Research Korner: Critical Analysis Examples

Closing the Quality Gap: A Critical Analysis of Quality Improvement Strategies

Closing the Quality Gap: A Critical Analysis of Quality Improvement Strategies Preface The Agency for Healthcare Research and Quality (AHRQ), through its Evidence-Based Practice Centers (EPCs), sponsors the development of evidence reports and technology assessments to assist public- and private-sector organizations in their efforts to improve the quality of health care in the United States. The reports and assessments provide organizations with comprehensive, science-based information on common, costly medical conditions and new health care technologies. The EPCs systematically review the relevant scientific literature on topics assigned to them by AHRQ and conduct additional analyses when appropriate prior to developing their reports and assessments. To bring the broadest range of experts into the development of evidence reports and health technology assessments, AHRQ encourages the EPCs to form partnerships and enter into collaborations with other medical and research organizations. The EPCs work with these partner organizations to ensure that the evidence reports and technology assessments they produce will become building blocks for health care quality improvement projects throughout the Nation. The reports undergo peer review prior to their release. AHRQ expects that the EPC evidence reports and technology assessments will inform individual health plans, providers, and purchasers as well as the health care system as a whole by providing important information to help improve health care quality. Structured Abstract Objective: Hypertension affects more than 50 million people in the United States alone. Despite clear evidence regarding the beneficial effects of quality treatment for high blood pressure, many millions of diagnosed and undiagnosed hypertensives are not receiving the optimal standard of care. The difference in patient outcomes achieved with present hypertension treatment methods and those thought to be possible using best practice treatment methods is known as a quality gap, and such gaps are at least partly responsible for the loss of thousands of lives each year. This review was organized to bring a systematic assessment of different quality improvement (QI) strategies and their effects to the process of identifying and managing hypertension. Search Strategy and Inclusion Criteria: Investigators searched the MEDLINE® database, the Cochrane Collaboration’s Effective Practice and Organisation of Care (EPOC) registry, article bibliographies, and relevant journals for experimental evaluations of QI interventions aimed at improving hypertension screening and management of non-pregnant adults with primary hypertension. The reviewers included randomized or quasi-randomized controlled trials, controlled before–after studies, and interrupted time series in which at least one reported outcome measure included changes in blood pressure, or provider or patient adherence to a recommended process of care. Data Collection and Analysis: Relevant data were abstracted independently by two reviewers. Each QI intervention was classified into one or more of the following components: provider education, provider reminders, facilitated relay of clinical information, patient education, promotion of self-management, patient reminders, audit and feedback, organizational change, or financial incentives. Certain categories were further subdivided into major subtypes (e.g., professional meetings for provider education and disease management for organizational change). The researchers also evaluated the impact of clinical information systems as a mediator for interventions of all types. They compared the different QI strategies in terms of the median effects achieved for blood pressure control and for a generalized measure of provider or patient adherence. Main Results: Sixty-three articles reporting a total of 82 comparisons met the inclusion criteria. Studies of hypertension identification were found to be too heterogeneous for quantitative analysis. The majority of screening studies were clinic-based (with a few offered at work sites), and the most common strategies involved patient and/or provider reminders. These generally showed positive results; several studies found that patients were more likely to know their blood pressure or attend clinic visits after receiving reminders. Across all studies with a variety of strategies, the median reductions in systolic blood pressure (SBP) and diastolic blood pressure (DBP) were 4.5 mmHg (interquartile range: 1.5, 11.0) and 2.1 mmHg (interquartile range: -0.2, 5.0), respectively. The median increase in the proportion of patients in the target SBP range and target DBP range was 16.2 percent (interquartile range: 10.3, 32.2), and 6.0 percent (interquartile range: 1.5, 17.5), respectively. Studies that focused on improving provider adherence showed a range of median reduction of 1.3 percent to a median improvement of 3.3 percent across all QI strategies. Overall, patient adherence showed a median improvement of 2.8 percent (interquartile range: 1.9, 3.0). Conclusion: The findings of this review suggest that QI strategies appear, in general, to be associated with the improved identification and control of hypertension. It is not possible to discern with complete confidence which specific QI strategies have the greatest effects, since most of the studies included more than one QI strategy. All of the assessed strategies may be beneficial under some circumstances, and in varying combinations. There may be other useful strategies that have not been studied in trials meeting the inclusion criteria for evidence-based review; it is not possible to draw conclusions about these strategies. Summary Introduction In early 2003, the Institute of Medicine (IOM) released its report, Priority Areas for National Action: Transforming Health Care Quality. The report listed 20 clinical topics for which "best practices" were strongly supported by clinical evidence. The report—along with other literature—clearly documents the disappointingly low rates at which these practices have been implemented in the United States, at an annual cost of many thousands of lives. To bring data to bear on the quality improvement opportunities articulated in the IOM’s 2003 report, the Agency for Healthcare Research and Quality (AHRQ) engaged the Stanford-UCSF Evidence-based Practice Center (EPC) to perform a critical analysis of the existing literature on quality improvement strategies for a selection of the 20 disease and practice priorities noted in the IOM Report. Rather than concentrating on the specific clinical practices that appear to improve health outcomes, the focus of this review is on translating research into practice—identifying those activities that increase the rate at which practices regarded as effective are applied to patient care in real world settings. In other words, the authors aim to narrow the "quality gap" that is in large part responsible for suboptimal health care practices and outcomes. This report focuses on the clinical problem of hypertension. It, like the other reports in the series, aims to help readers assess whether the evidence suggests that a quality improvement strategy would work in their specific practice or with their specific patient population. The question of whether these may be crosscutting practices—that is, the manner in which those that have been studied for specific conditions such as hypertension might be applicable to others, such as asthma—remains to be seen. We will further address these practices in subsequent volumes, as we review the evidence for many of the other conditions highlighted in the 2003 IOM report. We defined the quality gap as the difference between health care processes or outcomes observed in practice, and those potentially obtainable on the basis of current professional knowledge. We defined a quality improvement (QI) strategy as an intervention aimed at reducing the quality gap for a group of patients representative of those encountered in routine practice. Finally, a quality improvement target is an outcome, process, or structure that the QI strategy aims to influence, with the goal of reducing the quality gap. Examples of targets relevant to this volume include outcomes such as reductions in blood pressure, or processes such as improved provider adherence with medication choices in patients with hypertension. Nine types of QI strategies were considered; they are shown (with examples) in Table 1. 1 Table 1. Taxonomy of QI strategies with examples of substrategies QI strategy Examples Provider reminder systems • Reminders in charts for providers • Computer-based reminders for providers • Computer-based decision support Facilitated relay of clinical data to providers • Transmission of clinical data from outpatient specialty clinic to primary care provider by means other than medical record, e.g., phone call or fax Audit and feedback • Feedback of performance to individual providers • Quality indicators and reports • National/state quality report cards • Publicly released performance data • Benchmarking – provision of outcomes data from top performers for comparison with provider’s own data Provider education • Workshops and conferences • Educational outreach visits (e.g., academic detailing) • Distribution of educational materials Patient education • Classes • Parent and family education • Patient pamphlets • Intensive education strategies promoting self-management of chronic conditions Promotion of self-management • Materials and devices to promote self-management Patient reminder systems • Postcards or calls to patients Organizational change • Case Management, Disease Management • Total Quality Management, Cycles of Quality Improvement • Multidisciplinary teams • Change from paper to computer-based records • Increased staffing • Skill mix changes Financial incentives, regulation, and policy Provider Directed: • Financial incentives based on achievement of performance goals • Alternative reimbursement systems (e.g., fee-for-service, capitated payments) • Licensure requirements   Patient Directed: • Co-payments for certain visit types • Health insurance premiums, user fees   Health System Directed: • Initiatives by accreditation bodies (e.g., residency work hour limits) • Changes in reimbursement schemes (e.g., capitation, prospective payment, salaried providers)

