PROJECT PART ONE 1 Part-1: Creating a New Plane Students Name Institution Affiliation Course Date Part-1: Creating a New Plane Project Title: Creating a New Plane A Work Breakdown Structure (WBS) lists all project duties. WBS is hierarchical and offers logical, ambiguity-free categorization. Activities or deliverables may define these categories. The WBS must represent the approved work. The project's scope statement should be used to create a timetable and cost estimate. Project managers must construct a WBS before developing a strategy and timeline. Developing a WBS and WBS Dictionary will allow the project team to: 1)gather information on the project's work requirements for creating a new plane, 2)divide operations into smaller portions that will fulfill the project's goals, and 3)design the project so that it is proactive and logical from beginning to end. Before the project begins, the PM has minimal influence. without specifying project scope. Through scope management, the project manager can design and maintain the scope statement. This statement describes the project manager's deliverables. This phase ensures and communicates to project management that only scope-related activity is done. This step helps complete the work. Planning Most firms that use project management make their OPA available to project managers. This, along with a Project Charter and Preliminary Project Scope Statement, will help the PM launch this part of the project. The Project Manager will have a Scope Management Plan after this stage. According to the Scope Management Plan, the PM will document, refine, verify, and oversee the project scope. Define. Project scope is next. To define project requirements, the project manager must interview all relevant parties. After understanding the project's stakeholders' needs and expectations, the scope can be established by prioritizing outputs. Discussing some options now may be helpful if they need to be documented later. After completing the scope definition, the project manager should conclude the scope statement. This will help in later project stages when making selections and ensuring everyone knows the project's goals. Create a WBS. A well-designed WBS should focus on project deliverables, not tasks (WBS). If you don't use the Work Breakdown Structure (WBS) as a checklist of activities to do (your project plan will help), you can focus on the WBS's primary purpose: organizing and outlining the project's scope. Work packages should be the foundation of the Work Breakdown Structure (WBS). These work bundles should help you estimate the project's cost and timeline. Verification In "Scope Verification," you'll win stakeholders' formal approval of your project's scope. To acquire this degree of acceptability, you must often undergo Inspection. Control Change Integrated Any project changes require a Control Process (ICCP). During Scope Control, you'll address ever.

1. PROJECT PART ONE
1
Part-1: Creating a New Plane
Students Name
Institution Affiliation
Course
Date
Part-1: Creating a New Plane
Project Title: Creating a New Plane
A Work Breakdown Structure (WBS) lists all project duties.
WBS is hierarchical and offers logical, ambiguity-free

2. categorization. Activities or deliverables may define these
categories. The WBS must represent the approved work. The
project's scope statement should be used to create a timetable
and cost estimate. Project managers must construct a WBS
before developing a strategy and timeline. Developing a WBS
and WBS Dictionary will allow the project team to: 1)gather
information on the project's work requirements for creating a
new plane, 2)divide operations into smaller portions that will
fulfill the project's goals, and 3)design the project so that it is
proactive and logical from beginning to end.
Before the project begins, the PM has minimal influence.
without specifying project scope. Through scope management,
the project manager can design and maintain the scope
statement. This statement describes the project manager's
deliverables. This phase ensures and communicates to project
management that only scope-related activity is done. This step
helps complete the work.
Planning
Most firms that use project management make their OPA
available to project managers. This, along with a Project
Charter and Preliminary Project Scope Statement, will help the
PM launch this part of the project. The Project Manager will
have a Scope Management Plan after this stage. According to
the Scope Management Plan, the PM will document, refine,
verify, and oversee the project scope.
Define.
Project scope is next. To define project requirements, the
project manager must interview all relevant parties. After
understanding the project's stakeholders' needs and
expectations, the scope can be established by prioritizing
outputs. Discussing some options now may be helpful if they
need to be documented later. After completing the scope
definition, the project manager should conclude the scope
statement. This will help in later project stages when making
selections and ensuring everyone knows the project's goals.
Create a WBS.

