No 1
According to Zou, Y., Kiviniemi (2019) work breakdown structure is primarily considered by project managers as the foundation of project planning and management, if not the project itself. This is not surprising considering that there are some benefits that can be gained from implementing a clear, well-written, and well-assigned work breakdown structure.
Encourage accountability and transparency
The work breakdown structure provides for a level of detail that makes it easier for the project manager to hold his team members accountable and responsible for the completion of their tasks. This is also true for the team members about the project manager’s work performance – indeed, a two-way street that also encourages more effective communication. Zou, Y., Kiviniemi (2019)
With a defined work breakdown structure, the team also enjoys a higher level of transparency. Everybody will know what everybody else should be doing and achieving at every phase of the project that, in turn, can be used to promote a sense of unity for a shared purpose.
Better risk identification and minimisation
The work breakdown structure can also be utilised in the identification and minimisation of the threats posed by risks. Keep in mind that risks in projects cannot be eliminated but these can be significantly minimised so that these pose little to no danger to the team’s on-time accomplishment of goals.
The risks are usually tracked in a project log, reviewed during project execution, and minimised when necessary. The best way to identify hazards is to look at all of the branches in a work breakdown structure and then determine a department with less than defined parameters; it represents a risk to the scope definition and, hence, to the project.
Higher productivity
The work breakdown structure facilitates the valid identification of the skills sets required to complete the work that, in turn, facilitates the speedy determination of the right people for the job. It also promotes the decision of the correct number of people necessary for work completion.
With the right people and the correct number of people on the job, the team members in particular and the team, in general, should be more productive. This can result in delivering the right deliverables at the right time and with the proper costs, perhaps even exceed expectations. Zou, Y., Kiviniemi (2019)
Better progress monitoring
The work breakdown structure can also be used to easily and quickly identify the significant deliverables affected by delays in any of the specific work packages or sub-deliverables. The faster the source of the delays and the impact on the deliverables can be identified, the faster the appropriate action can be made to avert a project crisis, perhaps even a project cessation.
Since the project can be better monitored, the team members are also more likely to be committed and motivated to do their jobs according to the parameters. Plus, their active participation in the formulation, implementation and evaluation of the work breakdown structure also encourages deeper motivation and, thus, better performance. Kerzner, H. (2019)
More detailed steps
The work breakdown structure allows the team members to see the delineation of the steps required in delivering the desired product or service to the stakeholders. Team members will then be able to understand the relationships between the actions and the deliverables better.
Plus, the discussions related to the delineation of the steps will be useful in clarifying ambiguities, narrowing the project’s scope, and bringing out assumptions into the open, as well as raising critical issues that can adversely affect team performance. Kerzner, H. (2019)
No 2
Bos-de Vos at al (2019) argued that Simple or complex; every project has a certain amount of risks in it. To manage projects successfully some need to know what those risks are and be able to deal with the efficiency. I have gathered some of the most common project management risks that may occur during project implementation and how to deal with them.
Schedule risk, the risk that activities will take longer than expected. Slippages in schedule typically increase costs and, also, delay the receipt of project benefits, with a possible loss of competitive advantage. The best way to deal with it is through proper management that helps to achieve intended objects. Bos-de Vos at al (2019)
Cost risk, typically escalation of project costs due to poor value estimating accuracy and scope creep. This can be avoided through the proper estimation of the cost of the project. Heldman, K. (2018
Technical risks. The budget cut is among the most challenging risks as it forces you into a situation where you need to satisfy client’s requirements while being low on resources. It can avoid through a backup plan that will help to restore the current project activities. Heldman, K. (2018
Unforeseen circumstances. Just like any other people, project managers and developers are humans. For example, if some of them get sick, it can delay the project for an indefinite period or even derail it. It can be dealt with by proper prediction of like having enough staff that run the project. Heldman, K. (2018
Change of requirements. Today’s market is competitive as ever. Because of that, clients may sometimes change their vision of how their product or specific features in it should look like. Even though it’s hard to be prepared for a change of requirements, it’s one of the things that you need to consider. This can avoid through faster response to the current changes so that to avoided losses. Bos-de Vos at al (2019)
No 3.
According to Bhattacharyya, S. C. (2015) Project appraisal refers to the process of assessing and questioning proposals before resources are committed. It is an essential tool for effective action in community renewal. It is a meaning by which partnerships can choose the best projects to help them achieve what they want for their community.
- A) Selections of process/technology:
The choice of technique depends on the number/ types available and also on the quality and quantity of products proposed to be manufactured. Harrison, A. J. (2017).
- b) Raw materials Products can be produced using alternative raw materials and with an alternative process. The process of manufacture may sometimes vary with the raw materials chosen. Harrison, A. J. (2017).
- c) Location of projects:
Several factors need to be considered in selecting the location of the project they include, regional factors – raw materials, proximity to market, availability of labour, availability of supporting industries availability of infrastructure facilities, climatic factors.Bhattacharyya, S. C. (2015).
- d) Selection and procurements of the plant machinery:
When selecting plant machinery, several factors need to be considered they include output planned, machine hours required for each operation, machine capacity, machine available in the market. Plant and machinery form the backbone of any industry the quality of the output depends upon the quality of mechanism used in processing the raw materials. Harrison, A. J. (2017).
- d) Technical know-how
When the technical expertise for the project is provided by expert consultants, it must be ascertained whether the consultants have the requisite knowledge and experience and whether he has already executed similar projects successfully, care should be taken to avoid self- styled, inexperienced consultants. Bhattacharyya, S. C. (2015).
References.
Zou, Y., Kiviniemi, A., Jones, S. W., & Walsh, J. (2019). Risk Information Management for Bridges by Integrating Risk Breakdown Structure into 3D/4D BIM.
Kerzner, H. (2019). Using the project management maturity model: strategic planning for project management. Wiley,
Bos-de Vos, M., Volker, L., & Wamelink, H. (2019). Enhancing value capture by managing risks of value slippage in and across projects. International Journal of Project Management.
Heldman, K. (2018). PMP: project management professional exam study guide. John Wiley & Sons.
Bhattacharyya, S. C. (2015). Mini-grid based electrification in Bangladesh: Technical configuration and business analysis. Renewable Energy, 75, 745-761.
Harrison, A. J. (2017). The economics of transport appraisal. Routledge.