Closing the Quality Gap: A Critical Analysis of Quality Improvement Strategies

Closing the Quality Gap: A Critical Analysis of Quality Improvement Strategies Preface The Agency for Healthcare Research and Qualit...

With Appropriate Examples Critique Five (5) Barriers To Successful Controlling In Organizations?

ORGANIZATIONAL CONTROL BARRIERS         There are many barriers to effective organization control this may come unpredictably without measures although most organizations observed projected future plans and budget but still the struggle for organizational control comes in the most unexpected time and nobody could ever expected it when and where it is going to happen but it should not hinder them to continue to develop and implement certain actions and future solutions of what may come. It is more essential to take calculated risks rather then prevent them in fact they cannot prevent such occurrences.         Legal Barriers, for example a certain company in Asia would like to expand in their locality they need to produce all legal documents to establish their business they must present municipal, police and safety clearance and others but if they have not pass such documents they may never even start their business. Amway is probably one of the biggest networking organizations but they have encountered several legal issues in other countries. In September 2006 they were banned in India and most of their offices have been closed because of illegal issues and business practices. In November of 2003 they paid $56 million dollars in California because of pyramiding allegation and many other legal controversies. http://en.wikipedia.org/wiki/Amway       Environmental Barriers including typhoon, climate change, earthquakes and other disasters are widespread in most regions especially in Asia. Many Japanese companies and organizations are still unable to recover their loses in last earthquake and tsunami during 2011, according to BBC news this is probably one of the most powerful and devastating earthquake that happened in Japan it even has 1000 aftershocks. Toyota Motors closed at least three factories and other offices that have the capacity to create 120,000 automobile per year when they are hit and they also decided to evacuate their employees in other countries for safety precautions but they can never recover some of their machineries and factories. Sony evacuated six major factories, refineries exploded, nuclear power plants shut down and thousands other companies has also lost their production. Environmental disasters also happened in any other countries including New Zealand, China and Philippines etc. in 2011. Environmental barrier is probably on of the most uncontrollable barriers that can affect an organization. http://www.bloomberg.com/news/2011-03-11/toyota-other-japanese-companies-assessing-damage-from-miyagi-earthquake.html       Political Barriers is another organizational hindrance although this is a more predictable risk. The Civil War in Syria still reflects a negative position in their country especially the trading, future investment and tourism has post a threat in their country. Companies and workers left them and still there are threats of war until today because there are about 14,000 people killed and detained with or without reasons because of political dilemma of the past when Ghadaffi are forced to step down in his position. There are still rebels and loyalists suffering and threatening each other, this can create so much impact of scarcity in organizations and in their government. One of the most unforgettable political barriers in organizations is the September 11, 2001 attack in New York City and Washington DC. Almost 3000 people have died.       Technological Barriers has also post a threat in major industries and technology is needed. When most of the organization has made an update in their machineries and information technology compared to a company or government who never had much access in the recent changes in technology. This is probably one of the biggest factor why most countries in Africa is considered to be in a third world countries or newly developed countries because they still experienced poor access to electricity and communication that hinder their knowledge in basic computer education and telecommunication and production. They also lack in modern health care and medical facilities, they are sometimes dependent on the production of crops from other countries while they are left behind in the agriculture when Asian and nearby regions uses heavy machineries in farming while most of their farmers still use manual labor. They also used the most advance technology in their production in most of their factories while some countries in Africa used manual labor.       Structural Barriers are usually concern in manpower or human resources these are organizational positioning of employees that concerned with basic human resource management functions. Employees should be placed according to their qualification and structural barrier becomes a management error when they employed their workers in unsuitable position. There are also lapses, insubordination, power struggle, strikes, corruption, cultural barriers and rallies that can happen in organizations because of structural barriers. This happens in most organizations like in US New Haven Connecticut Court in the case of White Reverse Discrimination when there are needs for firefighter’s promotion the local government favors black minority for promotion even if they failed the exam and the white majority was more qualified. http://articles.cnn.com/2009-06-29/politics/supreme.court.discrimination_1_promotional-exams-white-firefighters-test-results?

With Appropriate Examples Critique Five (5) Barriers To Successful Controlling In Organizations?

ORGANIZATIONAL CONTROL BARRIERS There are many barriers to effective organization control this may come unpredictably without ...

