devry mgmt404 full course [ all week discussions all week ilab all week course project ]
Case Study: The Keflavik Paper Company (graded) |
Read the case study 3.1 on pages 103–104 of the text.
The Keflavik Paper Company is a case with the problem of determining a project management process for new product development. Answer the following questions:
What does this case demonstrate about the effect of poor project screening methods on a firm’s ability to manage projects effectively?
How would project portfolio management help to improve the situation at Keflavik?
If you think about it, all business problems are case studies. To effectively evaluate the situation, you must approach the problem in a methodological manner. A proven technique to do this is to
- list the facts;
- identify the issues;
- based on the facts of the case and your knowledge, analyze the issues of the case;
- prepare recommended solutions and their possible outcomes;
- implement the optimal solution (not always the one with the best outcome, since the cost or other things could be impractical); and
- monitor the implementation and the outcomes.
So when you read and prepare to respond to this case, please follow the above guidelines. I don't necessarily expect you to perform steps 4–6, but I do expect your response to be based on the facts and your knowledge.
Remember—your first impressions may not be correct!
Case Study: Widgets 'R Us (graded) |
Read the case study 2.4 on pages 65–66 of the text.
The Widgets ‘R Us case study is a case with a problem of how the company is set up and how the company will handle operations with its projected growth. Answer the following questions:
You have been called in as a consultant to analyze the operations at WRU. Based on the readings, what would you advise Widgets ‘R Us to do in order to sustain the competitive advantage in the widget market?
What structural design changes might be undertaken to improve the operations at the company?
This section lists options that can be used to view responses.
week 2 discnn
Project Scope (graded) |
The project scope defines what will be delivered as part of the project, and in some ways, it can be likened to the term vision. That said, whose view and needs should be expressed in a project's scope? What items need to be addressed in defining the scope? Why are these items important to define?
Case Study: Project Management at Dotcom.com (graded) |
Read the case study 5.3 Project Management at Dotcom.com in the text on pages 166–167.
Dotcom.com is a software engineering and systems development consulting firm that needs some organizational improvements in the area of project management processes that will cut cost and potentially increase the profit margin for the company. Answer the following questions:
Discuss how you would begin redesigning dotcom.com’s project management processes to minimize the problems it is experiencing with poor scope management.
Why do you think configuration management and project change control are difficult to perform in the middle of a complex software development project, such as those implemented at dotcom.com? Share any experiences you have with project change requests.
week 3 disn
Project Schedule (graded) |
To develop a schedule for a project, we will use the concept of a project network, which shows work activities taken from the work breakdown structure and organized according to the logical flow in time and relationships governing when the work will be performed. By combining this network of work activities with estimates of the time duration for performing each of the activities, we can create a schedule for the project work. What types of information can we learn about the project by reviewing the project schedule and all the information used to generate it?
This section lists options that can be used to view responses.
Risk Management (graded) |
Assume you have just been assigned to a project risk team of five members. Because this is the first time your organization has formally set up a risk team for a project, it is hoped that your team will develop a process that can be used on all future projects. Your first team meeting is next Monday morning. Each team member has been asked to prepare for the meeting by developing, in as much detail as possible, an outline that describes how you believe the team should proceed in handling project risks. Each team member will hand out their proposed outline at the beginning of the meeting. Your outline should include but not be limited to the following information:
- Team objectives
- Process for handling risk events
- Team activities
- Team outputs
Please post your outline and comment on at least two other posts.
week 4 discnn
Case Study: The Problems of Multitasking (graded) |
Read the case study 12.1, The Problems of Multitasking in the text on pages 405–406. Answer the following questions:
- How does multitasking confuse the resource availability of project team personnel?
- In modern organizations, it is impossible to eliminate multitasking for the average employee? Do you agree or disagree with this statement? Why?
- How would resource loading and/or resource leveling help this situation?
