...Summary of changes to original documents A. Changes based on instructor feedback 1. Vision Statement Vision statement is now in concrete-language form: it is short and precise. 2. Goals ● Each goal starts with a strong verb and is written in concrete language. ● Each goal now reflects a more general idea than last revision in order to avoid being seen as tasks. 3. Team roster with goals ● description of roles was shortened ● added missing information ● reformatted the “Subsidiary project participants” table 4. Ground rules/framework e. Conflict Resolution The team first addresses issues internally, then consults with advisor. 5. Key Project Deliverables and Deadlines We introduced class-related deliverables and project deliverables separately. Also we introduced two main products to key deliverables. 7. Requirements ● Changed to specific product requirements to avoid being confused with project deliverables ● Deleted course deliverables requirements 8. Work Breakdown Structure No changes 9. Gantt Chart ● Added date for poster sessions of fall semester and spring semester. ● We modified the scheduling of getting feedback from customers. It is more reasonable that getting feedback earlier to ensure that the customer feedback could be taken into consideration of building our business models. 10. Network diagram Modified diagram in order to be consistent with Gantt, WBS and RAM. 11. RAM ● Changed task breakdown to be consistent with WBS ● Assigned responsibilities according...
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...Ezekiel’s Project Charter Project: Individual Assignment Date 20/9/2015 Scope Overview The scope of my project will outline the coverage of the IT infrastructure for the location of which I have decided to hold this conference, Curtin Stadium. To ensure that the venue is properly setup for the distinguished guest, I must correctly plan, allocate and design a layout so that the IT infrastructure in the building is fully setup and ready to go on the day. To ensure that Curtin Stadium can host: * 1000 Attendees * Business Case The purpose of this project is to ensure that every aspect of the IT infrastructure within the Curtin Stadium is setup correctly in order for the function to commence without any faults. Background (optional) Milestone Schedule and Deliverables Milestone | Completion Date | Stakeholder Judge | Acceptance Criteria | Project Requirements Approved | June 2 | Curtin | Sign off from Stakeholders | Agree on Audio/Visual Equipment | | ICT Curtin | Contract with Hardware vendor | Hardware acquired | | ICT CurtinContract Audio/Visual partners to install | Contract with Hardware Vendor | Software Acquired | | | | Implementing the new Hardware and Slo | | | | Determining Location of the Event, Determining IT staff, Determining Marketing crew for the event, Determining audio visual Installation staff, | | | | To Ensure success in the event | June 5 | | | * Select Project Team members | * | * Project Manager...
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...Matrix Template Project Management Knowledge Areas Project Integration Management Recommended Tool(s) Expert Judgment Interviews Justification for Tool These particular tools were chosen give shape to the HRIS project for GenRays. From studying the interviews of key stakeholders and their expert opinions, a collection of functions can be identified so that the HRIS deliverable’s function/purpose is defined. This initial planning will help to develop the Project Charter and set the stage for all the work that need to be performed. GenRays has subject matter experts on staff whose input it vital to produce an HRIS that meets the particular needs of the GenRays staff. We need to make sure that all of the work required to produce a HRIS product for GenRays is done. We also want to ensure extraneous work is avoided to keep GenRays costs low. We will use the interviews here to determine how the project’s scope will be defined, validated, and controlled. GenRays had reached the ROI point very early with the last on the project and defining scope well here will allow for a similar success. Decomposition of the work that needs to be done is a tool that will help aid in identifying the exact work that needs to be done and help to create the WBS. To further, ensure that the project runs smoothly and stays on track. We will use tools to track and manage the project’s completion. We can use the process of Decomposition that we have used to break down the projects’ scope into manageable...
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...on request. Table of Contents Introduction 1 Authority Signatures 2 Executive Summary 3 Phase 1: The Strategic Context 4 1 Business Needs and Desired Outcomes 4 1.1 Strategic Environment 4 1.1.1 Organizational Overview 4 1.1.2 Business Need 4 1.1.3 Drivers for Change 4 1.1.4 Business Outcomes 4 1.2 Strategic Fit 4 1.3 Detailed Description of the Business Need 5 1.3.1 Problem/Opportunity Statement 5 1.3.2 Prioritized Requirements (High Level) 5 1.3.3 Assumptions 5 1.3.4 Constraints 5 1.3.5 Dependencies 5 1.4 Scope 5 1.4.1 Boundaries 5 1.4.2 Stakeholder Analysis 5 Phase 2: Analysis and Recommendation 7 2 Preliminary Options Analysis 7 2.1 Evaluation Criteria 7 2.2 List the Possible Options 7 2.2.1 The Status Quo 7 2.2.2 Describing the Option 7 2.3 Screening of Options 7 2.4 Rationale for Discounted and Viable Options 7 3 Viable Options 9 3.1 Alignment 9 3.1.1 Strategic Alignment 9 3.1.2 Alignment with Desired Business Outcomes 9 3.2 Costs 9 3.3 Cost-Benefit Analysis 9 3.4 Implementation and Capacity Considerations of Viable Options 9 3.4.1 Contracting and Procurement 9 3.4.2 Schedule and Approach 9 3.4.3 Impact 10 3.4.4 Capacity 10 3.5 Risk 10 3.5.1 Option Risk Summary 10 3.5.2 Risk Register 10 3.6 Benchmark 10 3.7 Policy and Standard Considerations 10 3.8 Advantages and Disadvantages 11 4 Justification and Recommendation 12 4.1 Comparison Summary 12 4.2 The Preferred Option 12 4.2.1 Recommendation 12 4.2.2 Deciding Factors 12 ...
