...Petrie’s Electronics Project Closeout Report For Project Management Jim Wantanabe – Project Manager Jim Wantanabe spent a lot of time planning and conducting interviews with key stakeholders inside the company. He also worked with the marketing group made up of loyal customers, to get some good ideas about what they would value in a customer loyalty program. The team came up with requirements and constraints for the customer loyalty project also alternatives were made to show different scenarios. The team did a great job on listing core functions the system has to perform and data flow diagrams. This project has come a long way while accomplishing many things. Now the project has to come to an end. The pilot implementation has been put into place, now it’s time to see what final changes need to be made and closeout this project. Sanjay did a great job on researching the alternatives, data flow diagrams, and making updates. It would benefit him to uses those strengths for another project helping out the IT department. Sally could have done better in the marketing department. She constantly needed caffeine but she wasn’t performing to the best of her abilities. Sam provided some much needed ideas to the interface design. Head of marketing kept submitting request for changes to the loyalty program while the deadline was approaching, but keeping everything electronic saving cost of printing and mailing coupons was a great idea. But marketing felt like giving the customer...
Words: 311 - Pages: 2
...PROJ 410 Week 7 DQ 2 To Buy This material Click below link http://www.uoptutors.com/proj-410/proj-410-week-7-dq-2 One of the most frustrating aspects of contract management to customers/clients is the length of time that it commonly takes to close out a project (from an administrative standpoint) after most or all of the contract scope of work has been completed. The closeout is the fourth phase in the generic project life cycle where all outstanding contractual issues are completed and documented in preparation for turning over the product or service to the customer. What are some of the activities that need to be performed as part of the contract closeout functions? What do you think are some of the factors that cause such a length in delay in the closure of the project/contract? Closeout is completed when all administrative actions have been completed, all disputes settled, and final payment has been made. Who do you think typically drags out the close-out process, the owner or the vendor? Support your answer. Another problem that often arises is that the Project Manager is assigned to a new project/contract during the close-out phase, and naturally he/she becomes more preoccupied with the new assignment. Have you heard the term “Close-out Managers” in any of your PM courses? If yes, what do you recall is the role of these managers? If you have not heard the term before, what do you think it refers to? What is a close-out function or responsibility (i.e., something that...
Words: 284 - Pages: 2
...Project Life Cycle The four sequential major time periods through which any project passes, namely: 1. Concept 2. Definition 3. Execution (implementation or development) 4. Finishing (commissioning or close out). Each period may be identified as a Phase and further broken down into stages that typically reflect the area of project management application and the size and complexity of the specific project. [D01432] A collection of project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. [D01428] The complete set of time periods through which a project passes sequentially in a logical and orderly manner. In its simplest form the life cycle consists of four major periods: 1. Concept (where the project concept as a need solution is selected and defined) 2. Development or Definition (where the concept is verified and developed into a workable plan for implementation) 3. Implementation (where the implementation plan is carried out); and 4. Closeout (where the project process is completed and documented, and the finished product is transferred to the care, custody and control of the owner.) Progress through the project life cycle is identified by ‘milestones’, but these major periods should be separated by ‘Control Gates’ or ‘Executive Control Points’. [D01429] The four sequential phases in time through which any project passes, namely: Concept; Definition (or Development);...
Words: 479 - Pages: 2
...Open Actions: 1. Identify the new acquisition team for the review and the approval of Acquisition Plans and submission of PR packages. OAS currently is working to encourage earlier review of draft Acquisition Plans. 2. Host COR training and communicate dates available. This is a long term goal. However, OAS plans to review COR course offerings and training class capacity/utilization. 3. Visit a recipient 2-3 times over a project period. IDSB must determine if they would like to allocate funds for the site visits. 4. Develop guidance materials and facilitate training on managing carryover and how to utilize offset on cooperative agreements and grants. The IDSB Team seeks to provide training on carryover and how to utilize offset on cooperative...
