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Presentation/PPT
27/08/2022
Project Control
The actual implementation of a project occurs within the execution phase. During this phase, it is not uncommon for project managers to determine that projects have deviated from the original scope, time, or cost (the “triple constraint”), often due to unforeseen issues. When one element of this “triple constraint” changes, project managers must adjust the remaining two elements in order to satisfy project requirements. Maintaining this balance is one of the greatest challenges a project manager faces.
In this Discussion, you examine scenarios featuring issues that arise during the execution phase of a project. You analyze how you would modify the project in terms of scope, time, and cost in order to resolve the issues and fulfill project requirements. You also explain how you would communicate these modifications to key stakeholders.
Consider the following scenario
To prepare:
Post by tomorrow 10/18/2016 a minimum of 550 words in APA format with 3 references from the list below. Apply the level one headings as numbered below:
1) Post the number of your assigned scenario and a description of where and how you would adjust the plan in terms of budget, scope, and timeline.
2) Explain how you would communicate modifications to key stakeholders. Provide rationale for your response.
Required Readings
Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.
These three areas of Chapter 3 focus on controlling scope, time, and cost, also referred to as the triple constraints.
Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Author.
These sections of Chapter 3 explore how to coordinate people and resources in accordance with the project management plan. These sections also cover the processes used to track, review, and regulate a project’s performance.
This section of Chapter 5 explains the process of monitoring a project’s status and scope. The text also describes how to manage changes to the scope baseline.
In these pages of Chapter 6, the authors explain the process of monitoring a project’s status to update project progress and manage changes in a schedule baseline.
This section of Chapter 7 reviews the processes used to update a project budget and manage changes to the cost baseline.
Cortelyou-Ward, K., & Yniguez, R. (2011). Using monitoring and controlling in an electronic health record module upgrade: A case study. The Health Care Manager, 30(3), 236–241.
Retrieved from the Walden Library databases.
This article examines the application of monitoring and controlling to an electronic health record module upgrade. The article makes recommendations related to flexibility, tracking changes, teams, milestones, and testing.
Noblin, A. M., Cortelyou-Ward, K., & Ton, S. (2011). Electronic health record implementations: Applying the principles of monitoring and controlling to achieve success. The Health Care Manager, 30(1), 45–50.
Retrieved from the Walden Library databases.
This article explores the principles of monitoring and controlling in the context of an electronic health record implementation. The article also examines issues such as project costs, project progress, schedule controls, quality management, and controlling risks.
Yin G.-L. (2010). Project time and budget monitor and control. Management Science and Engineering, 4(1), 56–61.
Retrieved from the Walden Library databases.
The author of this article describes how time and budget can be successfully controlled during a project’s implementation. The author presents techniques for accomplishing this, as well as describing potential pitfalls.
Document: Project Management Tools Available for Apple/Mac Computers (PDF)
This document contains a list of project management tools that are compatible with Apple/Mac computers.
Required Media
Laureate Education (Producer). (2013b). Executing, monitoring, and controlling [Video file]. Retrieved from https://class.waldenu.edu
Note: The approximate length of this media piece is 8 minutes.
In this presentation, roundtable participants Dr. Mimi Hassett, Dr. Judy Murphy, and Dr. Susan Newbold discuss the science of executing a project and the art that is involved in the continued monitoring and controlling of it. They talk about the triple constraint of cost, scope, and time and suggest some automated tools and skills that can help in tracking shifting components of a project.
The writer is very fast, professional and responded to the review request fast also. Thank you.
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