Presented by: Widimongar W.

Jarque (ID#: 2774)

Submitted to: Mrs. Jluedoe M. Bornor

Starz University,

College of Science and Technology

December 19, 2020

The project initiator believes that winning a yacht race depends 80 percent on the preparation
stage and only 20 percent on the effort in the actual race. Einstein was quoted as saying that a
creation is 10 percent inspiration and 90 percent perspiration. Which of these statements do
you agree with? Why, given a project management context?
The amount of planning for a project is very project dependent. the planning of a project is discussed
in the PM literature (especially) the Project Management Body of Knowledge” PMBOK@ that deals
with planning processes. it states that the planning of a project is very dependent on the previous
experience in the area of the project and should be commensurate with the scope of the project and
the usefulness of the information develop einstein’s 90 percent perspiration should include planning.

This project essentially describes a job-shop point of view. How might the creation of a fleet of
championship boats change the described project life-cycle?
The project life-cycle described in PM Literature (especially the “Project Management Body of
knowledge “PMBOK. Make up of feasibility, planning and design production and turnover and start-
up in this case, would need to be refined to include more emphasis on the prototype and validation
process stages of development. Again, the question of 80 percent of the effort spent in planning would
come into question as more work in production monitoring and performance may be required.

Cost management was described as subsidiary to time and quality objectives for this project. If
this situation had been different, i.e., a restrictive boat budget, how might the project results
have changed?
It is difficult to say that the result would have changed at all. The experience crew may have made
the difference. And as inferior boat could have still been victorious. Likewise, if the objective bad
truly been the enjoyment and pleasure of sailing gas described in the case, project would have been a
success.

Had this same project analysis been performed on another boat in the Sydney to Hobart, how
might it have pointed out any deficiencies in the project process?
By benchmarking versus the Assassin project process. Possible deficiencies in the process could he
identified. For example, the funding difference o d the lack of a “well=connected” project leaker
could have been a disadvantage of the less successful boat. Likewise, the amount of time spent on
various aspects of the project could also be compared.

The case mentions the importance of meeting the requirements of five different certifications
along with careful lobbying in order to enable entry of the yacht into the races. All projects face
these kinds of challenges. Review the literature to develop your own model for dealing with
these issues.
These strategic issues need to be identified, assessed, and analyzed, and action should be taken in
order to successfully deal with them. This is discussed by David Cleland in Project Management
strategic design and implementation, in the section on managing strategic project management
issues. The use of such a cycle. Assuming compliance to regulations and restrictions, for managing
these strategic issues allows for the success of a project in the face of project restrictions and
requirement.