Project management

Surname 1
Student’s Name
Project Management
Question 1.
A scope statement and a work breakdown structure are vital in the management of any
project. A scope statement includes the purpose of the project, the top-level scope of work, and
the outputs from the project. The scope statement is vital because it ensures that the project’s
purpose is achieved, and adequate work is done. A work break down structure helps to break
down the scope statement by subdividing the main project deliverables for control and
management purposes (Turner 132). The work breakdown structure is necessary because it
enables better control of the project (Turner 132). By developing the work definition in a
structured way, ensures that only work that is vital to the project delivery is done and not work
that was forecasted months earlier and is no longer necessary. A work breakdown structure also
promotes coherent delegation of tasks (Turner 132). This ensures that each product is assigned to
an individual group and thus experts can maintain their integrity while setting measurable
targets. Consequently, progress in a research project can be controlled because only intermediate
results are measurable. Furthermore, the work breakdown structure helps to avoid a scenario
whereby a project manager is giving out instructions to experts in a field he or she has no
experience in.
Surname 2
Question 2.
Any project aims to achieve success within the triple constraints of scope, schedule, and
cost. The three constraints work in tandem and any change in one of the constraints causes an
alteration in the other constraints. Scope expresses the desirable results of the project by laying
out the functions and content of the project. The cost of a project refers to the resources needed
to complete a project, for example, labor, resources for risk management or materials needed.
The schedule helps to optimize cost and benefit as illustrated on fig13.2 (Turner 221). The
success of any project depends on the right balancing of the triple constraints. For example, by
reducing the cost of any project, the scope has to be reduced or the time increased. On the other
hand, reducing the time will force the project manager to reduce scope or increase time. The
same applies to the scope in that increasing the scope will result in either increased time or cost.
These constraints are essential to any project management as they are meant to ensure that the
project delivers value to the sponsor. Project managers utilize these three constraints to measure
or determine the progress and issues associated with their projects.
Surname 3
Work Cited
Turner, J. R. (2014). Handbook of project-based management: Leading strategic change in
organizations (4th ed.). New York, NY: McGraw-Hill Education.

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