QSo640 all milestone parts

Organizations continue to struggle with successful project implementations that support business goals. Strides in project management have been achieved

through a consistent approach to project management as defined by the Project Management Institute (PMI)®A Guide to the Project Management Body of

Knowledge, (PMBOK®Guide), Fifth Edition, 2013. Specifically, the five phases of project management—consisting of initiating, planning, executing, controlling,

and closing—provide a framework for achieving business goals through successful project implementations. At the completion of the course, you will

understand the key deliverables and activities within each phase of this framework in order to achieve business goals.

Your final project will be a complete project management plan. The plan will be comprised of standard templates used by organizations across all industries. For

milestones one and two, you will use two different case studies from your Mindedge resource. For your final project, you will be using a third case study from

Mindedge, the HighTower Global Solutions case study, as the foundation for your plan. Each week you will move through the phases of the project management

life cycle and develop components of the project management plan to address the organizational need within each of these different case studies. You will

consider stakeholder perspectives and communication needs as well as typical project risks and issues. At the end of the course, you will have a complete project

management plan that supports a typical project for an organization.

The project is divided intotwo milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final

submissions. Please note that you will use different case studies for each Milestone and for your final project in this course, all of which can be found in your

Mindedge resource.

?Milestone Oneutilizes the Fabricant Manufacturing Project case study and will be submitted inModule Three.

?Milestone Twoutilizes the ECO-Trans case study and will be submitted inModule Six.

?The final projectutilizes the HighTower Global Solutions case study and will be submitted inModule Nine.

In your final project, you will demonstrate your mastery of the following course outcomes:

?Develop project charters that illustrate the high-level scope of the project as it aligns to organizational strategic needs

?Analyze internal and external stakeholder needs for efficiently navigating organizational structures

?Determine proper approaches to defining business requirements for aligning with business strategies

?Utilize project management software for effectively developing project management plans

?Develop key project management control documents for ensuring effective management plan scope descriptions

?Evaluate agile and waterfall methods for successful project execution

?Determine approaches for project closure that inform ongoing best practices in project management planning

Prompt

Throughout the course, you have been working through the phases of the project management life cycle to develop components for a project management plan

that addresses the organizational needs of the organization highlighted in two case studies: the Fabricant Manufacturing Project (Milestone One) and the ECOTrans

case study (Milestone Two). Your instructor and peers have provided feedback for you to consider along the way. Now, you have the background

knowledge and the information necessary to complete your project management plan, which utilizes the HighTower Global Solutions case study, available in

MindEdge.

Specifically, the followingcritical elementsmust be addressed:

I.Project Initiation

A. Identify the economic, technical, and organizationalfeasibilityof the project. For instance, how is the project a viable fit within the organization?

B. Explain how the project aligns to the organization’sstrategic goals.

C. Develop aproject charterthat includes a high-level scope of what is to be accomplished.

D. Create ahigh-level timelineand cost estimate to complete the project.

E. Identify the concerns of the internal and externalkey project stakeholders.

F. Compare the level ofsupportfrom all key project stakeholders to inform the course of action resulting in success of the project.

G. Complete thestakeholder analysis template.

II.Project Planning

A. Determine thebusiness requirementsfor the successful development of the project. Justify your choices.

B. Establish who will provide the business requirements. What approach will be used to solicit the requirements from thesubject matter experts?

C. Categorize and organize the business requirements in astandard requirements template.

D. Explain why theformatfor capturing requirements is important to the overall success of the project. Why would we consider requirements’

traceability?

E. Leveraging the business requirements, translate these requirements into aproject scheduleusing project management software through the

provided template.

F.Estimatethe duration of project tasks using common business knowledge, and assign resources to complete each task.

G.Refineyourestimateof the project cost based on the duration of tasks and resources needed.

III.Project Execution

A. Determine the bestimplementation approach—agile or waterfall project—for the organization based on its organizational structure. Provide

examples to support your rationale.

B. Explain how theproject schedulecan be resource leveled, fast-tracked, or crashed if needed based upon execution results.

C. Propose communication approaches and the frequency that should be used tokeep leadership apprisedof the project execution. Include

examples to support your claims.

IV.Project Control

A. Describe how you will handle changes in scope to your project management plan. Whatchange managementprocess will be used? What key

information will be required for change requests?

B. Describe therisk managementprocess that is the best fit for effective project control over your plan.

C. Explain how you will documentissuesand what process will be used to manage the issue to completion. Include examples to support your

claims.

V.Project Closeout

A. Identify what needs to be done tocloseyour project management plan. Include examples supporting how you will minimize the chances of

overlooking a step in the project process.

B. Justify the need for awarranty periodand how the project will transition to business

C. Complete alessons-learned templatefor the case study project.

Milestones

Milestone One:Project Initiation

InModule Three, you will submit the Project Initiation portion of your final project. Milestone One utilizes the Fabricant Manufacturing Project case study.This

milestone will be graded with the Milestone One Rubric.

