Project Management Plan Critique

Executive Summary A project management plan titled â€Å"Developing a Local Area Network† is the focus of the critique of this report. Typically, the project management plan details the approach used to creat a local area network (LAN) by starting with the project management plan fundamentals as the project management plan benchmark framework for the critique.Advertising We will write a custom report sample on Project Management Plan Critique specifically for you for only $16.05 $11/page Learn More An analytical critique of the above mentioned project management plan is detailed in this document culminating in recommendations to address the issues raised in the critique. Typically, it is important to apply the use of modern software project management tools to provide advance simulations before a full pronged commitment of resources in project implementation. Introduction A project management plan is a critical document that provides a framework f or starting and implementing any project. Typical of the current PMP to be critiqued, the details of the project scope, project sponsors, and other basic component details of the project are anaysed with accompanying criticism. The document starts with the project name as an outstanding element of the project, proceeds to detail other components of the project management plan before culminating with a detailed recommendation addressing inherent weaknesses Schwalbe (2007). Name The name of the project is a critical element that provides instant and descriptive information about the project. A keen evaluation of the title of the project â€Å"Developing a Local Area Network† does not reflect the actual designation of the project leaving one to conjure up a picture of a project either in progress or just a description of the concept detailing method of implementing a LAN project. Intersstingly, an appropriate title should have read â€Å"Warrens Superamrket Local Area NetworK ( LAN) Project Implimentation Framework†. The tiltle not only provides actual information about the project, but also details the why and how the project is to be implemented and seems to explain the purpose of the porejct. Description The description is the â€Å"why† and the â€Å"how† of the project but falls short of measuring up to the project management plan benchmark against which the critique is done. The project lacks the project timeline and milestones specific to each project management plan document. No project budget estimates are provided despite the use of simple and clear descriptive language having been used to write the project report.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Sponsor’s Details A project spsonsor is one of the most important project stakeholders. Therefore, details of the project sponsor should be contained in the project ma nagement document (PMBOK, 2008). A close scrutiny of the document reveals it to contain the project sponsor’s contact telephone number, email address, and name. However, no alternative emergency contacts are provided for reaching the project sponsor in the event the normal contacts fail (Product Information, Microsoft Project, 2010). Project manager and team details Any project team should reflect a hierarchical setting associated with the roles and respsonsibilities of project team members. However, the current document under investigatin does not imply such a hierarchy, but provides detailed contacts and names of team members making it difficulty to identify how roles and resposnsibilities are assigned in relation to each team members’ skills. Deliverables The document under criticism classifies deliverables to be in terms of the milestones on project imlimentation strategies. Each phase of the project that is successfully achieved forms a deliverable for project imp lementation. However, the document, though keen in identifying and documenting the deliverables does not provide a framework for such documentation and appropriate resource requirements to achieve the deliverables. Documentation One of the critical components of a project management plan is documentation. Contrary to expectations, the documentation of the project management plan indicates a deficiency in detailed project configuration data and source code and the necessary copyright laws and permission to use or alter the source code as per the business objectives and other legal requirements and protection of the source code (PMBOK, 2008). No information should be left out with regard to client relationship with the product vendors. Reference details As a best practice in project implementation, a detailed guide should characterize a keenly thoughtout project management plan. Each of the accompanying details should come with a reference section that allows the project team to accur ately and appropriately implement a project with identifiable maintainance frameworks. Definitions Definitions should clearly indicate the detailed meaning or implied name. The document under investigation seriously lacks the details and need to be updated to measure up to that requirement. In addition to that, technical terms used in the document should be accompanied with appropriate explanations making the document clear and unambiguous. Organization The organization for which the LAN is to be implemented does not detail the organization’s strategic objectives and their implications on the organization’s operational environment in line with its mission statement.Advertising We will write a custom report sample on Project Management Plan Critique specifically for you for only $16.05 $11/page Learn More Organizational charts It is important for the organizational hierarchy specific to the client’s settings to be provided in the pro ject management plan. However, such an important detail is lacking in the plan. No roles and responsibilities are identified and detailed in the organizational chart. Further still, it is important to understand the roles and resposnsibilities are assigned in relation to team experience and appropriate skills. However, the document does not contain such details. Project Responsibilities Schwalbe (2007) details the fact that a management project plan should contain