To develop a more detailed schedule, the project team first develops a work structure (PSP) – a description of tasks in detailed layers. Although the scope of the project is the main document for the development of the PSP, the PSP contains all the results of the project and reflects all the documents or information that illustrate the results of the project. A project plan is developed from the WBS. The project plan lists the activities required to carry out the work identified in the PSP. The more detailed the PSP, the more activities are identified to do the work. Scrum uses sequential sprints for development. Sprints are like small project phases (ideally two to four weeks). The idea is to take a day to plan what can be done now, then develop what was planned and demonstrate it at the end of the sprint. Scrum takes advantage of a brief daily meeting of the development team to check what was done yesterday, what is planned for the next day and what, if any, prevents team members from achieving what they have committed to. At the end of the sprint, we can then test what has been demonstrated and the next sprint cycle begins. Defining the success of the project often involves completing the project eventually. The development and management of a project plan that completes the project on time is the primary responsibility of the project manager, and completing the project on time requires the development of a realistic plan and effective plan management. For smaller projects, project managers can lead the development of the project plan and set a timetable for achieving the plan.
For larger and more complex projects, a project management team, focused on both costs and planning and piloting functions, helps the project management team develop the plan and track the progress made under the plan. After the project team has identified the activities, the team ranks the activities according to the order in which the activities are to be conducted. One of the results of the work process is the project logic diagram. The logic diagram represents the logical sequence of activities necessary to complete the project. The next step in the planning process is to develop an estimate of the time it takes to complete each activity or duration of activity. Some activities need to be carried out sequentially and some activities may be carried out simultaneously. The planning process establishes a project schedule by planning activities so that project resources are used effectively and efficiently and the project is completed as soon as possible. The agreement has a term of two years and an option for an extension of 1-1 year. This is the great project management framework, and if you want to be effective in project management, you may need to find process improvement tools for managing each of the 10 areas of knowledge that make up PMBOK (see Figure 4.1), which are useful in identifying and improving the basic processes used in their projects. Process improvement tools can also be useful in identifying opportunities for cost and schedule improvements. Opportunities for improvement must be found quickly to influence the project`s performance.
The investment in time and resources to find improvements is most important in the initial phase of the project, when the project is in the planning phase. In later phases of the project, where pressure to achieve project objectives is increasing, the culture of the project is less conducive to changes in the work processes.