AIOU Solved Assignments 1 & 2 Code 8617 Autumn 2019

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Aiou Solved Assignments code 8617 Autumn 2019 assignments 1 and 2 Plan Implementation and Educational Management (8617) spring 2019. aiou past papers.

AIOU Solved Assignments 1 & 2 Code 8617 Autumn 2019

Course: Plan Implementation and Educational Management (8617)
Level: B.Ed (1.5 Years)
Semester: Spring, 2019
ASSIGNMENT No. 1

Q.1 Define the external and internal aspects of plan feasibility with examples. Discuss the practical use of the educational plan document.
Answer:

Plan feasibility or feasibility study is an assessment of the practicality of a proposed project or system. A feasibility study aims to objectively and rationally uncover the strengths and weaknesses of an existing business or proposed venture, opportunities and threats present in the natural environment, the resources required to carry through, and ultimately the prospects for success. In its simplest terms, the two criteria to judge feasibility are cost required and value to be attained.
A well-designed feasibility study should provide a historical background of the business or project, a description of the product or service, accounting statements, details of the operations and management, marketing research and policies, financial data, legal requirements and tax obligations. Generally, feasibility studies precede technical development and project implementation.
A feasibility study evaluates the project’s potential for success; therefore, perceived objectivity is an important factor in the credibility of the study for potential investors and lending institutions. It must therefore be conducted with an objective, unbiased approach to provide information upon which decisions can be based.
Formal definition
A project feasibility study is a comprehensive report that examines in detail the five frames of analysis of a given project. It also takes into consideration its four Ps, its risks and POVs, and its constraints (calendar, costs, and norms of quality). The goal is to determine whether the project should go ahead, be redesigned, or else abandoned altogether. The five frames of analysis are: The frame of definition; the frame of contextual risks; the frame of potentiality; the parametric frame; the frame of dominant and contingency strategies.

The four Ps are traditionally defined as Plan, Processes, People, and Power. The risks are considered to be external to the project (e.g., weather conditions) and are divided in eight categories: (Plan) financial and organizational (e.g., government structure for a private project); (Processes) environmental and technological; (People) marketing and sociocultural; and (Power) legal and political. POVs are Points of Vulnerability: they differ from risks in the sense that they are internal to the project and can be controlled or else eliminated.
The constraints are the standard constraints of calendar, costs and norms of quality that can each be objectively determined and measured along the entire project lifecycle. Depending on projects, portions of the study may suffice to produce a feasibility study; smaller projects, for example, may not require an exhaustive environmental assessment.
The Importance of Feasibility Studies
Feasibility studies are important to business development. They can allow a business to address where and how it will operate; identify potential obstacles that may impede its operations, and recognize the amount of funding it will need to get the business up and running. Feasibility studies also can lead to marketing strategies that could help convince investors or banks that investing in a particular project or business is a wise choice.
Key Takeaways. AIOU Solved Assignments Code 8617,

A feasibility study assesses the practicality of a proposed plan or project.

A company may conduct a feasibility study if it’s considering launching a new business or adopting a new product line.

It’s a good idea to have a contingency plan in case of unforeseeable circumstances, or if the original project is not feasible.
Tools for Conducting a Feasibility Study
Suggested best practices
Feasibility studies reflect a project’s unique goals and needs, so each is different. However, the tips below can apply broadly to undertaking a feasibility study. You may, for example, want to

Get feedback about the new concept from the appropriate stakeholders.

Analyze and ask questions about your data to make sure that it’s solid.

Conduct a market survey or market research to enhance data collection.

Write an organizational, operational, or a business plan.

Prepare a projected income statement.

Prepare an opening day balance sheet.

Make an initial “go” or “no-go” decision about moving ahead with the plan.
Suggested components
Once you have finished your basic due diligence, you might consider the elements below as a template of items to include in your study:

Executive summary—Narrative describing details of the project, product, service, plan, or business.

Technological considerations—What will it take? Do we have it? If not, can we get it? What will it cost?

Existing marketplace—Examine the local and broader markets for the product, service, plan, or business.

Marketing strategy—Describe it in detail.