3. A well-designed WBS should focus on project deliverables, not
tasks (WBS). If you don't use the Work Breakdown Structure
(WBS) as a checklist of activities to do (your project plan will
help), you can focus on the WBS's primary purpose: organizing
and outlining the project's scope. Work packages should be the
foundation of the Work Breakdown Structure (WBS). These
work bundles should help you estimate the project's cost and
timeline.
Verification
In "Scope Verification," you'll win stakeholders' formal
approval of your project's scope. To acquire this degree of
acceptability, you must often undergo Inspection.
Control
Change Integrated Any project changes require a Control
Process (ICCP). During Scope Control, you'll address
everything that could modify the project's scope. The project
manager must analyze proposed changes to evaluate their
impact. After that, they should suggest fixes. Follow the
procedure and limit scope creep. Changes can affect your scope
statement, WBS, baselines, and OPA.
Purpose
Aerodynamics flies planes. Rapid airflow over the wings lifts
them. Wings and rudder steer planes. Better pilots are balance-
trained. Autopilot and copilot help pilots. Military, air
transport, and freight aeroplanes, planes, and aircraft (Chu et al
2019). Passenger, freight, military, and private planes fly.
Planes expedite international travel.
Description
Navy plane production is regulated. Before integrating into an
airplane, these requirements must be reduced. A rapid,
luxurious jet is impossible. Class determines a plane's strength.
Navy fighters must be agile and armed. Power and durability
meet these requirements.
Objective
Airplane production is difficult despite its weight. Warplane.
Any jet or screw-propeller aircraft with air against its wings.

4. "History of Flight" describes aircraft progress and civil
aviation's start. Airplanes need wings, tail surfaces, movable
surfaces, and a power plant to fly. Parking, takeoff, and landing
require help. Fuselages hold personnel, passengers, and cargo.
A cockpit pilots the plane.
Goals
Most global aviation infrastructure projects overshoot time and
resources. Airplane building is global. Predicting and removing
project impediments boosts success. The project's effectiveness
hinges on contractor competency, money, constraints,
management buy-in, and airport location. Per-country
complexity and breadth vary. Insufficient funds slowed the
project. Insufficient funding causes cost overruns and project
delays (WBS 2019). Money could slow new airport building.
The project may fail if the key actors can't manage time and
money. Unreliable contractors increase costs, delay projects,
and produce poor results. When designers can't create a plan,
course corrections increase project scope, cost, and timeline.
Funding:
The sponsors includes Eriots Jackson and private sponsors.
Acceptance criteria
Internal and external factors affect project outcomes. Well-
organized project teams, quality implementing contractors,
managerial competencies to follow project progress, timely
financing, and key stakeholders are vital (Smagin et al 2019).
Project management must be flexible. According to global
study, including stakeholders, selecting qualified and competent
stakeholders, making project funds accessible on schedule, and
having trained management staff boost aviation construction
project performance. New airport construction.
Deliverable
Plane skeletons mostly. According to their findings, low
funding affects project delays and cost overruns (Krokhmal et al
2020). Lack of capital slowed new manufacturing, showing how
money affects projects. Cost and time overruns resulted from

5. plan changes.
Assumptions
Resource materials. Designs and manufacturers are determined.
Legally obtained permits.
CONSTRAINTS
Lack of experienced staff (due to illness, absenteeism, or
workers quitting mid-project), urgent need to buy raw supplies,
excessive construction waste, and Excessive Rain could delay
the project.
Approval
Sponsors authorize. "Scope Verification" approves project
scope. Inspection determines acceptance. Inspection includes a
customer walkthrough. Products must meet specifications.
Requirements
Sponsor updates weekly. Emergency and hiring reports.
Scope statements
Part Two
PROJECT TITLE PROJECT: Creating a New Plane
New Plane WBS structure
Scope and Schedule: The project scope is a document that is
always changing. Every project's Monitoring and Control stages
experience challenges that require modifying the scope
definition. WBS is going to be an excellent project management
tool. Success of the project depends on it. It prepares the
ground for upcoming project planning.
Finalized project scope: A reliable WBS can help ensure
accurate baselines, estimates, resource use, scheduling, risk
analysis, and procurement. The WBS defines and organizes the
project's scope. I prefer the outline view since it presents a

6. simple, easy-to-understand WBS structure. It's a good layout for
designing the WBS because it's easy to alter, making it a good
choice overall.
WBS structure: The operations will follow the WBS structure
chart where the operations will operate starting from level 1 to
level 3. The prelinaries would fisrt be handled and supervised
by the project manager. Also, the right estimation should be
made to avoid wastage of resources. The client is informed
while the work is being inspected during a walkthrough. It is an
effort to assure that the results of a task will match the
requirements outlined in the specifications and the product
acceptance standards.
Develop project schedule: The development of the project will
be as in the list of activities, deliverables, and milestones
contained inside this project is what is referred to as scheduling
in project management. A timetable will begin as it was planned
and will make every effort to maintain the finish date, the
duration, and the resources that were allocated to each activity.
Project Resources Tasks: The many supplies, objects, and/or
materials used throughout a project are referred to as material
resources. Depending on the project you're working on, your
resources or assets may be of a variety of kinds, but you'll
probably need at least one tangible thing.
Stakeholder Engagement:
At this phase, you can still clearly see who needs to
be involved. You must decide which team members will be
needed when in order to finish the project on schedule. At
different times, you'll need to bring in different types of subject
matter experts, and for them to execute their jobs properly, they
must all be familiar with the project's objectives.You may work
your way up from individual jobs to the total project, allowing
for more accurate projections of time, cost, and risk. In

