Blog Beginning 2-Maureen Gorman
Depths of Learning
Tuesday, May 14, 2013
Monday, July 18, 2011
Wednesday, June 1, 2011
Thursday, February 10, 2011
Analyzing Scope Creep
Analyzing Scope Creep in “Reaching for Tomorrow-Charlotte 2012” Thoughts about the planning of the National Democratic Convention
The Democratic National Convention Committee has decided to use Charlotte, NC as the hosting city for the 2012 Democratic National Convention. The head of the committee will serve as the project manager and all team members will steer our city members in a direction that will expand with each breathe of design. Project stakeholders are enthusiastic and already heading forward with plans to expose the rest of the nation and all attending participants to southern hospitality and local charm. The iron triangle of planning (Mindtools, 2011) will include extensive measures considering scope, budget, and schedule. Before a decision was made by the committee, an analysis was made of the people, places, and promises that where readily available to future visitors. With a mild September climate, a sparkling clean location and the Carolina blue skies government officials will find this an ideal spot to mix business with pleasure.
An event like this will require an extensive budget with all types of workers needed from every avenue and every corner of entertainment, security, and business. Vendors, merchants, restaurants and entrepreneurs are all hoping to find a place in the hustle and bustle of party politics. The most important thing to remember about the plan is that one is needed now. With the charter and the plan, the committee can exhaust the natural and human resources needed for this city to put on the Ritz, the glitz and the charm we enjoy and take for granted each day. With the excitement and frenzy, the project committee will need to take inventory and reserve a place for a remarkable event. With advice from Denver, and a close look and previous trials, risks, headaches and solutions, North Carolina can chart the future course of events.
The enthusiasm here is evident, but the plus side is also followed by those needs and circumstances that have gone unnoticed. With the instructional design concept “scope creep” issues suddenly emerge. This is defined as “the natural tendency of the client, as well as project team members, to try to improve the projects output as the project progresses”. (Portney, 2008)
The issues specific to Charlotte require an extensive search for functional and convenient parking along with extensive coordination with transportation officials that require a close look at the airport and facility space. A three year construction plan for the only airport garage has been lost in the scope planning. This will significantly block delegates from freely coming from and going to the airport. It will obstruct airport parking for rental vehicles, public transportation, taxi and shuttle services to and from temporary housing facilities. This alone will require an extended budget for travel expenses for buses in detours zones and additional traffic patrol. Parking facilities will need to rent and secure spaces from church parking lots, public parks and possibly sports and college facilities. The budget may surpass the previous convention budget, and current schedule of events. Even though events are centrally located in the uptown area more initiatives are needed to engage and accommodate visitors in a central location.
Another issue is that the approval of vendors may consume many budget hours and resources. One suggestion from Denver is to compile a directory of services for consideration in the initial stages. In Denver, officials created a directory of 3,500 potential vendors. (Pittman, 2011) Any particular way a committee can maximize services and minimize the selection service will free budget money for the exact calendar days. The greatest focus will be the fund raising efforts made by the host group. Money is always a challenge to any project and in prior years finance goals fell short but eventually exceeded to $55 million. Since this can serve as a target amount any means to achieve this end can be enlisted within and beyond the Charlotte area.
Throughout the next year various problems and projects will be added to the list of original plans. Knowing and expecting changes is realistic. Documenting those changes is essential. By communicating results the city of Charlotte has a partner and friend-Denver. The article in Sunday’s Charlotte Observer –“Lessons from Denver” discloses the problems that can affect a convention project. Despite those problems with security, transportation, protests and “scope creep” a major U.S. city was able to complete a project of major significance.
The best options at this time is for the hosting city, Charlotte, and the Democratic National Convention to stay on course, use prior research and experiences and make changes while presenting a major event with expectations for success. The governor of Colorado notes the importance of project team management-“It is one of the most incredible experiences of my life… I was being forced to use every skill and every experience I’d ever accumulated in my entire life.”(Hickenlooper, 2011) Although we are a small city we can estimate about 4,000 delegates and possibly over 50,000 more visitors to downtown/uptown in September of 2012. (Rexrode, 2011) The tools of social networking will take on new dimensions. Can we exceed our greatest expectations? Will fundraising efforts secure the money needed for success? Now that we know some statistics and a general ball park number of $55 million can or will we proceed? As we “reach for tomorrow” we can expect promise, change, challenges and national recognition.
Pittman, K.V. (2011) Vendors Lobby for Convention Work Charlotte Observer Sunday, February 5, 2011
Mindtools (2011) The Iron Triangle of Project Management - Balancing Your Budget, Scope, and Schedule http://www.mindtools.com/pages/article/newPPM_54.htm
Portny, S.E., Mantel S.J. Meredith, J.R., Shafer, S.M., Sutton, M.M., & Kramer, B.E (2008) Project Management-Planning, Scheduling, and controlling projects Hoboken, NJ: Pearson
Rexrode, C. (2011) Lessons from Denver Charlotte Observer Sunday, February 5, 2011
The Democratic National Convention Committee has decided to use Charlotte, NC as the hosting city for the 2012 Democratic National Convention. The head of the committee will serve as the project manager and all team members will steer our city members in a direction that will expand with each breathe of design. Project stakeholders are enthusiastic and already heading forward with plans to expose the rest of the nation and all attending participants to southern hospitality and local charm. The iron triangle of planning (Mindtools, 2011) will include extensive measures considering scope, budget, and schedule. Before a decision was made by the committee, an analysis was made of the people, places, and promises that where readily available to future visitors. With a mild September climate, a sparkling clean location and the Carolina blue skies government officials will find this an ideal spot to mix business with pleasure.