Required staffing, including organizational chart—What are the human capital needs for this project?

Schedule and timeline, along with significant interim markers, for the project’s completion date.

Project financials.

Findings and recommendations—Break down into subsets of technology, marketing, organization, and financials.
[Important: When doing a feasibility study, it’s always good to have a contingency plan, that you also test to make sure it’s a viable alternative in case the first plan fails.]
Example—A Real-Life Feasibility Study
An elite college in a wealthy suburb of Boston had long desired to expand its campus. It kept putting off the project, however, because the administration had certain reservations, including whether it could afford to expand. Also, the college worried about public opinion of the neighborhood—the original home of this college for more than 100 years—as in the past, the community board had rejected similar types of development proposals. Finally, the college wondered if specific legal and political issues might impinge upon its plan.
All of these concerns and unknowns are apt reasons to proceed with a feasibility study, which the college finally did undertake. As a result, the school now is forging ahead with its expansion plans without needing to leave its historic home. If it had not taken the time and effort to conduct a feasibility study, the college would never have known whether its dreamed-of expansion could become a viable reality.
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AIOU Solved Assignments 1 Code 8617 Autumn 2019

Q.2 Explain the basic elements of a project with examples. Also formulate a project for community development.
Answer:

The success of your projects depend on proper project planning. But, what exactly does effective project planning look like? Project planning is crucial for project success, but it does not exist in a vacuum. It’s part of the project management cycle that consists of four distinct phases: initiation, planning, execution, and closure. Planning is essential for several reasons; it ensures that:

Projects run smoothly according to a plan

You deliver projects on time and on budget

Everyone has a mutual understanding of the project objectives

Everyone understands their roles in achieving those objectives

You’re able manage time, costs and risks better

You have an early warning system in place: By monitoring progress against a plan, you can identify when there are deviations that could hurt the project.

You get all your thoughts down on paper and can break down the project into manageable chunks
Of course, the success of the project depends on how good your planning is. The good news is that project planning isn’t hard. And, you definitely don’t have to have to go “full-out” at it by following comprehensive project management approaches.
You just have to make sure you include these simple eight elements of effective project planning – tailored to you – the small business owner.
The 8 Key Elements of Effective Project Planning
The details are important for any project. But the problem is that when you start any new project, pinning down those details can be difficult – which can cause overwhelm. This overwhelm can contribute toward the project never getting off the ground in the first place.
The better approach is to focus on basic milestones and goals. To help you with this, here are 8 crucial elements that you should incorporate into the project planning process.
1.THE IDENTIFICATION OF STAKEHOLDERS NEEDS
Stakeholders include anyone affected by the project. These could be end users, employees, project sponsors, and clients. Regardless you need to consider all stakeholders and their needs. Identify the stakeholders, meet with them, write down and prioritize their needs. If you’re still struggling to prioritize, use Eisenhower’s Decision Matrix which helps you prioritize based on urgency and importance. AIOU Solved Assignments Code 8617,

However, when meeting with stakeholders make sure you lead a structured conversation. You don’t want your stakeholders to lead you astray which may mean that at the end of meeting all you’re left with is a long list of desires that aren’t relevant to the project.
You want to keep it on point and list only what’s important for the project. By all means, acknowledge other concerns and demands, but let them know you don’t think those points are relevant right now. Instead, suggest to “park” them for later on.

