Need 3 Peer Response for the below 3 Discussion Post Each Peer Response 150 Words
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Discussion Post 1 – Problem Statement
Focusing on problem statement for this weekly post, I would like to introduce a problem that has plagued the company that I currently work in. Ideally, the product development process follows a neat set of steps that starts from design requirements, which comprise of the need for a type of product that needs to be manufactured. The feasibility review, resource identification, research and development, and testing steps follow one after another until the process ends up with a design output, which indicates the finalization of the product that the company is ready to provide to its customers. However, there have been a problem with managing the plethora of research and testing documents that has led the product development team to work backwards, starting with design outputs. This has proved useful and practical, since there is a close matchup of various groups of products, but it has extended the timeline of developing their products.
The above problem statement describes the background information of the company and the problem that it finds itself in. The statement starts with how the ideal situation would be, which is a clean step-by-step process of product development. It then continues to illucidate the issue that has occurred and the consequences of the problem. The statement ends with the current solution the company has picked, but it leaves room for the realization of a better solution.
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Discussion Post 2 – Work Breakdown Structure
As the complexity of the project increases, the teams work in any organization becomes complicated and very hard to manage. This leads to delay in the project, an increase in project completion costs, and sometimes, also the failure of an entire project. A simple and elegant way to solve this problem is by incorporating a work-breakdown structure (WBS) into the project management and system engineering of an organization.
A work breakdown structure is a process and a result of breaking a project into smaller chunks that are can be delivered to make sure that the project gets executed well in a big team where the projects are complex, and management is challenging. According to PMBOK 7, it is a hierarchical decomposition of the project of the scope of work (2021). In addition to the reduction in the complexity of the project and improving the ability to manage the project and/or system engineering, the work-breakdown structure also lets organizations schedule the project well and help in the cost estimation of the project and/or system engineering exhaustively.
There are many principles that we can follow when we create WBS. One such principle is, The 100% Rule which states that the WPS 100% of the deliverables have to be covered by it which is a state in the practice standard for work breakdown structure (2019). Other design principles like Mutually exclusive elements and planned outcome, not planned actions are all important. (Taylor, 2003) Mutually exclusive elements mention that WBS shouldnt have an overlaps between the scope of work for each sub-tasks and planned outcome, not planned actions suggests that the emphasis should be given to the goal of each sub-tasks, instead of having actions as the sub-task.
References
PMBOK guide Seventh edition and the standard for project … (n.d.). https://iehouse.org/wp-content/uploads/2021/07/PMBOK7.pdf.
Project Management Institute, Inc. (2019). Practice standard for work breakdown structures.
Taylor, M. (2003). How to Develop Work Breakdown Structures.
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Discussion Post 3 – Project Schedule
Creating a project schedule is a detailed process that describes the project phase, the tasks at each stage, and the dependencies known as the project schedule. It takes into account the skills and resources needed for each task, the sequence of events, milestones, interdependence, and timing. In addition, it involves the analysis of resource availability and the implementation of a program strategy to ensure timely delivery while maintaining a source health index. Many project managers successfully create perfect schedules, yet most of them consider it a challenge to manage resources wisely. This can lead to distribution delays and inconsistencies because their talent pool is responsible for doing these tasks. As such, they need to master every aspect of the project agenda (Muhammad Sami Ur Rehman et al., 2020).
Now that we know the project agenda we will understand its importance in the context of project management.
Compare two situations – one where the details of your project are everywhere, and the other, where you keep the central data museum of your project plan. Which project do you think will lead to the right implementation? Naturally, the end.
It determines a project It gathers all project information in one place which opens the door for continuous communication between the project manager and the stakeholders.
Project Scheduling Task Enables Priority The initial stage of project scheduling creates a task segmentation and divides the project into simple tasks. Once the tasks are listed, the project manager can apply appropriate strategies to critique the tasks and adjust them according to the priority.
In addition, the description of each task and the skill requirements against them make it easier for managers to gather the right resources for the right task. Not only that, with the help of real-time information on the progress of the project, they can measure the impact of the resources and take steps to address any inconsistencies. While the entire team, stakeholders and managers are on the same page, internal team conflict reduces. Be aware of resource dependencies and take care not to affect the overall distribution (SangHoon Lee et al., 2005).
Reference
Muhammad Sami Ur Rehman, Muhammad Jamaluddin Thaheem, Abdur Rehman Nasir & Khurram Iqbal Ahmad Khan (2020) Project schedule risk management through building information modelling, International Journal of Construction Management, DOI:
SangHoon Lee Corresponding author, Stephen R. Thomas & Richard L. Tucker (2005) The relative impacts of selected practices on project cost and schedule, Construction Management and Economics, 23:5, 545-553, DOI:
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Professor Comments for Week 1 Peer Responses and got zero grade
Peer Responses
Your peer responses did not connect with your peers’ contributions. For credit as a peer response, you need to read what your peer has contributed to the conversation and respond.
If your peer writes off-topic by simply providing generic information without any examples, you could suggest that this is not suitable content for the forum. Do not add to the issue by providing more generic content. You could let them know an example is necessary.
References
Your reference formatting could use work. All of them are incomplete. Although, instead of improving the formatting of the references you listed, starting with the sources you actually used would be wise.
You listed false references. You failed to credit the references used. Your contributions include demonstrations of academic dishonesty.
Overview
Your contributions to the forum were not on the topics you were directed to discuss. Even if you had not demonstrated dishonesty, you did not follow the instructions for this discussion board.
You described your topic generically instead of providing an example that demonstrates your understanding. The instructions for this discussion board asked you to choose one of four possible topics and provide an example to demonstrate what it is or how it differs from what it is not.
To demonstrate an understanding of what a system is, here is an example of inventory tracking software as a system:
input: you put in what inventory you use,
process: the system processes what this does to the inventory available, then
output: puts out the remaining inventory, and
feedback: it might be time to order more inventory
To demonstrate an understanding of a project unsuitable project for the agile development model, a student in a different class wrote:
One example is hardware systems with long lead times for development. Such projects do not have a high tolerance for rework as they can delay the final release by many months. Unfortunately, rework in Agile is almost unavoidable since any given iteration only considers a small subset of all end-user requirements.
You received a 0 on this assignment due to academic dishonesty.
Please note that this instance of academic dishonesty will be recorded and on file for future reference. The second instance of academic dishonesty will result in a failing grade for the course.
