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HSN 544 WEEK 2 Pre-Planning Research
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Before you start developing curriculum, it is important to understand the issues and trends affecting the field.
Research issues and trends in curriculum design.
Write a 1,500- to 1,750-word review of your research, and include recommendations on dealing with issues and utilizing trends.
Include at least 4 peer-reviewed references.
Submit your HSN 544 WEEK 2 Pre-Planning Research assignment to the Assignment Files tab
HSN 544 WEEK 2 Final Project Proposal
In this class, your learning team will be required to identify a performance or knowledge gap within a health care organization, program, or service and then develop an adult education program to address that gap. As a team, decide what health care organization, program, or service you would like to use for this project.
Write a 500- to 750-word proposal describing what you chose and why you chose it.
Submit your assignment to the Assignment Files tab
HSN 544 WEEK 6 Final Program Plan and Presentation
Create a 500- to 750 word plan for curriculum implementation.
HSN 544 WEEK 2 Pre-Planning Research
Create a 500- to 750 word plan to evaluate program effectiveness, with both formative and summative assessments. Include specific examples using your own curriculum.
Compile all Learning Team assignments into a Final Program Plan. Your Final Program Plan should include your:
- Needs assessment application (Week 3)
- Setting the vision (Week 4)
- Program Plan (Week 5)
- Implementation plan (Week 6)
- Evaluation plan (Week 6)
Create a brief presentation overview of your program.
Submit your assignment to the Assignment Files tab.
HSN 544 WEEK 4 Relationship Visual Aids
Create a visual representation of the relationship between program goals, objectives, and outcomes.
Research and choose an instructional program you are interested in.
Create a copy of your visual representation and insert your chosen program’s goals, objectives, and outcomes into it.
Write a 750- to 1,050-word summary of the relationships.
Submit your two visual aids and your summary to your instructor.
Project planning is usually regarded as a critical component of project success.
Does the study, on the other hand, support its importance and provide direction on how much time and effort should be spent planning?
The literature is combed for any evidence of a relationship between project planning and success.
We begin by clarifying what the planning phase and project success entail.
Following that, we look at literature in the building, software development, and general project management fields that doubts the value of planning.
Overall, there is a substantial correlation between planning and project success, according to the research.
A review of the existing research reveals unexpectedly consistent empirical results regarding the association of planning and success: an R2 = 0.33 correlation with efficiency and an R2 = 0.34 correlation with overall project success.
When compared to the average 20% to 33% effort spent on planning, this implies a large impact.
Future studies could be used to estimate how much to plan.
Traditional wisdom holds that planning and analysis are critical to project success, and that the more of both there are in a project, the more successful it will be (Wang & Gibson, 2008; Dvir, Raz, & Shenhar, 2003).
Spending time on these things will lower risk and boost project success.
Inadequate analysis and planning, on the other hand, will result in a project failure (Morris, 1998; Thomas, Jacques, Adams, & Kihneman-Woote, 2000). (2008).
If inadequate planning has resulted in project failures, billions of dollars may have been lost (Sessions, 2009).
But how much is excessive?
Agile and other “lightweight” project management strategies are gaining favor.
Less initial planning is better, and an evolving process is more efficient, according to their mindset.
Questions to Ponder
The research questions we’ll look into in the literature are as follows.
Is project planning necessary for success?
What effect does the planning phase have on the project’s success?
What percentage of time spent planning is most closely linked to project success?
We conducted a thorough study of the literature on project planning and its impact on success.
More than 190 publications and books were reviewed in total, with about 50 of them cited in this study.
Discuss the impact of the project planning phase on success before proceeding; it is helpful to define what a successful project is.
Four levels of project success are defined by Shenhar, Dvir, Levy, and Maltz (2001):
1. The effectiveness of the project
2. Customer’s perspective
3. The achievement of business objectives
4. Making plans for the future
“Examples abound where the initial project objectives were not accomplished, but the client was highly satisfied,” Thomas, Jacques, Adams, and Kihneman-Woote (2008) write.
in addition to the inverse (p. 106).
While project success has traditionally been measured in terms of tangibles, current thought is that project performance is best determined by the principal sponsor’s judgment.
Cooke-Davies (2002) makes a similar statement, therefore we’ll use her as an example:
Meeting project efficiency targets in terms of cost, time, and quality
Meeting broader business and corporate goals is a key component of project success.
However, according to Zwikael and Globerson (2006), as well as Dvir, Raz, and Shenhar, efficiency and success are frequently linked (2003).
Planning a project
Planning, according to Mintzberg (1994), is the process of decomposing, articulating, and rationalizing decision-making activities.
Pre-project planning is described in the construction industry as the phase that occurs after business planning and before project execution (Gibson & Gebken, 2003).
“What comes before action” is another definition of planning (Shenhar, personal communication, 2011).
For the purposes of this examination, the following definitions will be used:
The phases and accompanying effort that come before execution in a project are referred to as the planning phase.
Planning effort is defined as the amount of money or work hours spent on planning.
Reasons to Avoid Planning
From a conceptual approach, Anderson (1996) casts doubt on the premise that project planning is advantageous.
“How can project planners construct a detailed project plan when activities can’t be expected or are dependent on the outcomes of previous activities?” he wonders.
(see p. 89).
Too much planning in research and development (R&D) projects, according to Bart (1993), might inhibit innovation.
“While important as a guide, excessive detail in the early stages of a project may be troublesome and deceptive in a dynamic context,” Collyer, Warren, Hemsley, and Stevens (2010) write about unsuccessful projects like the Australian submarine and the Iridium satellite project.
According to Collyer and Warren (2009), making detailed long-term plans in changing situations wastes time and money and leads to erroneous expectations.
Overly rigid planning processes hampered speed for one project management office (PMO) evaluated, according to Aubrey, Hobbs, and Thuillier (2008).
Senior management can opt not to use the estimations from the planning phase, according to Flyvbjerg, Holm, and Buhl (2002).
Even though software and communications businesses have good planning quality, these projects nonetheless have low success ratings, according to Zwikael and Globerson (2006).
Any more planning, according to Chatzoglou and Macaulay (1996), will cause a chain reaction delay in the project’s subsequent phases.
According to Thomas et al. (2008), most projects are under pressure to reduce the amount of time and effort spent on the planning phase.
Furthermore, Chatzoglou and Macaulay (1996) discuss why planning is sometimes omitted or reduced because managers believe it is “better to forgo the planning and start creating the requested system.”
However, experience has shown that none of the above reasons hold water” (p. 174).
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