  1. SMART PROJECT OBJECTIVES
    From the stakeholders’ needs, create project objectives. The objectives need to be specific, measurable, attainable, realistic, and timely. Consider these two objectives:
  • Increase website traffic
  • Increase website traffic to a client’s site by 50% on 21 August 2018
    The second objective is far more specific and gives you a clear projected path of what you want to achieve. You can use it as a benchmark to measure how well you’ve increased traffic.
    The objective “increase website traffic” would imply that a 1% increase in traffic would be a success. And, I’m sure that’s not what you’d want.
  1. CLEAR DELIVERABLES AND DEADLINES
    What specific products or services do you need to deliver to your client? These are your deliverables and, for each deliverable, you should set a due date.
    A deliverable for “increase website traffic” may be to “provide monthly traffic reports,” or even “improve on-page and off-page SEO.” On-page SEO refers to optimizing your website’s pages to improve SEO. Off-page SEO refers to methods you can use to improve ranking in search engines that extend beyond your site such as social media promotion.
  2. A DETAILED PROJECT SCHEDULE
    Your schedules include the deliverables, tasks for each deliverable, due dates for each task and deliverable, and who will complete them.
    Assign Tasks to Each Deliverable
    By breaking up each deliverable into manageable tasks, it’ll be easier to meet your project objectives. Think of the entire project as a cake. Each slice is a deliverable, and each bite of a slice is a small task.
    If improving on-page SEO is your deliverable, a task may be to produce four blog posts per month as part of your blogging strategy.
    Specify Due Dates for Tasks and Who’s Responsible
    Make sure you specify the due dates for those tasks and who will be completing them. By clarifying who’s responsible, you avoid misunderstandings later on.
    Identify Dependencies
    You also want to look at dependencies. Are there specific tasks that depend on the completion of other tasks? For example, you may need client approval on a design before you can take it to the printer.
    How to Create These Schedules
    You can brainstorm with team members on a whiteboard and paper or, use online collaboration apps such as Trello or FreshBooks for managing projects. These apps are particularly useful if you’re leading a remote team.
    For example, Trello lets you organize projects by combining lists, cards and boards. Boards can be your deliverables and the lists tasks assigned to certain people. As you complete tasks you can move Trello cards through the project process.
  3. DEFINED ROLES AND RESPONSIBILITIES
    Beyond specifying who’s responsible for each specific task you also need to define all roles. These include indicating who’s responsible for the entire project, each deliverable, what client roles are and who reports to who.
    For example, a content writer may be responsible for producing blog posts and report to the content editor who manages a team of writers and the content schedule. The content director, in turn, reports to the project director, and so on. Defining roles, responsibilities and reporting structures ensures everyone knows what’s required of them and remains accountable throughout the project. But do remember that no matter how defined the roles are responsibilities are, you need regular check-ins to make sure everything is on track. These check-ins may take the form of meetings, weekly reports or short daily conversations using your favorite project management software.
    Certain checkpoints in a project may also need client approval before you can move on to the next stage. For example, if you’re designing a site, you may need to check in with the client once a week to see that the changes you’ve made are in line with what they want. Your client should understand that their input plays a role in moving the project forward.
  4. PROJECT COSTS THAT HELP IDENTIFY SHORTFALLS
    Any plan should specify upfront costs so that you can allocate budgets and identify shortfalls. You can deal with these shortfalls by using proven ways to get more working capital.
    Additionally, you should also have a plan for monitoring and controlling costs. This will allow you to remain on budget and may include regular team meetings and meetings with the client. These meetings are important because going over budget is sometimes unavoidable. But by tracking and communicating with clients, you’ll receive less resistance when you tell them you’re over budget and that they may need to pay more.
  5. A COMMUNICATION PLAN THAT KEEPS THE PROJECT MOVING FORWARD
    The success of any project hinges on good communication. You should communicate when there are project changes. You should also communicate and let the client know when you need their input. And so it goes. This all forms part of your communication plan which should specify:
  • How often you’ll communicate to project stakeholders. Will it be daily, weekly or monthly?
  • The updates the client expects to receive: Are these face-to-face meetings, weekly status reports sent via email, or even telephone calls?
  • How often the client expects to receive these updates
  • The project checkpoints that require client input before the project can proceed
  1. THE RIGHT PROCESS AND SYSTEMS TO TRACK AND MANAGE PROJECTS
    All seven previous points are an essential part of the planning process, but an often overlooked one, is the processes:

What procedures will you use to communicate to team members?

What systems will you use to track projects?

Will you give clients visibility into the project?

Should they have access to your planning tools?