Reducing Project Duration (graded) |
In your own words, describe crashing, fast tracking, and scope reduction as means of schedule compression. When would each be appropriate? Which methods are considered better first-choice methods by most project sponsors?
week 5 disvnnn
Project Baseline (graded) |
We have now moved from the planningstage to the doingpart of project management. Following good project management practices, we have set a baseline. How is a project baseline used to guide the execution of the project's work, to evaluate progress and performance, and to control the project?
Also, as you continue to think about monitoring and controlling the project, specifically consider the question: How can the project baseline and the earned value approach for variance analysis be used to monitor and report project progress?
Project Communication (graded) |
Discuss the importance of communication and information exchange to project success. What are the crucial features and elements of effective communication and information exchange in successful projects?
week 6 discnn
Case Study: Finding the Emotional Intelligence (graded) |
Read the case study 4.2 Finding the Emotional Intelligence in the text on pages 130.
- What are the differences between leaders and managers? Can anyone be a leader? Which would you prefer to work for and why?
- Share an example from your work or school experience with working through the five stages of team development.
- Select one of the characteristics of an effective project manager and tell why it is important.
- Take the Future Time Perspective scale on page 129. Share your results and comments with the class.
Quality Management Processes (graded) |
Read about the Quality Management Process on page 25 of the text.
- Why are measurements critical to quality management? What types of measures are available for quality?
- How important is it to include a quality assessment in your project WBS? What can happen if quality is overlooked?
- Let’s do a little research on Six Sigma. What is it and why is it important to quality management?
Case Study: The Project that Wouldn't Die |
Review case study 14.2 on page 471. Answer the three questions at the end of the case. Your answers must be supported by the facts of the case. You will be graded on the content of your answers as well as your feedback to other responses.
Case Study:Judy’s Hunt for Authenticity |
Review case study 11.1 on page 375. Answer the three questions at the end of the case. Your answers must be supported by the facts of the case. You will be graded on the content of your answers as well as your feedback to other responses.
Objectives - MS Project 2010
q Understanding Project Scheduling
q Introduction to Microsoft Project
q Working with Project Tasks
q Basic views, time scales and reports
Whether you are a project manager or not, project management techniques are extremely helpful in meeting goals and objects. Project management techniques define a path to a specified goal and then supervise the implementation.
MS Project can help you establish your initial plan as well as monitor progress. MS Project can quickly produce reports and other information that will help keep management, customers, and your project team informed. To get the most from MS Project, not only do you need to understand project management terminology, you also need to be familiar with the software itself. Therefore, do not attempt to quickly finish the lab, but take your time and read all instructions carefully.
Understanding Project Scheduling
A typical project is composed of tasks and resources. After tasks are identified, you organize the tasks in a logical hierarchy, also called a Work Breakdown Structure (WBS). Eventually, this sequence will show the interdependencies of each task. Then each task is given a duration. In MS Project, this can be in weeks, days, hours or minutes. You can also specify a milestone, which will represent an event that marks the completion of a group of related tasks.
To accomplish any task, you need resources. Resources can include people, equipment, material or special facilities necessary to complete a task. Resource availability and scheduling are important constraints to completing a task.
Once you establish a plan, complete with tasks and resources, you will often need to refine the plan before saving it as a baseline. The baseline is your guideline to help manage the project.
MS Project Basics
When you first start MS Project, a blank project file is displayed in Gantt Chart View. (If you need to open an existing MS Project file, the file extension is .mpp.) Let's take a look at the main window:
The above image is the default screen for MS Project 2010. The right side of the screen consists of the area for the Gantt Chart. The left side of the screen is the Entry table where tasks, durations, and other task information is entered. The Entry Table and Gantt Chart are separated by a moveable Divider
Pay particular attention to this layout. The Entry table is where we enter our tasks and durations. The Gantt chart will eventually show our tasks and durations in a graphical bar chart. The other part of significance is the divider. This allows you to show more or less of the Entry table/Gantt chart.