A Critical Analysis: African-American racism and slavery- Frederick Douglas

Slavery in Frederick Douglas: A Critical Analysis Race has always been America's crucible. Observant visitors from Alexis de Tocqueville to Gunnar Myrdal have published stern premonitions. According to Tocqueville, "[t]he most formidable of all the ills that threaten the future of the Union arises from the presence of a black population upon its territory” (Tocqueville, 1945).   This essay tackles the views and philosophy of one of the most influential crusader of African-American racism and slavery- Frederick Douglas. I argue that Douglas’ views on racism and slavery are well-grounded and more realistic than that of other philosophers of his time. Furthermore, his views had helped in the liberation not only of African-Americans but also among Whites and other races. Douglas provided us with a classic and exemplary depiction of slavery. In this essay, I shall evaluate his arguments and provide a critical discourse on the highlights of his premises. Slavery was a universal institution, it is not confined to the West; what is distinctively Western is the abolition of slavery. Many people have, of course, resisted being captured and sold as slaves, but no society, including all of Africa, has ever on its own account mounted principled opposition to human servitude. in all the literature condemning Western slavery, however, few scholars have asked why a practice sanctioned by virtually all people for thousands of years should be questioned, and eventually halted, by only one. Paradoxically, it is in America and nowhere else in the world where the legacy of slavery is a contemporary issue, the American Constitution is condemned as a document that compromised with slavery, and the Framers are routinely denounced for being racist hypocrites.   Throughout world history, slavery had few defenders for the simple reason that it had few critics. The institution was uncontroversial, and that which is established and taken for granted does not have to be justified. The American South was unique among slave societies in history in that it produced a comprehensive proslavery ideology. In part, this was because slavery was under assault to a degree unrivaled anywhere else in the world. This lack of attention on slavery implies that it is already taken as a given that racism and slavery exists as a norm in the society. At the height of slavery and racism, a prominent scholar attacked the conception of slavery in the society particularly that of the Western conception of slavery against the Blacks. Though, not purely African, Douglas reiterated several points against slavery. The first contention of Douglas is that slavery and racism is detrimental to human beings and society. The simplest defense for slavery was economic necessity: Someone has to do the dirty work, and better them than us. This position was based on an implicit premise that whites in the South were in a position to compel blacks to perform menial but necessary tasks. It is force, rather than right, that kept the system of slavery in place. However, Douglas reiterated that slavery is cruel as he have shown in his narrative and experiences as a young boy in living in a community of masters and slaves. Freedom from slavery rests on the basic tenet that individuals are masters of themselves and nobody else. Thus, it is not only morally wrong to enslave human beings, it also violates the sense of being. Moreover, in response to the economic argument, Douglas pursued to study when education was thought by Blacks as dangerous. By not allowing them to be educated, the human capital of the slaves are reduced to a minimum thus, development is one-sided. If this happens, progress cannot be attained. To deconstruct the slave mentality, Douglas tried to disentangle himself from the Christian teachings whose mentality is that of the Whites. As seen in the various examples that were discussed in Frederick Douglass's Narrative of the Life of Frederick Douglass: An American Slave, the cruelty found in slavery was even more intense when placed under the pretense of the slaveholding religion of Christianity. Through Douglass's deconstruction of Christianity, he learns that the white oppressive version of Christianity is much different from his own beliefs of Christianity. Douglass ultimately realizes that the way to stop the oppressive nature of slavery is through education. Thus, the analyses of Douglas is both old and contemporary. Until now, education is seen as the most prevalent means of deconstructing a society fraught with inequalities. Thus, Douglas, used his writings to educate the people on the effects of slavery. In The Narrative of the Life of Frederick Douglas gives insight about the early stages of Douglas’ life, all the way up until the time that he wrote the Narrative in an effort to show the ignorance, callousness, and cruelty that the white slave-holders had towards their black slaves. Douglass's experiences may have been a bit more lenient in some respects because he was mixed and, therefore, treated with a little more compassion because his color was closer to the white hierarchical color structure. However, he still used his experiences and remembrances to create his Narrative and use it as a tool to help abolish slavery. In the first section of the autobiography, Douglass notes instances of slave oppression that he experiences and witnesses in his life. Douglass writes, he then said to her, "now you d---d b---h, I'll learn you how to disobey my orders!