Introduction: Delivering the project objectives within the predefined scope, time and quality is the main commitment

of the project manager (Michael et al, 2008, p. 107) that would be achieved by implementing his best managerial Skills, knowledge and lea dership to develop, integrate, implement, monitor and control the project schedu le, resources, performance and scope interrelated and combined with building the project team process. Accurate and definite complete scope definition at the ea rly phase of the project is key input to obtain the successful schedule and reso urce planning, scope management is inevitable certainty (Asadullah Khan, 2006, p . 15). Kor and Wijnen (2007, p. 157 and p. 172) recognized that management is about cre ating the appropriate environment to make carrying out the non-managerial effort s is possible and not about carrying them out, the authors explicit five perspec tives to compare and prioritize the non-managerial efforts, the triple constrain s; cost, schedule and quality and helping to help in implementing the planning a nd progress control as well as the general managerial activities as team managem ent process and performing routine activities. The five perspectives are; Tempo, Feasibility, Efficiency, Flexibility and Goal-orientation (TFEFG) as defined by the authors. Accordingly, I would advise Julianne as follow: Organizing people and resources: To effectively organize people and resources to meet the project goals, i.e. man aging goal-oriented efforts (Kor & Wijnen, 2007, p. 157). You need first to eval uate the project requirements and distinguish which of the three demands of the triple constraint should be prioritized by placing the five management perspecti ves mentioned above into practice as follow: 1Conduct a meeting and make sure that all the main stakeholders, sponsors and client representatives are available to attend by using all the possible me ans of communications. 2Through the meeting, conclude the project objectives prioritizing in res pect to the five perspectives individually and in concurrence with the others by assigning numerical values for each objective associated to its priority and ca tegorize them accordingly. The TFEFG perspectives are implemented as follow: aTempo: in considering the schedule constraint, states the performance pa ce to complete the project as scheduled, team should be aware if completing the project on or prior of scheduled time is the highest priority of project goals t o agree on people resources capacity and efforts required to perform the desired pace that should be periodically checked while construction is in progress to c onfirm that the determined effort and capacity have carried out and available an d subsequently effects are comprehended. bFeasibility: is related to identify and conduct risk assessment at the p roject early stages for any effort could be provided and may not perform as expe cted or may have potential high impact, positively or negatively, on project goa ls achievement to give priority to the effort (people and resources) required to perform activities may passively impact the project objectives. cEfficiency: is related to managing effort in a cost effective manner, it is about defining the effective amount of resources needed to perform an effort associated to the potential value expected to gain when this effort is carried out. dFlexibility: is related to the activities that are flexible in terms of resourcing, sequencing , such activities that having amount of float that can ac commodate adapting of assigned resources with no or minimum impact on the projec t performance. People and resources assigned for these activities should be awar e and managed to move to other activity if needed or to implement scope changes when arise. eGoal-Oriented is related to ability to scale the contribution of the peo ple and resources use in achieving the project goals, directly and indirectly. 3Determine the amount of each effort in respect to the associated managem ent perspective evaluation and regulate with the contribution of all the stakeho lders the outcome values to the limit where the entire project goals priorities

are satisfied and final conclusion is agreed by all stakeholders. 4Minute the meeting outcome in official document for future reference. 5Assign your project team responsibilities and authorities by developing the RACI matrix Responsible, Accountable, Coordinate, and Inform assignment matrix (Andersen et al., 2004, pp. 96-104) and keep it documented for future reference when needed, developed the project organisation chart and Roles and Responsibil ities sheets. 6Keep performance always observed and measured against planned and if any deviation has been observed, communicate with the project team, adjust the plan and do the necessary actions as needed. Covering all aspects of the project scope statement: Gathering scope requirements, creating the project scope statement and creating the WBS are the backbone of any project success. Having achieve these process in accurate and sufficient manner by confirming that all clients requirements are c learly identified in the project scope statement and reflected in the WBS and ca n be measurably verified upon completion, scope control process can be put in pl ace and scope creep can be identified accordingly. Change in scope is common and should be expected, accommodated and not avoided. However, change control process should be in place to handle and control impacts occurred due to the scope change. The process is initiated by applying a change request form or Notice Of Change (NOC) then assisting the impacts on the projec t objectives to determine the proper channel authorized to approve the change re quest, once the request is approved then should be put in action by communicatin g the project team, explain the requirements, revising the scope statement, WBS, conditions of satisfaction COS and assigning the resources required to implement the scope change in a proper performance and timely manner. Communicate effectively with team members: Communication is very critical aspect in project management; it is about exchang ing the precise information at the precise time using the precise method to make sure that the information is delivered and understandable. Communication plan i s to develop a scheme to share information between project teams regardless of a ny differences in culture, languages or place. According to Roberts (2007, pp. 1 47-148) and as described by Sanghera (2010 p.143) by the four Ws; the communicat ion plan should define What information to share, Who need it, Who and how shoul d send it and When. References: Andersen, E., Grude, K. & Haug, T. (2004) Goal directed project management: effe ctive techniques and strategies, University of Liverpool [Online]. Available fro m: http://www.liv.ac.uk/library/ohecampus/search/ebooks.htm (Accessed: 03 Februa ry 2012) Asadullah Khan (2006) Project Scope Management. Cost Engineering Journal, June, 48 (6), pp. 12-16. [Online], Available: http://ehis.ebscohost.com.ezproxy.liv.ac.u k/eds/detail?sid=32f08d5a-b1b8-4e3b-8082-156747f7f46f%40sessionmgr113&vid=1&hid= 103&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ%3d%3d#db=buh&AN=21557346, (Accessed : 03 February 2012). Kor, R. & Wijnen, G. (2007) 59 checklists for project and programme managers, Un iversity of Liverpool [Online]. Available from: http://www.liv.ac.uk/library/ohe campus/search/ebooks.htm (Accessed: 03 February 2012) Michael Thomas, Paoul H. Jacques, John R. Adams and Julie Kihneman-wooten, (2009 ) Developing an Effective Project: Planning and Team Building Combined, Project Ma nagement Journal; December 39 (4), pp105-113 [Online] DOI: 10.1002/pmj.20079 (Ac cessed: 03 February 2012). Roberts, P. (2007) Guide to project management, University of Liverpool [Online] . Available from: http://www.liv.ac.uk/library/ohecampus/search/ebooks.htm (Acce ssed: 03 February 2012) Sanghera, P. (2010) PMP in depth: project management professional study guide for the PMP exam. 2nd ed. Boston: Course Technology PTR.