7. conclusion, it allows you to verify the deliverables with
stakeholders and make any necessary changes.
Communication Plan: Communication plan relevant now that the
WBS Code may be automatically updated by automatically
constructing a new plane. As one climbs this structure's levels,
the project's goals and outcomes become finer and more
quantitative. A WBS will help with my project's role
assignment, resource allocation, monitoring, and management.
The WBS clarifies and distinguishes deliverables, which helps
the project team understand what each must complete.
Part 3
Overall Project Budget
EVM is based on the baseline plan of expected spending over
time. This plane plan generates the "Budgeted Cost of Work
Scheduled" (BCWS) or "Planned Value" (PV) profile, which is
used to assess the project's performance. This baseline was
derived from a costed and resourced project plan. The plan
considered both fixed and variable costs caused by financial and
human resources. The BCWS profile is typically displayed as a
cumulative curve, also known as an S-curve.
Methodical behavior EVM recommends including a provision in
the baseline BCWS to account for uncertainty and risk, and that
the integrated baseline review (IBR) process validate the
robustness and suitability of this provision. In practice,
however, many baselines are developed without adequate risk
consideration; rather, they merely include a "contingency
element" for work that was not previously planned. In fact,
contingency is frequently buried within the baseline to avoid
management removing it before the project begins. In most
cases, the existence of this contingency has nothing to do with
the identified risks; rather, it is the result of an intuitive
assessment of what "just in case" measures might be required.
Project Manager: Being a project manager requires interior and
exterior changes in 4 months. The project has 6 months and

8. $120000 to complete. With a budget of $1,000 for each event,
the project will pay for refreshments for the activities and
trophies for the winners. Labor costs will be high. Outsourcing
all hardware. The Plane Project report will construct a fully
functional system and test it in two countries. After these
events, it will alter the site, build expansion strategies, and
offer guidance on how to transform the project's outcomes into
a lucrative craft (Chu et al 2019). Accepts donations towards
event-planning schools and organizations. Accepts updates and
lets businesses construct their own websites to welcome local
players and sharks, receive applications, and announce winners
and losers.
Your sponsor and team assumed physical events would be most
popular, therefore you didn't include an online version in the
initial project. The crew limited the scope of this initial mission
so they could improve the organization and create a new plane.
A $1,000 budget each event will cover refreshments and prizes.
Labor costs will be high. Outsourcing all hardware. Self-pay is
$50,000. The remaining $20,000 will be used for event
preparation, consultants, legal and other business bills, among
other things. Status reports, final project presentations, final
project reports, lessons-learned reports, etc.
Product Deliverables
The research reports Team will demonstrate the new aircraft's
improvements and plausibility during flight tests. After testing
the systems and getting user feedback, the team will make
adjustments and write follow-up project ideas (Chu et al 2019).
The team will also create a business plan with proposals for
turning this idea into a profitable enterprise in a year.
New systems and an online platform account are needed.
Jackson attends all project activities and, if possible, a complete
team meeting. In this regard, team would buy a new laptop and
Internet access for 3 team members abroad so they could share
information. Advancement of technical and non-technical

9. features task outline advancework plan breakdown. All installed
software must follow published standards and will be tested as
part of the project's major success criteria.
Outside vendors will supply all needed hardware.
Risk Management
One of the most common methods for evaluating risk is the use
of a "risk matrix." Their primary function is to evaluate the
level of risk and whether or not it is being managed effectively.
However, there is still debate over the best way to employ them.
All risk matrices should have at least three columns and rows.
The zone where the danger of an event is low and can be easily
managed because its severity is also low (often colored green).
The problem is rarely addressed. On the other hand, bowties are
often only done for major hazards, therefore the vast majority of
events do not fit under this category because they are so
dangerous.
An occurrence with a high probability and high severity (often
red) requires numerous preventative efforts to lower its
likelihood or impact. Lots of activities falling into this category
are planned for Bowties.
The medium range (often represented by the color yellow) lies
between the two extremes. In most cases, we treat any
occurrence in this bracket as a potential problem that has to be
tracked, but we keep our attention on it at a level that is as low
as possible. If we maintain that level, we are essentially
accepting the risk.
Project Raid
Leaders in the field of project management can evaluate the
major threats, uncertainties, and challenges facing their
endeavor with the help of a RAID log. Leaders can use RAID
logs to improve the plane project planning since they provide a
way to anticipate and prepare for anticipated risks and
difficulties. After completing a RAID analysis, the results can
be compiled and stored as a RAID document. A RAID log is the
term for this record. To keep track of risks, assumptions,
problems, and dependencies, you can maintain a RAID journal.