í and after rolling up his sleeves, he commenced to lay on the heavy cow skin, and soon the warm, red blood (amid heart-rendering shrieks from her, and horrid oaths from him) came dripping to the floor. I was so terrified and horrorstricken at the sight, that I hid myself in the closet, and dared not venture out till long after the bloody transaction was over (Douglass 26). This instance, among many others, Douglass uses to show the brutality and cruelty of the institution of slavery. In an effort to further appeal to his readers, Douglass uses the American famed "heroic epic" quality in his work. Douglass displays this style when he tells a story about the physical abuse that he received his first time working as a field hand and how he overcame his torment. Douglass also subtlety includes the aspect of African folklore in his writing to uphold his heritage without blatantly stating his pride. Douglass observes the injustices and discrepancies that were prevalent during slavery. One of the most perplexing issues that Douglass tries to understand is how the whites could justify slavery and the brutality that was encompassed in this institution. My Bondage and My Freedom is particularly rich with indications that Douglass's life had schooled him in the complex relationship between outward "performance" and inner nature (Anderson, 1997). Douglass developed a taste for exposing the hypocrisy of the slaveholding culture as a form of inept theater. Silence can be an effective slave's tactic, too, as Douglass himself demonstrates in his refusal to sing hymns at Covey's behest. Douglass's acts of dissent are similarly violent and obedient, radical and conservative, sustained and dramatized in a text that reproduces old canons in new language. Not surprisingly, what used to be called "the Negro Question" or "the Negro Problem" has continued to disturb, and at times dominate, the national consciousness. Frederick Douglass pointed out that the terminology was ungenerous, in that it might be understood to impute blame to the victim. Douglass argued that the problem of racial caste and its attendant ills should more truly be called "the Nation's Problem." Nonetheless, the original designation revealed something of substance. As Douglass himself put it: "The destiny of the nation has the Negro for its pivot, and turns upon the question as to what shall be done with him” (Douglas, 1975). Nearly every African American leader since has expressed a similar sentiment. The version by W. E. B. Du Bois not only reiterates his people's prominence--"Around us the history of the land has centered for thrice a hundred years"-but also helps to explain why it should be so--"out of the nation's heart we have called all that was best to throttle and subdue all that was worst” (Du Bois, 1986). That is not to say that Americans have always met the challenge well. In every era, there have been concerted attempts to evade and deny, or at least to temporize. For both blacks and whites, the vision of complete escape has beckoned. Some of the organizations dedicated to an African exodus from the United States have been respectable, others not; but in all cases, they have disbelieved in the possibility of racial accord, if not in general, then at least in light of the U.S. specifics. its proponents, Frederick Douglass rightly denounced the project as pernicious. "No one idea has given rise to more oppression and persecution toward the colored people of this country," Douglass wrote, "than that which makes Africa, not America, their home” (Douglas, 1992). There have been other thinkers who dreamt not of permanent separation but instead of thoroughgoing amalgamation--a physical solution to the race problem through the slow erosion of complexional distinctness. Frederick Douglass speculated about such a radically assimilationist future. Frederick Douglass saw the outcome a bit differently. He spoke not of absorption but of a blending that would lead to the emergence of a new third race, a mixed race--what he called a "composite American nationality." As Douglass knew from his own parentage (a fusion of African, European, and Native American), race is a transient quality. Although slavery ended in the United States more than a century ago, its legacy continues to be disputed among scholars and to underlie contemporary debates about public policy. The reason for this is that slavery is considered the classic expression of American racism, and its effects are still viewed as central to the problems faced by blacks in the United States. Slavery seems to be the wound that never healed--the moral core of the oppression story so fundamental to black identity today. No wonder that bitterness generated by recollections of slavery has turned a generation of black scholars and activists against the nation's Founding--against identification with America itself. Douglas had successfully raised the consciousness of the society in their Platonic views of the society- that it is not an obligation of the Africans to serve the Caucasians, that it is wrong to perpetuate a system that is both morally degrading and inhumane. These arguments while it had been concocted centuries ago still holds in contemporary society partly because of the classic premises and also because slavery has yet to be abolished. Today, slavery may have evolved into different forms but the oppression they have suffered years ago still lingers. Both however are accessories to slavery- while the Whites perpetuates that kind of system, Africa had passively accepted it.   References Anderson, D. (1997) The textual reproductions of Frederick Douglass. CLIO, Vol. 27. Douglass, F. (1992) "African Civilization Society" (1859), in African-American Social and Political Thought, 1850-1920, ed. Howard Brotz. New Brunswick: Transaction, 264. Douglass, F. (1975) The Present and Future of the Colored Race in America," a speech delivered in the Church of the Puritans. New York, in May 1863, in The Life and Writings of Frederick Douglass, ed. Philip S. Foner (New York: International Publishers. 1975 ): III. 267. Du Bois, WEB. (1986) "The Souls of Black Folk", in Writings. New York: Library of America, 545. Tocqueville, Ad. (1945) Democracy in America (New York: Vintage Books: I, 370.