Milestone Two:Project Planning and Project Execution

InModule Six, you will submit the Project Planning and Project Execution portions of your final project. Milestone Two utilizes the ECO-Trans case study.This

milestone will be graded with the Milestone Two Rubric.

Final Submission:Project Management Plan

InModule Nine, you will submit your final project, which utilizes the HighTower Global Solutions case study. It should be a complete, polished artifact containing

allof the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course.This submission will be graded with

the Final Project Rubric.

Final Project Rubric

Guidelines for Submission:Your project management plan should be between 10 and 12 pages, double-spaced, have one-inch margins, and use 12-point Times

New Roman font and the most recent version of APA format.

Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,

reviewthese instructions.

Critical Elements Exemplary(100%) Proficient (90%) Needs Improvement(70%) Not Evident(0%) Value

Project Initiation:

Feasibility

Meets “Proficient” criteria and

demonstrates nuanced

understanding of the specific

organizational parameters of

feasibility

Identifies the economic,

technical, and organizational

feasibility of the project and

how the project is a viable fit

within the organization

Identifies the economic,

technical, and organizational

feasibility of the project, but

does not discuss how the

project is a viable fit within the

organization or is inaccurate or

cursory

Does not identify the

economic, technical, and

organizational feasibility of the

project

3.46

Project Initiation:

Strategic Goals

Meets “Proficient” criteria and

demonstrates insight into

project alignment with

strategic goals

Explains how the project aligns

to the organization’s strategic

goals

Explains how the project aligns

to the organization’s strategic

goals, but explanation is

inaccurate or cursory

Does not describe how the

project aligns to the

organization’s strategic goals

4.62

Project Initiation:

Project Charter

Meets “Proficient” criteria and

demonstrates nuanced

understanding of what is to be

accomplished

Develops a project charter that

includes a high-level scope of

what is to be accomplished and

is detailed appropriately

Develops a project charter, but

does not include a high-level

scope of what is to be

accomplished

Does not develop a project

charter

4.62

Project Initiation:

High-Level Timeline

Meets “Proficient” criteria and

demonstrates insight into the

complexity of project

Creates a high-level timeline

and estimate of cost to

complete the project

Creates a high-level timeline

and estimate of cost to

complete the project, but

response contains inaccuracies

Does not create a high-level

timeline or estimate of cost to

complete the project

4.62

Project Initiation: Key

Project Stakeholders

Meets “Proficient” criteria and

demonstrates insight into the

different stakeholder concerns

Identifies the concerns of key

project internal and external

stakeholders

Identifies the concerns of key

project internal and external

stakeholders, but response

either contains inaccuracies or

is overgeneralized

Does not identify the concerns

of key project stakeholders

3.46

Project Initiation:

Support

Meets “Proficient” criteria and

shows a deep understanding of

how to leverage stakeholders

for the success of a project

Compares the level of support

from all key stakeholders to

inform the course of action of

the project

Compares the level of support

from all key stakeholders, but

discussion contains gaps or

inaccuracies

Does not compare the level of

support from all key

stakeholders

3.46

Project Initiation:

Stakeholder Analysis

Template

Meets “Proficient” criteria, and

level of detail shows keen

insight into the scope and scale

of the project

Completes the stakeholder

analysis template

Completes the stakeholder

analysis template, but template

contains inaccuracies

Does not complete the

stakeholder analysis template

3.46

Project Planning:

Business

Requirements

Meets “Proficient” criteria and

demonstrates insight into the

business requirements

necessary for the successful

development of a project

Determines the business

requirements for the successful

development of the case study

project and justifies choices

Determines the business

requirements for the successful

development of the case study

project, but does not justify

choices, or determination

contains inaccuracies

Does not determine the

business requirements for the

successful development of the

case study project

3.46

Project Planning:

Subject Matter

Experts

Meets “Proficient” criteria and

demonstrates insight into

solicitation approaches for

subject matter experts

Establishes who will provide

the requirements and what

approach will be used to solicit

the requirements from the

subject matter experts

Establishes who will provide

the requirements, but does not

establish what approach will be

used or selection is illogical

Does not establish who will

provide the requirements

3.46

Project Planning:

Standard

Requirements

Template

Meets “Proficient” criteria and

provides level of detail and

organization that streamlines

project development

Categorizes and organizes the

business requirements in a

standard requirements

template

Categorizes and organizes the

business requirements in a

standard requirements

template, but approach is

illogical or lacks detail

Does not categorize and

organize the business

requirements in a standard

requirements template

3.46

Project Planning:

Format

Meets “Proficient” criteria and

demonstrates insight into the

connection of traceability

throughout project

development

Explains why the format for

capturing requirements is

important to the overall

success of the project,

including traceability

Explains why the format for

capturing requirements is

important to the overall

success of the project, but

response lacks traceability,

contains inaccuracies, or is

cursory

Does not explain why the

format for capturing

requirements is important to

the overall success of the

project

3.46

Project Planning:

