Resources in Project Management - Revision history

Hedinp: /* Annotated bibliography */

2019-03-05T11:57:14Z

Annotated bibliography

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	==Annotated bibliography==		==Annotated bibliography==

	* ↑['''Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6'th edition'''] is used throughout the article. The book contains several topics on project management. In this section, the focus has been on chapter 9.1. The book describes how resources are defined in a project management perspective. All the '''Plan Resource management''' model is based on this book and some extra information is inspired from other books. The book shows systematically how ~~the~~ model is working.		* ↑['''Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6'th edition'''] is used throughout the article. The book contains several topics on project management. In this section, the focus has been on chapter 9.1. The book describes how resources are defined in a project management perspective. All the '''Plan Resource management''' model is based on this book and some extra information is inspired from other books. The book shows systematically how '''Plan Resource Management''' model is working.

	*↑ '''Stakeholders: Theory and Practice, A. Friedman and S. Miles, 2006, Oxford University Press, Oxford''': This book contributed with a lot of theory about what stakeholders are and different approaches on how they can be found.		*↑ '''Stakeholders: Theory and Practice, A. Friedman and S. Miles, 2006, Oxford University Press, Oxford''': This book contributed with a lot of theory about what stakeholders are and different approaches on how they can be found.

Hedinp: /* Annotated bibliography */

2019-03-04T19:52:29Z

Annotated bibliography

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	*↑ '''Stakeholders: Theory and Practice, A. Friedman and S. Miles, 2006, Oxford University Press, Oxford''': This book contributed with a lot of theory about what stakeholders are and different approaches on how they can be found.		*↑ '''Stakeholders: Theory and Practice, A. Friedman and S. Miles, 2006, Oxford University Press, Oxford''': This book contributed with a lot of theory about what stakeholders are and different approaches on how they can be found.
	*↑ '''Practice Standard for Work Breakdown Structures (2006).''': ''A PMI guide on how to use a WBS-structure. Used this book to get some information about the work breakdown structure. The book describes how a project manager can define project deliverables and manage this successfully ''		*↑ '''Practice Standard for Work Breakdown Structures (2006)''': ''A PMI guide on how to use a WBS-structure. Used this book to get some information about the work breakdown structure. The book describes how a project manager can define project deliverables and manage this successfully ''

	==Annotated figures==		==Annotated figures==

Hedinp: /* Scop Baseline */

2019-03-04T19:52:08Z

Scop Baseline

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	A scope baseline used to measure, manage, assessing and controlling the project scope<ref name="Pmbokguide" />. Scope baseline is an actual component of the project management plan. Scope baseline can be changed only through formal control procedures. It contains three elements of approved project documents:		A scope baseline used to measure, manage, assessing and controlling the project scope<ref name="Pmbokguide" />. Scope baseline is an actual component of the project management plan. Scope baseline can be changed only through formal control procedures. It contains three elements of approved project documents:

	* WBS<ref>[''Practice Standard for Work Breakdown Structures (2006).'] </ref> (Work Breakdown Structure):		* WBS<ref>[''Practice Standard for Work Breakdown Structures (2006),PMI'] </ref> (Work Breakdown Structure):
	* WBS Dictionary		* WBS Dictionary
	* Detailed Project scope statement		* Detailed Project scope statement

Hedinp: /* Annotated bibliography */

2019-03-04T19:47:11Z

Annotated bibliography

← Older revision		Revision as of 19:47, 4 March 2019
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	*↑ '''Stakeholders: Theory and Practice, A. Friedman and S. Miles, 2006, Oxford University Press, Oxford''': This book contributed with a lot of theory about what stakeholders are and different approaches on how they can be found.		*↑ '''Stakeholders: Theory and Practice, A. Friedman and S. Miles, 2006, Oxford University Press, Oxford''': This book contributed with a lot of theory about what stakeholders are and different approaches on how they can be found.
			*↑ '''Practice Standard for Work Breakdown Structures (2006).''': ''A PMI guide on how to use a WBS-structure. Used this book to get some information about the work breakdown structure. The book describes how a project manager can define project deliverables and manage this successfully ''

