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Course Project
.equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#1″>Objectives | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#2″>Guidelines | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#3″>Milestones | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#4″>Week 1 | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#5″>Week 2 | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#6″>Week 3 | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#7″>Week 4 | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#8″>Week 5 | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#9″>Week 6 | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#10″>Week 7 | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#11″>Week 8 | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#12″>Grading Criteria for Weeks 2 and 7 | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#13″>Grading Criteria for Weeks 36 | .equella.ecollege.com/file/93f10ff4-714a-4fe5-a1f8-faaffb47bfa5/43/MGMT404_CH_CourseProject.html#14″>Grading Criteria for Week 8
Objectives
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The objective of the
Course Project is to give you an opportunity to practice the skills
learned in class regarding the planning methodologies of a project.
These skills are directly applicable toward your senior project.
Guidelines
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For this project, you
may choose one that is of interest to you, or you may choose to begin
planning for your senior project. When selecting a project, avoid
picking one that is either too big or too small. For example, do not
decide to build a new stadium for your local sports team (too big) or to
plant your summer garden (too small). Here are some successful past
project ideas.The opening of a coffee shopA charity event for a local social service agencyA meditation pool and platform in the center of townA redevelopment of a local playgroundDesign and installation of a computer network for a small businessSoftware development projectA project to build a house or create a website is NOT acceptable. You
are not limited to the list of projects above. Please refer all
questions concerning what is acceptable as a class project to your
instructor.
Milestones
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Milestones:Due Week 1: Project Outline Proposal/ApprovalDue Week 2: Project CharterDue Week 3: Scope StatementDue Week 4: Work Breakdown Structure/Gantt ChartDue Week 5: Risk Management PlanDue Week 6: Project Schedule and BudgetDue Week 7: Communication PlanDue Week 8: Final Project Package
Week 1
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Due Week 1: Project Outline Proposal/ApprovalTo
begin Week 1, all students need is to form teams (the instructor can
permit individual projects if necessary). This can be done by the
instructor or by the student at the discretion of the instructor. Once a
team is formed, students need to complete a Statement of Participation.
This document is found in Doc Sharing.Provide an outline of
your proposed project to your instructor for approval. The project will
be the project your team will use for the remainder of this course.Deliverables for Week 1:For team projects:Teams
need to complete the entire Statement of Participation with the team
and team leader assignments for Weeks 28. Lastly, teams need to update
the status of participation for Week 1.For individual projects:A
one-page document outlining your proposed project. This document should
contain particulars, such as what will be created, why this project is
important, how long it would likely take, and how much it would likely
cost.
Week 2
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Due Week 2: Project CharterProvide a project charter of your selected project in accordance with the charter template found in Doc Sharing.Please
put this in proper business writing format. Consider me to be your
boss. If working in a group, include the updated Statement of
Participation for Week 2, describing how each person contributed to this
project deliverable. Please place the updated Statement of
Participation in your teams’ Doc Sharing area for review. A charter
should be a minimum of 35 pages long.Deliverables for Week 2:Completed Project Charter (in MS Word)Statement of Participation and status update
Week 3
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Due Week 3: Scope StatementPrepare
a scope statement using the template in Doc Sharing. Remember to be
tangible, measurable, and specific. Be sure to include all sections
required in the Week 2 Lecture. A scope should be a minimum of 1015
pages long.Deliverables for Week 3:Project Scope Statement (in MS Word)Statement of Participation and status update
Week 4
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Due Week 4: Work Breakdown StructureAccording
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 deliverables and work packages.
For this week, you will create a work breakdown structure (WBS) for the
project you selected during Week 1.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 work package
required to complete those deliverables. Review the textbook (and the
PMBOK Guide, if you have it) for some suggestions on how to create a
WBS. From your work breakdown structure, develop a project task list
with dependencies and add durations, using MS Project.Develop the Work Breakdown StructureYour WBS should have a minimum of 100150 line items in MS Project and be three levels deep.Make sure to use verb-object task names (for example, “Develop software”).Enter tasks in MS Project.Create the predecessor relationships.DO NOT LINK SUMMARY TASKS OR ASSIGN RESOURCES!Deliverables for Week 4:Statement of Participation and status updateThe MS Project file (.mpp) saved from the Tracking Gantt chart screen
Week 5
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Due Week 5: Risk Management PlanRemember,
risk is an uncertain event or condition that can have a positive or
negative impact on the project. This week, you will be identifying and
analyzing your project risks and developing a risk management plan to
monitor and track your project. You will evaluate each task in your
project schedule to identify any risk factors associated with the
execution of the deliverable. You will then add your list of risk to the
risk register template in Doc Sharing. The number of risks will depend
on the project deliverables in your schedule; however, 2025 positive
and 2025 negative risks would be considered the minimum. Review the
instructions on the first sheet of the template and complete your risk
register in its entirety.Deliverables for Week 5:Use
the Risk Register Template spreadsheet found in Doc Sharing (there is a
separate tab for each portion of the risk management plan).Statement of Participation and status update
Week 6
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Due Week 6: Project Schedule and BudgetA
project plan cannot be considered complete until the resources have
been assigned (including budget and cost estimate). This week, you will
assign the resources required to work on your project to your scheduled