A Critical Analysis: African-American racism and slavery- Frederick Douglas

Slavery in Frederick Douglas: A Critical Analysis Race has always been America's crucible. Observant visitors from Alexis de Tocquev...

Critical Analysis of Project Management Plan

Analysis of Project Management Plan       Executive Summary             Project management plan is important in order to show the different aspects of the plan project for the stakeholders as well as to serve as a guideline for the member and leader of the project development plan. It tackles the different demands, needs and perspective of each and every stakeholder of a given company or organizations that will do a specific project. Humanities Financial Services Review Project Management Plan is a project plan that was prepared in 2007 in order to conduct an activity or project that will conduct some reviews regarding the current system of the Humanities department of the Curtin University of Technology. The said project plan was used in order to show the importance and other aspects about the project plan in making or helping a project to succeed. This study used different theories and ideas from different books, online resources and other references in order to analyze the importance of different parts of the project plan with connection to the said project plan. It also shows the different factors that might cause failure and success of a project plan as well as the different activities or techniques that can be done in order to prevent or lessen the negative impact of the different risks and constraints.                     Table of Contents   Title Page No. Executive Summary i Table of Contents ii Part A Critical Analysis of Project Management Plan   1 Introduction   2 Project Background 1 2.1 Information about the Work 2 2.2 Project Description 2 3 Structure and contents of the Project Plan   3.1 Project Management Plan and Its Purpose   3.1.1 What is Project Plan? 3 3.1.2 Purposes and Importance of the Project Plan 4 3.2 Stakeholder of the Humanities Financial Services Review Project Management Plan 5 3.3 Structure of         the Humanities Financial Services Review Project Management Plan 7 3.4 Different Sections of the Humanities Financial Services Review Project Management Plan   3.4.1 Project Stakeholders 10 3.4.2 Project Scope 10 3.4.3 Project Time Schedule 12 3.4.4 Project Cost 12 3.4.5 Project Accountabilities 12 3.4.6 Project Communications 13 3.4.7 Project Risk Management Plan 13 3.4.8 Project Control 13 4 Conclusions 14 5 Recommendations 15 Part B Humanities Financial Services Review Project Management Plan 17 1 Introduction   1.1 About this Document 17 1.2 Background 17 1.3 Project Sponsor 17 1.4 Project Manager 17 1.5 Project Team 17 1.6 Key Stakeholders 17 2 Project Scope   2.1 Strategic Link 18 2.2 Project Benefits 18 2.3 Project Deliverables 18 2.4 Out of Scope 18 2.5 Work Breakdown Structure (WBS) 18 2.6 Constraints 19 2.7 Assumptions 19 3 Project Time Schedule   3.1 Schedule 19 4 Project Costs   4.1 Budget summary 19 5 Project Accountabilities   5.1 Project Organizational Chart 19 5.2 Responsibility Assignment Matrix 20 5.3 Project Sponsor 20 5.4 Project Manager 20 6 Communications Plan   6.1 Plan 20 7 Risk Management Plan   7.1 Risk Assessment 20 8 Project Control   8.1 Progress Reporting 21 8.2 Change Management 21 References 22 Bibliography 22   Part A Critical Analysis of Project Management Plan 1 Introduction             This report will present the critical analysis about humanities financial services review project management plan. The purpose of the report is to apply the different theories and ideas regarding the project management plan. The main purpose of the critical analysis is to critique as well as evaluate somebody’s work based on the opinion, idea and perspective of someone. It is an academic report that contains a description of the project plan (part B) as well as its content.             This report will also express the opinion of the author with regards to the different part of the project management plan that has chosen. It will analyze the whole project plan by breaking down the project into parts and then studying and evaluating each and every part using the support and help of different references from different books, journals and other related studies.             This report will also show the importance of a project plan and who will be benefited from its use and implementation. The structure of the report will follow the structure of the chosen project plan. It will individually analyze the different part or aspect of the project plan based on the project management body of knowledge. The main focus of the report is to give analysis about the different important aspect of the project management plan such as the time or schedule, money or cost, human resource or work breakdown structure as well as different risk that can be encountered by the project during the implementation of the plan.   2 Project Background 2.1 Information about the Work             2.1.1 Title: Humanities Financial Services Review Project Management Plan             2.1.2 Author: Craig Medley             2.1.3 Publication Information: Project Id HUM-PR-P1, v. 04 Draft, August 30, 2007, from http://edo.humanities.curtin.edu.au/pdf/Project_Managem ent_Plan_2007.pdf 2.2 Project Description             The chosen document focuses on the plan for the management of the humanities financial services review project. It was written in order to show or review the different areas or aspects of the newly implemented new transactional systems in November 2007, with an upgrade to the finance one to the Concur and BPI in Humanities only. It can help to know the different processes and flow of data and information of its accounting and purchasing transactions across each and every division (Medley 2007, p.4).             The Faculty of the Humanities of the Curtin University of the Technology offers different courses in Media, Communications, Built Environment, Art and Design, Education, Languages, Human Services as well as Social Sciences. All f the said courses are only few of the courses that the said department of the Curtin University is offering (Faculty of Humanities 2008). The project plan focuses on the implementation of the finance and accounting system of the department that focuses on the needs of the users of the system like invoicing, ordering, approving, reconciling, access to the system, structure of the outputs, skills and request and access for the different outputs (Medley 2007, p.4).             The project management plan will help the current system to improve its operations and increase the security that will eventually help to meet the demands and needs of the different stakeholders or users. 3 Structure and contents of the Project Plan 3.1 Project Management Plan and Its Purpose 3.1.1 What is Project Plan?             Project management plan or simply project plan is a document that corresponds to the overall purposes or objectives, responsibilities, resource requirements and agenda for the project (Baker & Baker 2003, p.29). It is considered as more than a playbook that determine what are the different works or task that are need to done and accomplish (Phillips 2004, p. 32). It is a fluid document that controls the following elements: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Provide structure – project plan is developed in order to present a structure or composition in order to get the project to its completion. It must be methodical and systematical but brief and short, compilation of different documents that serves as a point of references in the course of the project implementation (Phillips 2004, p. 32). </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Provide Documentation – documented project plan is needed in order for the project to be a successful one. This is due to the fact that it must present historical references and the different reasons behind the decisions that have been made (Phillips 2004, p. 32). </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Provide Baselines – a project plan includes a number of baselines. As the project shift towards the finishing point, the management together with the stakeholders and the project managers can use the project plan in order to see what was predicted for the costs, schedules, qualities and scopes – and compare it to the present condition (Phillips 2004, p. 32).</li> </ul> Project plan is the output or result of the planning phase that confines the different information that has been observed and fulfilled with the team and lays out the different activities and processes about how the project will be carried out. It also represents the projected reality (Martin & Tate 2001, p. 155). 3.1.2 Purposes and Importance of the Project Plan The major function of the project plan is to provide a step-by-step insight into what it takes in order to satisfy the requirements or the needs of the system (Frame 2002, p. 97). An inclusive and fittingly comprehensive project plan is essential to a successful completion of any project. It can help to direct the project itself. Without the aid or help of a project plan, it will hard and even impossible to lead a group to carry out their different responsibilities in order achieves their common goal (Baker & Baker 2003, p.29). It is a directing document of the project management that serves up as a storage area for all of the supplementary plans. It is a guiding document for the project and it’s intrinsically needs to replicate all of the information that is critical or crucial to the project manager, project team, customer as well as management sponsor. It offers broad direction as to the cost, schedule and requirements baselines. In its thorough and comprehensive form, it provides much more exact and precise guidance on the nature of the components of the different supporting plans (Pritchard 2004, p. 100). 