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I declare that this submission is our own work and does not involve plagiarism or collusion. I give permission for my assignment to be scanned for electronic checking of plagiarism.
Signed: Rajeshkannan A Radhakrishnan
Date: 22 Mar. 2010
Project Integration Management:
According to PMBOK  the Project Integration Management facts comprises the processes and the activities needed to identify, describe or define, merge, unite, and manage or to organize various processes and project management activities within the Project Management Process Groups. In order to successfully accomplish the project objectives the integration is concerned with effectively integrating various project management processes that has a strong branch from the project management process groups .
The characteristics of unification, consolidation, expression, and integrative actions that are critical to the project completion are a context of Integration in project management . The other roles of integration management are to make sure that the requirements of both stakeholders and customers are met and this also includes managing the customer expectations. There are seven processes in the Project Integration Management which are as follows :
- Develop Project Charter - means initiating the project, get approval for the project and applying for resources to the project.
- Developing the Initial Project Scope Statement - gives a clear picture of the products and services, methods of approval, and well planned strategies for controlling the changes in the control process.
- Development of the project management plan - this includes integration and creation of all the ancillary plans into the project management plan. This gives a clear picture of how the project will be managed, executed and monitored.
- Direct and manage the project execution - in this phase the projects actual work is been carried out or in other words the actual implementation of the project management plan and the work is completed within the defined project scope statement.
- Monitor and control project work - means monitoring the projects status, progress and to direct in the correct directions. With respect to the project status the actions are changed in-order to ensure that the projects objectives are achieved at the desired time limit.
- Integrated change control - means evaluating, authorizing and managing the changes to the desired project plan and its result which make sure that only the reliable or valid changes are implemented to the project.
- Close project - includes completing all the project activities, delivering the competed project and then with the client's approval the project is closed.
All the above seven processes of the Project Integration Management gives output which in turn servers as an input to the next process and all are interlined to each other[3, 4].
Project Scope Management:
According to PMBOK , the Project Scope management includes the processes required to make sure that the project comprises all the required work, and only the work required, to complete the project successfully . This is mainly concerned with defining and controlling, what is included in the project and what is not . The scope can also define as the sum of the products, services and the results or outcomes to be provided by the project . We can simply say that the backbone of all the activities in the project is the scope. This is because, it provides or acts as the root cause for determining and achieving the desired outcome. With the help of the project scope we can also determine the other factors such as time, cost, quality, procurement, risk and the roles in the project. The project can breakdown in several smaller components and this helps to understand the work to be done, resources needed for the project, time, cost and etc. The scope management is divided into the following five processes. They are scope planning, scope definition, creation of work breakdown structure (WBS), scope verification and scope control . These five processes interact with each other as well as with the other bodies of knowledge areas of PMBOK . With the processes documents it is easy to understand, how the project scope will be defined, verified and controlled and how the WBS will be created. In general the WBS allows the project to be subdivided for better control purposes and management. This also clearly helps to define the project boundaries, assumptions, conditions, risks, goals, milestones and etc. From this we can infer that the scope management is an integral part in project management.
A scenario is defined as an ordered set of interactions between partners, usually between a system and a set of actors external to the system. It might also include some tangible sequence of interaction steps. In other words a scenario means thinking and planning for a desired action in the future. With respect to project management the scenarios are generally used to predetermine or predict the output of the project and with this we can identify the things which might go wrong. This will be very useful to avoid the risks in the project, by predicting the results of the project we can easily indentify the risk associated with the project, so that it will be easy to find out a better solution to overcome or to mitigate the risks. The scenarios can also be used to gather requirements in a most effective way. Scenarios give the users, a feel of the desired outcome; whereas with the classic techniques like, lists of narrative requirements, entity-relationship diagrams or object-oriented class diagrams we can able to achieve this .
Project: House Renovation
- What are the changes required for the existing design.
- What are the types of materials to be used?
- What will be the budget?
- When the project should be completed? What is the tolerance?
- What type of flooring should be used? Should the flooring be polished or should a carpet be installed?
- What type of interior and exterior paints should be used and the colors? (Oil Based or Water based)
- Should the electrical wiring and equipment be upgraded? (Rewiring)
- Does the plumbing need any changes? (Hot water system)
- Should there be any work done in the garden?
- Is a swimming pool needed?
- Should a fence be fitted along the boundary? What type of fence?
- Who should be responsible for the Interior decoration?
- Will a Garage suffice or is an additional car port necessary?
- Are there any requirements for pet (kennels)?
- Should a bar counter be built?
- Should the walls be painted plain or have mural paintings or wall papers?
- What should be upgraded in the kitchen? Should a new stove, oven and grill be installed newly or serviced?
- Any Special requirements for laundry room.
- Where should the Gym be located?
- Should a Solar panel be installed?
- What are the Security requirements?
- Is a clothes line necessary or will a dryer be used.
Scope Testing Technique:
The main purpose of this technique is to obtain the opinions from the experts for the technical issues, scope of the work, project and other estimates and etc. These opinions are obtained anonymous and draw on the intelligence of the group instead of a single person or groups . This is done to have efficient opinions from the experts. With the help of this it is possible to test the following requirements.
- What are the changes required for the existing design? Check if the design is feasible and compliant with Australian standards.
- What are the types of materials to be used? Check for the quality and get advice on the best prices.
- What will be the budget? Check that the budget is feasible and appropriate.
- When the project should be completed? What is the tolerance? Consult to get the timeline.
- Should a Solar panel be installed? Get the advantages versus disadvantages and government regulations.
- A Guide to the Project Management Body of Knowledge 3rd edition. PMBOK Guide.
- "Project Integration Management", http://mithuns.wordpress.com/2008/06/11/project-integration-management/, viewed on March 15th, 2010.
- "Project Integration Management", Sridharan M, 2008, http://www.pmhut.com/project-integration-management, viewed on March 15th, 2010.
- "Applied project management 1" Entrepreneurship Commercialisation Innovation Centre, The University of Adelaide.
- "Project Management Knowledge", http://www.project-management-knowledge.com/, viewed on March 16, 2010.
- "Improving the Quality of Requirements with Scenarios", Glinz M, "Proceedings of the Second World Congress for Software Quality (2WCSQ)", Yokohama, September 2000. Pages 55- 60.
- Tom Kendrick, The project management tool kit: 100 tips and techniques for getting the job done right, 2004, Project Management Institute Edition: AMACOM Div American Mgmt Assn.