Units V- VIII build off of Units II- IV so I attached those as well to make it easy to complete 

·

Unit V Course Project

Instructions

Project Schedule

In this unit, you are required to complete the Project Schedule section of the project plan. Refer to your unit lesson (from this unit and last unit) and required unit resources to advance your project plan. For this assignment, create the components listed below.

4. Project Schedule: Include the duration estimates for all project activities, their activity networks, the project critical path, and estimated project duration.

· 4.1 Activity Duration Estimates: Include a table with activity number, activity, predecessors, optimistic duration, most likely duration, pessimistic duration, and estimated duration. Be sure to show your paths as well as the critical path.

· 4.2 Gantt Chart: Show the task, duration, predecessors, and the schedule leveling.

· 4.3 Activity Network: Be sure to include fully completed nodes, including early start, early finish, late start, late finish, and activity float/slack.

This assignment should be a minimum of two pages in length, not counting the title page and reference page. Be sure to use proper APA formatting. Citations are not required; however, if outside sources are used, make certain to provide in-text citations and references in APA format. For more elaboration on what you should include in your project plan, refer to pp. 539–542 in your textbook.

Resources

·

Unit VI Course Project

Instructions

Cost Estimation and Budgeting

In this unit, you are required to complete the Project Budget section of the project plan. Refer to your unit lesson and required unit resources to advance your project plan. You may also need to revisit the Unit V Lesson. For this assignment, create the components listed below.

4. Project Budget: Include cost estimation and project budget. Include direct and indirect costs, recurring and nonrecurring costs, and any expedited costs.

· 5.1 Project Resources: Identify all project resources. Develop a cost table for all project resources.

· 5.2 Other Costs: Identify all significant costs for materials (e.g., equipment, overhead, expediting).

· 5.3 Cost Estimates: Submit ballpark, comparative, and feasibility estimates. Show all information gathered to support these estimates.

· 5.4 Time-Phased Budget: Include estimated expenses for duration increments (e.g., days, weeks, and quarters).

This assignment should be a minimum of two pages in length, not counting the title page and reference page. Be sure to use proper APA formatting. Citations are not required; however, if outside sources are used, make certain to provide in-text citations and references in APA format. For more elaboration on what you should include in your project plan, refer to pp. 539–542 in your textbook.

· Unit VII Course Project

· Instructions

Communications and Control

In this unit, you are required to complete the following sections: Communications Management and Tracking and Status Updates. Refer to your unit lesson (from this unit and last unit) and required unit resources to advance your project plan. For this unit, create the sections listed below.

6. Communications Management: Identify all critical communications channels for project stakeholders, frequency of communications, types of information to be communicated, and the project status-tracking plan. Where appropriate, include electronic media used for collaborative purposes (e.g., Google Docs, Yammer, and Facebook). Also, in cases of geographically dispersed project teams, indicate methods for regular communications. Please review the discussion from Chapter 6 on team communication methods. An example of a communications management protocol is shown on p. 541 of your textbook.

7. Tracking and Status Updates: Indicate the methods the project team will use to regularly update the project status, including methods for tracking project progress, and identify which organizational stakeholders receive notification of the project status.

· 7.1 Tracking Method: Show the method used to track project status (e.g., S-curve, earned value, milestones). Indicate the regularity of these assessments (i.e., monthly, as needed, or upon completion of major deliverables). For earned value assessments, indicate how you will provide updated cost performance index (CPI) and schedule performance index (SPI) data. See p. 542 of your textbook.

· 7.2 Notification Record: Provide a record of project status update communications. Indicate who received project updates, and show sign-off by key stakeholders upon their receipt of status updates.

· 7.3 Control Systems: Indicate the forms of project control to be used for the project, including configuration control, design control, quality control, document control, and trend monitoring. Develop control documentation for each form of control you intend to use, including a list of key organizational stakeholders who will be copied on all control documents and status updates.

This assignment should be a minimum of two pages in length, not counting the title page and reference page. Be sure to use proper APA formatting. Citations are not required; however, if outside sources are used, make certain to provide in-text citations and references in APA format. For more elaboration on what you should include in your project plan, refer to pp. 539–542 in your textbook.

