留学生论文代写:项目的五种不同利益相关者

04 12月 留学生论文代写:项目的五种不同利益相关者

留学生论文代写:项目的五种不同利益相关者

任何项目都有五种不同类型的利益相关者,包括客户、决策者、内部和外部各方、赞助商和团队成员。分解通常定义为将项目细分为不同的小型可交付成果。分解的行为将在工作包级别将其减少到更易于管理的组件,并且工作包级别在WBS的情况下被认为是最小的阶段。之所以使用滚动波规划的一种形式,是因为项目管理团队可能无法将项目可交付的方式分解到未来,即使开发达到其产品还没有开始。项目管理团队将在上述交付物变得更加清晰之前采取行动。通常,可交付成果的分解将会发生,从而将工作分解到尽可能低的层次细节。在这个层次上,计划、管理以及在更高级别的细节上工作的能力被加强。

留学生论文代写:项目的五种不同利益相关者
因此,分解有助于提高管理的生产率。在WBS组件的上层,有可验证的产品,然后将这些可验证的组件分解为服务和结果。每个分解定义将包含接受组件的组织单元的分配细节。然而,分解也可能导致反生产力。在范围管理中,当分解被推到一个过度的点时,资源可能开始以一种非常低效的方式使用,过多的面向细节的计划将接管任何实际工作。因此,当分解应用于项目范围管理时,需要一个平衡。有必要了解,所有可交付成果不需要相同形式的分解,一些可交付成果可能需要分解到一个级别,这就足以实现可管理的工作。另一方面,有一些交付品需要分解,而不仅仅是单个层次的分解,这样才能为项目带来任何好处。

留学生论文代写:项目的五种不同利益相关者

There are five different types of stakeholders in any project which include the clients, the decision makers, the internal and the external parties, sponsors and the team members.Decomposition is usually defined as the subdivision of the project into different small deliverables. The act of decomposition will reduce it to much more manageable components at the work package level and the work package level is considered as the smallest stage in the case of the WBS. A form of rolling wave planning is used because the project management team might not be able to decompose a project deliverable way into the future even as the development to reach its production has not started yet. Project management team will way until the said deliverable gets more clarity. Usually the decomposition of the deliverable will so happen that the work is decomposed to the most lower level detail possible. At this level, the ability to plan, manage and also work on the details in a more enhanced level is imposed.

留学生论文代写:项目的五种不同利益相关者
So decomposition is hence useful for increasing the productivity of management. At the upper level of the WBS components, there are verifiable products, and these verifiable components are then decomposed into services and results. Each decomposition definition will include the assignment detail to the organizational unit that accepts the component. However, decomposition could also cause counter productivity. In scope management, when decomposition is pushed to a point where it is too excessive then resources might start to be used in a very inefficient manner, too much detail oriented planning would take over any actual work being done. A balance is hence required when decomposition is applied to the project scope management. It is necessary to understand that all deliverables would not require the same form of decomposition, some deliverables might need to be decomposed to one level, and that would be enough to arrive at a manageable work effort. On the other hand, there are some deliverables that needs to be decomposed beyond the point of single level for the act of decomposition to hold any benefits for the project.