How will you ensure that you deliver what your client wants?
Now, you could create all these schedules in a spreadsheet and manage projects and communication via email and telephone. The problem is that this often leads to miscommunication. That’s not to mention the endless digging through your inbox to find emails and files. And, let’s not forget the challenges of running a remote team?
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AIOU Solved Assignments 2 Code 8617 Autumn 2019

Q.3 Evaluate the different types of project and their implacability in Pakistan?
Answer:

You may be wondering what are the different types of projects? Project management covers the management of projects and their running. Not all projects are the same and vary on a number of different elements that make each project individual. These factors that differ project among themselves must be taken into consideration so that projects can be managed efficiently and effectively regarding each project type.
Project scope: This describes the reach and scale of the project. A project scope varies depending on the amount of people involved and the scale of the impact of its outcomes. Projects can be big or small depending on the scope.
Timeframe: A project’s timeframe is defined from its initiation or conception until result evaluation. A project’s timeframe can also be divided into smaller blocks which in themselves have their own timeframe.
Organisation: The organisation of a project refers to how tasks and activities are organised and prioritised. The project workflow is calculated in each individual project to reach objectives. Sinnaps project management and planning tool uses technologies such as PERT and CPM to calculate the workflow of each project and find its most optimised work path along with various types of project management tools.
Cost: Projects can be expensive or relatively cheap depending on their overall cost. The Sinnaps app allows you to plan your costs along with any cost updates input by your team in real-time.
Communication: What are the types of project that require communication? Communication is the cornerstone of every project. Among different types of projects, communication, its frequency and its format can vary.  However, without effective communication a project will fail. Sinnaps allows for the optimisation of communication through online real-time chat between team members and project managers.
Stakeholder Management: Projects can vary depending on the number of stakeholders involved. Sometimes, the only stakeholders involved in a project is the team and project manager, but more often than not, there are a wider group of stakeholders involved. The more stakeholders, the more complex the management of their expectations and communication.
Task assignation: Within the different types of projects in project management, there are many different tasks and activities. Projects can vary depending on how these tasks are assigned to team members- whether they will be completed by individual members or groups and how responsibilities will be defined. AIOU Solved Assignments Code 8617, Quality of results: Results of projects vary among the different types of projects. They can vary depending on each client’s requests.
CLASSIFICATION OF PROJECT
Every Project is different. Projects can be classified on several different points. The classification of projects in project management varies according to a number of different factors such as complexity, source of capital, its content, those involved and its purpose. Projects can be classified on the following factors.
According to complexity:

Easy: A project is classified as easy when the relationships between tasks are basic and detailed planning or organisation are not required. A small work team and few external stakeholders and collaborators are common in this case.

Complicated: The project network is broad and complicated. There are many task interdependencies. With these projects, simplification where possible is everything. Cloud-based apps such as Sinnaps will immensely help to simplify complicated projects by automatically calculating the project’s best work path and updating any changes introduced through its use of different types of project management tools.
According to source of capital:

Public: Financing comes from Governmental institutions.

Private: Financing comes from businesses or private incentives.

Mixed: Financing comes from a mixed source of both public and private funding.
According to project content:

Construction: These are projects that have anything to do with the construction of a civil or architectural work. Predictive methods are used along with agile techniques which will be explained later on.

IT: Any project to do with software development, IT system etc.  The types of project management information systems vary across the board, but in today’s world are very common.

Business: These projects are involved with the development of a business, management of a work team, cost management, etc., and usually follow a commercial strategy.

Service or product production: Projects that involve themselves with the development of an innovative product or service, design of a new product, etc. They are often used in the R & D department.
According to those involved:

Departmental: When a certain department or area of an organisation is involved.

Internal: When a whole company itself is involved in the project’s development.

Matriarchal: When there is a combination of departments involved.

External: When a company outsources external project manager or teams to execute the project. This is common in digital transformations, process improvements and strategy changes, for example.
According to its objective:

Production: Oriented at the production of a product or service taking into consideration a certain determined objective.

Social: Oriented at the improvement of the quality of life of people.
Educational: Oriented at the education of others.

Community: Oriented at people too, however with their involvement.

