Human Award Plan There was no plan for Toward the end of the The PM should Resources providing awards and project morale was institute and Management recognition to team low among the project communicate an members. team. There was awards/recognition increased conflict and program for every team members were project. asking to leave the project. Scope Scope Creep Stakeholders The PM did not have a The PM must have Management continuously tried plan for addressing an approval process adding to the project scope creep and for any proposed scope throughout the allowed some scope changes and project lifecycle. requirements to be communicate this added until the process to all sponsor stopped it. stakeholders. Overall project delay of 3 weeks was the result. Quality Building A process for This allowed the Always plan quality Management Material determining project team to work standards and acceptable building with the contractors allowances into the material quality was to smoothly ensure all project plan. This planned into the materials were of helps avoid delays project. acceptable quality and and cost overruns. avoided any re-work and delays associated with substandard material. Risk Zoning A risk was identified Impact was minimal Always consider Management Approval that there may be because the PM external impacts on delays in receiving included potential the project cost and approval from the zoning delays into the schedule. This must county zoning board. project schedule. be continuous This was a success throughout the because it was project lifecycle. identified early and planned for.
Human Resources Management Award Plan There was no plan for providing awards and recognition to team members. Toward the end of the project morale was low among the project team. There was increased conflict and team members were asking to leave the project. The PM should institute and communicate an awards/recognition program for every project. Scope Management Scope Creep Stakeholders continuously tried adding to the project scope throughout the project lifecycle. The PM did not have a plan for addressing scope creep and allowed some requirements to be added until the sponsor stopped it. Overall project delay of 3 weeks was the result. The PM must have an approval process for any proposed scope changes and communicate this process to all stakeholders. Quality Management Building Material A process for determining acceptable building material quality was planned into the project. This allowed the project team to work with the contractors to smoothly ensure all materials were of acceptable quality and avoided any re-work and delays associated with substandard material. Always plan quality standards and allowances into the project plan. This helps avoid delays and cost overruns. Risk Management Zoning Approval A risk was identified that there may be delays in receiving approval from the county zoning board. This was a success because it was identified early and planned for. Impact was minimal because the PM included potential zoning delays into the project schedule. Always consider external impacts on the project cost and schedule. This must be continuous throughout the project lifecycle.