Project Strategy and Planning
When planning for the Alliance Prototype Project, we took a very structured approach. Group members were assigned formal roles, which were then used to delegate portions of the planning document. Each section of the planning document was completed individually, but was revised at a follow up meeting where the group discussed their rationale behind each of their decisions. When formulating the scope statement, our Quality Manager focused on key deliverables and defined constraints, synthesizing the available information into one cohesive statement. Our Risk Manager brainstormed a list of all possible risks when executing the simulation, assigned probability and cost impacts to each, and then decided whether to accept …show more content…
If the scope of the project was too limited, the outcome may not meet customer and sponsor expectations. Specifically in the case of the Alliance Project, if our website prototype had more than 12 defects, the project would be considered a failure, as this was a critical success factor. The other two corners of the iron triangle would be affected, as this would force the project over time and over budget, since we would have to revise the product such that it met the customer 's acceptance criteria. Consequently, we identified scope to be the most important constraint. At the same time, we took into account time and budget, as the customer expected that the project would be completed within 11 weeks at a maximum cost of $50,000. Accounting for these constraints and assumptions was necessary so that when uncertain information arises throughout the project, we were able to return to our constraints and assumptions, which reminded us of what we were to achieve, how we were to achieve it, and how much achieving it is supposed to …show more content…
However, we were unable to complete the simulation within the given time frame of 11 weeks, and budget of $50 000. For the first ten weeks of the project, we were projected to finish at the 12 week mark. We made sure to appropriately allocate employees in order to complete the required tasks in a timely manner. We paid specific attention to the Gantt charts and network diagram in order to set the priorities of all staff members relative to the order that tasks needed to be completed in, thus minimizing the idle time of our resources. Quality and quality assurance training was provided to employees early on in the simulation in order to reduce the defect level of our product. This proved to be beneficial for our quality level, as our projected defect level following the training progressively dropped from 20, to our final quality level of 11
When planning for the Alliance Prototype Project, we took a very structured approach. Group members were assigned formal roles, which were then used to delegate portions of the planning document. Each section of the planning document was completed individually, but was revised at a follow up meeting where the group discussed their rationale behind each of their decisions. When formulating the scope statement, our Quality Manager focused on key deliverables and defined constraints, synthesizing the available information into one cohesive statement. Our Risk Manager brainstormed a list of all possible risks when executing the simulation, assigned probability and cost impacts to each, and then decided whether to accept …show more content…
If the scope of the project was too limited, the outcome may not meet customer and sponsor expectations. Specifically in the case of the Alliance Project, if our website prototype had more than 12 defects, the project would be considered a failure, as this was a critical success factor. The other two corners of the iron triangle would be affected, as this would force the project over time and over budget, since we would have to revise the product such that it met the customer 's acceptance criteria. Consequently, we identified scope to be the most important constraint. At the same time, we took into account time and budget, as the customer expected that the project would be completed within 11 weeks at a maximum cost of $50,000. Accounting for these constraints and assumptions was necessary so that when uncertain information arises throughout the project, we were able to return to our constraints and assumptions, which reminded us of what we were to achieve, how we were to achieve it, and how much achieving it is supposed to …show more content…
However, we were unable to complete the simulation within the given time frame of 11 weeks, and budget of $50 000. For the first ten weeks of the project, we were projected to finish at the 12 week mark. We made sure to appropriately allocate employees in order to complete the required tasks in a timely manner. We paid specific attention to the Gantt charts and network diagram in order to set the priorities of all staff members relative to the order that tasks needed to be completed in, thus minimizing the idle time of our resources. Quality and quality assurance training was provided to employees early on in the simulation in order to reduce the defect level of our product. This proved to be beneficial for our quality level, as our projected defect level following the training progressively dropped from 20, to our final quality level of 11