Research: Oriented at innovation and the gaining of knowledge.
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AIOU Solved Assignments Code 8617 Autumn 2019

Q.4 Review the various aspects of project appraisal. How can project appraisal solve various problems of project implementation?.
Answer:
The following points highlight the four main aspects project appraisal by financial institutions. The aspects are:

  1. Economic Analysis:
    Under economic analysis, the project aspects highlighted include requirements for raw material, level of capacity utilization, anticipated sales, anticipated expenses and the probable profits. It is said that a business should have always a volume of profit clearly in view which will govern other economic variables like sales, purchases, expenses and alike.
    It will have to be calculated how much sales would be necessary to earn the targeted profit. Undoubtedly, demand for the product will be estimated for anticipating sales volume. Therefore, demand for the product needs to be carefully spelled out as it is, to a great extent, deciding factor of feasibility of the project concern.
    In addition to above, the location of the enterprise decided after considering a gamut of points also needs to be mentioned in the project. The Government policies in this regard should be taken into consideration. The Government offers specific incentives and concessions for setting up industries in notified backward areas. Therefore, it has to be ascertained whether the proposed enterprise comes under this category or not and whether the Government has already decided any specific location for this kind of enterprise.
  2. Financial Analysis:
    Finance is one of the most important pre-requisites to establish an enterprise. It is finance only that facilitates an entrepreneur to bring together the labour of one, machine of another and raw material of yet another to combine them to produce goods.
    In order to adjudge the financial viability of the project, the following aspects need to be carefully analysed:
  3. Assessment of the financial requirements both – fixed capital and working capital need to be properly made. You might be knowing that fixed capital normally called ‘fixed assets’ are those tangible and material facilities which purchased once are used again and again. Land and buildings, plants and machinery, and equipment’s are the familiar examples of fixed assets/fixed capital. The requirement for fixed assets/capital will vary from enterprise to enterprise depending upon the type of operation, scale of operation and time when the investment is made. But, while assessing the fixed capital requirements, all items relating to the asset like the cost of the asset, architect and engineer’s fees, electrification and installation charges (which normally come to 10 per cent of the value of machinery), depreciation, pre-operation expenses of trial runs, etc., should be duly taken into consideration. Similarly, if any expense is to be incurred in remodeling, repair and additions of buildings should also be highlighted in the project report.
  4. In accounting, working capital means excess of current assets over current liabilities. Generally, 2: 1 is considered as the optimum current ratio. Current assets refer to those assets which can be converted into cash within a period of one week. Current liabilities refer to those obligations which can be payable within a period of one week. In short, working capital is that amount of funds which is needed in day today’s business operations. In other words, it is like circulating money changing from cash to inventories and from inventories to receivables and again converted into cash.
    This circle goes on and on. Thus, working capital serves as a lubricant for any enterprise, be it large or small. Therefore, the requirements of working capital should be clearly provided for. Inadequacy of working capital may not only adversely affect the operation of the enterprise but also bring the enterprise to a grinding halt.
  5. Market Analysis:
    Before the production actually starts, the entrepreneur needs to anticipate the possible market for the product. He/she has to anticipate who will be the possible customers for his product and where and when his product will be sold. There is a trite saying in this regard: “The manufacturer of an iron nails must know who will buy his iron nails.”
    This is because production has no value for the producer unless it is sold. It is said that if the proof of pudding lies in eating, the proof of all production lies in marketing/ consumptio. In fact, the potential of the market constitutes the determinant of probable rewards from entrepreneurial career.
    The commonly used methods to estimate the demand for a product are as follows:
  6. Opinion Polling Method:
    In this method, the opinions of the ultimate users, i.e. customers of the product are estimated. This may be attempted with the help of either a complete survey of all customers (called, complete enumeration) or by selecting a few consuming units out of the relevant population (called, sample survey).
    Let us discuss these in some details:
    (a) Complete Enumeration Survey:
    In this survey, all the probable customers of the product are approached and their probable demands for the product are estimated and then summed. Estimating sales under this method is very simple. It is obtained by simply adding the probable demands of all customers. An example should make it clear.
    Suppose, there are total N customers of X product and everybody will demand for D numbers of it. Then, the total anticipated demand will be:
    N ? i=1 DiN
    Though the principle merit of this method is that it obtains the first-hand and unbiased information, yet it is beset with some disadvantages also. For example, to approach a large number of customers scattered all over market becomes tedious, costly and cumbersome. Added to this, the consumers themselves may not divulge their purchase plans due to the reasons like their personal as well commercial/business privacies.
    (b) Sample Survey:
    Under this method, only some number of consumers out of their total population is approached and data on their probable demands for the product during the forecast period are collected and summed. The total demand of sample customers is finally blown up to generate the total demand for the product. Let this also be explained with an example.
    Imagine, there are 1000 customers of a product spread over the Faridabad market. Out of these, 50 are selected for survey using stratified method. Now, if the estimated demand of these sample customers is Di, i.e., it refers to 1 2 3….50, the total demand for the entire group of customers will be
    50 ? ni Di = n1 D1 +n2D2 + n3 D3…….. n50 D50
    Where n, is the number of customers in group i, and n1 +n2 + n3….n50 = 1000.
    But, if all the 1000 customers of the group are alike, then the selection may be done on a random basis and total demand for the group will be:
    (D1 D2 + D3 +D4…D5) 1000 /50
    No doubt, survey method is less costly and tedious than the complete enumeration method.
    (c) Sales Experience Method:
    Under this method, a sample market is surveyed before the new product is offered for sale. The results of the market surveyed are then projected to the universe in order to anticipate the total demand for the product.
    (d) Vicarious Method:
    Under the vicarious method, the consumers of the product are not approached directly but indirectly through some dealers who have a feel of their customers. The dealers’ opinions about the customers’ opinion are elicited. Being based on dealers’ opinions, the method is bound to suffer from the bias on the part of the dealers. Then, the results derived are likely to be unrealistic. However, these hang-ups are not avoidable also.
  7. Life Cycle Segmentation Analysis:
    It is well established that like a man, every product has its own life span. In practice, a product sells slowly in the beginning. Backed by sales promotion strategies over period, its sales pick up. In the due course of time, the peak sale is reached. After that point, the sales begin to decline. After, some time, the product loses its demand and dies. This is natural death of a product. Thus, every product passes through its ‘life cycle’. This is precisely the reason why firms go for new products one after another to keep themselves alive.
    Based on above, the product life cycle has been divided into the following five stages:
  8. Introduction
  9. Growth
  10. Maturity
  11. Saturation
  12. Decline
    The sales of the product vary from stage to stage and follows S-shaped curve as shown in Figure 16.1:

