Task 1

hange-driven project approaches target rapid delivery of business value. In order to achieve that
goal, they accept greater uncertainty (risk) relative to the overall solution delivery. This is an
exploratory approach to finding the best solution, using short iterations to incrementally develop
components of the solution. Change-driven approaches that you may be familiar with include agile
development methods and many continuous process improvement projects being done in many
organizations. One key feature of change-driven approaches is that they use flexibility to control
project risk.

Market-driven is defined as:

1.
Firms policy or strategy guided by market trends and customer
needs instead of the firms productive capacity or current products.
(BusinessDictionary.com )
2.
Using market knowledge to determine the corporate strategy of
an organization. A market driven organization has a customer focus,
together with awareness of competitors, and an understanding of the
market. (BNET)
Project Scope Management refers to the management of the set of processes
necessary to ensure a project's scope covers only the amount of work necessary to
complete it successfully. It is primarily concerned with controlling what is and what is
not part of the project's scope.
For a project manager, scope knowledge area is very important, and PMI (Project
Management Institute) also emphasizes this.
cope refers to the detailed set of deliverables or features of a project. These
deliverables are derived from a projects requirements. It is the decision of what work
will be completed during the lifecycle of a project. Included in this is also the
identification of work that will not be counted in the ongoing round of the
service/product development.
Three processes form part of Project Scope Management - planning, controlling, and
closing.
The planning process is when the outputs are created that work to capture and
define the work that needs competition. The controlling and monitoring processes
are concerned with documenting tracking, scope creep, tracking, and disapproving/

approving project changes. The final process, closing, includes an audit of the
project deliverables and an assessment of the outcomes against the original plan.
3
Clarity
One of the biggest benefits of a Gantt chart is the tool's ability to boil down multiple tasks and timelines into a
single document. Stakeholders throughout an organization can easily understand where teams are in a process
while grasping the ways in which independent elements come together toward project completion.
2. Communication
Teams can use Gantt charts to replace meetings and enhance other status updates. Simply clarifying chart
positions offers an easy, visual method to help team members understand task progress.
3. Motivation
Some teams or team members become more effective when faced with a form of external motivation. Gantt
charts offer teams the ability to focus work at the front of a task timeline, or at the tail end of a chart segment.
Both types of team members can find Gantt charts meaningful as they plug their own work habits into the overall
project schedule.

4.

Managing software projects is difficult under the best circumstances.

The project manager must balance competing stakeholder interests
against the constraints of limited resources and time, ever-changing
technologies, and unachievable demands from unreasonable people.
Project management is people management, technology
management, business management, risk management, and
expectation management. It's a juggling act, with too many balls in the
air at once.
5
Documenting changes in this way will be a learning experience for future projects in addition to a way of controlling
change in the current project.
Projects of all sizes and levels of complexity should have a good change control procedure in place because no matter
what type of project, unrestrained changes will eat into your resources, often with several tasks competing for the same
resources, and put the success of the project in jeopardy.
Nevertheless, without changes the project will not deliver what is needed so clearly changes are required but change
control is all about determining which changes are essential to success and how implementing such changes will affect
schedule, budget etc.
The importance of regular in-depth reviews cannot be stressed enough without them you will not identify gaps in the
project and this can be just as much of a problem as uncontrolled changes because the end-result will not meet the
business needs.

6.
he purpose of a quality audit is to assess or examine a product, the process used to
produce a particular product or line of products or the system sup-porting the product to
be produced. A quality audit is also used to determine whether or not the subject of the
audit is operating in compliance with governing source documentation such as corporate
directives, federal and state environmental protection laws and regulations, etc. A quality
audit distinguishes itself from a financial audit in thatthe primary objective of the
financial audit is to verify the integrity and accuracy of the accounting methods used
within the organization. Yet, despite this basic difference, it is important to note that
many of the present-day quality audit techniques have their traditional roots in financial
audits.