Clearly has to relate to the goals and objectives. The key thing about success criteria on project management is, that it is measurable and verifiable. In other words, if you can't tell you're finished, then it's not really a project. So, it's really a key component when defining your project. And remember, in these success criteria, or all these things can change as the project, and the plan goes along. But when you have to start somewhere, you have to have it. You have something to aim at, and then go from there. In terms of how you measure these things, and whether things, have to be adjusted or tweaked as you move along. But the success criteria will be very important to stop very early.
It's essentially like; what is gonna be, what's true, or expected to be in place before the project starts. Assumptions and constraints, they all combine to clarify what the project is. The assumptions are what's gonna happen from day one. Assumption might be: "I'm going to use this particular software". Assumption isn't going to have a certain amount of time to do this. The constraints were also the schedule in terms of how long you have to do it. So as you see, there's a big relationship between these things. And I think, if you start working them out, you'll start to develop and come up with your own sort of personal guide of what goes into each of these categories.
2. The Goals and Objectives
What context is the project being done on in terms of everything else around the project team, the project manager, the organization, or if you just yourself, what's else is going on in your life. It's happening in the context of doing work of completing some other course while this other project is going on. So essentially, it's showing how the project fits within your personal organization, and your own flow of what you're doing.
The stakeholders are really everyone involved with the project that has an important role, or is expected to play or even has a role as a critic. There are high level stakeholders, or might be the CEO of a company is a stakeholder because he's requested a certain thing to happen. And there's the various people underneath who have become involved with the project.
This obviously comes out of the purpose because purpose kind of sets the overall direction of what you're trying to solve. And goals and objectives really aren't technical to disappoint at all that becomes later. But it really starts communicating what you expect to have happened to be done at the end. What are the outcomes for the project? Basically, it should answer: what are you going to accomplish?
6. Scope Specification
5. Project dependencies
4. Project Context
It really allows you in a very high level way to recommend how you expect to approach getting the work done. Basically, it is you're making for more technical, or from your method, what you're gonna put together, I'm going to make a website, I'm going to make a project proposal, I'm gonna create a social media strategy. In order to do this using these tools. So it actually recommended, because obviously this can change as you go along as you start putting together the plan, or eventually put together the project. But it really is what approach you're gonna take to solve your goals and objectives in order to reach the purpose.
Constraints are really kind of very related to context and dependencies. And all these things kind of relate to each other. It really gives you a lot of topics to kind, really give a very good picture of what this project is going to involve, what's going to take to put together. This case constraints might be scheduled. You only have a certain amount of time, and all of you have a semester might be budgetary, or resource as someone, or you're expecting some software developer as a resource to be available, or some technical factor that will limit the options, and so forth.
If it's a finance department or purchasing department, in the case of web development, it could be any number of a creative department or developers that are involved in putting together project, and you of course, and anyone who ultimately could be directly affected by the outcome what you put together.
3. Success Criteria
Out of scope specification are maybe as important as in scope. I can't tell how many times a client, because project didn't list what was out of scope came back requesting certain things would seem related, but really went far beyond what the designers thought they were putting together, or the project managers, or the developers. So, it's very, very significant to indicate how far, what is out of scope, what's outside the boundary of what you're planning to put together.
8. Out of Scope Specification
7. Recommended Project Approach
The scope is proudly piece of documentation list they create for a project plan. Because it really outlines how far, how wide, how big, or how small this project is. Essentially, it draws the boundaries for the project, and it really is very high level. You don't get real specific in terms of what you're gonna make at this point and that comes later. But it's kind of a high level breakdown of the goals, and objectives, and we'll see how this demonstrates this later on.
It's related to project context, but this is really about the project itself, and what dependencies would affect the result or success factors of the project. You're depending on a certain piece of software working. In a certain way, you're depending on the weather being reasonable to go out and shoot video, and things like that. So, in other words, the project to get done depends on certain things happening, or being available, or going on.
The first item is the purpose, or as I've indicated, it's the thesis, and you've been starting to write these essentially. It's the problem, or it's 'the why' of what you're doing. And 'the why' in this case is not because you're completing a cup-stone for a graduate degree. It's really the pro-business issue, or the creative problem being solved, and how important is. And it really kind of referenced the organizational objective, which in this case might just be you, or it might be, you know, if you're doing this for an organization, then you would put that in there as well. It's not 'what you're gonna do?", it's not 'how you're gonna do it?, but what is the problem you're going to solve, why you're doing this, why is it important.
The risk really essentially takes things like the context, or the dependencies, or even the constraints, and indicates what will happen if one of these things doesn't occur, what's the negative impact. And more importantly, when later on, when we do a more formal risk assessment in your project plan, what do you do, what do your plan be. Essentially, if any of these risks come to be, what are you going to do, to make up for certain things that don't quite go the way expected.
Hi, everybody. Today I'm gonna go over about Developing a Project Plan as a Base for a Successful Proposal. Especially for the basic components, well, what are the components? Okay, so let's get started.
Project Plan Components1. Purpose