In Project 2010 the menu bar is set up into Ribbons. To access the various ribbons, Tabs are selected across the top of the menu bar. Within the ribbon the various sections are divided into groups:
TABS
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GROUPS
The above image displays the Microsoft Ribbon in the top of the window. The ribbon is navigated via Tabs. Within each tab are Groups and within each of the Groups are individual commands.
q Create a list of resources
q Assign resources to tasks
q Enter resource information
q Assign costs to resources and tasks
q Assign variable resource pay rates and costs rate tables
Resources are the people, equipment, and materials necessary to complete a task. MS Project focuses on two aspects of resources: availability and cost. Availability determines when a specific resource can work on a task and how much work they can do and cost refers to how much money will be required to pay for that resource.
MS Project works with two types of resources: work resources and material resources. Work resources are the people and equipment that do the work of the project. These can be a single individual, a group of people who have common skills (such as electrician), or equipment (such as a truck or diagnostic tool). Equipment resources need not be portable; they can be fixed, such as a conference room or lab. Material resources are consumables that you use up during the project, such as cabling or bricks.
We will be creating our resources and assigning them to tasks. Please follow all instructions carefully!
1. Log onto Windows.
2. Open your completed file MyLab1b_XXX.mpp (or download the MyLab1b_XXX.mpp file from Doc Sharing.) Check the addendum at the end of this lesson to make sure that your beginning file is correct. If it is not, then correct your file as needed or download the completed MyLab1b_XXX.mpp file from Doc Sharing.
3. Save as MyLab2_XXX.mpp, where XXX are your initials.
It is important to note, that when entering resources in MS Project to NEVER add resources to a summary task. ONLY ADD RESOURCES TO THE WORK PACKAGES. When adding resources to summary tasks, MS Project will add the value of that resource to each work package below the summary and add that time to the resource's usage. This will affect both cost and potentially cause resource over-allocations. Also, MS Project does not add the value of the cost on some reports, when the resource is assigned at the summary task level.
Resources can be entered into Project in several different locations. The Assign Resources dialog box is one method. The Resource Sheet is another method and the Task Information box is a third method.
4. Make sure you have not clicked or highlighted any of the tasks in your project!
5. On the Resource tab, click on the Assign Resources button. It is the one with the "faces" on it.
The Assign Resources dialog box appears.
6. In the first Name field, type Project Manager and press enter. (Do not press Assign!) See Figure 1
q Change the task type settings to control how resources affect task assignments
q Apply a preset resource contour to change work value distribution
q Working with task information forms
When planning a project schedule, adjustments are often needed to reflect necessary changes in project scope, assignments, etc. In MS Project, when an assignment is changed, the schedule is recalculated to display the changes. You can work with the scheduling method and the task type settings when making changes to the initial resource assignment.
In the previous lesson, the initial resource assignments were made for our project. But we need to learn how to make adjustments to how those resources are used. It is important that you read every part of this lab carefully, if not twice.
How a task reacts to the addition and removal of resources is defined by the scheduling method and the task type settings. In MS Project, the default scheduling method is effort-driven scheduling. Effort-driven scheduling extends or shortens the duration of a task to accommodate changes to resources but doesn't change the total work for the task.
Work is the amount of effort, or number of hours, resources put into a task.
The total work for a task is determined by the duration estimate for the task and the initial resource assignment using the following formula:
Work = Duration * Units
For example, say you give a task the duration of one day (or eight hours based upon a normal working day). If the initial resource assignment is two units (200%) of a particular resource, the total work for the task will be 16 hours.
16 hours = 1 Day (8 hours) * 200%
As resources are added or removed after the initial assignment, the amount of work is notrecalculated, but redistributed among the resources. In other words, the duration is recalculated, not the work:
Duration = Work / Units
So if you assign two more units of the previous resource or two different resources, the total work remains 16 hours; however, the 16 hours is now redistributed among the four resources (16 hours divided by 4 units equals 4 hours of work per resource). The duration is now .5 days (4 hours).