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...Project Managment Summary Stacy F. Vincent CPMGT/301 December 22, 2014 Dr. Jeff Atkinson Project Management Summary Project Management, the process by which all components of a project are brought together, moving toward the end result of a successful endeavor. From inception; planning, organizing, resource management and the implementing of policy and procedures, the project manager is responsible for the entire process. Strategic Portfolio Management is the necessary prioritization methodology (Rouse 2012) actively engaged in managing the resources; budgetary, human, etc. in concert with any other component involved in the complete scope of a project. This component may oversee several different projects within an organization, moving them forward based on the company’s needs. Project Managers are responsible for the scope of the entire project, including the portfolio and program management outcome; however these all must work in concert to have a successful completion to all projects. Portfolio management (managers) can oversee several different projects concurrently, ensuring the necessary resources are available within the scope of the organization’s needs. Project managers, operating under the authority of their position, utilize the information compiled and made available by portfolio management. It is important to note that not all programs have end dates, such as a project may, and those program resources will require ongoing evaluation as budgets change...
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...MGT/437 Version 4 Project Management | Copyright © 2009, 2006, 2004 by University of Phoenix. All rights reserved. Course Description This course examines project management roles and environments, the project life cycle, and various techniques of work planning, control, and evaluation for project success. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Kerzner, H. (2006). Project management: A systems approach to planning, scheduling, and controlling (9th ed.). Hoboken, NJ: Wiley. Meredith, J. R. & Mantel, S. J. (2006). Project management: A managerial approach (6th ed.). Hoboken, NJ: Wiley. All electronic materials are available on the student website. Software Microsoft® Project® 2007 (Virtual Desktop) Week One: Project Definition | | Details | Due | Points | Objectives | 1.1 Determine the importance of project management in the current...
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...Assignment 2 for CSG 2344 project methods and professionalism Stage 1-----Due day: 28th March Works: 1. Title page 2. Executive summary 3. Table of contents 4. Glossary of terms 5. Introduction 6. Assumptions 7. Scope management and work breakdown structure 8. Stage 1 progress report (The form is in the blackboard) Stage 2-----Due day: 11th April Works: 1. Stakeholder analysis table 2. Risk management: a. Risk Assessment Table, original and final b. Explanation and justification of all differences (or lack of) between the original and the final versions 3. Human management: a. Table showing the required human resources for the Project Team 4. Stage 2 progress report Stage 3-----Due day: 2nd May Works: 1. Procurement Management a. Table showing: ▪ all goods and services that need to be procured ▪ where they should/could be procured from ▪ when they are required ▪ duration of the contract (if applicable) ▪ approximate costs 2. Communications Management a. Stakeholder Management Strategy Table b. Stakeholder Communications Analysis Table 3. Quality Management a. Table showing your quality plan which must include identifying relevant, specific, quality assurance tasks and quality...
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...| | | | 1 | Opening of meeting | | | 2 | Apologies | | | 3 | Confirmation of minutes of previous meeting (tabled and accepted) | | | 4 | Business arising from the minutes | | | 5 | Correspondence | | | 6 | Business arising from the correspondence | | | 7 | Issues | | a | identified | | b | methods employed or recommended | | c | actions required by management | | d | other matters affecting business operations | | | 8 | General Business | | | 9 | Closing of Meeting | | | Agenda Distribution via email | Manager - Chairperson | Supervisor | Team Members | Part B: Project plan Scenario or background information: Following the project meeting, team members are clear about their roles in the project planning process. Part B requires the production of a report specifying details of the project plan. The report is to consist of an executive summary, a table of contents, an introduction, a body, a conclusion and appendices. Details of content for each section are explained below. Executive Summary This section summarises the complete report in such a way that a busy executive can become rapidly acquainted with the material in the report, without having to read it all. Although it appears at the beginning of the report, it is the last thing to be written. Table of Contents This is a listing by heading and subheading of all sections of the report, indicating on which page they can be found....
