Case Study: Compulsory Assignment

Module 2 – CBPM02M

Assignment 01

Second Semester – Compulsory assignment

Unique assignment number: 854513

Cole van Beek

Student no: 78560500

In this assignment I will set out to address each study unit and its relevant question in a manner that enables the lecturers to understand my thought process and knowledge. The questions below pertain to particular sections which have been discussed in the study guide. Using the study guide and the internet as reference and a basis to my learning and understanding, as well as my extra-curricular undertakings, I will answer each question as per the assignment requirements.

1.1

The Project Management Book of Knowledge Guide represents the ‘sum of knowledge within the profession of project management’.

The stakeholders’ needs to meet the project objectives are to be defined and documented. A project scope statement is developed as the basis for future project decisions. This is very important as it defines the limitations and constraints to the p project scope. Following these 2 processes, a work breakdown structure (WBS) needs to be created. The WBS indicates the project deliverables but allocates them into smaller, more manageable, components into a hierarchal formation which defines the total scope of the project. The fourth process involves verifying the scope. Here, the acceptance of the completed project scope and associated deliverables are formalised. The last process is that of controlling the scope of work. This process ensures that any proposed changes as well as any corrective actions are run by the project integrated control processes. Otherwise the scope is subject to change and the project experiences things such as scope

Defining the project activities is the first process. These activities need to be identified and documented. In turn, identifying the work packages, lowest level of the WBS. These packages are simplified into smaller components, called schedule activities to help manage the various elements of the project. Next, the relationships between activities are identified. By scheduling the activities and their relevant relationships to each other, development of an achievable project becomes attainable through the use of management software or manual techniques. Following this, estimations of the activity resources needs to be carried out. What type of recourses will be required, how long will they be required for and at what point will each resource be available to perform their relevant tasks. The fourth major process is that of duration; estimating how long each activity will take. Here, work the work effort is estimated as well as the number of work periods using the information on the activity scope, resource types, resource quantities etc. the fifth process develops schedules. Here, activity schedules, the durations, and the resources required, as well as the constraints are all analyzed. This sets out the planned start and end point of each activity. Which can be used for comparisons to recognize progress, or lack thereof. Lastly, changes to the project schedule need to be controlled through a