Words: 518 - Pages: 3
...an assignment at your instructor’s request. Make sure you save your files in accessible location. Academic integrity: All work submitted in each course must be your own original work. This includes all assignments, exams, term papers, and other projects required by your instructor. Knowingly submitting another person’s work as your own, without properly citing the source of the work, is considered plagiarism. This will result in an unsatisfactory grade for the work submitted or for the entire course. It may also result in academic dismissal from the University. | | PM-7000 | Dr. Christopher Barrett | | | Procurement Project Management | Assignment 7 | | | Comments: ------------------------------------------------- ------------------------------------------------- Faculty Use Only ------------------------------------------------- <Faculty comments here> ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- <Faculty Name> <Grade Earned> <Date Graded> Activity Seven: Close-Out Plan Max Boller Procurement Project Management Northcentral University Procurement project...
Words: 3024 - Pages: 13
...Unit VIII Article Critique Best Practices in Project Management By Joan Engebretson Tamara Bowman (214846) Columbia Southern University Professor Daniela Das Best Practices in Project Management The article “Best Practices in Project management” by Joan Engbretson (2008) covers the project manager’s responsibilities, training and certifications, and breaks into short segments the best practices in project management. The segments are as follows: (1) Entrance control; (2) Contract review; (3) Kick-off meeting; (4) Materials; (5) Documentation; and (6) Closeout (Engebretson, 2008). The responsibility of a project manager is to oversee the project from cradle to grave; time of sale to final delivery and to ensure that cost and delivery targets are both realistic and are met (Engebretson, 2008). Suggs’ work (as cited in Ghattas & McKee, 2001), The project manager must define the result, anticipate every step needed to get to that result, how long each step will take, and put the plan into place and do what is needed to maintain schedule. Project managers are vital to the success of a project. Good ones will get the project done on time within cost and will address any issues/constraints along the way. There are many organizations that offer training and certification in project management. Project Management Professional (PMP) certification is noted as desirable for project managers. I have known several people who have gotten their PMP certification; definitely...
Words: 992 - Pages: 4
...is the project manager that is running the development process. All human activity that involves carrying out a project needs a plan. We call this Project Management. But there is a big difference between projects that involve one or two people and projects that involve large numbers of people. There is always a smaller group of individuals behind all larger groups that is planning, directing, and motivating those people. There are three main parts to project management: start date, finish date, and all the tasks that need to be carried out. When the plan starts to involve different things happening at different times, most of which are dependent upon each other, the plan can start to take up an enormous amount of time and space. This is why you must start with a strong plan. Now days there are computer programs that tend to produce answers long after the events have taken place. These project planning and scheduling programs provide real information, risk analysis, time recording, costing, and estimating. Initiation Phase The Initiation Phase documents define the project so all project stakeholders clearly understand the project scope and expected benefits. Project initiation activities also establish executive management commitment to the project and to the allocation of required resources via the Project Charter. One of the most important activities required in the Initiation Phase, is the designation of a project manager at the time the Project Charter...
Words: 1142 - Pages: 5
...Project Management, 2e (Pinto) Chapter 5 Scope Management 5.1 True/False 1) Scope management is the function controlling a project in terms of its goals and objectives during the execution phase. Answer: FALSE Diff: 1 Section: 5.0 Introduction Skill: Definition AACSB Tag: Reflective 2) The statement of work is a detailed narrative description of the work required for a project. Answer: TRUE Diff: 1 Section: 5.1 Conceptual Development Skill: Definition AACSB Tag: Reflective 3) A work package may be composed of one or more subdeliverables. Answer: FALSE Diff: 2 Section: 5.2 The Scope Statement Skill: Definition AACSB Tag: Reflective 4) A work package may consist of more than one milestone. Answer: TRUE Diff: 2 Section: 5.2 The Scope Statement Skill: Definition AACSB Tag: Reflective 5) A lump sum contract requires the customer to pay for the full delivered price of the project before any work is done. Answer: FALSE Diff: 2 Section: 5.3 Work Authorization Skill: Definition AACSB Tag: Reflective 6) Scope reporting not only identifies the type of information that will be reported, but also to whom it will be reported and with what frequency. Answer: TRUE Diff: 2 Section: 5.4 Scope Reporting Skill: Factual AACSB Tag: Reflective 7) Controls can be established at any point during a project but should follow the maxim "more control is better". Answer: FALSE Diff: 2 Section: 5.5 Control Systems Skill:...