.5 Day (4 hours) = 16 hours / 400%
Effort-driven scheduling assumes that the more (or fewer) resources you assign to a task will decrease (or increase) the duration of a task. "If I can use more people, I can get done faster". The key to effort-driven schedulingis when you make that first assignment (when you press assign or press enter when entering resource assignments), that is when the amount of work is calculated and never changes when you make additional assignments or subtract resources. This effect is very important to understand!
Let's demonstrate this effect.
1. Log onto Windows.
2. Open your completed file MyLab2_XXX.mpp. (or use the MyLab2_XXX.mpp file from Doc Sharing) Check the addendum at the end of this lesson to make sure your beginning file is correct.
3. Save as MyLab3_XXX.mpp, where XXX are your initials.
4. Make sure you are in Gantt chart view and your table is the task entry table.
5. From the View tab and the Task Views group, click Other Views and then More Views.
6. The More Views dialog box appears (figure 1). Select Task Entry and then press Apply.
Figure 1
7. You will notice that your screen "splits" into two separate windows or panes again.
8. The top window or pane is your Gantt chart view with the entry table. The bottom pane is known as the task form window and contains many different formats. The default format you are looking at is known as the resources and predecessors detail view. We will use different detail formats in this window in coming labs. For now, remember this is the task form window.
9. In the top pane, click on task #3, Inventory Current Equipment. Notice in the lower pane, the resource assignment you made from the previous lab, Systems Administrator. Remember that you initially assigned two units of this resource. The duration you gave this task was 3 days (or 24 hours). When you made the assignment, the initial scheduling then calculated the work. Given the formula, work equals duration times units, 24 hours times 2 units equals 48 hours of work and that is what is in the work column for that resource.
10. Also notice the box Effort driven (next to the Previous button) is checked. That means that this task is using effort-driven scheduling. Also notice the textbox below it labeled Task Type and the phrase Fixed Units. We will be returning to this box shortly.
Again, making sure you have clicked on task #3,
open the Assign Resources dialog box from the 
Resource tab (the
one with
week 4 ilabb
q View resource workloads
q Locate resource conflicts
q Use automatic leveling to resolve resource overallocations
q Manually resolve resource overallocations
When making resources assignments to tasks, MS Project tries to schedule the appropriate work for that resource; however conflicts can arise if a resource is scheduled to perform more work than the resource can accomplish. These conflicts can occur as a result of a single or multiple task assignment and are often a case of overallocation of the resource. (You can also underallocate a resource). The problem then becomes how to resolve those conflicts. With MS Project, some of these conflicts can be solved automatically or manually.
For this lab, we will be using the MS Project Lab, MyLab4_XXX (where XXX are your initials) from where we left off in Lab 4. Included with this lab is an Addendum, where you can quickly check your project information prior to starting this lab.
Viewing resource workloads helps to identify to what extent a resource is overallocated or underallocated. When a resource is overallocated, the resource text is highlighted in red and a leveling indicator is displayed.
To view the workloads:
1. Log onto Windows.
2. Open your completed file MyLab4_XXX.mpp. Check the addendum at the end of this lesson to make sure your beginning file is correct.
3. Save asMyLab5_XXX.mpp, where XXX are your initials
4. From the Task tab and the Resource Views group, select Resource Usage.
This view shows each resource, total assigned for the entire project, each task the resource is assigned and total hours for each task, and on the right, a time graph showing the detail of how the work is divided up. (You may need to expand the columns and move the time graph to see all details).
5. Notice the resource, Systems Administrator, is highlighted in red. This resource is overallocated.
Also notice the icon to the left of Systems Administrator. This is the leveling indicator.
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6. Select the Systems Administrator resource name.