Project Schedule

Meets “Proficient” criteria and

demonstrates a complex grasp

of predecessor relationships

Translates the requirements

into a project schedule that

contains appropriate and

logical predecessor

relationships using project

management software through

the provided template

Translates the requirements

into a project schedule using

project management software

through the provided template,

but relationships are

inappropriate or illogical

Does not translate the

requirements into a project

schedule using project

management software through

the provided template

4.62

Project Planning:

Estimate

Meets “Proficient” criteria and

demonstrates nuanced

understanding of business

knowledge and resources in

project management

Estimates the duration of the

project tasks using common

business knowledge and

assigns resources to complete

each task

Estimates the duration of the

project tasks using common

business knowledge and

assigns resources to complete

each task, but estimation is

inaccurate or overgeneralized

Does not estimate the duration

of the project tasks

4.62

Project Planning:

Refine Estimate

Meets “Proficient” criteria and

demonstrates deep

understanding of project costs

Refines estimate of the project

based on the duration of the

tasks and resources needed

Refines estimate of the project,

but estimate is inaccurate

Does not refine estimate of the

project

4.62

Project Execution:

Implementation

Approach

Meets “Proficient” criteria and

demonstrates deep

understanding of how the

selected implementation

approach supports

organizational structure

Determines which

implementation approach is

the best for the organization,

using examples to support

rationale

Determines an implementation

approach for the organization,

but response lacks examples

that support rationale or is

cursory

Does not determine an

implementation approach

4.62

Project Execution:

Project Schedule

Meets “Proficient” criteria and

demonstrates deep

understanding of relationship

between schedule techniques

and project execution

Explains how the project

schedule can be resource

leveled, fast-tracked, or

crashed if needed based upon

execution results

Explains how the project

schedule can be resource

leveled, fast-tracked, or

crashed, but response is

inaccurate or overgeneralized

Does not explain how the

project schedule can be

resource leveled, fast-tracked,

or crashed

4.62

Project Execution:

Keep Leadership

Apprised

Meets “Proficient” criteria and

demonstrates insight into the

appropriate communication

needed to keep leadership

apprised

Proposes communication

approaches and frequency to

keep leadership apprised of the

project execution, using

examples to support claims

Proposes communication

approaches and frequency to

keep leadership apprised of the

project execution, but

response lacks examples that

support claims or is

inappropriate

Does not propose

communication approaches

and frequency to keep

leadership apprised

4.62

Project Control:

Change Management

Meets “Proficient” criteria and

demonstrates nuanced

understanding of the change

management process

Describes a change

management process that is

the best fit for the project,

including key information

required

Describes a change

management process that is

the best fit for the project, but

response lacks key information

or process contains

inaccuracies or gaps

Does not describe a change

management process that is

the best fit for the project

4.62

Project Control: Risk

Management

Meets “Proficient” criteria and

demonstrates insight into how

risk management positively

impacts project control

Describes the risk management

process that is the best fit for

effective project control over

the plan

Describes the risk management

plan, but description has gaps

or inaccuracies

Does not describe the risk

management plan

4.62

Project Control:

Issues

Meets “Proficient” criteria, and

process is exceptionally

detailed

Explains how issues will be

documented and what process

will be used to manage the

issue to completion, including

examples that support claims

Explains how issues will be

documented and the process

to manage the issue, but

response contains inaccuracies

or is cursory

Does not explain how issues

will be documented and the

process to manage the issue

4.62

Project Closeout:

Close

Meets “Proficient” criteria and

demonstrates a deep

understanding of project plan

closure

Identifies what needs to be

done to close the project plan,

including examples to support

how to minimize the chances

of overlooking steps

Identifies what needs to be

done to close the project plan,

but response contains

inaccuracies, is cursory, or does

not include examples

Does not identify what needs

to be done to close the project

plan

4.62

Project Closeout:

Warranty Period

Meets “Proficient” criteria, and

discussion demonstrates

nuanced understanding of the

project transition

Justifies the need for a

warranty period and process

for transitioning project to

business

Justifies the need for a

warranty period and process

for transitioning project to

business, but response

contains inaccuracies or is

cursory

Does not justify the need for a

warranty period and process

for transitioning project to

business as usual

4.62

Project Closeout:

Lessons-Learned

Template

Meets “Proficient” criteria and

demonstrates nuanced

understanding of using a

lessons-learned template for

continuous improvement

Completes a lessons-learned

template for the project plan

Completes a lessons-learned

template for the project plan,

but template contains

inaccuracies

Does not complete a lessonslearned

template

4.62

Articulation of

Response

Submission is free of errors

related to citations, grammar,

spelling, syntax, and

organization and is presented

in a professional and easy-toread

format

Submission has no major errors

related to citations, grammar,

spelling, syntax, or organization

Submission has major errors

related to citations, grammar,

spelling, syntax, or organization

that negatively impact

readability and articulation of

main ideas

Submission has critical errors

related to citations, grammar,

spelling, syntax, or organization

that prevent understanding of

ideas

3.02

Total 100%