NEC Strategic Approach to Design Projects Discussion

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Strategic approach to design projects:

Post 1: At the point when a project manager fosters an assertion of work or a project sanction, there is normally some synopsis data for the group. These archives by and large express the reason for the project, the normal expectations, and somewhere around a significant level timetable for the work to be finished. When this data has been closed down by the basic partners as a whole, the project manager will start fostering a more nitty-gritty project plan. The idea of that arrangement will change contingent upon whether that project is spry or cascade and numerous different variables. I think this is the main inquiry as the project inception and endorsement is the underlying stage where a project is recognized through a Business case, focused on as indicated by the necessities and lined up with the business objectives.

Follow business clients’ directions to address business challenges. In all project businesses, pioneers are the significant commitment to take the right and successful choices. I firmly trust in breaking down business activities, understanding the necessities with the goal that it will be not difficult to address difficulties and limit business dangers.

Project objectives and assets: each individual should follow the project techniques, for example, nimble and cascade strategies to satisfy business needs (Schmidt, 2021). This load of inquiries will affect the business needs, project needs, and asset assumptions. The right inquiry in a project can make a better idea to make the right stride.

References:

Schmidt, T. (2021) Strategic Project Management Made Simple: Practical Tools for Leaders and Teams. John Wiley & Sons

Verzuh, E. (2021). The Fast Forward MBA in Project Management. Hoboken: John Wiley & Sons, Inc.

Post 2 : The four Critical Questions as listed from the Practical Methodology for Project Initiation and Planning on page 96-101 of the Verzuh textbook are as follows.

1). What are we trying to accomplish and why?

2). How will we measure success?

3) What other conditions must exist?

4). How do we get there?

The first question highlights the project objectives, and we recognize that every project consists of four distinct levels of objectives as previously defined and discussed in week 1 and 2. Projects are instruments of change. The desired change and benefits occur at the purpose and goal level. But we cannot directly control these levels as they are hoped for objectives. What we can manage, and control is the inputs and outcomes level. Purpose level objectives describe the changed conditions expected after deliverables are in place. Purpose is the linchpin that connects what we can make happen to strategic intent. This strategic line-of-sight helps keep our eyes on the prize.

The second question sharpens the definition of objectives by establishing success measures and means to verify objectives at each Log-Frame level. These are captured in the middle two columns. Measures describe the expected level of accomplishment using quantity, quality, time, and cost indicators. The verification column sets up the basis for monitoring implementation and measuring impact. By setting separate measures at each level, we can monitor progress and evaluate achievement at each level.

With regards to the third question, risks exist in every project. The third strategic question illuminates critical assumptions and risk factors. These can include dependencies, interfaces, policy considerations, resources, market factors, and other important conditions needed to make the if-then logic valid. Captured in the fourth column, assumptions are a jumping-off point for further risk analysis. Uncovering these early lets us outsmart Murphy and his infamous law.

When we critically look at the fourth question, this is the most important one of all the four questions. Because answering the first three questions provides clarity for developing the work plan. The fourth is the input row that captures tasks, schedule, resources, and responsibilities. Conventional project management tools and processes flesh out the input to outcome linkages.

Explain why the other 3 questions are helpful: As explained above, the first, second and third questions are very helpful, in the sense that they provide clarity for developing the whole project work plan. The project objectives, what can be managed and control. Establishing the success measures and the means to verify the objectives at each level. Also, establishing the critical assumptions and the risks associated with the projects

References:

1). Verzuh, E. (2021). The Fast Forward MBA in Project Management (6ed.). Hoboken, NJ. John Wiley & Sons.