Considering the above five stages of a product life cycle, the sales at different stages can be anticipated.

AIOU Solved Assignments 1 & 2 Code 8616 Autumn 2019Technical Feasibility:
While making project appraisal, the technical feasibility of the project also needs to be taken into consideration. In the simplest sense, technical feasibility implies to mean the adequacy of the proposed plant and equipment to produce the product within the prescribed norms. As regards know-how, it denotes the availability or otherwise of a fund of knowledge to run the proposed plants and machinery.
It should be ensured whether that know-how is available with the entrepreneur or is to be procured from elsewhere. In the latter case, arrangement made to procure it should be clearly checked up. If project requires any collaboration, then, the terms and conditions of the collaboration should also be spelt out comprehensively and carefully.

Management Competence:
Management ability or competence plays an important role in making an enterprise a success or otherwise. Strictly speaking, in the absence of managerial competence, the projects which are otherwise feasible may fail. On the contrary, even a poor project may become a successful one with good managerial ability. Hence, while doing project appraisal, the managerial competence or talent of the promoter should be taken into consideration. Research studies report that most of the enterprises fall sick because of lack of managerial competence or mismanagement. This is more so in case of small-scale enterprises where the proprietor is all in all, i.e., owner as well as manager. Due to his one-man show, he may be jack of all but master of none.
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AIOU Solved Assignments Code 8617

Q.5 Evaluate the project evaluation process. What are the characteristics of practical evaluation design?
Answer:

