PPMP20008 Initiating and Planning Projects

Required you to reflect on your participation in the course, identify lessons learnt, and consider what actions can be taken to address lessons and improve future study projects. Please note these learnings are based on your role and not based on the supplied project used for earlier assessments.Reflect on your performance in a project, identify lessons learnt, develop strategies to leverage those lessons and develop presentation skills.

Life cycles can also be domain specific this example of the Systems Development Life Cycle  (SDLC) is from  the US Department of Justice The systems development life cycle (SDLC), also refers to the application improvement life-cycle, is a term utilized as a part of frameworks designing, data frameworks and programming building to depict a procedure for arranging, making, testing and conveying a data framework. 

Gates are structured decision points Gate Review Checklists informs the Project manager what needs to be prepared to be able to pass through the gate Gate Keepers Providing assurance and Decision making The Stage Gate reviews follows Decisions that are Proceed based on original objectives, Proceed based on revised objectives, Delay making decision until further information obtained and Cancel Project 

Characteristics of Project Board: Be accountable for the project Provide unified direction Delegate effectively Facilitate cross-functional integration Commit resources Ensure effective decision making Support the Project Manager Ensure Effective communication 

Initiation - To define new project or new phase of existing project  Planning -  Define objectives, develop activities required to achieve objectives. Scope, time, cost, quality, communications, human resources, risks, procurement, stakeholder engagement Executing - Completion of work required as defined in plan   Closing - Completion of work required as defined in plan Monitoring and Controlling - Track and review project progress  

A Project management plan is a formal, endorsed record that characterizes how the task is executed, checked, and controlled. It might be a synopsis or a point by point record and may incorporate baselines, backup administration designs, and other arranging reports 

HRM plan is a component of Project management plan Project human resources should be defined, staffed, managed, and eventually released This also includes: Roles and responsibilities, Project organization charts and Staffing management plan 

“There is no point having the perfect risk register if mitigations aren’t budgeted and actioned. If there are no owners, there is no accountability, and likely no action.” Natalie Ewin Like looking for master judgment  Client - paying or supporting the task  End clients - utilize the final result.  Consider end clients needs  PMs accept the client speaks to and comprehend end clients needs - not generally the situation. 

Surrounding the way choices are displayed influences the decision made.  The arranging deception – the conviction that our plans will continue as needs be, in spite of comparable undertakings having neglected to do as such before.  Accessibility inclination – data that is most effortlessly accessible idea to be generally pertinent.  Gathering think – want for agreement/similarity brings about poor basic leadership. 

Iterative and incremental advancement requires a dynamic and versatile way to deal with be taken to the administration of the task and requires the entire group to grasp change and the ceaseless change that this change will ideally deliver. 

Kernaghan, S., & da Silva, J. (2014). Initiating and sustaining action: Experiences building resilience to climate change in Asian cities. Urban Climate, 7, 47-63. Kloppenborg, T. J., & Tesch, D. (2015).

How executive sponsors influence project success. MIT Sloan Management Review, 56(3), 27. John, B., Keeler, L. W., Wiek, A., & Lang, D. J. (2015).

How much sustainability substance is in urban visions?–An analysis of visioning projects in urban planning. Cities, 48, 86-98. Heurkens, E., & Hobma, F. (2014).

Private sector-led urban development projects: Comparative insights from planning practices in the Netherlands and the UK. Planning Practice and Research, 29(4), 350-369.