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...2.A.1, 2, 3: HRIS Project Team Roles, Recommended Team Members, and Justification. Role | HRIS Project Organization | Team Member | Justification | HRIS Project Sponsor | PM reports directly to HRIS project sponsor. | Ashley Burrici, Director of Human Resources | Responsible for the HRIS project’s business case, justification of same, is held accountable for realizing the HRIS project benefits. Also required to provide oversight of the HRIS PM and Sr. stakeholder management. | HRIS Project Manager | Reports directly Project Sponsor. | PM | Required to ensure project is executed and delivered on-time and with-in budget. The HRIS PM is responsible for achieving the HRIS project goals as defined by the Project Charter. The HRIS PM role is justified because it is required for planning, executing, and closing the project. Also for managing resource allocations, tracking budgets, resolving issues and mitigating risk. | HRIS Contracting - Procurement | Reports to PM | Drew (Procurement) | Required to ensure the HRIS system procurement portion is defined and implemented correctly. Drew is experienced in leading procurement efforts for previous successful projects. | HRIS Programming | Reports to Ashton’s HRIS Engineering Team | Kendall (IT) | Required to review HRIS Vendor software from a code perspective to ensure compatibility with existing GenRay software, ease-of-use, and stability. Ashton’s MS Engineering degree should provide the project with graduate level...
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...Change Management System University of Phoenix Robert Sell July 8, 2013 Introduction Creating a Change Management System takes some time but is worth the input that one does. Not only does a change management system increase the productivity during a project due to the system in place when a change comes up it also works well to know that there is a safety net there for the project. The following is the Change Management System for Riordan’s new Go Green Project and the board that will be in charge of the changes approval or disapproval. The final item will be an executive summary that will explain what the project leader will be doing with the new change management system. Change Management Flow Chart Change Management Board Members With all the areas that the change management system can touch with the Go Green Initiative Project it is wise to have one person from each facet to sit on the board who is not directly on the project team. Originally the thought to put the CEO Dr. Riordan, SVP R&D Kenneth Collins and COO Hugh McCauley on the board but the time and effort that it would take to get all three in the same conference call for a proposed change was not viable. The change management board will be made up of nine qualified individuals who will need to make the decision as to allow a change or deny a change based on several factors such as need, time, cost, and legality. 1. Craig Mullen- Product Development Manager- Craig is able to help with...
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...1. Project Overview 3 1.1 Introduction and Scope management 4 1.1.2 Project Introduction 5 1.1.3 Project scope 6 1.2 Project organization 6 1.3 Management Subplan 7 1.3.1 Objectives and priorities 7 1.3.2 Assumptions 7 1.3.3 Dependencies 7 1.3.4 Constraints 7 1.4 Risk management plan 8 1.4.1 Handling the Project Emergency 9 1.4.2 Risk management process 10 1.4.3 Risk Management Organizational Responsibilities 11 1.5 Controlling and monitoring mechanisms 12 1.5.2 Communication plan 12 1.5.2 Communication plan 12 1.5.3 Staffing plan 12 1.5.4 Budget 12 2 Technical subplan 13 2.1 PBS 13 2.2 WBS 14 2.3 Network chart 14 3 Project summary 15 1 Project Overview This part of the “ OneFit ” Proposal provides an introduction of the purpose, scope, organization and objectives of the project for which the Plan has been written, the project assumptions , dependencies and constraints, a list of project deliverables, a summary of the project schedule and budget, a discussion of the risks and the plan for evolving the “ OneFit ” monitor system. 1.1 Introduction and Scope management 1.2.1 Project Introduction Project name is “ OneFit ”, and it is a monitor system, which can connected with different kinds of “OneFit” trackers and helping people to record their healthy data, e.g. Heart Rate, Sleeping Rate, Steps of the day, the frequency of doing exercise, etc. 1.2.2 Project Scope There are the main steps in scope management process...
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...Unit Name: | PROJECT MANAGEMENT | Unit Number: | 56 | Assignment Submission Date: | 30 – 10 - 2011 | Assessor: | RAMITA TEJPAL | Mode of submission: | LIVECAMPUS | Summary of Learning Outcomes 1 Investigate project management principles 2 Examine project organization and people 3 Examine project processes and procedures. Scenario You are required to select a Project which is carried out in the UK environment and should be authentic in nature. Tasks 1. For your Report: 1 Investigate project management principles 1. Describe the background and principles of project management (1.a) and the principles behind project management systems and procedures (1.c) 2. Appraise the viability of projects and develop success/failure criteria (1.b) 3. Identify the key elements involved in terminating projects and conducting post-project appraisals (1.d) 2. For your selected Project examine project processes and procedures 2. Explain the Control and Co-ordinate of a Project (2.b) which includes project organisation and people (a) Plan and specify human resources and requirements for a project (2.d) (b) Identify the organisational structure, management of knowledge and change, roles and responsibilities of participants of your team within a project and (2.a) (c) Identify project leadership requirements and qualities you identified and any recommendations (2.c) 3. Formulate the Project Framework of your selected Project 1. Prepare project plan and establish...