3.2 Stakeholder of the Humanities Financial Services Review Project Management Plan             Project management plan is not only important step-by-step guide for the different process but also serves as a guideline for the stakeholders about what they should expect from a given project. It can help them to become more related to the project. A business research is included in project management plan. Gathering information about the business and the different problematic areas that a given project is trying to address is an important task. It is also important to convert data into information and information to knowledge, that is why it is important to know the different business process of a given company or organization (Rasmussen & Goldy 2002, p. 154). The main audience or target of the humanities of the financial services review project management are the higher officials who are involved in the overall process and management of the different financial and accounting activities in the humanities department of the  Curtin University of the Technology. The plan will focus on the review of the different areas of the current system of the humanities of the Curtin University of the Technology such as the different internal process flows such as invoicing, ordering, approving as well as reconciling; the number of the people or the user that can access the systems of the Concur and the Finance One; the structure of the invoicing as well as procurement function as well as the different responsibilities and functions of each and every users; the different skills of every users; the different uses and what they are used for such as the request for the Curtin tax invoice and its different uses and the different types of transactions that are involved with the credit card or purchase request (Medley 2007, p. 4).             All of the said information together with other result of the review will be helpful for the management in order for them to improve the current system of the Humanities department that will ensure competitive advantage for their part because it can make the life of their stakeholders a lot easier. It can also help them to excel in their different operations as well as to ensure or add their financial security (Medley 2007, p. 4).             All of the information that are needed by the management of the Humanities department of the Curtin University of Technology will be gathered during the review activities or task of the project. The project will enable to review the different parts or aspects of the different financial and accounting transaction inside the department. The review project will focus on the two most important or significant areas of accounting and financial system of Humanities which are the purchase to pay stream and the invoicing review stream. The main focuses of the project are the different policies that are implemented in the two different systems and its connection to the problems or dilemma that are found in the different transaction of the Humanities.             The project also uses different research methods by conducting different interviews in order to know the reactions of the end users about the system. This is the primary information that is needed in any project management plan especially those projects that aim to change their policies, features and improves the performance of their system. The reaction of the end users are important because they are the one who knows what is going on and what are the different problems that they are encountering. 3.3 Structure of       the Humanities Financial Services Review Project Management Plan             A well developed, complete, feasible and state-of-the-art project plan is important for the success of any project (Baker & Baker 2003, p.29). The Humanities Financial Services Review Project Management Plan has included 8 major parts of the paper: the management team and the stakeholders; the project scope; the project time scheduled; the project cost; the project accountabilities; the communications; the risk management plan; and the project control. The said parts are all important for the success of the project and that is to review the current flow of the different information and data in the different transaction in financial and accounting areas.             The first part is the management team and stakeholders, it was included in the project in order the show or the present the different individuals or management levels who will be involved in direct and indirect ways to the project. This involves the people who will be doing or implementing the project as well as the people who will be affected by the result of the project. The project scope focuses on the capacity, span or limitations of the project; it is included in order to clearly show to the audience the range or the activities that will be done in order to obtain the given result. Project Scope is one of the important activities in project management, project scope management includes different processes that are required in order to ensure that the project will be including all of the different works or activities that are required, and will be limited to the works that are required in order to meet the demand of the project (PMI Standards & Duncan 1996, p. 47).             Project time schedule was included in the project in order to show the time schedule of the project. The said part of the project plan is important for the project time management that included the different processes that are required in order to ensure timely completion of a given project (PMI Standards & Duncan 1996, p. 59).             The project plan also shows its summary of project cost. Project cost is one of the most important parts of the project plan because it will inform the audience or the owner of the project plan to know the price of the project and if it is enough to handle a project or if a company or organization is financially ready to implement the project. The said part of the paper is under the project cost management that includes different processes that are required in order to ensure that the project is completed within the agreed upon budget (PMI Standards & Duncan 1996, p.73).             Project Accountabilities was included in the project plan in order to show the different responsibilities, tasks and activities of each and every member of the team. This was included in order to ensure that each and every member will do their part through out the implementation and development of the project. The said part of the paper is included in the project human resource management that include different processes that are required in order to bring out the most effective use of the people who are involved in the project (PMI Standards & Duncan 1996,p. 93).             Project Communications was included in the project plan in order to show the different activities of the project with accordance to the relationship and communication of the different entities who are involved. Communication is always an important factor in any activities and group tasks. Failure of communication can cause failure of the project that is why it is important to include this part. It is part of the project communications management that includes different processes that are required in order to ensure that timely and suitable generation, collection, dissemination, storage and ultimate disposition of project information. It helps to provide the critical links among the different entities that are involved, their different ideas and information that are significant and vital for the success of the project (PMI Standards & Duncan 1996, p. 103).             Risk management plan is important and always be present in any project plan. This is because there are many factors and hinders that can be encountered during the implementation and development of the project. This must be managed correctly in order to prevent it from happening. It is part of the project risk management that consists of different processes that are concerned with the identification, analyzing and responding to the project risk. It can help to maximize the results of a positive events as well as minimizing the consequences of the opposite events (PMI Standards & Duncan 1996, p. 111).             Project control was included in the project in order to show the different process or activities that will be done in the core process of the project or the main activities that focuses on the controls of different activities and task as well as different management of change and reporting of the different updates or progress about the project (see appendix A4 for the controlling process). 3.4 Different Sections of the Humanities Financial Services Review Project Management Plan 3.4.1 Project Stakeholders             Project stakeholders are individuals or organizations that are actively involved in the project or whose may be positively or negatively affected by the result of the project execution or successful project completion (see appendix A2). It must be identified by the project management team as well as their different needs and expectations about the project. The needs and expectations of the stakeholders must be properly managed and influenced by the project management team in order to ensure a successful implementation of a project (PMI Standards & Duncan 1996, p. 15). 