details about how roles and responsibilities are assigned to team members in a Responsibility Assignement Matrix (RAM). It is a standard requirement to consider the effect of reviews as a tool to provide information about project implementation progress. Typical of the document being critiqued, a lot of confusion is bound to be experienced in the implementation process besides failures by the management to audit the project progress against the established benchmark. In addtiotn to that, efficient allocation of resources c an be effected if the project management framework clealy details the assigned roles and responsibilities. Management and Technical Processes Technical processes are critical to the implementation of a project. These details form the basis of a successful project implemented with appropriate personnel. A critical thought on this issues demsontrstes the fact that the project can only be successful if issues related to management of implementation risks, issues related to hardware and software procurements, and other related components should be integrated. Total quality management and scope management form part of the technical processes that should be keenly considered. Management Objectives Successful project teams under a project team leader and a keen management know well that objectives define what to be done and how to do what is to be done and expected results. That allows project team members to evaluate their activities, project progress, and deviations from the set objectiv es to take corrective measures to ensure any deviations are corrected at the earliest. Typical of the document under criticism, no project progress objectives have been developed and spelt out to guide project progress. Therefore, the possibility of confusion and loss of project track are bound to invest the project. It is important to address this issue by incorporating a business requirements plan that spells out key areas demanding immediate attention. Project Controls When project progress is not carefully tracked, loss of project progress track, poor allocation of resources, failure to meet deadlines, and failure to deliver on critical milestones resulting in overall poor project implimentaion and sometimes failure are the likely to occur.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The document under scrutiny lacks such crtical components as roles and responsibilities and hierarchical delagtion of responsibilities to drive the project to success (Robert, 2009). The document lacks in the strategic approaches that can be employed to address the problem of quality assurance and control, quality management, and iterative process of periodical reviews. Another area of interest is the failure of the document to strategise on how the project is to be handed over to the client, short term and long term benefits and how these benefits are to be realized. Additionally, the project document should at this point indicate the benefits projected to be realized from the project for the client (Robert, 2009). Risk Management Proejcts are susceptible to risks before implementation begins. Each phase of the project lifecycle is susceptible to specific risks that should be managed as project implimentation progresses (Creveling, 2007). The project management plan should enable k een managers to identify, assess, plan, and implement measures and strategies for mitigating upon the risks. The current project management plan lacks the essential details about how risk management should be effected and how risks are to be shared between project stakeholders. Moreover, the risk management plan should detail how risk due to uncertainties of a project stakeholder deserting the project should be addressed. Contigency plans are not in place to address the risk. In addtiotn to that, the document does not detail the various risks likely to be experienced during project development lifecycle (Creveling, 2007). Typical risks that should be addressed include technical risks, financial risks, skills risks in case a skilled project team member falls sick or deserts duty for some reason, and system functionality risks in case the implemented project does not meet operational performance benchmarks (Creveling, 2007). Project Staffing The project staff is the most important bac kbone in the implimentation of any project. Various tools are used in project staffing to assign roles and responsibilities to project team members (Doll, 2002). The project manager’s human resource role is to ensure staffing is done according to specified procedures. Project staffing should reflect typical job description and task specifications to be assigned each employee. The staffing approach that includes the recruitment of employees, selecting appropriately skilled workers, hiring them on specified terms and conditions, and training them before engaging in project work should be critical of the management process. These critical human resource responsibilities are not detailed in the document (Robert, 2009). In addition to that, employees need to be motivated based on different motivational theories to enagnce their on job performance. The document under investigation does not detail any approaches that the management will use to motivate employees and assure them of a job security. Employees who feel protected by their employeer feel more motivated than employees who work in unsecure environments (Robert, 2009). Work to be done A work break down strucuture that details tasks and related activities for each employee is an important tool that project managers use ti track project progress, project resource allaoctions and demands, and project milestones. However, the document does not appropriately provide means for project managers to identify project milestones. It is important to incorporate details about the work breakdown strucuture to indicate how tasks are assigned and deliverables to allow tracking to be done appropriately. In addition to that, the work breakdown structure (WBS) should use graphical tools to indicate the approach used in detailing project activities. On the other hand, project dependancies should be clearly indicated on the graphical representation of tasks and dependancies (Product Information, Microsoft Project, 2010). S chedule The project management plan under investigation does not detail approaches used to assign project resources, the number of available resources, the time dependent activities, how activities will be organized to run, who should be responsible for what activity. In addition to that, the project under question does not show overlapping activities and critical activities will be addressed through all the stages of project development lifecycle. It is important to use appropriate software tools to prepaire project tools such as a project Ghantt chart to provide accurate project scheduling of resources and accurate designation of tasks (Product Information, Microsoft Project, 2010). Budget The project budget suffers from a very important shortfall. There is a stark failure to link between the project allocation of resources and typical project tasks and costs. However, the document details appropriately allocation of resources (Doll, 2002). These include employee salaries, hardwar e and software tools, and appropriate compensation for each employee (Doll, 2002). On the other hand, the current project document under investigation does not detail how Return on Investment (ROI) on the the LAN infrastructure can be recouped. It is important tp use modern software tools in project management planning to provide a simulation of a project before planning on implementing the project (Schwalbe, 2007). Conclusion A criticsism of the project named â€Å"Developing a Local Area Network† starts with a critical analysis of the name and a typical opti on that could appropriately address the naming as â€Å"Warrens Superamrket Local Area NetworK (LAN) Project Implimentation Framework†. Typically, the project does under invatigation identifiably lack various elements critical of a successful project management plan. These deficiencies are critical components ensuring project success. Among the most important elements lacking in the peoject plan is a charter that shows the roles and responsibilities of each project team. In addition to that, the project team members have a work breakdown structure that does not clearly indicate duties and responsibilities assigned to each team member. Recommendation It is important to identify a project title that clearly provides information about the actual project to be implemented, various tools to use, an appropriate work breakdown structure, project risks, and skilled project team to effectively implement a project. In addtiton to that, resources should be identified beforehand and an efficiently planned allocation done to ensure project success. References Creveling, C.M (2007), Scorecards for Risk Management in Technical Processes, Retrieved from http://www.informit.com/articles/article.aspx?p=680844 Doll, S (2002). Creating your project budget: Where to begin?. Web. PMBOK Guide.(2008). A Guide to the Project Management Body of Knowledge: 4th Edition, Project Management Institute. Product Informatio n, Microsoft Project. (2010). Retrieved from https://products.office.com/en-us/home?rtc=1 Robert, B. (2009). The Project Workout: 4th edition. Financial Times/ Prentice Hall. ISBN 978-0273723899. Schwalbe, K.( 2007), Intro to Project Management, Cengage Learning. This report on Project Management Plan Critique was written and submitted by user Luke H. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here. Project Management Plan Critique Executive Summary The summary has captured most of the important details, which are covered in the plan. A reader who does not have enough time to read through the whole document can at least get a good idea of what the document talks about, even without reading the whole document.Advertising We will write a custom report sample on Project Management Plan Critique specifically for you for only $16.05 $11/page Learn More The purpose of the report together with the major findings is clearly outlined, but the recommendation is omitted. In addition, most of the information which is written here is repeated in the introduction. The summary has been written in its own page such that the plan looks organised and easy to follow. Introduction The introduction is written in a concise manner, and it has at least met the primary objective. It has clearly indicated the scope of the report, and discussed the objectives in an easy and understandable language. Generally , the introduction has provided a good summary of what will follow. Name Although the name reflects the nature of the project, it is not the best to choose. This is because it is not easy to understand its meaning, as it is too long and somewhat ambiguous. Perhaps, it could have been shorted, and words which are not easily confused used instead. Again, terminology scares those who do not understand IT. In other words, despite its importance, the name is a little bit too complex for a lay man (Schwalbe, 2006). Description This section has been used to give details of the project description. It has captured information related to goals and the purpose of the project. Although the language used is a little bit complex, someone who understands project management’s basics can hardly fail to understand it. Most evidently missing from this section is a time and cost estimates (Robert, 2009). Sponsor’s details This section has incorporated a discussion of all the critical det ails relating to the sponsor. The names, title, and the contact information has been provided. If it becomes hard to contact the person whose details are given, then one can contact another person whose contacts have been provided as back-up.Advertising Looking for report on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More Project manager and team details The project manager and the team’s contacts have been provided. Their names, titles, and contacts information are available. In addition, back-up contacts have been provided in case any official is not easily reached. Deliverables This section has been used to discuss the project’s deliverables. The author has listed all the products together with their description. However, the author has not separated them according to their related categories. This makes