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...Project Communication Plan Jennifer Fournier PM582 June 8, 2014 Carol Locker Project Communication Plan SOFTWARE PACKAGE When it comes to resource management, coordinating data and communication, SharePoint is the way to go. All documents company wide can be stored and can be easily accessed when needed. Communication is a must when it comes to project teams, and with SharePoint a project manager can easily make announcements and pass on information by placing an announcements upon login into SharePoint. This way everyone sees the information first thing. By using the Yammer technology within SharePoint, team members can locate the latest announcements and information as well as chat in real time with other team members. Being able to do so is a great tool for global projects or when an employee is working off site. This makes it it much easier and productive for all parties involved. Keeping a project on schedule is also an important factor when working in project teams. With SharePoint “You can make sure works get done by assigning people tasks that can be tracked and prioritized. And, you can keep an eye on important details with a real-time summary of your project that warns you about delays and keeps next steps and milestones on your radar” (SharePoint, 2013). SharePoint also tracks and keeps a log of every change done to a document that is stored within its site. Instead of multiple team members working on a document and saving multiple versions, each...
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...| Project Charter – Green Computing Research Project | | Green Computing Research Project | | Project Charter – Green Computing Research Project | | Green Computing Research Project | We Are Big, inc CIS517 Dr. Abdel Ismail, PhD MIS April 22, 2012 Authored by: Bernie J. Thompson We Are Big, inc CIS517 Dr. Abdel Ismail, PhD MIS April 22, 2012 Authored by: Bernie J. Thompson Project Title: Green Computing Research Project – Part 1: Project Integration Management Date of Authorization: April 16, 2012 Project Start Date: April 23, 2012 Project Finish Date: October 22, 2012 Project Budget Summary: The firm has been given $500,000 for this project. More funds are available to pay expert consultants for advice, and purchase books and related articles as needed. Project Manager: Mr. Bernie J. Thompson, (770) 413-8774, Thompson.bernie@hotmail.com Project Objectives: The project plan developed as a result of this charter will provide an extensive report, including detailed financial analysis and recommendations on what green computing technologies to implement. Official project request forms for recommended solutions would also be created as part of the project. This is the first charter for the project, and the objective is complete this project in six months. The project manager will not only manage the project, but will also do some research, writing, editing, and the like required to produce the desired results. Project Success Criteria:...
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...PROJECT MANAGEMENT PLAN Version VERSION HISTORY [Provide information on how the development and distribution of the Project Management Plan was controlled and tracked. Use the table below to provide the version number, the author implementing the version, the date of the version, the name of the person approving the version, the date that particular version was approved, and a brief description of the reason for creating the revised version.] Version # Implemented By Revision Date Approved By Approval Date Reason 1.0 TABLE OF CONTENTS 1 INTRODUCTION 4 1.1 Purpose of Project Management Plan 4 2 EXECUTIVE SUMMARY OF PROJECT CHARTER 4 2.1 Assumptions/Constraints 4 3 SCOPE MANAGEMENT 4 3.1 Work Breakdown Structure 4 3.2 Deployment Plan 4 3.3 Change Control Management 4 4 SCHEDULE/TIME MANAGEMENT 4 4.1 Milestones 5 4.2 Project Schedule 5 4.2.1 Dependencies 5 5 COST/BUDGET MANAGEMENT 5 6 QUALITY MANAGEMENT 5 7 HUMAN RESOURCE MANAGEMENT 5 8 COMMUNICATIONS MANAGEMENT 5 8.1 Communication Matrix 5 9 RISK MANAGEMENT 5 9.1 Risk Log 6 10 ISSUE MANAGEMENT 6 10.1 Issue Log 6 11 PROCUREMENT MANAGEMENT 6 12 COMPLIANCE RELATED PLANNING 6 APPENDIX A: PROJECT MANAGEMENT PLAN APPROVAL 7 APPENDIX B: REFERENCES 8 APPENDIX C: KEY TERMS 9 APPENDIX D: SUMMARY OF SPENDING 10 1 INTRODUCTION 1.1 PURPOSE OF PROJECT MANAGEMENT PLAN [Provide the purpose of the project charter.] The intended audience of the PMP is all project...
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