7. On the Task Tab and the Editing group, click the Scroll To Task button.
8. The right pane timescale scrolls to the first work values for the resource.
9. Scroll the timescale (at the bottom of the scale) until you see work values highlighted in red. In the week of November 17, the timescale shows this resource working a total of 40 hours on Friday of that week. The breakdown is 16 hours on Install Hardware and 24 hours on Install Software. (Figure 1).
Figure 1
10. From the View tab and the Resource Views group, select Other Views, the select More Views and apply the Resource Allocation View.
11. The resource allocation view is now displayed. The tasks for the selected resource are displayed in the bottom pane along with the Leveling Gantt view, showing you the first conflict in the schedule (Figure 2).
Figure 2
12. By viewing this screen, we notice that the two tasks, Install Hardware and Install Software are occurring at the same time. Install Hardware was initially scheduled for 2 units of Systems Administrator for 3 days for a total of 32 hours. The 32 hours were distributed over the three working days…at 16 hours the first day, 8 on Saturday and 8 on the following Monday. Install Software was initially schedule for 3 units of Systems Administrator for 3 days (or 48 hours total). The 48 hours were distributed over the three working days at 24 hours the first day, 12 on Saturday and 12 on the following Monday. Unfortunately, we only have 3 units of resources total for these three days, and 3 units can only do 24 hours of work in one day (3 * 8 is 24 hours). At this point, we have to decide what we want to do to alleviate this situation.
week 6
i lab
q Use constraints to set date limitations
q Set a project schedule baseline
A task constraint is a restriction or limitation that you or MS Project set on the start or finish date of a task. During the course of a project, limitations may have to be placed upon a start or finish date of a task. For example, while you can start doing your income taxes at any time, you must complete them by April 15 (assuming you do not file for an extension). Do not confuse task constraints with task dependencies. While you may schedule two tasks to start at the same time (dependency), you may not specify a certain starting date (constraint).
All tasks are assigned constraints. A constraint is either flexible or inflexible. A flexible constraint is not tied to a specific date; whereas an inflexible constraint is tied to a specific date.
Task constraints can help create a more accurate schedule by using detailed information to control start and finish dates of important tasks. But they can restrict your flexibility in scheduling. You should make sure that any constraint for a task is necessary before assigning that constraint, particularly if the task is part of the critical path.
For this lab, we will be using the MS Project Lab, MyLab5_XXX (where XXX are your initials) from where we left off in Lab 5. You may use your previous file or download MyLab5_XXX.mpp from Doc Sharing.
The following table lists the flexible constraints and when they are flexible:
|
Constraint |
Description |
Flexible for… |
|
As Soon As Possible (ASAP) |
Starts the task as soon as possible based on other constraints and dependencies |
All projects |
|
As Late As Possible (ALAP) |
Starts the task as late as possible based on other constraints and dependencies |
All projects |
|
Finish No Earlier Than (FNET) |
Finishes the task on or after an entered date |
Projects scheduled based on a start date |
|
Start No Earlier Than (SNET) |
Starts the task on or after an entered date |
Projects scheduled based on a start date |
|
Finish No Later Than (FNLT) |
Finishes the task on or before an entered date |
Projects scheduled based on a finish date |
|
Start No Later Than (SNLT) |
Starts the task on or before an entered date |
Projects scheduled based on a finish date |
The As Soon As Possible constraint is the default constraint for projects that are scheduled from a start date. Therefore, our project's tasks all currently are assigned the ASAP constraint. (If project is scheduled from a finish date, As Late As Possible is the default constraint.)
1. Log onto Windows.
2. Open your completed file MyLab5_XXX.mpp. Check the addendum at the end of this lesson to make sure your beginning file is correct.
3. Save asMyLab6_XXX.mpp, where XXX are your initials.
4. Make sure you are in Gantt chart view, with the Entry table appearing.
5. Click on task #6, Proposal To Accounting.
6. Double click to open the Task Information dialog box.
7. Be sure that the General tab is selected and view the currently scheduled start and finish dates for this task. (The task is scheduled to begin on Monday, October 21 and finish on Wednesday, October 23).