10. image1.jpeg
Instructor: Shaun G. Lynch, CFRE (ret.)
1 - 1
Chapter 2:
Perception
MARK 305
Consumer Behaviour
1
Sensation

11. Sensation
Immediate response of our sensory receptors…
…eyes, ears, nose, mouth, fingers…
…to basic stimuli……
such as light, colour, sound, odour, and texture
Our world is a tapestry of stimulation
3
Perception
Perception is the process by which sensations are selected,
organized and interpreted
4
Perception
Marketers contribute to the wild array of stimulation
Ads, radio, billboards, packaging…

12. 5
Sensation and Perception
The process that makes up perception includes three
components:
Exposure
Attention
Interpretation
6
Sensory Inputs
Our senses react to touch, smell, taste and other stimulation
People respond to colour, noise and music
Sensory inputs create many associations in terms of decisions,
memories and choices
7
Sensory Marketing
Marketers pay special attention to the impact of sensation on
our product experiences:
Sight

13. Smell
Hearing
Touch
Taste
LO 2.2 Sensory systems can provide a competitive advantage.
8
Vision
Colour provokes emotion
Reaction to colour is both biological and cultural
Some colour combinations come to be associated so strongly
with a corporation that they become known as the company’s
trade dress
Colour in packaging design is critical
9
Vision and Colour
Colours influence emotions
Some colours (e.g. red) create feelings of arousal and stimulate
appetites
Blue is more relaxing

14. 10
Vision and Colour
Older people see colours in a dull cast and therefore prefer
white and other bright tones
Mature consumers are more likely to choose a white car
… So Lexus makes 60% of their vehicles in white!
11
Vision and Consumption
Container size can influence the amount we consume
as compared to medium popcorn buckets
Consumers ate 45 percent more popcorn from large
12

15. Vision and Consumption
Container size can influence the amount we consume
Bartenders tend to pour over 30 percent more into a shorter,
wider glass than a taller glass
13
Vision and Consumption
Container size can influence the amount we consume
Consumers eat more from smaller packs of candy when multiple
small packs are available
14
Vision and Consumption
Container size can influence the amount we consume
College students ate more M&Ms when given bowls that have
ten (vs. seven) colours of M&Ms

16. 15
Smell
Scents stir emotion or create calm feelings
Episodic memories of a pie out of the oven or a steaming cup of
coffee… feelings of home
16
Smell
Scents stir emotion or create calm feelings
One study found the smell of fresh cinnamon buns induced
sexual arousal in males
17
Hearing
Sound affects behaviour:
Airline passengers move to their seats faster when there is up-
tempo music playing

17. 18
Hearing
Sound affects behaviour:
Words can be broken down into individual sounds called
phonemes, which can have measurable behavioural effects
19
Hearing
Sound affects behaviour:
Brand names with repetitive phonetic structures produce
positive feelings
20
Hearing
Muzak™ uses sound and music to create a mood
High tempo = more stimulation

18. Slower tempo = more relaxing
21
Hearing
Muzak™ in factories can reduce absenteeism
22
Hearing
Certain high-pitched sounds that only teens can hear allow for
ringtones that their parents won’t hear
23
Touch

19. Haptic (touch) senses
The most basic of the senses
We learn this before vision and smell
Touching affects the product experience
Waiters who touch patrons get bigger tips
Touching an item forms a relationship with the product
24
Touch
Touching affects the product experience
Waiters who touch patrons get bigger tips
Touching an item forms a relationship with the product
25
Photo by
Zoe on
Unsplash
Touch
Touchscreens can have an impact on our behaviour
The orientation of the product affects the way in
which consumers swipe on the screen
They will swipe in the direction of the product’s orientation and
this leads to increased liking

20. 26
Photo by
LinkedIn Sales
Solution
s on
Unsplash
Touch
Endowment effect
Endowment usually occurs when consumers ascribe more value
to something simply because they own it
Touching an item forms a relationship with the product