it hard to understand their relationships. Reference details This section has revealed all the referenc es that have been sourced from different field, including project management, information technology, procurement management plan, and quality management plan. In addition, a list of the sources that were used has been included, however, it has not been properly formatted according to APA writing style – it contains numerous errors of style. Definitions This section has been used to throw light on the most technical words. However, the author has overlooked many words, which are not easily understood by a reader without specialised knowledge in particular field such as IT. Only a few technical words have been defined in this section. The language that has been used for definition is easy to understand (Sebastian, 2007). Organisation Organisational charts All the organisational charts that have been used are explained in this section. The author has used simple diagrams, which make it easy to understand the structure, including the lines of authority. The roles and names have also been clearly provided. One can easily understand different representatives and their line of authority. All the charts have been included and a proper evaluation undertaken – the section is excellently done (Marchewka, 2006).Advertising We will write a custom report sample on Project Management Plan Critique specifically for you for only $16.05 $11/page Learn More Project responsibilities A review of all roles and responsibilities in the project has been tackled here. An example of such review includes responsibility assignment matrix (RAM), which has incorporated all the responsibilities together with those who are responsible in carrying out the tasks. This matrix has clearly described different responsibilities which are awarded to different members. For example, it is easy to understand the project team leader’s role, and that of any other member. Management And Technical Processes Management objectives This section has provided a precise description of the managerial objectives. The objectives are very realistic since the manner in which they could be achieved is disclosed, while at the same time paying attention to the constraints of the project. The assumptions that are set by the management have also been outlined. However, this section does not make it very clear, how the management intends to monitor the process of the project to ensure that all the objectives are achievable. Project controls Change control procedures and project monitoring strategies are described in this section. The management uses quarterly reviews to monitor the progress of the project and to ensure that the objectives are met. The monitoring strategies described in this section are comprehensive and easy to understand. There is a clear indication of factors that could cause problems to the project, and possible ways of avoiding them proposed. The information system control system has also been well described, though the amount o f terminology used to explain how it works may be hard to be understood by a person without technical knowledge in IT. Risk management This section has clearly outlined the way the project team will manage, identify and control risks. There is a comprehensive description of the tools that will be used to identify and control risks. The tools, which includes impact matrix, have been provided in the appendices section. The explanation of such tools is precise, and in simple language.Advertising Looking for report on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More Project staffing Appraisal of the staffing plan has been provided in this section. The number and the type of staff required is clearly indicated, though the rationale is missing. The roles and responsibilities are well described in tabular indexes. Some critical diagrams, which could make it easier to understand the staff requirements, are absent. For example, a resource histogram has not been provided. Technical processes The documentation standards are described in this section. The language used is simple and clear, making description of the standards very easy to understand. The system development lifecycle has also been discussed in this section. A simple structure is used to describe the cycle, which is well numbers and extensively explained. Nevertheless, some terminology is not well defined; hence, it is not easily understood by a person with no technical knowledge. The justification is clearly provided. In regards to this project, the choice of the approach seems appropria te. Work To Be Done Major work packages The organisation of the project has been outlined well in this section. It makes it easier for a reader to have a general knowledge on how the project is organised. The author has described the structure in a comprehensive manner, and clearly indicated the scope of the project. Different tasks have been broken down and categorised according to their relationships. Key deliverables This section has been used to discuss the project’s deliverables. The author has listed all the products together with their description. However, the author has not separated them according to their related categories. This makes it hard to understand their relationships. Other This section has reviewed other critical component of the project, including the software and hardware requirement. Important details relating to software such as compatibility and security have been discussed. Hardware requirements, such as compatibility, acquisition and security have also been discussed here. However, the assumptions have not been provided. Schedule Summary The overall project schedule is provided in this section. Milestone report and Gantt charts are also discussed in this section. Detailed This section has provided a judgement in regards to the information contained in the schedule. Relationships between network diagrams and project activities are provided. Generally, description in this section is relatively accurate and well reported. Other The assumptions related to the project schedule are stated well, however, they do not seem to be exhausted. Budget Summary This section has provided a detailed