8. Click the Advancedtab.
9. Click the Constraint type down arrow and select Finish No Earlier Than.
10. Click the Constraint date down arrow and select Wednesday, October 23, 2013. (See Figure 1).
Provide a project charter of your selected project in accordance with the charter template found in Doc Sharing. The project will be the project your team will use for the remainder of this course.
For your new project, please develop a project team (citing names, e-mail addresses, and telephone numbers).
Be certain to include the following.
- Project Objectives
- Project Statement of Work
- Milestones
- All other sections as required in the project charter
Please put this in proper business writing format. Consider me to be your boss.
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.Deliverables:
- Project charter (in MS Word)
- If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Due Week 3: Scope Statement
Prepare a scope statement using either the model on pages 144-145 in the text as a template or the scope template in Doc Sharing. Remember to be tangible, measurable, and specific. Be sure to include all sections required in the Practitioner section of the Week 2 Lecture.
Deliverables:
- Project scope statement (in MS Word)
- If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Due Week 4: Work Breakdown Structure and Network Diagram
According to the PMBOK® Guide, "the WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables." In other words, it lists the project's tasks, the subtasks, the sub-subtasks, and so on.
For this phase, you will create a work breakdown structure (WBS) for the project you selected during phase one. Remember that the WBS starts with your major deliverables (that you stated in your scope management plan) at the highest level. The lower levels have the tasks required to complete those deliverables. You should have at least three tasks under each deliverable, but you may have as many tasks as needed to ensure that the deliverables are complete. Review the textbook (and the PMBOK® Guide, if you have it) for some suggestions on how best to create a WBS. From your work breakdown structure, develop a project task list with dependencies, add durations, and then submit a network diagram (using MS Project) and a project schedule.
Develop the Work Breakdown Structure
- Your WBS should have a minimum of 25–30 tasks and be three subtasks deep.
- Make sure to use verb-object task names (for example, "Develop software").
- Enter tasks in MS Project.
- Create the predecessor relationships to create a network diagram.
- DO NOT LINK SUMMARY TASKS!
- In the Gantt Chart Tools tab, check the box marked Outline Number in the Show/Hide group.
Deliverables:
- In MS Project, print the following.
- Gantt Chart Entry Table on no more than three pages [View > Tables > Entry]
- Include Task Name, Duration, Start, Finish, and Predecessor columns with Gantt Chart.
- Schedule Table on one page [View > Tables > Schedule]
- Include only the default columns (Task Mode, Task Name, Start, Finish, Late Start, Late Finish, Free Slack, Total Slack) and do not include the Gantt Chart. Make sure that all columns are wide enough to read completely.
- Network Diagram ononepage [Task tab > View group > Network Diagram]
- Highlight Critical Path and Circle Milestones.
- Justify why you chose your milestones. (Hint: use milestones from the scope statement or look for key merge or burst activities.)
- Also print out the network diagram on two to three pages so that task information can be read.
- Using the Resource Sheet (View > Resource Sheet), develop and print a list of resources required for your project. Include Max.Units and Costs (Std. Rate, Ovt. Rate, Cost/Use).
- If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
DO NOT ASSIGN RESOURCES AT THIS TIME!
Due Week 5: Risk Management Plan
- Establish the project's priority matrix (constrain, enhance, accept).
- Identify a minimum of 10 project risks and when each will occur in the project life cycle, and then determine their impact and probability of occurrence.
- Create a matrix similar to the one from the your text (Pinto, Figure 7.5 Classifying Project Risk on page 222), making sure that it is consistent with your priority matrix, or use the risk management process in the Practitioner section of Week 3.
- Justify the use of your risk scoring matrix or use the risk management process in the Practitioner section of Week 3.
