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ce structure related to this project management, and pointed out that this is a committee liable to direct business planning as well as resource monitoring. Obviously, this is a project with detailed plans in aspects of different items like work divisions, cost and resources estimate, milestones, time plan, budget etc.
 
2.2 Clear Identification of Objectives, Scope and Deliverables
Primarily, project objectives should be understood. Defining and determining real objectives will facilitate a successful project plan. Furthermore, scope will define the boundary of the project. This can also decide the number of tasks that need to be done. In addition, once the real objectives and scope are defined, stakeholders should review it and agree to them. If it is a successful identification, all the expectations of stakeholders will be included and supported. Besides these, a definition of deliverables needs to be carried out by the project. It involves tangible and intangible things with detailed description to enable executors of the project to efficiently achieve them. Similarly, this should be reviewed by stakeholders and receive agreement from them.
 
In the Edge Project, the objectives and scope have been audited since March 2004. Also, both objectives from a Centrelink and FaCS's perspectives have been presented item by item (page 46). In the examination conducted by the ANAO for the governance of the Edge Project, it has found out that there was a clear framework for the governance of the project in the place of objectives (page 75). Considering the scope of this project, it is definitely demonstrated with responsibilities (page 93) and extended in response to the changes by the ANAO (page 105). In report to the BIC initiated by the Edge Project Office, the progress of deliverables was definitely included (page 113) and revised in 2002-03 (page 113). Thus, it can be summarized that objectives, scope as well as deliverables were significantly attached importance to by the project.
 
2.3 Incremental Staged Approach to Undertaking the Project
It is similar to an actual progress monitored with comparison to the planned one. When comparing and recording variations between the actual and planned scopes, objectives, schedules etc., it is important to take correct and effective activities in response to those changes and variations. This requires incremental staged approaches, which may get the project back on track.
 
As measured above, audits for objectives, scope as well as plans always happened during the whole progress of project conduction, this is why FaCS and Centrelink applied the staged testing and implementation approaches with the aim to keep it on track (page 131). In addition, although there was no procurement plan included in the Edge Project, a staged procurement approach was considered by the ANAO, that might provide new technologies for supporting the implementation of the project (page 60).
 
2.4 Approval and Signoff By Sponsors
As posted above, most project stakeholders or sponsors expect authorities to approve and define project deliverables. This requires a high level of expertise in project management. Only so can sponsors approve and agree with the project. Walker (1996) considered that the level of authority of project management directly influenced the arrangement and complementation of the project and ensu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。