·

Unit VIII Course Project

· Instructions

Project Closing

In Unit VIII, you are required to complete the Project Closeout section of your project plan. Refer to your unit lesson and required unit resources to advance your project plan. For this unit, create the section listed below.

8. Project Closeout: All necessary project closeout documentation should be included. Work completed or soon to be-completed must be identified, along with any configuration management changes.

· 8.1 Close Cost Accounts: Discuss completing and closing all project cost accounts and other financial closeouts.

· 8.2 Lessons Learned: Complete a Lessons Learned assessment that identifies key concepts learned and suggestions for future projects. What is your plan for retention of this information?

The Project Closeout section should be a minimum of two pages in length. You will need to add the Project Closeout section to your previous work from Units II–VII and submit a cohesive, complete, polished document for your final project plan. You will submit only one document; you do not have to submit the Project Closeout section separately. Be sure that you have incorporated modifications based on your professor’s feedback throughout Units II–VII.

This assignment should be a minimum of two pages in length, not counting the title page and reference page. Be sure to use proper APA formatting. Citations are not required; however, if outside sources are used, make certain to provide in-text citations and references in APA format. For more elaboration on what you should include in your project plan, refer to pp. 539–542 in your textbook.

Running head: PROJECT OVERVIEW 1

PROJECT OVERVIEW 5

Unit II

Course Project

Bobby Holman

Project Management

March 3, 2020

1. Project Overview

1.1 Purpose and Objectives of the proposed project

The organization is required to install new information systems. The organization is rolling out a project that is aimed at installing new information systems. The overall goal of the project is implement comprehensive and reliable information systems that will automate all organization’s processes. Other goals and objectives of the project include installation of information systems that will ensure that the organization’s information is always readily available to the decision makers and effectively collect the required data. The success criteria is the improved efficiency characterized by reduction in operational errors, the rate of processing information is fast, and efficient work flow two months after the new information systems has been implemented . The major project deliverables include purchase of new software, desktop workstations and networked servers.

1.1.1 Scope

The proposed project is necessary in that the current information system that is in place is not efficient enough. The information systems currently in use are also outdated. The organization has faced numerous challenges in its operations due to the existing information systems. The project will involve a number of activities. These activities will range from acquisition of the new information systems to implementation and maintenance. Some of the major constraints include financial constraints and lack of experts who are very well conversant with the new information system. Some of the techniques that were used to derive the requirements for the proposed project include brainstorming, interviews, focus group discussions, benchmarking, questionnaires and surveys. These techniques were useful in getting to know what the project required to start.

1.1.2 Statement of Work (SOW)

The key project milestones include procurement of new information systems and successful implementation of the new information systems. These milestones will indicate that the project is on course. The resources that will be required to start the project include financial resources and personnel. Some of the risks and concerns include the high costs involved and whether the new system will be fully compatible with the existing software. The acceptance criteria is when the new information system is fully functional and compatible with the software.

1.1.3 Business Case

Some of the business needs to be satisfied include the need to improve business operations and also the need to have an efficient system. A feasibility study was carried out and it was found out that the project is feasible in that the organization will gain a lot by implementing the new information systems. The internal and external forces that are likely to affect the project include the stakeholder perception, resources, price of the new information system etc. Despite the huge costs that will be involved, the organization will realize huge benefits after implementing it. The satisfaction of business needs will be determined by analyzing the outcome of the project.

1.2 Project Deliverables

Some of the major items or project features to be delivered after the project has been rolled out include purchase of new software, networked servers, and desktop workstations, compatibility between the newly installed software and hardware and successful installation of the most current information systems for the organization.

1.3 Project Organization

The project members will include project manager, project coordinator and six members who form the project teams. The roles of the project manager include developing a project plan, managing deliverables, recruiting project staff and assigning tasks to project team members (Heagney, 2016). The project coordinator will be responsible of supervising all project activities and ensuring that the project is progressing well (Meredith, Mantel & Shafer, 2017). The project team members will contribute to overall objectives of the project by completing the assigned tasks and providing expertise. The project organization hierarchy is that the project manager is at the top, followed by project coordinator and finally project team members. The reporting structure is such that the project team members report to the project coordinator. The project coordinator reports to the project manager.

References

Heagney, J. (2016). Fundamentals of project management. Amacom.