3.4.2 Project Scope             Project scope is consists of: strategic link, project benefits, project deliverables, out of scope, work breakdown structure, constraints and assumptions. Strategic link is the objective of the project plan; these objectives are typically driven from a higher set of goals that were outlined for a particular organization or company. It reflects the organizations objectives for them to be successful. These are usually broad or general in scope (Rasmussen & Goldy 2002, p. 162). Project deliverables are the target or predefined metrics (Phillips 2004, p. 95). When all of the deliverables are met, it indicates that the project is already finished. Project deliverables are defined by the project management team base on the different problematic areas of the organization. Out of scope is the limitation of the project plan, it indicates that all of the stated areas are not included in the study and must not be expected. It is defined by the author based on the different tasks that are involved in the plan. Project benefits will be presented by the project management team since they will be the one who will study the overall flow of the different problematic areas of the Humanities. It is important because it can give the stakeholders the idea about what to expect for the result of the project.             Work breakdown structure is considered as the most basic deliberation in the project planning. It divides the overall project into work elements that represents singular units that are assigned to any individual, group or outside agency i.e. contractor (Cleland & Ireland 2002, p. 318). Humanities financial services review project management plan presented its work breakdown structure or WBS in order to show the different tasks or activities of the project in more detailed way. Constrains are the different factors that might affect or will limit the project management team’s option (PMI Standards & Duncan 1996, p 40). It was showed in order to show the different hindrance the overall result of the project. On the other hand, assumptions are the factors that are used for planning purposes that are considered to be true, fact or definite (PMI Standards & Duncan 1996, p 40). It is important because there are some information that are not available but are needed in the project planning. Constraints and assumptions are done by the project manager in order to follow the flow of their activities and tasks. 3.4.3 Project Time Schedule             Time is always an important aspect of any projects. That is why proper scheduling and timing can ensure that a project will be completed in the agreed upon span of time. The overall schedule of the plan will be based upon the different activities or task that have been decided by the management team that they will be implementing during the duration of the project. This can be based on the recent experience of the project manager or based on the proper calculation in order for them to finish a specific task. 3.4.4 Project Cost             Project cost tackles the financial aspect of the project. It will be based on the time management and the different activities to be done as well the different resources that have been used during the project. This is done by the project management team and review by the project manager in order to ensure that the budget is sufficient enough to be used throughout the project. 3.4.5 Project Accountabilities             Project accountabilities tackle the different responsibilities of each and every entity that are directly involved in the project. The project plan shows the different responsibilities and tasks of different entities from the project sponsor to the project manager. It also included the different levels of each and every member of the team and shows their position in the team. This is important because it serves as a reference for the member to know the responsibilities of each other and therefore they will know who to ask about something. It is also a starting communication for all the members of the team. 3.4.6 Project Communications             Communication is important in order to know the different development or any problem with regards to the implementation about the project. It is necessary to plan the different communication methods and schedules in order to ensure meetings and consultation. In the case of the given project plan, it had stated or showed the communication plan as well as the communication calendar of the project team. This is important because those scheduled time will serve as their connection in order to ensure that all of the members are doing their job in the right time and in the right cost. 3.4.7 Project Risk Management Plan             Risk management has its 4 activities that should be done in order to succeed, the: risk identification, risk quantification, risk response development and the risk response control. Each of the said four activities are connected to one another (PMI Standards & Duncan 1996, p. 111). The project plan of the Humanities indicates the different risk that can be encountered, rates all the said risk and then look for some solutions that can be done in order to prevent the hazardous effects of a given risk. 3.4.8 Project Control             Controlling the different task or activities of a project is important in order to ensure that all of the tasks or activities are all done in the stated time. This involved different reporting and meeting with regards to what is going on about each and every activity by a given member of the team. It can be considered as the main process or core part of the project plan that holds the other parts together. The project plan of the Humanities shows the different monitoring processes and reporting as well as the different tasks that should be done under the change management. 4 Conclusions             Project plan is important to any project management plan. It is because it serves as a guideline for the project management group with regards to the different task that must be finished in a given period of time and inside the given budget. In the case of Humanities review, their project plan serves as an eye opener for the current management of the department about the different situations and problems that are already arising in using their current system.             There are many important aspects in developing the project plan, in the case of the said project plan, the cost, the timeline or schedule, the different risk, control, the objectives, the scope and the assumptions and constraints. All of the said aspects or factors are important in order to ensure the success of a project.             The main strength of project plan is that it is a great help to maintain the smoothness of the flow of the different activities that are set by the project team. Project management plan can be a good channel to start a project by connecting or enabling the different stakeholders and other entities who are involved to communicate and understand their benefits and risks from a given project.             The main drawback of the project management plan is that it doesn’t ensure successful project, this is due to the fact that there are still many possibilities that some inevitable and unexpected events that might be encountered as well as some assumptions that might go wrong. 5 Recommendations             The project plan that have presented does not included the proper or formal process of managing the human resources of the project. It didn’t mention about the team building and other activities that can improve the relationship or connection of different members. This can affect the communication process that is why it must be included in the plan. Another thing is that it didn’t show the detailed list of the cost from one activity to another, it just show the summary or general list of the cost. This will be important in order to make things clear about the audience of the plan, because they didn’t know when and where to use the money.             Proper coordination and often communication between the project manager, project team members, and stakeholders can help to maintain the balance of the project plan. Communication can help to connect the different perspective of each and every entity who is involved that can help maintain the effectiveness and efficiency of the plan. It can also help to update the status of the project as a whole that can help to make the whole project intact or centralized. Communication can also lessen the negative impact of changes or risks that can be encountered by the project management team during the implementation of a given project.             The assumption that should be made must also be based on the current situation or events in the system or based on the business rules of a company or organization to ensure it reliability.                                                                                      Part B Humanities Financial Services Review Project Management Plan   1 Introduction   1.1 About this Document   This document provides a plan for the management of the Humanities Financial Services Review Project.   1.2 Background   New transactional systems and processes have been implemented recently, being Concur and BPI (Humanities only) with an upgrade to Finance One to occur in November 2007. In addition, the Division is looking at ways in which to best undertake support activities including purchasing and accounting to ensure that efficiencies are obtained. A Financial Services Office is already operational and undertakes some financial processes i.e. electronic processing of credit card transactions. Based on the above, it is now timely to review current systems, processes and structures which accounting and purchasing transactions operate under across the Division. The areas that would be reviewed include but are not limited to; internal process flows (including invoicing, ordering, approving and reconciling), the number of people with access to systems (both Concur and Finance One), the structure of the invoicing and procurement function (who does what), skills, and how systems are used and what they are used for (e.g. request for Curtin tax invoice, what are allonges used for, what type of transactions are going through credit cards / purchase request).   