	==Annotated figures==		==Annotated figures==

Hedinp: /* Scop Baseline */

2019-03-04T19:39:41Z

Scop Baseline

← Older revision		Revision as of 19:39, 4 March 2019
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	A scope baseline used to measure, manage, assessing and controlling the project scope<ref name="Pmbokguide" />. Scope baseline is an actual component of the project management plan. Scope baseline can be changed only through formal control procedures. It contains three elements of approved project documents:		A scope baseline used to measure, manage, assessing and controlling the project scope<ref name="Pmbokguide" />. Scope baseline is an actual component of the project management plan. Scope baseline can be changed only through formal control procedures. It contains three elements of approved project documents:

	* WBS (Work Breakdown Structure):		* WBS<ref>[''Practice Standard for Work Breakdown Structures (2006).'] </ref> (Work Breakdown Structure):
	* WBS Dictionary		* WBS Dictionary
	* Detailed Project scope statement		* Detailed Project scope statement

Hedinp: /* Scop Baseline */

2019-03-04T19:36:11Z

Scop Baseline

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	'''The detailed project scope''' statement includes the description of the project scope, deliverables, assumptions, and constraints.		'''The detailed project scope''' statement includes the description of the project scope, deliverables, assumptions, and constraints.

	To make a picture of what the tool '''WBS''' is intuitively, one could take as an example: that you can’t eat an elephant at once alone. One has to divide it up in pieces and eat one piece at the time to complete the task. Another example could be when cleaning a room you have to make it in parts, maybe first clean up the floor and then wash it and afterward vacuum the floor. So the concept behind WBS is very simple and is that every complex project task can be broken down to smaller task until you meet a point where it is not possible anymore. WBS works the same way for companies. The work breakdown structure helps to visually see all the components that make up the task and ultimately make up the entire project. A typical WBS has around 3-6 ~~hierarchy~~ levels.		To make a picture of what the tool '''WBS''' is intuitively, one could take as an example: that you can’t eat an elephant at once alone. One has to divide it up in pieces and eat one piece at the time to complete the task. Another example could be when cleaning a room you have to make it in parts, maybe first clean up the floor and then wash it and afterward vacuum the floor. So the concept behind WBS is very simple and is that every complex project task can be broken down to smaller task until you meet a point where it is not possible anymore. WBS works the same way for companies. The work breakdown structure helps to visually see all the components that make up the task and ultimately make up the entire project. A typical WBS has around 3-6 levels.

	The '''WBS dictionary''' is a more detailed part of the WBS about every element it may describe. It describes milestones, costs, deliverables, acceptance criteria, schedule etc. While WBS could be used for a higher level manager, a WBS dictionary is more for the people involved in a certain sub-division area of the WBS like middle/project managers to see a more detailed project plan.		The '''WBS dictionary''' is a more detailed part of the WBS about every element it may describe. It describes milestones, costs, deliverables, acceptance criteria, schedule etc. While WBS could be used for a higher level manager, a WBS dictionary is more for the people involved in a certain sub-division area of the WBS like middle/project managers to see a more detailed project plan.

Hedinp: /* Annotated bibliography */

2019-03-04T19:25:41Z

Annotated bibliography

← Older revision		Revision as of 19:25, 4 March 2019
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	==Annotated bibliography==		==Annotated bibliography==

	* ↑[Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6'th edition] is used throughout the article. The book contains several topics on project management. In this section, the focus has been on chapter 9.1. The book describes how resources are defined in a project management perspective. All the '''Plan Resource management''' model is based on this book and some extra information is inspired from other books. The book shows systematically how the model is working.		* ↑['''Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6'th edition'''] is used throughout the article. The book contains several topics on project management. In this section, the focus has been on chapter 9.1. The book describes how resources are defined in a project management perspective. All the '''Plan Resource management''' model is based on this book and some extra information is inspired from other books. The book shows systematically how the model is working.

	*↑ Stakeholders: Theory and Practice, A. Friedman and S. Miles, 2006, Oxford University Press, Oxford: This book contributed with a lot of theory about what stakeholders are and different approaches on how they can be found.		*↑ '''Stakeholders: Theory and Practice, A. Friedman and S. Miles, 2006, Oxford University Press, Oxford''': This book contributed with a lot of theory about what stakeholders are and different approaches on how they can be found.