Meredith, J. R., Mantel Jr, S. J., & Shafer, S. M. (2017). Project management: a managerial approach. John Wiley & Sons.

Unit III Course Project- Project Management

· Instructions

Wrapping up the Project Overview

In Unit II, you were required to complete components 1.1–1.3 in the Project Overview section. As you receive feedback from your professor, be sure to make improvements to your project plan.

In Unit III, you are required to complete the rest of the Project Overview section (components 1.4–1.7) from your project plan. For this assignment, refer to your unit lesson and required unit resources to advance your project plan. You should now have the components from Unit II already developed (see below).

1. Project Overview (due in Unit II)

· 1.1 Purpose, Scope and Objectives, and Business Case (due in Unit II)

· 1.1.1 Scope (due in Unit II)

· 1.1.2 Statement of Work (SOW) (due in Unit II)

· 1.1.3 Business Case (due in Unit II)

· 1.2 Project Deliverables (due in Unit II)

· 1.3 Project Organization (due in Unit II)

For this assignment, continue this section by completing the components listed below.

1. 1.4 Work Breakdown Structure (WBS): Provide a WBS for the project, including all key deliverables and work packages.

4. 1.4.1 Task Description Documentation

4. 1.4.2 Organization Breakdown Structure (OBS): Include all cost accounts across cooperating departments in the organization.

1. 1.5 Responsibility Assignment Matrix (RAM): Include a copy of a RAM for the project that identifies all team members by WBS task code, including tasks for which they assume responsibility, notification, support, or approval upon completion.

1. 1.6 Work Authorization: Describe contract terms and conditions. Include all penalty clauses and specific events that will trigger execution of penalties. Include all notification information, including members of the organization to be notified of changes in contract terms.

1. 1.7 Work Charter

This assignment should be a minimum of two pages in length, not counting the title page and reference page. Be sure to use proper APA formatting. Citations are not required; however, if outside sources are used, make certain to provide in-text citations and references in APA format. For more elaboration on what you should include in your project plan, refer to pp. 539–542 in your textbook.

Running head: UNIT IV COURSE PROJECT

UNIT IV COURSE PROJECT

Unit IV Course Project

Project Management

Bobby Holman

March

2

2,2020

Unit IV Course Project

2. Risk Assessment

Every project has a certain amount of risks in it. To manage projects successfully, the project manager in conjunction with the risk manager needs to be aware of potential project risks and be able to deal with them efficiently. They need to ensure that there is an effective risk management plan in place before the project begins. An effective risk management plan will help in successfully identifying and assessing some of the potential project risks. 

2.

1

Risk Identification

Risk identification is the process by which the impact of a potential threat is translated into information and is recorded hence there are sufficient details concerning potential project risks. This will enable the risk manager to facilitate effective risk management assessment of the potential project risks to support efficient risk management decisions. Some of the methods that will aid in the identification of the potential project risks include seminars and workshops, using check-lists, analyzing networks and work breakdown structures (WBS), using structured interviews and analyzing proposals and change requests (CRs). Some of the potential project risks include not being able to have control over priorities of project staff, delays among contractors or consultants, scheduling/estimating errors, lack of communication, scope creep, legal action and theft of equipment, materials, or intellectual property.

2.2 Assessment of Probability and Consequence (Qualitative)

Qualitative risk analysis will be conducted on each project risk that has been identified. This will assist in estimating the probability of occurrence of an event that may pose threats and also estimate the impact of a risk on the proposed project. The following is a qualitative risk assessment matrix:

Low

High

High

High

High

High

Low

Medium

Low

High

High

High

Low

Medium

Low

High

Medium

Risk ID

Description of the risk

Likelihood of the risk occurring

Impact if the risk occurs

Priority

1

Not being able to have control over staff priorities

Medium

Low

2

Delays among contractors or consultants

High

3

Scheduling/estimating errors

4

Lack of communication

5

Scope creep

6

Legal action

7

Theft of equipment, materials, or intellectual property

Low

2.3 Assessment of Probability and Consequence (Quantitative)

Quantitative risk analysis requires that a percentage of the impact and probability of risk occurring is estimated and analyzed. The following is the quantitative analysis of the potential project risks:

