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1.3.2 Is There a Complete Project Plan? A Model‐Based Project Planning Approach
Author(s) -
Sharon Amira,
Weck Olivier L.,
Dori Dov
Publication year - 2009
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.2009.tb00940.x
Subject(s) - gantt chart , work breakdown structure , project planning , project management triangle , project management , computer science , process management , plan (archaeology) , project charter , software project management , extreme project management , systems engineering , scope (computer science) , opm3 , engineering , software construction , archaeology , software , software system , history , programming language
Project planning and control are the essentials of project management. The first steps of the project planning require some knowledge of the concept of the product that the project is expected to deliver. The initial project plan, scope of work, Work Breakdown Structure, and allocation of resources rely on understanding of at least the top‐level product functionality, architecture, and concept of operation. The project planning and control is an iterative process of derivation, refinement, and simulation of the product model, while maintaining traceability and coherence between the product model and the project plan at all levels. Nevertheless, existing representations or views for project planning, such as Gantt, PERT, and DSM, contain only a portion of the entire set of relationships among project entities. This paper outlines a model‐based approach to project planning, in which a joint project‐product OPM model is the basis for the various project management views.