Need 3 Peer Response For The Below 3 Discussion

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 team’s 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 shouldn’t 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 (Sang‐Hoon 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: 10.1080/15623599.2020.1728606

Sang‐Hoon  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: 10.1080/01446190500040232

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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.

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