Risk ID

Description of the risk

1

Not being able to have control over staff priorities

2

Delays among contractors or consultants

3

Scheduling/estimating errors

90%

4

Lack of communication

50%

5

Scope creep

90%

80%

6

Legal action

20%

50%

7

Theft of equipment, materials, or intellectual property

Likelihood of the risk occurring (%)	Impact if the risk occurs (%)
		50%		20%
		90%		80%
85%
15%
12%	75%

2.4 Mitigation Strategies

The three high-priority risks include delays among contractors or consultants, scheduling/estimating errors and scope creep. Some mitigation strategies have been put in place to contain these high-priority risks. Delays among contractors or consultants will be mitigated by including late penalties in contracts and build in and protecting lead time in the schedule. The schedule will also be communicated early. Scheduling/estimating errors will be mitigated by using effective methods of cost estimation, and carefully tracking costs and forecasting cost at completion making adjustments as necessary. It will also be necessary to build in 10% contingency on scheduling and cost. Another alternative mitigating measure is to track schedules daily and include schedule review as an agenda item in every project team meeting. Scope creep will be mitigated by documenting the project scope in a project charter. It will always be important to keep on referring to it throughout the project and assessing all changes against it. Finally, it will be of great essence to ensure the alignment of any changes in the project scope with the business case. 

 3. Quality Management Report

Quality management is the process for ensuring that all project tasks required to design, plan and implement a project are efficient and effective concerning its objectives and performance. The meaning of quality for the proposed project from a product standpoint is that the final deliverables should be reliable, relevant, and complete. The final project deliverables should be 100% compliant with the project objectives. The process should be effective and effective to guarantee quality. Some of the quality standards and expectations include the implementation of an efficient management information system for the organization. The metrics and measures for success and critical success factors include the functionality and suitability of the new management information system. Quality will be monitored throughout the project by carrying out quality audits and assurance activities. The quality assurance manager will be responsible for monitoring quality throughout the project. 

References

Heagney, J. (2016). Fundamentals of project management. Amacom.

Meredith, J. R., Mantel Jr, S. J., & Shafer, S. M. (2017). Project management: a managerial approach. John Wiley & Sons.

Version #

Implemented by

Revision Date

Approved by

Approval Date

Reason

EXECUTION PLAN REVISION HISTORY

Table of Contents

1. 1. PROJECT OVERVIEW

1. 1.1 Purpose, Scope and Objectives, and Business Case

1. 1.1.1 Scope

2. 1.1.2 Statement of Work (SOW)

3. 1.1.3 Business Case

2. 1.2 Project Deliverables

3. 1.3 Project Organization

4. 1.4 Work Breakdown Structure (WBS)

1. 1.4.1 Task description documentation

2. 1.4.2 Organization Breakdown Structure (OBS)

5. 1.5 Responsibility Assignment Matrix (RAM)

6. 1.6 Work Authorization

7. 1.7 Project Charter

2. 2. RISK ASSESSMENT

1. 2.1 Risk Identification

2. 2.2 Assessment of Probability and Consequence (Qualitative)

3. 2.3 Assessment of Probability and Consequence (Quantitative)

4. 2.4 Mitigation Strategies

3. 3. PROJECT SCHEDULE

1. 3.1 Activity Duration Estimates

2. 3.2 Gantt Chart

3. 3.3 Activity Network

4. 4. PROJECT BUDGET

1. 4.1 Project Resources

2. 4.2 Other costs

3. 4.3 Cost estimates

4. 4.4 Time-phased budget

5. 5. COMMUNICATIONS MANAGEMENT

6. 6. TRACKING AND STATUS UPDATES

1. 6.1 Tracking method

2. 6.2 Notification record

3. 6.3 Control systems

7. 7. PROJECT CLOSE-OUT

1. 7.1 Close cost accounts

2. 7.2 Lessons Learned

1. Project Overview—This section is intended to provide a brief background description of the project, including motivation, goals and objectives, success criteria by which it will be evaluated, major project deliverables, and identified constraints. See

Chapter 5

for development of project scope.

1. 1.1 Purpose, Scope and Objectives, and Business Case—Describe the purpose of the project here. What are the key deliverables, that is, the major items to be delivered to the customer, other stakeholders, suppliers, or other parties?

