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Review of the Case study - the Edge Project

审查案例研究-边缘项目

1.Introduction

1.引言

In this paper, 12 project management success factors will be discussed based on a case study. Through in-depth analysis of the Edge Project, along with related evidence, it will present a comprehensive observation for the essence of a successful project management. The major successful factors including 12 aspects: proper detailed planning, clear identification of objectives, scope and deliverables, incremental staged approach to undertaking the project, approval and signoff by sponsors, thorough analysis and clear requirements, sponsor and stakeholder involvement and support, top management support for the project, highly skilled project team, manageable technology involved in the project, competent project manager, clear evidence of a risk management strategy and clearly defined budget, timeframe and quality requirements. In the second part, all the factors will be respectively discussed on the basis of case study.

在本文中，12个项目管理成功的因素将根据个案研究进行讨论。通过深入分析边缘项目，以及相关的证据，它会呈现一个全面观察的成功项目管理的精髓。主要的成功因素，其中包括12个方面：正确的详细规划，标识清晰的目标，范围和交付成果，增量分阶段的方式来进行的立项，审批和签收由赞助商，透彻的分析和明确的要求，保荐机构和利益相关者的参与和支持，高层管理人员项目，高技能的项目团队，参与项目管理的技术，称职的项目经理，风险管理战略和明确的预算，时限和质量要求的明确证据支持。在第二部分中，所有的因素都将分别在案例研究的基础上进行讨论。

2.Analysis/Answer to the Question

2.问题的分析/答案

2.1 Proper Detailed Planning

2.1适当的性详细规划

The project plan, as a provider of direction for the project, will define what activities are required to create deliverables for the executors through applying various techniques such as Work Breakdown Structure (WBS). A successful project planning identifies major tasks, work items and resources needed in the implementation of the project objectives. Moreover, a detailed plan should prepare for changes required and then leads to a logical development.

该项目计划，作为该项目的供应商方向，将定义哪些活动是需要通过申请，如工作分解结构（WBS）各种技术来创建可交付成果的执行者。一个成功的项目规划确定的主要任务，工作项目，需要在项目目标的实现是需要资源的。此外，详细的计划应为必要的变更做准备，然后引出一个合乎逻辑的发展。

As studied by Sanvido and Paulson (1992), if the planning functions of a project was detailed performed at a right standard, the project would be more profitable and better constructed. In addition, Stukhard (1987) recommended that in order to achieve successful project management, productivity, initial cost and schedule estimates should be primarily predicted.
 
In this case, it can be considered as a successful approach to the initial step of planning. In the page 14, audit objectives of this project proposed for deciding whether FaCS and Centrelink revised the business plan frequently in the aspects of estimated and actual costs as well as the expected gains. Moreover, in the section "Business Case Review 2002" (page 49), it measured that in the November 1999 Business Case, milestones and management reporting points would been regularly arranged when the detailed planning came about. Finally, another point which may also illustrate the application of a precise planning in this project appears in Figure 4.1 (page 76). This referred to Business Planning and Resource Allocation Committee (BARAC) that is one of the governan本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。