|Starting date||10th Nov||17th Nov||24th Nov||1st Dec||8th Dec||15th Dec||22nd Dec||29th Dec|
|Phase one||Assurance of quality plan||Ends 15, Nov|
|Plan on materials and stations||Ends 15, Nov|
|Review of resource||Ends 22, Nov|
|Project tabling and final criticism||Ends, 22, Nov|
|Phase two||Evaluating requirements and negotiation of resources||Ends 28, Nov|
|Capacity building through role trainings||Ends 29, Nov|
|Acceptance, confirmation and test on the project||Ends 5, Dec|
|Review of the whole project and acceptance||Ends 6,Dec|
|Phase three||Drafts and procurements||Ends 13, Dec|
|Integrated test plans||Ends 21, Dec|
|Time adherence and delivery||Ends 25, Dec|
|Reviewing||Ends 31, Dec|
Behavior Affecting Tasks
Projects succeed due to the efforts of the project team. In the competitive environment today, projects require different participants from different areas of the organization. Involving parties from the external agencies will also be necessary as consultants or vendors. Projects struggle to get everyone they need in terms of behavioral differences. The project, therefore, will succeed when the teams work as a team to meet the deliverables and deadlines. The behavior will, therefore, determine the speed and ease with which every individual works for the project completion (Turner, 2014).
Projects based on people emphasize that the management of the projects should base on the dynamics, experience, and human psychology rather than on processes. The project manager will, therefore, learn and understand the function and performance based on behavior and adaptation (Turner, 2014).
The crucial next process will be engaging the team members. In making a successful project on handwashing, the teams must engage and sustained in the short or long term. The process will be focusing on setting performance and productivity indicators for the whole team and help maximize engagement level for the project manager and the participants. In the engagement process, the key next process would be to notice the emotions and motivations for the team (Larson, & Gray, 2013). Moreover, the project manager should identify the behavioral risks they would have by imploring into the team members by the intuitive questions. The behavior involves actions and mannerisms exhibited by the members. The process would help the project manager understand how to build his relationship with the team, assuming some behaviors while dropping the others. Communication would be the best process for keeping everything in check. The manager should always communicate with the team members. In these processes the idea will be how the person works with the team and not individual. Therefore the dity will be how one does the job with others together.
Precedence Diagram Method
The precedence diagram method utilizes nodes representing activities and associating them with the projectiles of the dependencies in developing a project schedule network diagram. The project team for the handwashing project will be using the schedule network diagram in representing the acknowledged and preexisting schedule activities graphically through nodes utilization (Turner, 2014). The procedure is essential for allowing the project teams to understand the activities scheduled and those affiliated with the task.
Moreover, the strategy will identify the discrepancies in the project. The processes are dependent on each other; the missing part will, therefore, mean that the project will not be complete. The use of the strategy will work in ironing out the discrepancies (Larson, & Gray, 2013). Furthermore, the strategy can be of use in identifying critical activities and developing a project schedule. The teams will have to work on the completion of the project with the knowledge of the various activities they should tackle effectively.
Critical Path Model
The critical path method involves using an algorithm for scheduling project activities. It is a result of the identification of the longest stretch of dependent activities and calculating the time needed for the complete process from the start to end (Turner, 2014). The critical path method is essential for keeping the project on track. The critical path helps monitor the project so that it ends at a specific time for the project to come in on time. A delay in the critical paths events will mean the whole project delays. Where the projected time is longer than the project sponsors’ expectation, there will be a need to negotiate the time scale. Some activities will need proper checking; therefore, using the critical path, one can negotiate for the time to complete it. Conversely, the activities of the project that require more time will need additional resources, which will call for the negotiation of the resources.
Larson, E., & Gray, C. (2013). Project management: The managerial process with MS project. McGraw-Hill Education.Turner, J. R. (2014). The Handbook of Project-based Management: Leading Strategic Change in Organizations. New York, NY: McGraw Hill Professional.
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