- Assess your risks according to your matrix.
- Rank the risks according to their total risk score.
- Prepare the Risk Response Matrix for each risk—Risk, Response, Contingency, Trigger, Responsible Person—Using the Risk Management Analysis Template in doc shr
Deliverables:
- Use the Risk Management Analysis Template spreadsheet (risk management analysis template.xls) found in Doc Sharing (there is a separate tab for each portion of the risk management plan) or use the risk management process in the Practitioner section of Week 3.
- If working in a team, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Due Week 6: Resource Management Plan
A project plan cannot be considered complete until the resources have been assigned (including the bottom-up cost estimate) and leveled, ensuring that the resources are available to complete the work.
Tasks:
- Assign resources to tasks.
- Print out the resource sheet.
- Identify resources that are over-allocated.
- Print the Gantt chart and entry table.
- Print reports (or tables) showing the costs of the resources and the cost by work package. Is this an acceptable cost for your project? That is, is it within the budget proposed in the scope statement?
- Level the project within available slack.
- Print the new entry table (do not include the Gantt chart).
- Identify resources that remain over-allocated.
- If resources are still over allocated, clear leveling and then re-level without the slack constraint.
- Identify how this has affected the project duration (the number of days and the new completion date).
- Assume that no other resources are available. What will your team do to complete the project on time? Instead of assigning overtime, add a new resource for a cost 1.5 times the normal labor cost. What is the cost for the additional resource and the total project? Is this revised cost within the amount developed in the scope statement? If you choose notto add a resource, your project completion may be delayed. Is a delay in the project due date acceptable? Why or why not? Submit supporting documentation from MS Project as needed.
Deliverables:
- A journal of project activity. Describe what you did on each step, and the results of your actions.
- MS Project printouts (as above). Please indicate on the printouts which step they support.
- Final time and cost results. Describe how these meet the needs as defined in the scope statement. If your team believes that the original scope statement needs to change, describe the changes, why the changes were necessary, and include the modified scope statement in the deliverables.
- Include a copy of your original (and revised, if necessary) scope statement with the deliverables.
- If working in a team, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Due Week 7: Communication Plan
According to the PMBOK® Guide, "the Communications Planning process determines the information and communications needs of the stakeholders; for example, who needs what information, when they will need it, how it will be given to them, and by whom." In other words, it lists the general communication requirements for the project.
This week, you will create a simple communication plan for the execution of your project. This plan should have the following information: contact information for all affected parties, major deliverables and how progress on the deliverables will be communicated to the affected parties (as well as who the affected parties are and when communication will take place), and any other miscellaneous information about communication on the project (see the Communications Plan template in Doc Sharing).
Deliverables:
- Business memo summarizing the submission for the week
- Communication plan
If working in a team, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
You will need to create a project plan. This plan should be completely integrated and presented in a logical order. It should be written professionally and should be mistake-free in terms of spelling and grammar. The final project plan should incorporate any changes that occurred along the way, including corrections and advice given by colleagues or your professor.
Any tables and/or graphs should be labeled correctly. Your final project plan should consist of the following items.
- Table of contents
- Project charter
- Scope statement
- Work breakdown structure
- Network diagram
- Risk management plan
- Resource management plan
- Communication management plan
Deliverables:
Project plan consisting of the following items
- Business memo summarizing the submission for the week
- Complete project plan, including the project charter
- Lessons learned document (to be completed individually, even if the balance of the project was performed as part of a team)
- 1. What went well in the project? What could have gone better?
- 2. If working in a group
- What did you learn from working in a project group? How did the interpersonal dynamics affect your participation?
- If there were conflicts, how were they resolved?
- 3. What did you learn in completing this project about yourself and how you work in a team environment?
- 4. What could have made this project a better learning experience?
If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
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Rating:
/5
Solution: devry mgmt404 full course [ all week discussions all week ilab all week course project ]