1. 1.1.1 Scope—Describe the project scope in general terms. Include a problem statement, detailed steps in requirements gathering (who was consulted, when?), information gathering (critical features uncovered from investigation), project constraints, alternatives analysis, and business case documentation.

2. 1.1.2 Statement of Work (SOW)—Include a detailed SOW for the project. Include:

· 1. Key milestones

· 2. Resource requirements

· 3. Risks and concerns

· 4. Acceptance criteria

3. 1.1.3 Business Case—Insert the project Business Case here. You can find an explanation of the business case in
Chapter 5
. Briefly identify the business needs to be satisfied, the feasibility of the project, a description of internal and external forces likely to affect the project, a comparative analysis of the costs and benefits of this project over alternative solutions, and time estimates to return on investment. Identify how the satisfaction of business needs will be determined.

2. 1.2 Project Deliverables—List the major items or project features to be delivered to the client. Include sign-off documentation from client to demonstrate their concurrence with the deliverable set.

3. 1.3 Project Organization—Indicate all project team members, their specific roles, and project organization hierarchy. Where appropriate, indicate joint responsibility between project manager and functional manager. Develop project team reporting structure and include sponsor and/or executive team sign-off. See

Chapter 3

for examples of project organization types.

4. 1.4 Work Breakdown Structure (WBS)—Insert a WBS for the project, including all key deliverables and work packages. Include sign-off from project stakeholders on WBS.

1. 1.4.1 Include project task description documentation

If appropriate, complete project task description data sheets (for an example, see

Figure 5.5

from

Chapter 5

.

2. 1.4.2 Include an organization breakdown structure (OBS) if needed. Identify all cost accounts across cooperating departments in the organization. See

Figure 5.7

from
Chapter 5
.

5. 1.5 Responsibility Assignment Matrix—Include a copy of a RAM for the project identifying all team members by WBS task code, including tasks for which they assume responsibility, notification, support, or approval upon completion. See

Figure 5.10

from
Chapter 5
.

6. 1.6 Work Authorization—Include a copy of the contract or specific mention of contract terms and conditions. Include all penalty clauses and specific events that will trigger execution of penalties. Include all notification information, including members of the organization to be notified of changes in contract terms.

7. 1.7 Project Charter—Include a copy of the project charter here. Include the formal sanction of the project and authorization to apply organizational resources to the project’s execution. See an example in the Appendix to
Chapter 5
.

2. Risk Assessment—This section requires evidence of project risk assessment. The section is divided into subsections on identification of risks, analysis (assessment of risk probability and consequences), and mitigation strategies. See

Chapter 7

for methods for risk management.

1. 2.1 Risk Identification—Identify all relevant risk variables for the project, including a brief description of the risk variable and the ways in which it is likely to affect the project.

2. 2.2 Assessment of Probability and Consequence (Qualitative)—Insert a qualitative risk assessment matrix in this space. Give evidence of how you arrived at this assessment, including sign-offs from key project stakeholders participating in the risk assessment exercise.

Sample Qualitative Risk Assessment Matrix

Low Consequences High Consequences Low Likelihood Low Priority Medium Priority High Likelihood Medium Priority High Priority

3. 2.3 Assessment of Probability and Consequence (Quantitative)—Insert a quantitative assessment of probability and consequences, clearly identifying the criteria used for determining both probability of failure and consequence of failure. Insert this analysis here.

4. 2.4 Mitigation Strategies—Identify individual mitigation strategies for each high priority risk factor. Briefly describe the strategy as either: Accept, Minimize, Transfer, or Share and specify actions to be taken in order to accomplish the strategy.

3. Project Schedule—This section addresses the duration estimates for all project activities, their activity networks, project critical path, and estimated project duration. A copy of the approved project schedule, including both activity network and Gantt chart, should be inserted in this section of the execution plan. See

Chapters 9

and

11

for methods for project schedule development.

1. 3.1 Activity Duration Estimates—Insert table with all activity duration estimates shown. Indicate if each estimate was derived stochastically (through PERT probability estimates) or deterministically. Add sign-off documentation from key organization members, including the project sponsor, that supports these duration estimates.