report in regards to the estimate of the budget. The aim of the budget is to show all the budget line items and reflect the figures in present terms among others. Detailed The project budget and other project cost management plan have been accurately provided. The figures are accurately represented and the plans are realistic. Other The informatio n related to financial aspects, such as assumptions, valuation methods, budget constraints, source of finance, and methods of filling budget gaps are provided here. They are discussed extensively and in a simple language. Conclusion The use of planning tools in IT projects is one way of ensuring that there is efficiency in achieving the project’s goal. Despite having these tools to improve the processes, procedures and outcomes of many IT projects, the application of such tools is not a major guarantee to successful planning and execution of projects. Several reasons may lead to unsuccessful development of IT projects while using these planning tools The planning tools of IT projects are organized in a manner that enables the IT professional experts to achieve the intended goal(s) of their projects with great effectiveness. The planning tools for IT projects tend to be organized to fit different project planning components. That is to say, the planning tools are organized to help IT planners in the areas of determining the scope of a project, its specific activity and overall duration as well as costs (Kerzner, 2003). This project management plan is generally well organised, though there are some critical areas that need improvement, so that it can be more effective. As already highlighted, a project name is very critical, and should be designed in a simple manner, which is easy to memorise and understand. It has been stressed that the project name should be related to the nature of the projects. In this regard, the name chosen in this project should be restructured. The goals and objectives of the project are also very critical. Throughout the report, it has been emphasised that the goals should be clearly stated, and should be realistic. Generally, this plan has outlined its goals and objectives in a precise and realistic manner. The other area which has been very important in determining the effectiveness of this plan is in regards to the language be ing used. It is evident that the language used to describe different sections of the plan should be easily understood, even by a person without a particular technical knowledge. A major weakness that has been pointed out in this project plan is in regards to the use of terminologies without proper definition, which locks out people who do not understand that particular language from effectively using the plan (Patel, 2000). Different tools that are used in the project plan are very important, and should be described very clearly and extensively. For example, Gantt charts, responsibility assignment matrix, organisational chart diagrams and any other tool have been used in this plan to explain different concepts. As discussed, such tools should be easy to follow and understand. No important tool should be left out in a project plan. For instance, the Gantt charts are used to direct and assist the IT project developers during the planning stage of the project development. The PERT char ts are also other useful tools which are used at the planning stage. However, although these planning tools are set to contain specific information and data for the project development, the data or information contained in one particular planning tool is useful for development using other planning tools. As revealed, the tools used in the planning are mostly organized on project’s major framework. Even though they are set on certain categories, the procedural application is not quite clearly defined for easy application by novice IT project planners. Frankly speaking, the planning tools appear to be designed to pass messages mainly through use of visual representation. Heavy use of visualization items is likely to cause message misinterpretation and barrier to tools applications in developing excellent project plans. Without proper and keen study of the graphic tools, it will be very hard and difficult for a user to apply some of the tools effectively, including the Gantt cha rts. Where certain tools are disconnected, like when using excel to make certain calculations, it poses high chances of having certain planning stages omitted or getting missed (Wysocki, 2007). The current planning tools in IT projects are depicted to be advanced in terms of technology use. This advancement of planning tools has helped many experts in the development of excellent IT projects with a great ease than it was with manual project planning. Despite these advantages of having advanced technology use in the planning of IT projects, there are overt limitations and disadvantage associated with these planning tools (Albert, 2004). To further improve the effectiveness in project planning, it is necessary to improve communication through incorporation of messages which are clear. In short, there is a need to automate the tools by including more detail in the planning tools and inclusion of an electronic trainer in the application of the tools that would show orderly application o f tools. References Albert, H. (2004). Handbook of Project Management Procedures. New York: TTL Publishing Ltd. Patel, P. L. (2000). The project manager’s desk reference: a comprehensive guide to project planning, scheduling, evaluation, and systems. New York: SAGE. Kerzner, H. (2003). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (8th Ed. ed.). London: Wiley. Marchewka, J.T. (2006). Information Technology Project Management, (2nd Ed.). Danvers, MA: John Wiley Sons. Robert, T. (2009). Project Plans: 10 Essential Elements. London: Project Smart.co.uk. Schwalbe, K. (2006). Information technology project management, (4th Ed.). Cambridge, MA: Course Technology. Sebastian, N. (2007). The Definitive Guide to Project Management. (2nd Ed). London: Financial Times / Prentice Hall. This report on Project Management Plan Critique was written and submitted by user Kinsey S. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.