It Project Management

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Exercise 11 Project Tracking2
Exercise 12 Risk Assessment7
Exercise 13 Refining your project plan (using software)9
Exercise 14 Initiating11
Exercise 15 Planning16
Exercise 16 Executing18
Exercise 17 Controlling21
Figure List
Figure 1 Calendars of Project FlyDragon4
Figure 2 Tracking Gantt Chart of Project FlyDragon6
Figure 4 ResNet 1996 Application Development Gantt Chart16
Figure 5 ResNet 1996 Office Implementation Gantt Chart17
Figure 6 Simple and Unfriendly Interface of NWA¡¯ PARS30
Figure 7 ResNet Project Team Organization Char31
Figure 8 The friendly and flexible Interface of ResNet deliverable (output)35 Figure 9 Selling Impact of ResNet36
Figure 10 FlyDragon Project PERT Chart39
Table List
Table 1 McFarlan Risk Questionnaire of FlyDragon Project7
Table 2 List of ResNet Project Leaders (Managers)11
Table 3 Action list of the project manager and senior management in project initiation11 Table 4 The Cost contrast between four types of airline tickets sales14 Table 5 The major reasons for choosing a site15

Table 6 Weekly Status Report of FlyDragon Project22
Table 7 List of quality management related issues28
Table 8 The Three ResNet Projects (three phases)30
Table 9 ResNet Benefits review made in 199636

The software quality focus

Question 1: Selected exercises
Exercise 11 Project Tracking
nBegin organizing your project files by making decisions on the relevance of materials and make some estimates for tracking your project. Refine your project plan. To estimate, tracking and refine the project plan, there are a lot of files can be used, include illustrations and reports. Here, after WBS (Work Breakdown Structure), we use Calendars, Network Chart, Critical Path, Gantt Chart, PERT, especially Tracking Gantt Chart after WBS (Work Breakdown Structure), and use rate of progress management report. They can further carry out each work package to concrete date, and establish a baseline to allow further tracking, then the project can be refined at this phase. Here noticeable is, register actual progress in schedule regularly, is the chief guarantee for project progress tracking. The project managers should not only insist their staff register actual progress, but also have accountability to ensure whether the registers are truth. Otherwise, the project would have high possibility that get into trouble. For this project, the WBS (both in Tabular Form and Chart), Network Chart, and Critical Path have issued in Assignment I; the Calendar and Tracking Gantt Chart will been showed here, and the Gantt Chart and PERT will been showed in Exercise 13.


Figure 1 Calendars of Project FlyDragon
¡¤Tracking Gantt:
Figure 2 Tracking Gantt Chart of Project FlyDragon

Exercise 12 Risk Assessment
Prepare a Risk Assessment for your project, using the abridged format in the example below. See p277 and the Dayton Tire Co use of McFarlan¡¯s risk questionnaire. Determine the abridged McFarlan Risk Questionnaire risk score (weight) or the project due to the following technology factors. (Sum of risk score ¡Á Weight). FactorRisk ScoreWeight

1 Is additional hardware required at the Project? NoneCPU type changePeripheral/storage device changesTerminalsChange of platformLow = 0 Low = 1 Low = 1 ¡ÌMed = 2 High = 3 1 2 Which hardware is new to the Project organization? NoneCPU type changePeripheral/storage device changesTerminalsCompany server or workstationsLow = 0 Low = 1 Med = 2 Med = 2 High = 3 ¡Ì3 3 Is special non-standard hardware required? NoneYesLow = 0 ¡ÌHigh = 3 5 4 Is the SET software for secure transactions a first of a kind for the Project? NoYesLow = 0 Med = 2 ¡Ì3 5 Is the system networked (online to multiple locations)? NoShared...
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