1.3 Project Sponsor   The Project Sponsor is Ken McCluskey   1.4 Project Manager   The Project Manager is Craig Medley.   1.5 Project Team   The Project team is comprised of Raymond Seah and Craig Medley   1.6 Key Stakeholders   The key stakeholders (Humanities only) of this project include:                 Executive Dean                 Deans                 Review Panel   2 Project Scope   2.1 Strategic Link   This project specifically contributes towards to the following strategic objective(s): §  Excellence in operations §  Financial security   2.2 Project Benefits   The expected benefits and impacts of the project deliverables are: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Improved definition and understanding of the role / scope of work of the Financial Service Office in Humanities, </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Roadmap and high level implementation plan for the agreed changes, </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Improved efficiencies and effectiveness of processes within Humanities through standardization and centralization where identified, </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Potential cost savings and risk reduction in procurement and credit cards processes / systems. </li> </ul>   2.3 Project Deliverables   The project’s key deliverables are: Document / s covering: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Matrix of processes and systems under Humanities Financial Services Office and respective Teaching Areas, </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Services identified for improvement via end to end processing / procurement arrangements / invoicing, </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Recommended process flow for identified services,</li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> List of service deliverables (with the resource requirement) of the Humanities Financial Services Office, </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Policies to support recommended services, </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> High level implementation plan </li> </ul>   2.4 Out of Scope   The following items are considered out of the scope: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Implementation of recommendations </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Expenditure incurred whilst traveling (this may be included at a later date) </li> </ul>   2.5 Work Breakdown Structure (WBS)   The project tasks to produce the project deliverables are listed in the Gantt chart at Appendix B1.       2.6 Constraints   The following key project constraints were identified: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Availability and willingness of staff to contribute </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Data quality </li> </ul>   2.7 Assumptions   The following key assumptions influenced the development of this Project Management Plan: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> All staff will be available as required </li> </ul>   3 Project Time Schedule   3.1 Schedule   The detailed project schedule is provided in the Gantt chart at Appendix B1   4 Project Costs   4.1 Budget summary   The budget breakdown is summarized as follows:   Resource Type Total Cost ($) Hours Human resources $30,000 Equipment and products Consumables Totals $30,000           The Communication Plan examines the key contacts, frequency of communications, and communication medium to be deployed. It is used to ensure adequate consideration has been given to consultation and information dissemination. It is attached as Appendix D.   5 Project Accountabilities   5.1 Project Organizational Chart   The Project Organizational Chart provides a visual representation of the project team and project reporting structure. It is attached as Appendix B.         5.2 Responsibility Assignment Matrix   The Responsibility Assignment Matrix outlines responsibilities allocated to individuals for each task. It is attached as Appendix C.   5.3 Project Sponsor   The roles and responsibilities of the Project Sponsor include: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Responsibility to senior management for the project; </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Endorsing this document to confirm that project scope and deliverables are correct; </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Approving changes to scope, schedule, and quality; </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Reviewing progress and providing strategic direction; </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Resolving issues beyond the Project Manager’s authority; </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Providing the resources and sponsorship for the project; and </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Examining the project at completion2 and completing a Project Sign-off form. </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none">  </li> </ul> 5.4 Project Manager   The roles and responsibilities of the Project Manager include: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Managing the day-to-day operations of the project to ensure the project deliverables are produced to scope, schedule, and quality; </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Monitoring and controlling the Project Management Plan; </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Providing status reports to the Project Sponsor; </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Leading the project teams to meet the project objectives; </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Undertaking the tasks assigned, as specified in the Responsibility Assignment Matrix (refer Appendix B3); and </li> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Consulting with the Project Sponsor and key stakeholders to maintain communications and keep parties up to date on project progress. </li> </ul>   6 Communications Plan   6.1 Plan   The Communication Plan examines the key contacts, frequency of communications, and communication medium to be deployed. It is used to ensure adequate consideration has been given to consultation and information dissemination. It is attached as Appendix B4.   7 Risk Management Plan   7.1 Risk Assessment   The Risk Management Plan, attached as Appendix B5, examines risks, rates those risks and identifies potential treatment strategies.   8 Project Control   8.1 Progress Reporting   The Project Management Plan will be controlled on a regular basis, by means of completing Project Status Report to the Project Sponsor on a fortnightly basis. The key elements are scope, schedule, and risk, with the control process comprising:   • Monitoring and measuring performance;   • Comparing performance to this plan;   • Reporting on deviations and issues; and   • Taking corrective action (where necessary).   8.2 Change Management   Any proposed changes to the scope or quality will be processed as follows: <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Proposed changes will be evaluated on the basis of their impact on the project process and outcome, and in light of reasonable alternatives; </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Proposed changes will be formally recorded on a Project Change Control report and submitted to the Project Sponsor; </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> The Project Sponsor will review proposed changes, and either accept or reject them; and </li> </ul> <ul style="margin-top: 0in; margin-bottom: 0in" type="square"> <li class="MsoNormal" style="color: black; text-align: justify; text-autospace: none"> Accepted changes will be communicated to all concerned stakeholders, and project documentation will be amended accordingly. </li> </ul>           References   Baker, S, Baker, K & Campbell, M 2003, The Complete Idiot’s Guide to Project Management, Alpha Books   Cleland, D & Ireland, L 2002, Project Management: Strategic Design and Implementation, McGraw-Hill Profession   Frame, J 2002, The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities, Jossey-Bass, San Francisco   LeJuene, E 2001, Critical Analysis, Southern Louisiana University, viewed 21 January 2008, <http://www2.selu.edu/Academics/Faculty/elejeune/critiqu e.htm>   Martin, P & Tate K 2001, Getting Started in Project Management, John Wiley and Sons   Phillips, J 2004, PMP Project Management Professional Study Guide, McGraw-Hill Professional   PMI Standards & Duncan, W 1996, A Guide to the Project Management Body of Knowledge, Project Management Institute   Pritchard, C 2004, The Project Management Communications Toolkit, Artech House   Rasmussen, N, Goldy, P & Soli, P 2002, Financial Business Intelligence: Trends, Technology, Software Selection and Implementation, John Wiley and Sons Inc.   Stuckenbruck, L (ed.) 1981, The Implementation of Project Management: The Professional’s Handbook, Addison – Wesley, Reading, MA.   Welcome to Curtin’s Faculty of Humanities 2008, Faculty of Humanities, Curtin University, viewed 21 January 2008, < http://humanities.curtin.edu.au/>     Bibliography   Dinsmore, P 1999, Winning in Business With Enterprise Project Management, AMACOM Div American Mgmt Assn   Dinsmore, P & Cabanis-Brewin, J 2006, The AMA Handbook of Project Management, AMACOM Div American Mgmt Assn Lewis, J 2006, Fundamentals of Project Management, AMACOM Div American Mgmt Assn   Wren, A 2003, The Project Management A-Z: A Compendium of Project Management and How to Use Them, Gower Publishing Ltd.

Critical Analysis of Project Management Plan

Analysis of Project Management Plan Executive Summary Project management plan is important in order to show th...