Critical Analysis of Network Diagramming Methods

In order to determine the sequence of the activities in a project, Network Diagramming technique is used as it also represents the logical relationship between the activities which need to be done in order to complete the project. (Schwalbe, 2010) The analysis of the following two network diagramming methods is discussed in this post reflecting on the advantages and the disadvantages of these methods.

1. Arrow Diagraming Method (ADM)
2.  Precedence Diagram Method (PDM)

Arrow Diagramming Method also known as Activity on Arrow (AOA) is a network diagramming technique which uses the arrows to represent the activities which are connected to nodes which visualize the start and the end of the activities. Out of the four types of task dependencies AOA only uses Finish-to-Start dependency and in order to exhibit the logical relationship between the activities AOA uses Dummy Activities which needs neither time duration nor allocated resources (Schwalbe, 2010)

Precedence Diagram Method also known as Activity on Node (AON) is the most famous network diagraming network used as it is used in many Project Management software available. Contrast to AOA, this method uses nodes to represent activities and arrows to represent the relationships between them and due to this the need for dummy activities is eliminated in this method. (PMBOK, 2008)

Though AOA is considered as an easy method in terms of implementation and understandability, AON is advantageous as it can demonstrate all four types of task dependencies unlike AOA which can use only Finish-to-Start. Furthermore AON provides a more logical approach as displaying tasks with no time duration or resources (Dummy Activities) is eradiated in this method. 

References

·  PMBOK Guide, 2008. A Guide to the Project Management Body of Knowledge, Fourth Edition.

·  Schwalbe K. , 2010. Information Technology Project Management. 6th ed. United States of America: Thomson Learning.

Project Charter

Project Charter is a document specifying about the initial requirements, expectations and the needs of the stakeholders and the approval of this document formally authorizes the project or the phase. The authorization is done by a party which is external to the project but never the same has the ability to fund the project. (eg: project sponsor). The participation of the project manager in the development of the project charter is vital as the application of the resources on the project activities can be effectively done by the project manager as he possesses a better knowledge on the project.

According to PMBOK (2008) Project Charter highlights on the purpose, objectives and the major requirements of the project, while the basic schedule and budget and the analyzed major risks are stated which are necessary for the initiator to accept or reject the project. The level authority assigned to the project manager is also stated in the project charter which is normally depend on the structure of the organization.

In order to develop the Project charter the Project Statement of Work is an important input as it describe about the business need for the project, the scope and the expected characteristics of the project outcome and the strategic plans of the organization to which the project should be adhered to. The Business Case for the project determines the feasibility of the project by considering on the conflicting expectations and the demands and the cost likely to be spent and the consultants, sponsors, project managers, PMO and other stakeholders analyze these inputs while researching on the organizational process assets and enterprise environmental factors, develop the project charter. 

References

·  PMBOK Guide, 2008. A Guide to the Project Management Body of Knowledge, Fourth Edition.

·  Schwalbe K. , 2010. Information Technology Project Management. 6th ed. United States of America: Thomson Learning.

Overview of Project Management Process Groups

Project management processes are concerned about the tools and techniques involved in applying the skills and capabilities in the management of the project. (PMBOK, 2008) The actions and decisions taken in a particular process may result in the change of one or more other processes; hence the project manager should balance the conflicting requirements of the stakeholders by managing these processes and this may result in processes to be iterated to achieve the expected outcome.

Project management processes are clustered into the following five process groups;

·         Initiating Process Group – In order to receive the approval for new project or a phase, the processes which are necessary to define these projects play a vital role and these processes are grouped here.

·         Planning Process Group – The processes which are performed to establish the scope of the project, objectives and develop the plan of the activities need to perform in order to achieve the identified objectives. Project plan is a repetitive and an ongoing process as when the project is in the operation mode more information are available and it is necessary to change the project plan in order to steer the project to its success.

·         Executing Process Group – The processes which are necessary to carry out the project plan specified in the Planning process group are grouped here and the necessity to change the project plan occurs due to the experience gained in the project execution.

·         Monitoring and Controlling Process Group – The processes required to track, review and regulate the progress and the performance of the project with regard to the cost and the time baseline, are gathered under this group. These processes identify the necessity for a change in the plan and initiate the changes.

·      Closing Process Group – The processes performed to close a project or a phase by conducting end-of-phase/project reviews, meetings and obtaining the customer acceptance and closing the project procurements. Some processes in this process groups update the organizational process assets.

(PMBOK, 2008) (Schwalbe, 2010)  

References

·  PMBOK Guide, 2008. A Guide to the Project Management Body of Knowledge, Fourth Edition.

·  Schwalbe K. , 2010. Information Technology Project Management. 6th ed. United States of America: Thomson Learning.

Projects and Operational Work

Understanding the difference between project and operations in an organization is vital as any of the activities performed by the organization in order to achieve an objective fall on to one of these two categories.  There are certain characteristics which are shared by these two categories and PMBOK (2008) reflects them as follows;

• Performed by individuals
• Limited by constraints and resources
• Planned, executed, monitored and controlled
• Performed to achieve organizational objectives or strategic plans

Before reflecting on the difference let’s take a look at the definitions given by PMBOK (2008) for project and operations.

Project is a temporary endeavor undertaken to create a unique product, service or a result.

Operations are ongoing and produce repetitive products, services or results.

The following figure provides a concise reflection of the difference between Projects and ongoing operations by exposing their unique characteristics.

Figure : Characteristics of Project and Operations

Due to their temporary and unique nature projects differ from ongoing operations though operations assist the projects to meet its success.

References

·  PMBOK Guide, 2008. A Guide to the Project Management Body of Knowledge, Fourth Edition.