Words: 5903 - Pages: 24
...Appendix C Risk Management Plan for The BNL Center for Functional Nanomaterials At Brookhaven National Laboratory Upton, New York 11973 May, 2004 Risk Management Plan for The BNL Center for Functional Nanomaterials Approved by: __________________________________ Robert Hwang CFN Director Brookhaven National Laboratory __________________________________ Michael Schaeffer CFN Project Manager Brookhaven National Laboratory Table of Contents 1.0 Introduction ................................................................................................................. 1 2.0 Project Description ...................................................................................................... 1 3.0 Risk Assessment Methodology ................................................................................... 2 4.0 Risk Reporting, Tracking, and Closeout ..................................................................... 2 5.0 Criteria for Risk Identification and Assessment.......................................................... 3 6.0 Assessment Results ..................................................................................................... 4 7.0 Contingency Risk ...................................................................................................... 20 8.0 Risk Factors and Weight Table ................................................................................. 21 9.0 Risk Factors & Cost Weighting Description for CFN Contingency...
Words: 7813 - Pages: 32
...Running head: CASE STUDY XYZ Case Study XYZ: An Examination of Project Procurement Management Practices Group 12 John Doe Jane Smith Bobbie Sue University of Maryland University College Project Procurement Management, Semester XXXX, Section XXXX Professor Stephen R. Guth MMMM DD, YYYY [No Abstract or Introduction required for this assignment] The Inception Phase Rating Scale: 5—Excellent, 4—Very Good, 3—Good, 2—Poor, 1—Very Poor |Project Management Area |Inception Phase | |Scope Management | | |Time Management | | |Cost Management | | |Quality Management | | |Human Resource Management | | |Communication Management | | |Risk Management | | |Procurement Management | ...
Words: 804 - Pages: 4
...Springfield Interchange Improvement Project design. In the implementation phase, the discussion addresses detailed design, construction, and commis- sioning. Finally, in the closeout phase, the discussion reflects on overall performance, project status, and project evaluation. The Inception Phase The Springfield Interchange is one of the most complex and dangerous interchanges in the United States (Sipress & Reid, 1999). Situated fifteen miles south of Washington, DC, where the Capital Beltway intersects Interstate Highways I-95 and I-395, the interchange is aptly nicknamed the ‘‘Mixing Bowl,’’ as four of the region’s heaviest streams of traffic rush together in a fury of bobbing and weaving and last- second lane changing in an effort to negotiate the outdated traffic patterns. As many as 375,000 vehicles commute via this route every day, in addition to the constant traffic of I-95, the primary East Coast commercial corridor. The interchange held the distinction of having more accidents than any section of the Beltway or any other area of road in Virginia. Although delays and driver confusion continually reinforced the need to improve the interchange, it was traffic safety issues that finally moved the project off the wish list and onto the drawing board (Behr, 1999). Although overriding safety concerns drove the project, not everyone was excited about the prospects of...
Words: 3872 - Pages: 16
...WORK BREAKDOWN STRUCTURE (WBS) Remote Control Rotary Mower YVONNE MILES 06-166 PROJECT MANAGEMENT 627-6 NOVEMBER 15, 2015 INTRODUCTION The WBS is a view into the project which shows what work the project encompasses. It is a tool which helps to easily communicate the work and processes involved to execute the project. The Project Manager and project team use the WBS to develop the project schedule, resource requirements and costs. There are many ways you can present the WBS for your project; this template provides many of the most popular layouts from which you can choose. Depending on where in the Project Plan you're putting the WBS a different layout may be more suitable for you. For instance many Project Managers include a high level WBS within the project plan, then a detailed version as an appendix to the plan. You may find that you prefer one layout for a high level WBS and a different one for a detailed WBS. In order to save space in this template we only developed the WBS examples down to the third level. In your project you will want to develop them down to a much more detailed level using the 8 to 80 rule (where the WBS is broken down to where a work package contains between 8 and 80 hours of work to complete). The Work Breakdown Structure presented here represents all the work required to complete this project. OUTLINE VIEW The outline view presents an easy to view and understand layout for the WBS. It is also a good layout...
