclusions. For the Riordan project, the scope statement would specify the primary goal—such as enhancing manufacturing efficiency or expanding product lines—and define what is within and outside the project’s scope. Accurate scope definition prevents scope creep and ensures all stakeholders are aligned.
The project charter authorizes the project, outlining its purpose, goals, key stakeholders, project manager’s authority level, and high-level requirements. It also formalizes commitment from the project sponsor and provides the official commencement approval essential for project initiation.
Work Breakdown Structure (WBS)
Constructing the WBS in Microsoft® Project® 2007 involves decomposing the project into smaller, manageable work packages. Each task or deliverable is hierarchically organized, facilitating resource allocation and scheduling. For example, the WBS for the Riordan project might include phases such as planning, design, procurement, implementation, and testing, with further subdivisions into specific activities under each phase.
Communication Plan Design
An effective communication plan ensures timely and appropriate information sharing among stakeholders. This plan identifies the methods of communication (emails, meetings, reports), frequency, formats, responsible parties, and distribution channels. It also emphasizes transparency and promotes stakeholder engagement throughout the project lifecycle.
Stakeholder Identification and Information Needs
The project stakeholder groups may include executive sponsors, project team members, suppliers, customers, and regulatory bodies. Each group has distinct information needs; for instance, executives may require high-level status reports, while team members need detailed task updates. Recognizing these needs allows tailoring communication to enhance understanding and support.
Information Summary Table
Creating a table in Microsoft Word helps organize the information flow. The table would include columns such as: Types of communication (status report, issues report, change notices), Target audience (project sponsors, team members, stakeholders), Frequency (weekly, bi-weekly, monthly), Mode of communication (email, meetings, dashboards), Timing (when reports are generated), and Responsible person (project manager, team leads). This structured approach ensures clarity and accountability in information dissemination.
In conclusion, establishing rigorous scope and charter documents, a detailed WBS, tailored communication plans, and stakeholder information management are critical to guiding the project toward successful completion. These foundational elements foster transparency, set expectations, and facilitate coordination among all involved parties, thereby reducing risk and improving project outcomes.
References
- PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.
- International Journal of Project Management, 32(1), 15-22.