	==Annotated figures==		==Annotated figures==

Hedinp: /* Team Charter */

2019-03-04T19:23:42Z

Team Charter

← Older revision		Revision as of 19:23, 4 March 2019
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	It can be seen that those points are a "follow up" on the '''Plan Resource Management''' model. It describes how the inputs are handled with some tools and is an overview of what has been discussed. For instance, the project charter could be set into mission & objectives, while stakeholder analysis is more in the scope. ~~Another point which is not mentioned in the tool category is meetings but is mentioned here~~		It can be seen that those points are a "follow up" on the '''Plan Resource Management''' model. It describes how the inputs are handled with some tools and is an overview of what has been discussed. For instance, the project charter could be set into mission & objectives, while stakeholder analysis is more in the scope.
	.		.

Hedinp: /* Team Charter */

2019-03-04T19:23:28Z

Team Charter

← Older revision		Revision as of 19:23, 4 March 2019
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	It can be seen that those points are a "follow up" on the '''Plan Resource Management''' model. It describes how the inputs are handled with some tools and is an overview of what has been discussed. For instance, the project charter could be set into mission & objectives, while stakeholder analysis is more in the scope. Another point which is not mentioned in the tool category is~~: Meetings~~.		It can be seen that those points are a "follow up" on the '''Plan Resource Management''' model. It describes how the inputs are handled with some tools and is an overview of what has been discussed. For instance, the project charter could be set into mission & objectives, while stakeholder analysis is more in the scope. Another point which is not mentioned in the tool category is meetings but is mentioned here
			.

	==Conclusion and limitations==		==Conclusion and limitations==

Hedinp: /* Limitations */

2019-03-04T19:02:38Z

Limitations

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	There will always be limitations regarding a theory. Theory and practice sometimes do not result as expected.		There will always be limitations regarding a theory. Theory and practice sometimes do not result as expected.

	The tools presented in this article are not always the most optimal. They are just one of many tools developed and used for the different input points.		The tools presented in this article are not always the most optimal. They are just one of many tools developed and used for the different input points. Also, we cannot assume a stable working environment, things change.

	'''~~Stakeholder analysis~~''': ~~To identify stakeholder the stakeholder analysis tool should be sufficient enough. But the model could maybe be expanded to boxes within the boxes where there could be addressed what is important~~ to the ~~stakeholder and what strategy is going to be taken into account to keep this stakeholder or for increasing the power and influence for the stakeholder~~. ~~This for getting more information on the stakeholder and with the extra information~~, ~~a solution could be proposed~~ on ~~how to keep the stakeholder satisfied on a long term.<ref>[''Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful~~ projects. ~~Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute.'] </ref>~~		'''Scope''': Not sticking to the original scope can change everything. Because of many change requests, this may add up on delayed projects or over-budget projects.

	'''~~Risk~~''': ~~Risk~~ is ~~always an uncertain process as~~ this ~~is all based~~ on ~~probability~~.		'''Stakeholder analysis''': To identify stakeholder the stakeholder analysis tool should be sufficient enough. But the model could maybe be expanded to boxes within the boxes where there could be addressed what is important to the stakeholder and what strategy is going to be taken into account to keep this stakeholder, or for increasing the power and influence for the stakeholder. This for getting more information on the stakeholder and with the extra information, a solution could be proposed on how to keep the stakeholder satisfied on a long term.<ref>[''Smith, L. W. (2000). Stakeholder analysis: a pivotal practice of successful projects. Paper presented at Project Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project Management Institute.'] </ref>

	'''Environmental''': The environment can change any model in the article. We are not lords of the environment and therefore a project can go fatal without even the project managers doing a bad job.		'''Conflicts''': Humans do not enjoy the company with all people and each individual has its own opinion. This may lead to conflicts between different parts and this could affect the project as well, just like the scope. It is therefore very important to have a clear communication guideline and be a good listener.

			'''Risk''': Risk is always an uncertain process as this is all based on probability and mostly on the external environment.

			'''Environmental''': The environment can change any model in the article. We are not lords of the environment and therefore a project can go fatal without even the project managers doing a bad job. It is therefore very important to keep an eye on environmental factors, for example, the political situation in the belonging country.

	==Annotated bibliography==		==Annotated bibliography==