Undertake Project Work 5 Tasks
BSBPMG522A UNDERTAKE PROJECT WORK Diploma of Business
Eduardo Becker
Gold Coast, Queensland – March/2015
CHAPTER 1 – PART A – UNDERTAKE PROJECT WORK
1) Purpose, objectives, standards expected, schedule, resources allocated or available.
2) Technical constraint -> deal with the actual construction processes that are tasked to complete an activity or assembly.
Management constraint -> a management-imposed constraint and is different than the technical constraint since it can be reversed in comparison to the technical restraint that cannot
Interproject constraints –> This type of constraint is based upon the premise that a deliverable of one project or task is needed to complete another project
Date constraints –> Date constraints establishes time milestones or benchmarks on a project that the entire construction team works toward
3) My structure have the management level, the mid-level, such as supervisors, and the line workers. Depends on the communication, they print for everyone. But most of the communications stays until mid-level, because they consists on a management change (not necessarily involving the line workers).
4) Sponsors are vital. Without them, there was not project. Clients are the source to discover if the changes went ok or not. Clients can contribute directly on projects, not just by answering questions. Funding bodies in this case can be the internal department, allocating more money for a project and balancing the whole budget.
5) Example: timelines
The project staff analysed with basis in a series of factors like training staff, adequate to legislative requirements, measuring risks, availability of the budget and quality standards to set a timeline. Once every step is scheduled, the whole staff can work with a estimated and real parameter of timeline.
6) I can establish limits with some basic questions like: who do I report to? What resources can I freely use? What decision-making authority do I have?
Establishing aspect (and
Eduardo Becker
Gold Coast, Queensland – March/2015
CHAPTER 1 – PART A – UNDERTAKE PROJECT WORK
1) Purpose, objectives, standards expected, schedule, resources allocated or available.
2) Technical constraint -> deal with the actual construction processes that are tasked to complete an activity or assembly.
Management constraint -> a management-imposed constraint and is different than the technical constraint since it can be reversed in comparison to the technical restraint that cannot
Interproject constraints –> This type of constraint is based upon the premise that a deliverable of one project or task is needed to complete another project
Date constraints –> Date constraints establishes time milestones or benchmarks on a project that the entire construction team works toward
3) My structure have the management level, the mid-level, such as supervisors, and the line workers. Depends on the communication, they print for everyone. But most of the communications stays until mid-level, because they consists on a management change (not necessarily involving the line workers).
4) Sponsors are vital. Without them, there was not project. Clients are the source to discover if the changes went ok or not. Clients can contribute directly on projects, not just by answering questions. Funding bodies in this case can be the internal department, allocating more money for a project and balancing the whole budget.
5) Example: timelines
The project staff analysed with basis in a series of factors like training staff, adequate to legislative requirements, measuring risks, availability of the budget and quality standards to set a timeline. Once every step is scheduled, the whole staff can work with a estimated and real parameter of timeline.
6) I can establish limits with some basic questions like: who do I report to? What resources can I freely use? What decision-making authority do I have?
Establishing aspect (and