There are two person’s opinion about the discussion board questions. i have to reply them separately.
just give your opinion based on their post.
example:
reply for person 1 (kayala) post……
reply for person 2 (michael) post….
Person 1 post: kayala
Article: Project Management & Planning for Successful Clinical Trials
The PMBOK enforces the ideas of project tailoring when it comes to schedule management. Given examples of tailoring project schedules are life cycle adjustments to allow for a more detailed schedule. Resource availability, including considerations of factors influencing resource duration. Project dimensions including project complexity, technological uncertainty, product novelty, pace and progress tracking, and the impact of the desired level of control. Lastly, technology support includes the facets of technology used to develop, record, transmit, receive, and store project schedule information (Project Management Institute, Inc., 2017).
Providing clear objectives, set timelines, defined resources, staff accountability, communication details, and associated risks are all apart of developing the project schedule. I read an article that described the project schedule plan for clinical trials. Schedule planning is very similar in that there are defined objectives, a set timeline, identified resources, and a communication plan. Despite being a clinical trial, the scheduling phase is similar. The PMBOK discussed tailoring, and within tailoring, the project can take on a specific direction that will allow for the objectives to be met. For example, while setting the timeline, a clinical trial would include envisioning the project’s length, projected study startup timeframe, and deadlines for items such as IRB reviews, enrollment activities, and others (Hosely, 2020).
The purpose of a project schedule is to keep the project flexible throughout the lifecycle. Staying flexible will allow for adjustments to be made at the gaining of new knowledge, understanding of unknown risks, and value-added activities. The essential elements of creating a project schedule are defining activities, sequencing activities, estimating activity durations, and developing the schedule model. Each element has a different set of tools used. Other aspects of creating a project schedule are the scheduling method, scheduling tools, scheduling model, and project information provided. Each aspect is adjusted to fit the project needs and objectives best. This customization adds to the project schedule’s importance by giving the project manager the ability to direct focus to specific outcomes. The project manager can schedule milestones and particular points of interest to be met for stakeholders to be satisfied. The project schedule is like the skeleton of a project providing gross stability for planning and directional assistance.
Thank you,
Kaylea
Hosely, M. (2020, September 1). Project Management & Planning for Successful Clinical Trials. Forte. https://forteresearch.com/news/project-planning-fo…
Project Management Institute, Inc. (2017). A Guide to the Project Management Body of Knowledge: PMBOK Guide (Newtown Square, Pa: Project Management Institute; 6th ed.). Project Management Institute, Inc.
Person 2 post: Michael
Structuring a project schedule begins by defining project work at a suitable level of work breakdown. Ba’its, Puspita, & Bay (2020) asserts that delay in project delivery is the biggest problem in the construction industry over the years, as fewer than a third of all the project successfully completed on time globally. One way to begin to get a handle on delays in project delivery is by working with small batches or small parts of the project. Working in small increments or parts makes for easier estimation and sequencing of work and hence de-risking. Ba’its, Puspita, & Bay (2020) work focus on the construction scheduling of construction of public toilets. One of the valuable tools used was on the project was bar chart schedule. Bar chart schedule is limited for scheduling large scale project. Bar chart scheduling on projects also fails to represent the complex relationship among the project activities (Ba’its, Puspita, & Bay, 2020).
Ineffective project scheduling that is not at the appropriate level of granularity will result in project delays including time overrun, and cost overrun, have hidden risks, and contains questionable estimates which will remain until further analysis and decomposition are carried out (Ba’its, Puspita, & Bay, 2020). A tool used is the work breakdown structure (WBS). A work breakdown structure organizes into multiple levels of decomposition, display graphically, and defines all the things a project needs to accomplish. Ba’its, Puspita, & Bay note that creating an alternative schedule is important for every project, it gives other options of the project schedule for the project team. The alternative schedule is made based on the default project schedule obtained by creating an alternative schedule using the fast-tracking method.
Ba’its, Puspita, & Bay (2020) claimed that using inappropriate methods by the project team may create uncertainty that will affect the project schedule performance. Critical Path Method is used to estimate the minimum project duration that represented by critical path or the sequence of activities with the longest duration. CPM also can determine the amount of schedule flexibility that known as the total float. The authors go on to note that since uncertainty is inevitable for all very large project such as construction endeavors. A method that can deal with uncertainty during scheduling such as Program Evaluation and Review Technique (PERT) is more appropriate. PERT is a mode of management science for planning and control of project.
Kendrick (2015) claimed that if project work described at the lowest level of WBS to agree with the guideline of 2 to 20 days duration or 80 hours of effort, then the lowest level items may be used as a solid foundation for scheduling. This is very reasonable given the global and generally recognized 40-hours a week for employees. The better the project team decomposes the work breakdown structure to a work that can be finished in two weeks or less the more reliable the estimate the schedule will get. One advantage of this approach is that it will not need historical data, it is more current and will allow for duration estimation and activity sequencing.
According to (Ba’its, Puspita, & Bay, 2020), PERT allows for activity duration estimates to be determined allowing for the uncertainty contained in the duration by using three times estimates (optimistic, most likely, and pessimistic). The three estimates are used to calculate expected time for an activity. The range between the optimistic and pessimistic estimates is a measure of variability that allows the making statistical inference about the likelihood that that project events will happen by a particular time. PERT is used to estimate activity duration and to analyze the project schedule.
References
Ba’its, H. A., Puspita, I. A., & Bay, A. F. (2020). Combination of Program Evaluation and Review Technique (PERT) and Critical Path Method (CPM) for Project Schedule Development. International Journal of Integrated Engineering, 12(3), 68-75.
Kendrick, T. (2015). Identifying and Managing Project Risk: Essential Tools for Failure-Proofing Your Project. New York : American Management Association.
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