21. 27
Photo by
charlesdeluvio on
Unsplash
Touch
Kansei engineering
A philosophy that translates customers’ feelings into design
elements
28
Taste
Flavour houses develop new concoctions for consumer palates
Cultural changes determine desirable tastes

22. 29
Exposure and Perception
Exposure
Exposure occurs when a stimulus comes within range of
someone’s sensory receptors
Consumers can focus on the stimulus, or ignore the information

23. 31
Sensory Thresholds
Psychophysics
The science that focuses on how the physical environment is
integrated with our personal, subjective world
32
Sensory Thresholds
Absolute Threshold
The minimum amount of stimulation that can be detected on a
sensory channel

24. 33
Differential Threshold and JND
Differential Threshold
Ability of a sensory system to detect changes or differences
between 2 stimuli
34
Differential Threshold and JND
Just Noticeable Difference (JND)
The minimum meaningful difference between two stimuli

25. 35
Differential Threshold and JND
Campbell’s has changed labels discreetly over time so
consumers always recognize their product
36
Weber’s Law
The stronger the initial stimulus, the greater a change must be
for it to be noticed

26. 37
Weber’s Law
The stronger the initial stimulus, the greater a change must be
for it to be noticed
Adding 10 dots to 10 dots makes for an obvious difference
38
Weber’s Law
The stronger the initial stimulus, the greater a change must be
for it to be noticed
Adding 10 dots to 110 dots makes for an undetectable

27. difference!
39
Weber’s Law
Applications in marketing
If the original price was $5.00, $2.00 off looks like a great deal
If the original price was $500, $2.00 of is meaningless!
40
Weber’s Law

28. Applications in marketing
Reductions should be kept smaller than the JND so that they are
not readily discernible to the public
… But product improvements should be greater than the JND so
that they will be perceived by the public
41
Subliminal Perception
Occurs when a stimulus is below the level of a consumer’s
awareness
Rumours of subliminal advertising are rampant …but with little
proof

29. 42
Subliminal Perception
Typical subliminal techniques include an embed (look for a tiny
image in the glass)
Subliminal messages in the form of self-help tapes do not
appear to be very effective
43
Attention
The extent to which processing activity is devoted to a
particular stimulus
There’s enormous competition for our attention:
Marketers need to break through the clutter

30. 44
Cutting Through the Clutter
Using native advertising, brands try to engage viewers by
wedging promotional messages into broadcast content
45
Perceptual Selectivity
We activate perceptual filters based on past experiences
Perceptual vigilance
Awareness of stimuli that relate to our current needs

31. 46
Perceptual Selectivity
Perceptual defence
We see what we want to see and ignore what we don’t want to
see
47
Adaptation
The degree to which consumers continue to notice a stimulus
over time is affected by…
Intensity
Less intense stimuli (quiet sounds, soft colours) don’t keep our

32. attention as long
48
Adaptation
The degree to which consumers continue to notice a stimulus
over time is affected by…
Duration
We may shut out stimuli that take too long to process
49
Adaptation

33. The degree to which consumers continue to notice a stimulus
over time is affected by…
Discrimination
We habituate quickly to simple stimuli because they don’t
require much effort to process
50
Adaptation
The degree to which consumers continue to notice a stimulus
over time is affected by…
Exposure
The more we see something, the less we notice it

34. 51
Adaptation
The degree to which consumers continue to notice a stimulus
over time is affected by…
Relevance
We habituate quickly to things that don’t matter to us
52
Stimulus Selection
We are more likely to notice stimuli that differ from others
around them:
Size
Colour
Position
Novelty

35. 53
Stimulus Organization
Gestalt psychology
Maintains that we derive meaning from the totality of a stimulus
rather than from its individual parts
54
Stimulus Organization
Examples of gestalt psychology in action:
Closure
We perceive an incomplete picture as complete

36. 55
Stimulus Organization
Examples of gestalt psychology in action:
Similarity
Consumers group together objects that share similar
characteristics
56

37. Stimulus Organization
Examples of gestalt psychology in action:
Figure Ground
One part of the stimulus will dominate the figure, while other
parts recede into the background
57
Positioning Strategy
Marketing mix elements can be manipulated to influence the
consumer’s interpretation of brand’s meaning
Brand’s position as a function of:
Lifestyle, price leadership, attributes, product class,
competitors, occasions, users, and quality
Repositioning

38. 58
Positioning Strategy
A brand’s position in consumers’ minds is a function of:
Price position
Product/service attributes
Product class
Occasions for usage
Targeted users
Quality
59
Positioning Strategy
Repositioning may become necessary when a brand’s original
positioning begins to become stale

39. 60
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