Words: 2124 - Pages: 9
...10 things you should know about managing IT projects. IT projects can be daunting, especially to the novice. It’s relatively easy to propose a solution, but much more diffi cult to implement the desired performance levels on time for the right price. This list will help IT pros bring organization, professionalism, and goal-oriented progress to the projects they manage. 1. Get professional IT projects historically have a negative reputation for being over budget, late, and poorly implemented. Having a professional individual in charge of the project can add great organization and credibility to your efforts. If your project is of a size where a project manager role can be used, go for it. Working with a Project Management Institute (PMP)-certifi ed individual (www.pmi.org/) will greatly enhance the effectiveness of your software projects. The PMP is also a good benchmark across all project management disciplines and is a big credibility booster when a project integrates with non-IT individuals, external customers, business partners, or part of a larger project. 2. Identify the leadership roles Having individuals responsible for specifics metrics of the project is important. This should be done in a way that puts capable individuals in roles that are best suited for their talents but that doesn’t overwhelm individual team members. IT projects often put too much emphasis on the technical contributions of a small number of individuals—or even just one person—and ...
Words: 2028 - Pages: 9
...CHEAT SHEET PMP Exam Cheat Sheet The purpose of this is to help you memorize information to dump onto scrap paper prior to starting exam. It is important that information used on this sheet is information that will be helpful to you on the exam. Every time you sit down to study, start by writing out your “cheat sheet” to see how much you remember. You will remember more each time. This document is an example of what I used for the test and includes step by step instructions to create each piece. You should come up with whatever tricks work for you. I make no guarantees that this will work for you or that there are no errors in here. All I can say is that it worked for me and I hope this helps you find something to work for you. Most of the benefit is in learning to create the spreadsheet not in actually using it. However, it’s a nice feeling to start the test by documenting things you know instead of starting by answering a question you don’t! Good luck and happy studying. By PMPExamPrep 1 CHEAT SHEET Part A: Process group and Knowledge Area Matrix from P 38 PMBOK 2000 Edition Process Groups Step 1: Fill in negative C0 Knowledge space with X (cells with I P E C^ Areas no processes). • Starting at the top X PIM X of Closing – go down 6 and over 1 S X X • Skip space in X T X X Closing and do “Down and up” C X X X • From top of Q X X Executing drop one and do 3 in a HR X X X row. • In inititating, block Comm X out all except Risk X X X Scope Proc X X Step 2: You need a...
Words: 1760 - Pages: 8
...Select one (1) of the types of project organization that would suit the development of the larger touring class motorcycles The matrix organization form is the one that would suit the development of the large touring class motorcycle because it is a “project driven” where each project manager reports directly to the vice president and general manager (Kerzner, 2013, p. 125). Even though project manager has the power and authority, it this case it comes directly from the general manager. Each functional expert maintains technical responsibilities over the development, maintenance and revision of their operative field. Both success and failure fall directly on the project manager. Outline the process steps that your company would take in order to develop the motorcycle. Provide a rationale for the response. 1. Team Assembly Project success depends on team performance. By assembling or building teams, it positions the project to succeed. The team will be defined by which skills are needed, if needed skills are available and accessible or ensure the needed skills are onboard. 2. Project Objective The project object will describe the project outcomes. It gives a clear and explicit directions for the project team. In this case, the motorcycle touring class explicitly states the objective: produce larger motors, specific designed to excel long distance with engines larger than 1100cc, targeting males between 25 and 60 in global markets, price ranges from $55,000 to $100,000...
Words: 1428 - Pages: 6