An event like this will require an extensive budget with all types of workers needed from every avenue and every corner of entertainment, security, and business. Vendors, merchants, restaurants and entrepreneurs are all hoping to find a place in the hustle and bustle of party politics. The most important thing to remember about the plan is that one is needed now. With the charter and the plan, the committee can exhaust the natural and human resources needed for this city to put on the Ritz, the glitz and the charm we enjoy and take for granted each day. With the excitement and frenzy, the project committee will need to take inventory and reserve a place for a remarkable event. With advice from Denver, and a close look and previous trials, risks, headaches and solutions, North Carolina can chart the future course of events.
The enthusiasm here is evident, but the plus side is also followed by those needs and circumstances that have gone unnoticed. With the instructional design concept “scope creep” issues suddenly emerge. This is defined as “the natural tendency of the client, as well as project team members, to try to improve the projects output as the project progresses”. (Portney, 2008)
The issues specific to Charlotte require an extensive search for functional and convenient parking along with extensive coordination with transportation officials that require a close look at the airport and facility space. A three year construction plan for the only airport garage has been lost in the scope planning. This will significantly block delegates from freely coming from and going to the airport. It will obstruct airport parking for rental vehicles, public transportation, taxi and shuttle services to and from temporary housing facilities. This alone will require an extended budget for travel expenses for buses in detours zones and additional traffic patrol. Parking facilities will need to rent and secure spaces from church parking lots, public parks and possibly sports and college facilities. The budget may surpass the previous convention budget, and current schedule of events. Even though events are centrally located in the uptown area more initiatives are needed to engage and accommodate visitors in a central location.
Another issue is that the approval of vendors may consume many budget hours and resources. One suggestion from Denver is to compile a directory of services for consideration in the initial stages. In Denver, officials created a directory of 3,500 potential vendors. (Pittman, 2011) Any particular way a committee can maximize services and minimize the selection service will free budget money for the exact calendar days. The greatest focus will be the fund raising efforts made by the host group. Money is always a challenge to any project and in prior years finance goals fell short but eventually exceeded to $55 million. Since this can serve as a target amount any means to achieve this end can be enlisted within and beyond the Charlotte area.
Throughout the next year various problems and projects will be added to the list of original plans. Knowing and expecting changes is realistic. Documenting those changes is essential. By communicating results the city of Charlotte has a partner and friend-Denver. The article in Sunday’s Charlotte Observer –“Lessons from Denver” discloses the problems that can affect a convention project. Despite those problems with security, transportation, protests and “scope creep” a major U.S. city was able to complete a project of major significance.
The best options at this time is for the hosting city, Charlotte, and the Democratic National Convention to stay on course, use prior research and experiences and make changes while presenting a major event with expectations for success. The governor of Colorado notes the importance of project team management-“It is one of the most incredible experiences of my life… I was being forced to use every skill and every experience I’d ever accumulated in my entire life.”(Hickenlooper, 2011) Although we are a small city we can estimate about 4,000 delegates and possibly over 50,000 more visitors to downtown/uptown in September of 2012. (Rexrode, 2011) The tools of social networking will take on new dimensions. Can we exceed our greatest expectations? Will fundraising efforts secure the money needed for success? Now that we know some statistics and a general ball park number of $55 million can or will we proceed? As we “reach for tomorrow” we can expect promise, change, challenges and national recognition.
Pittman, K.V. (2011) Vendors Lobby for Convention Work Charlotte Observer Sunday, February 5, 2011
Mindtools (2011) The Iron Triangle of Project Management - Balancing Your Budget, Scope, and Schedule http://www.mindtools.com/pages/article/newPPM_54.htm
Portny, S.E., Mantel S.J. Meredith, J.R., Shafer, S.M., Sutton, M.M., & Kramer, B.E (2008) Project Management-Planning, Scheduling, and controlling projects Hoboken, NJ: Pearson
Rexrode, C. (2011) Lessons from Denver Charlotte Observer Sunday, February 5, 2011
Thursday, February 3, 2011
Project Management/Decisions/Budgeting
Analysis and self-evaluation are an important part of project management. Considering the resources from the past few weeks at Walden University and searching the web I have come to speculate the skills needed to be a successful PM. The following link had allowed me to connect and reflect on the essentials. How good are your skills? One interesting way realize your own potential with this article "How Good Are Your Project Management Skills?"
http://www.mindtools.com/pages/article/newPPM_60.htm
Grid Analysis
Making a Decision By Weighing Up Different Factors
Also known as Decision Matrix Analysis, Pugh Matrix Analysis, and Multi-Attribute Utility Theory (MAUT)
Viewing this article shows the simplicity but effectiveness of using a grid to analyze and weigh decisions. Also know with other names and very similar to the RASCI charting.
http://www.mindtools.com/pages/article/newTED_03.htm
OODLE is another article starting with observation in the process and a list of questions used to analyze and make wise decisions.
http://www.mindtools.com/pages/article/newTED_78.htm
http://www.mindtools.com/pages/article/newPPM_60.htm
Grid Analysis
Making a Decision By Weighing Up Different Factors
Also known as Decision Matrix Analysis, Pugh Matrix Analysis, and Multi-Attribute Utility Theory (MAUT)
Viewing this article shows the simplicity but effectiveness of using a grid to analyze and weigh decisions. Also know with other names and very similar to the RASCI charting.
http://www.mindtools.com/pages/article/newTED_03.htm
OODLE is another article starting with observation in the process and a list of questions used to analyze and make wise decisions.
http://www.mindtools.com/pages/article/newTED_78.htm
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