Scoping in detail

My scoping can be summarized below:

1.Marketing
This scope will focus on transfering of risk and cost, these two main points. Marketing is a significant element for gaining the benefits through it. As it isis shown, the cost more relates to customers, and the dangerous is a potential menace. More details need to be researched.

2.Financial
This scope will focus on funding, donation and incorporate. If Gaswork Museum
wants to continue improving, funding is one of the best way to do so. Mostly from the government, it is true that government have responsibility to support Gaswork Museum. Second one is donation, which means that not only the government, each person has duty to assistGaswork Museus. The third one is to incorporate with business entity. Actually they can mix together and try to create a "win-win situation".

3.Management
Three factor is mentioned,First is strategical---the survival of museum keep the budget in balance. Another one is operational, such as finding the entity are willing to work with museum, and also raise the social recognition; the last one is tactical---keep the museum running smoothly and increase local reputation.

4.Concept
It can be devided into two side: product and service. The former one like exihibition,enlisted collections and heritages; the latter one likes touring guide and providing brochure.

5.Technology
Theories or examples is interesting for many visitors, so introduce the recreation of the gas light may attract more people. Computerized sounds very amusing, information centre is really helpful. Moreover, advertisment is becoming more significant in our daily life, it can be a valuable investment.

6.Goals
It is devided into long term, middle term, short term and daily goals, which have more connection with management point.

7.Risk
Two points need to be considered, insufficiant fund and the damage of the inheritage. It is important for gaswork museum to understand the harmful of these.

Most views come through our group meeting and some from my brainstorm. If there are many fearless or reckless opinion, we can communicate in the next few weeks to fix them or make them better than now.

Reference:
http://www.inc.com/guides/2010/06/setting-business-goals.html
http://www.dunedin.govt.nz/your-council/dunedin-history/architectural-history/gasworks-museum

Critical path analysis

The Critical Path Method (CPM) and its development to probabilistic environment, the Program Evaluation and Review Technique (PERT) are the most common tools for predicting and managing different short time or long time projects.

Critical Path Analysis (CPA) is a project management tool that:

• Sets out all the individual activities that make up a larger project.
• Shows the order in which activities have to be undertaken.
• Shows which activities can only taken place once other activities have been completed.
• Shows which activities can be undertaken simultaneously, thereby reducing the overall time taken to complete the whole project.
• Shows when certain resources will be needed – for example, a crane to be hired for a building site.

In order to construct a CPA, it is necessary to estimate the elapsed time for each activity – that is the time taken from commencement to completion.
Then the CPA is drawn up a based on dependencies such as:

• The availability of labour and other resources
• Lead times for delivery of materials and other services
• Seasonal factors – such as dry weather required in a building project

Once the CPA is drawn up, it is possible to see the CRITICAL PATH itself – this is a route through the CPA, which has no spare time (called ‘FLOAT’ or ‘slack’) in any of the activities. In other words, if there is any delay to any of the activities on the critical path, the whole project will be delayed unless the firm makes other changes to bring the project back on track.
The total time along this critical path is also the minimum time in which the whole project can be completed.
Some branches on the CPA may have FLOAT, which means that there is some spare time available for these activities.


There is our group's CPA, and it's my work.

Reference:
http://tutor2u.net/business/production/critical-path-analysis.htm
http://www.powerhomebiz.com/vol114/engagement.htm

Scope (chart)