PRO4801
ASSIGNMENT 3
DUE DATE: AUGUST 2025
,PRO4801 Assignment 3 2025
DUE AUGUST 2025
Question 3.1
The ABC project faced many challenges, including delays and budgetary constraints.
Among the key issues raised has been the specification of the product, which must
ensure the customer gets value for money. It is reported that poor planning was the
order of the day due to a lack of experience of the hired project manager and a lack of
guidelines regarding approaches to take.
Office to provide guidance and support. As an expert who completed PRO4801 and
with experience gained over the years working on various types of projects, you have
been hired as a consultant to provide guidelines on how planning should be undertaken.
You’re required to provide confidence to the appointing authority by addressing the
questions (3.1, 3.2, 3.3) posed in the different sections.
Distinguish between the different steps in the project planning process and
explain the purpose of typical questions to be answered in each step.
Define the Desired End Result
Establish what the project must deliver and the performance targets it must meet.
Typical questions
What are the high‑level objectives?
What deliverables (products, services, reports) are required?
What scope boundaries must be respected?
What are the time, cost and quality (performance) targets?
All of these define the “what” of the project so that everyone understands exactly why
the work is being done (Chapter 6.1, p. 166).
, Determine How the Result Will Be Achieved
Break the overall objectives into discrete work, so you know how to get from “we
need X” to “we have X.”
Typical questions
What major activities or work packages must be completed?
Which tasks are required to produce each deliverable?
What administrative or control activities are needed (e.g., reporting, reviews)?
This step creates the basic work structure (WBS) that underpins scheduling and
estimating (Chapter 6.1, p. 166).
Assign “Who” Will Do the Work
Define the project organization and clarify responsibilities for every task.
Typical questions
Which team members or departments own each work package?
Will any subcontractors or external specialists be needed?
Who has ultimate accountability for deliverables and milestones?
Without clear roles and responsibilities, tasks can be overlooked or duplicated
(Chapter 6.1, p. 166).
4. Establish “When” and in What Sequence
Transform the list of tasks into a time‑based schedule, showing dependencies and
deadlines.
Typical questions
In what logical order must tasks occur?
What are the prerequisite and successor relationships?
What are the key milestone and review dates?
ASSIGNMENT 3
DUE DATE: AUGUST 2025
,PRO4801 Assignment 3 2025
DUE AUGUST 2025
Question 3.1
The ABC project faced many challenges, including delays and budgetary constraints.
Among the key issues raised has been the specification of the product, which must
ensure the customer gets value for money. It is reported that poor planning was the
order of the day due to a lack of experience of the hired project manager and a lack of
guidelines regarding approaches to take.
Office to provide guidance and support. As an expert who completed PRO4801 and
with experience gained over the years working on various types of projects, you have
been hired as a consultant to provide guidelines on how planning should be undertaken.
You’re required to provide confidence to the appointing authority by addressing the
questions (3.1, 3.2, 3.3) posed in the different sections.
Distinguish between the different steps in the project planning process and
explain the purpose of typical questions to be answered in each step.
Define the Desired End Result
Establish what the project must deliver and the performance targets it must meet.
Typical questions
What are the high‑level objectives?
What deliverables (products, services, reports) are required?
What scope boundaries must be respected?
What are the time, cost and quality (performance) targets?
All of these define the “what” of the project so that everyone understands exactly why
the work is being done (Chapter 6.1, p. 166).
, Determine How the Result Will Be Achieved
Break the overall objectives into discrete work, so you know how to get from “we
need X” to “we have X.”
Typical questions
What major activities or work packages must be completed?
Which tasks are required to produce each deliverable?
What administrative or control activities are needed (e.g., reporting, reviews)?
This step creates the basic work structure (WBS) that underpins scheduling and
estimating (Chapter 6.1, p. 166).
Assign “Who” Will Do the Work
Define the project organization and clarify responsibilities for every task.
Typical questions
Which team members or departments own each work package?
Will any subcontractors or external specialists be needed?
Who has ultimate accountability for deliverables and milestones?
Without clear roles and responsibilities, tasks can be overlooked or duplicated
(Chapter 6.1, p. 166).
4. Establish “When” and in What Sequence
Transform the list of tasks into a time‑based schedule, showing dependencies and
deadlines.
Typical questions
In what logical order must tasks occur?
What are the prerequisite and successor relationships?
What are the key milestone and review dates?