2. 3.2 Gantt Chart—Insert copy of project Gantt chart from MS Project output file. On the chart, make sure to identify the project critical path, estimated time to completion, and resource assignments. Indicate all activity precedence relationships, including any lag requirements. Show all milestones and other significant mid-project stages, including scheduled supplier delivery dates (where appropriate).

3. 3.3 Activity Network—Provide activity-on-node (AON) project network from MS Project output file.

4. Project Budget—This section includes activity cost estimation and the project budget. All direct and indirect costs should be included as well as the method used to develop fully loaded costs for all project resources. See

Chapters 8

and

12

for examples of methods for cost estimation, fully loaded resource charges, time-phased budgeting, and resource leveling.

1. 4.1 Project Resources—Identify all project resources. Include employment status (full-time, part-time, exemption status, etc.). Develop fully loaded cost table for all project resources.

2. 4.2 Other costs—Identify all significant costs for materials, equipment, overhead, expediting, etc.

3. 4.3 Cost estimates—Submit ballpark, comparative, and feasibility estimates. Show all information gathered to support these estimates. Identify who participated in the cost estimate exercise. Provide final, definitive estimate with sponsor sign-off for final project budget.

4. 4.4 Time-phased Budget—Submit time-phased budget with estimated expenses costed by project duration increments (weeks, months, quarters, etc.).

5. Communications Management—This section identifies all critical communication channels for project stakeholders, frequency of communications, types of information to be communicated, and project status tracking plan. Where appropriate, include electronic media used for collaborative purposes (e.g., Google Docs, Yammer, Facebook, etc.). Also, in cases of geographically dispersed project teams, indicate methods for regular communication. See discussion from

Chapter 6

on team communication methods. An example of a communication management protocol is shown below.

Purpose of communication Schedule frequency Media or mechanism used Called by: Participants Status updates Weekly Meeting and/or teleconference Project manager Full project team Exception/variance reports As needed Meeting and/or teleconference Project manager or technical lead Impacted team members and client Project reviews Monthly or at milestone Meeting and/or teleconference Project manager Full project team, sponsor Configur ation changes As changes are approved Meeting for impacted parties; e-mail for team Project manager, sponsor or technical lead Impacted team members and client Supplier coordination As needed prior to and post deliveries Phone call Supply chain lead Project manager and supply chain lead Emergency or critical events As needed Face to face Any team member Ful Project Team

6. Tracking and Status Updates—This section of the plan indicates the methods the project team will use to regularly update the project status, including methods for tracking project progress, and which organizational stakeholders receive notification of the project status. See

Chapter 13

for examples of tracking and status updating methods.

1.

6.1 Tracking method—Show the method used to track project status (S-curve, earned value, milestones, etc.). Indicate the regularity of these assessments (i.e., monthly, as needed, upon completion of major deliverables, etc.). For earned value assessments, indicate how you will provide updated cost performance index (CPI) and schedule performance index (SPI) data in a sample format as shown below.

Date

CPI

Trend

SPI

Trend

Month 1

Month 2

Month 3

2. 6.2 Notification record—Maintain record of project status update communications. Indicate who received project updates and show sign-off by key stakeholders upon their receipt of status updates.

3. 6.3 Control systems—Indicate the forms of project control that will be used for the project, including configuration control, design control, quality control, document control, and trend monitoring. Develop control documentation for each form of control you intend to use, including a list of key organizational stakeholders who will be copied on all control documents and status updates.

7. Project Close-out—In this section, all necessary project close-out documentation and sign-offs must be included. Work completed or soon-to-be-complete must be identified, and configuration management changes, all sign-off documentation, warranties, notices of completion, supplier contracts, and charges for or against suppliers must be recorded and formally documented. Include copies of client sign-off, including satisfaction of contracted terms and conditions. See

Chapter 14

for examples of steps in project close-out.

1. 7.1 Close cost-accounts—Complete and close all project cost-accounts and other financial closeouts.

2. 7.2 Lessons Learned—Complete a Lessons Learned assessment that identifies all exceptions and other problems, mitigation strategies employed, success of the strategies, and suggestions for the future, and include sign-off documentation that key project team members participated in Lessons Learned meetings. Develop and embed an action plan for future projects in the Lessons Learned documentation.