tasks. In addition, you will add the cost of the resources per hour and
any direct or indirect cost required for project contracts, materials,
or supplies.You will submit a two-part summary report (business
professional format) of your project budget and resources, which
includes the following:Part 1: Project Budget (Cost Management)Explain your approach to estimating the project cost (e.g., top down, bottom up, etc.) and why that method was chosen.Create
a table that shows the original budgeted cost (from the charter) and
the actual budgeted cost (side by side). Include line items for labor,
materials, contract, equipment, travel cost, and so on.Compare
the budget from the charter to the final budget and explain any
variances that occurred from your original budgeted cost in the project
charter and the current project cost (include your original estimated
cost for the project).Explain your budget contingency plan and how much is budgeted for contingency.Part 2: Resource ManagementExplain
the results of your resource assignments. Did you assign enough people
to the project? Were there any resources over-allocated? What approach
will you take to fix any allocation problems?Develop a plan to manage your project team and define how you will motivate your team and how you will handle team conflicts.What
structure would you select for your project: functional, weak matrix,
balanced matrix, strong matrix, or pure project? Why?Deliverables for Week 6:MS project file (.mpp) updated with resource assignments and costMS Word file with report of project budget and resource managementStatement of Participation and status update
Week 7
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Due Week 7: Communication PlanAccording
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. Each team
will need to complete the Communications Plan found in Doc Sharing.Deliverables for Week 7:Communication PlanStatement of Participation and status update
Week 8
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Due Week 8: Final Project PackageYou
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 or graphs should be labeled
correctly.Deliverables for Week 8:Statement of Participation and status updateYour final project plan should consist of the following items.Executive SummaryProject CharterScope StatementWork Breakdown StructureRisk Management PlanSchedule and BudgetCommunication Management PlanDISCUSSIONSWEEK 1discussion week 1Read Case Study 3.1
The Keflavik Paper Company is a case with a problem in 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 firms 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 do the
following:
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, because the cost or other things could be
impractical); andmonitor the implementation and 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
46, but I do expect your response to be based on the facts and your
knowledge. Rememberyour first impressions may not be correct!Read Case Study 2.4
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?
WEEK 3WEEK 3
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 is 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?WEEK 2WEEK 2Project Scope (graded)
As we have seen this week, project scope creation is very
different in traditional project management versus Agile project
management. What advantages and disadvantages can you see with the
process of scope creation in the traditional project management world?
What advantages and disadvantages can you see with the process of scope
creation in the Agile project management world? Share your experiences
with projects that were created using either Agile or traditional
project management techniques.Case Study: Project Management at Dotcom.com (graded)
Read Case Study 5.3: Project Management at Dotcom.com. 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.coms 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.
Agile Schedule Development (graded)
As we have seen, traditional and Agile schedule developments are
quite different. Agile project management was originally developed to do
software development. Could a traditional process be successfully used
to develop a new software program? Why or why not? Could an Agile
methodology be used to build a strip mall in your home town? Why or why
not?WEEK 4Risk Management (graded)
Assume you have just been assigned to a project risk team composed of five members. Your task, as project manager, is to develop a process for handling risks to the project.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 his or her proposed
outline at the beginning of the meeting. Your outline should include,
but not be limited to, the following information:
What methods should be used for identifying risks?Who should be involved in identifying risks?What should be considered when identifying risks?Risk Management Part II(graded)
As the work of your risk management team (from the first
discussion question) continues, the discussion of your team’s risk
management plan outline moves on and considers the following
questions:
How should the risks be prioritized?Who should do the prioritization of the project risks?How should project risks be monitored and controlled?Who should develop risk responses and contingency plans?Who should own these responses and plans?WEEK 5Case Study: The Problems of Multitasking (graded)
Read Case Study 12.1: The Problems of Multitasking. 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. Why?How would resource loading or resource leveling help address multitasking situations?
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 would you consider better first-choice
methods by most project sponsors? Would any of these methods apply to
Agile projects? How does Agile address schedule compression?WEK 6WEEK 6Project Communications (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?
How are key stakeholders involved in this process? Are communication
requirements different on an Agile project versus a traditional project?
Case Study: Finding the Emotional Intelligence (graded)
Read Case Study 4.2: Finding the Emotional Intelligence.
What are the differences between leaders and managers?Can anyone be a leader? Which would you prefer to work for: a leader or a manager? Why?Select one of the characteristics of an effective project manager and tell why it is important.Is leadership of a project different in an Agile environment than in a traditional project environment?Take the Future Time Perspective scale on page 129. Share your results and comments with the class.
WEEK 7week 7Project Baseline (graded)
We have now moved from the planning stage to the execution stage
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?
Agile Project Control (graded)
In the first discussion, we looked at traditional project
control. Is project control different in an Agile project? What is the
role of a project manager in controlling an Agile project? What is the
role of the project client, sponsor, or customer at controlling project
changes?
The objective of the
Course Project is to give you an opportunity to practice the skills
learned in class regarding the planning methodologies of a project.