The project evaluation process uses systemic analysis to gather data and reveal the effectiveness and efficiency of your management. This crucial exercise keeps projects on track and informs stakeholders of progress.
Every aspect of the project is measured to determine if it’s proceeding as planned, and if not, inform how project parts be improved. Basically, you’re asking the project a series of questions designed to discover what is working, what can be improved and whether the project is in fact useful. Tools like project dashboards and trackers help in the evaluation process by making key data readily available.
The project evaluation process has been around as long as there have been projects to evaluate. But when it comes to the science of project management, project evaluation can be broken down into three main types: pre-project evaluation, ongoing evaluation and post-project evaluation. So, let’s look at the project evaluation process, what it entails and how you can improve your technique.
Three Types of Project Evaluation
There are three points in a project where evaluation is most needed. While you can evaluate your project at any time, these are points where you should have the process officially scheduled.
Pre-Project Evaluation
In a sense, you’re pre-evaluating your project when you write your project charter to pitch to the stakeholders. You cannot effectively plan, staff and control a new project if you’ve first not evaluated it. Pre-project evaluation is the only sure way you can determine the effectiveness of the project before executing it.
Ongoing Evaluation
To make sure your project is proceeding as planned and hitting all the scheduling and budget milestones you set, it’s crucial that you are constantly monitoring and reporting on your work in real-time. Only by using metrics can you measure the success of your project and whether or not you’re meeting the project’s goals and objectives.
Post-Project Evaluation
Think of this as a postmortem. The post-project evaluation is when you go through the project’s paperwork, interview the project team and principles, and analyze all relevant data so you can understand what worked and what went wrong. Only by developing this clear picture can you resolve issues in upcoming projects.
What’s a Project Evaluation Process Look Like?
Regardless of when you choose to run a project evaluation, the process always has four phases: planning, implementation, completion and dissemination of reports.
Planning
When planning for a project evaluation, it’s important to identify the stakeholders and what their short- and long-term goals are. You must make sure your goals and objectives for the project are clear. It’s critical to have settled on a criterion that will tell you whether these goals and objects are being met.
So, you’ll want to write a series of questions to pose to the stakeholders. These queries should include subjects such as the project framework, best practices and metrics that determine success.
By including the stakeholders in your evaluation plan, you’ll receive direction during the course of the project while simultaneously developing a relationship with the stakeholders. They will get progress reports from you throughout the project’s phases, and by building this initial relationship, you’ll likely earn their belief that you can manage the project to their satisfaction.
Implementation
While the project is running, you must monitor all aspects to make sure you’re meeting the schedule and budget. Some of the things you should monitor during the project is the percentage completed. This is something you should do when creating status reports and when meeting with your team. To make sure you’re on track, make the team accountable for delivering on their tasks. Also, maintain baseline dates to know when tasks are due.
Don’t forget to keep an eye on quality. It doesn’t matter if you deliver within the allotted time frame if the product is poor. Maintain quality reviews, and don’t delegate that responsibility. Take it on yourself.
Maintaining a close relationship with the project budget is just as important as tracking the schedule and quality. Keep an eye on costs. They will fluctuate throughout the project, so don’t panic. However, be transparent if you notice a need growing for more funds. Let your steering committee know as soon as possible, so there are no surprises.
Completion
When you’re done with your project, you still have some work to do. You want to take the data you gathered in the evaluation and learn from it, so you can fix problems that you discovered in the process. Figure out what the short- and long-term impacts are of what you learned in the evaluation.
Reporting and Disseminating
Once the evaluation is complete, you need to record the results. This creates a historic record that will provide lessons for the future. Deliver your report to your stakeholders to keep them updated on the progress of the project.
How are you going to disseminate the report? There might be a protocol for this already established in your organization. Perhaps the stakeholders prefer a meeting to get the results face-to-face. Or, they might like to get PDFs with easy-to-read charts and graphs. You must know your audience and target your report to them, as well as their preferred format.
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Muhammad Hammad Tanveer graduated from the Virtual University Of Pakistan with a B.S. in Software Engineering and is now a writer for Pcbeducation.com and Education News Daily. His background in EDUCATION TUTORING brings a critical eye to his reviews and features, helping students make the best decisions for their studies.

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Apni Assignments Ka Code Yahan Likhein