These skills are directly applicable toward your senior project.For this project, you
may choose one that is of interest to you, or you may choose to begin
planning for your senior project. When selecting a project, avoid
picking one that is either too big or too small. For example, do not
decide to build a new stadium for your local sports team (too big) or to
plant your summer garden (too small). Here are some successful past
project ideas.A project to build a house or create a website is NOT acceptable. You
are not limited to the list of projects above. Please refer all
questions concerning what is acceptable as a class project to your
instructor. Milestones:To
begin Week 1, all students need is to form teams (the instructor can
permit individual projects if necessary). This can be done by the
instructor or by the student at the discretion of the instructor. Once a
team is formed, students need to complete a Statement of Participation.
This document is found in Doc Sharing.Provide an outline of
your proposed project to your instructor for approval. The project will
be the project your team will use for the remainder of this course.Deliverables for Week 1:For team projects:For individual projects:Provide a project charter of your selected project in accordance with the charter template found in Doc Sharing.Please
put this in proper business writing format. Consider me to be your
boss. If working in a group, include the updated Statement of
Participation for Week 2, describing how each person contributed to this
project deliverable. Please place the updated Statement of
Participation in your teams’ Doc Sharing area for review. A charter
should be a minimum of 35 pages long.Deliverables for Week 2:Prepare
a scope statement using the template in Doc Sharing. Remember to be
tangible, measurable, and specific. Be sure to include all sections
required in the Week 2 Lecture. A scope should be a minimum of 1015
pages long.Deliverables for Week 3: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 deliverables and work packages.
For this week, you will create a work breakdown structure (WBS) for the
project you selected during Week 1.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 work package
required to complete those deliverables. Review the textbook (and the
PMBOK Guide, if you have it) for some suggestions on how to create a
WBS. From your work breakdown structure, develop a project task list
with dependencies and add durations, using MS Project.Develop the Work Breakdown StructureDeliverables for Week 4:Remember,
risk is an uncertain event or condition that can have a positive or
negative impact on the project. This week, you will be identifying and
analyzing your project risks and developing a risk management plan to
monitor and track your project. You will evaluate each task in your
project schedule to identify any risk factors associated with the
execution of the deliverable. You will then add your list of risk to the
risk register template in Doc Sharing. The number of risks will depend
on the project deliverables in your schedule; however, 2025 positive
and 2025 negative risks would be considered the minimum. Review the
instructions on the first sheet of the template and complete your risk
register in its entirety.Deliverables for Week 5:A
project plan cannot be considered complete until the resources have
been assigned (including budget and cost estimate). This week, you will
assign the resources required to work on your project to your scheduled
tasks. In addition, you will add the cost of the resources per hour and
any direct or indirect cost required for project contracts, materials,
or supplies.You will submit a two-part summary report (business
professional format) of your project budget and resources, which
includes the following:Part 1: Project Budget (Cost Management)Part 2: Resource ManagementDeliverables for Week 6: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. Each team
will need to complete the Communications Plan found in Doc Sharing.Deliverables for Week 7: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 or graphs should be labeled
correctly.Deliverables for Week 8:DISCUSSIONSWEEK 1discussion week 1Read Case Study 3.1The Keflavik Paper Company is a case with a problem in determining a project management process for new product development.Answer the following questions: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
46, but I do expect your response to be based on the facts and your
knowledge. Rememberyour first impressions may not be correct!Read Case Study 2.4The 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:WEEK 3WEEK 3To 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 is 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?WEEK 2WEEK 2As we have seen this week, project scope creation is very
different in traditional project management versus Agile project
management. What advantages and disadvantages can you see with the
process of scope creation in the traditional project management world?
What advantages and disadvantages can you see with the process of scope
creation in the Agile project management world? Share your experiences
with projects that were created using either Agile or traditional
project management techniques.Read Case Study 5.3: Project Management at Dotcom.com. 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:As we have seen, traditional and Agile schedule developments are
quite different. Agile project management was originally developed to do
software development. Could a traditional process be successfully used
to develop a new software program? Why or why not? Could an Agile
methodology be used to build a strip mall in your home town? Why or why
not?WEEK 4Assume you have just been assigned to a project risk team composed of five members. Your task, as project manager, is to develop a process for handling risks to the project.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 his or her proposed
outline at the beginning of the meeting. Your outline should include,
but not be limited to, the following information:As the work of your risk management team (from the first
discussion question) continues, the discussion of your team’s risk
management plan outline moves on and considers the following
questions:WEEK 5Read Case Study 12.1: The Problems of Multitasking. Answer the following questions:In your own words, describe crashing, fast tracking, and scope
reduction as means of schedule compression. When would each be
appropriate? Which methods would you consider better first-choice
methods by most project sponsors? Would any of these methods apply to
Agile projects? How does Agile address schedule compression?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?
How are key stakeholders involved in this process? Are communication
requirements different on an Agile project versus a traditional project?
Read Case Study 4.2: Finding the Emotional Intelligence.We have now moved from the planning stage to the execution stage
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?In the first discussion, we looked at traditional project
control. Is project control different in an Agile project? What is the
role of a project manager in controlling an Agile project? What is the
role of the project client, sponsor, or customer at controlling project
changes?
