...Committee | Approved by: Version | Name | Function | Signature/Email | 2.0 | Sorono, Terence | Project Sponsor | | TABLE OF CONTENTS Executive Summary of Project 1. Project Title 2. Introduction 3. Background 4. Goals and Objectives 5. Scope 6. Time Frame 7. Cost Management Plan 8. Benefit Analysis 9. Risk Assessment 10. Milestones 11. Assumptions 12. Constraints 13. Critical Barriers 14. Deliverables and Key Users 15. Approach 16. Schedule 17. Communication Plan 18. Quality Management Plan 19. Appendices Executive Summary of Project Project Name: | Career Exploration Program (Project Figaro) | Date: | 29 April 2015 | Submitted To: | Prof. Terence Soroṅo | Objectives:The main objective of this project is to guide the students in choosing their courses in college through established means of exploring their passions, talents, and interests and eventually, pursuing a career they are most interested in. Project Deliverables & Key Users:In summary, this project aims to: 1) Design a seminar program that will help students identify their passion, explore them, and find ways to turn them into career opportunity. 2) Provide resources that will raise the students’ awareness on different career fields for them to align their personal interests and enable them to become better career decision makers. 3) Ensure that the students will gain enough career information from the...
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...MGMT- 404 PROJECT MANAGEMENT STATEMENT OF PARTICIPation This document will contain the information needed for your team operations, guidelines and commitment. It should be kept in doc sharing and each update should have a version control identifier (e.g., Team A SOP v1, v2, v3, etc.). IMPORTANT NOTE: The statement of participation must be posted in the team’s doc sharing area and the final submission must be available for the team to review and approve each week. Approval can be achieved by downloading the document. If you have disagreements, it is critical to contact your project leader and get a correction posted immediately. The professor should be notified of any disagreements. If the statement of participation is not submitted, the entire team will receive the same grade (including any point loss from other team members). I. Team Information PROJECT NAME: | MEMBER NAME | # | PHONE # | | EMAIL | | MEETING AVAILABILITY | Jade Xiong | 1 | | | | | Monday at 5 / email/ phone | Raquel Godoy | 2 | | | | | Monday at 5/ email/ phone | Genaro Zavala | 3 | | | | | Monday at 5/ email /phone | | 4 | | | | | | | 5 | | | | | | | 6 | | | | | | II. Weekly meeting schedule The most successful teams schedule at least (2) meetings a week throughout the course. Scheduling standing meetings allows everyone to schedule this time in advance and coordinate other activities around the scheduled meeting times. Meetings can change...
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...Validation of business case Process Powerpoint template Presented to stakeholders at a pre-baseline meeting Formal signoff 9 PMI knowledge Areas Project integration – project charter, signoff Scope – in scope/out of scope, change control Time – WBS, project schedule, adjustments to it Cost – budget, cost estimates Quality – quality standards and regulations, quality assurance and quality control PERT HR – People, skills and competencies, training needs, escalation paths, team deve, roles and responsibilities/structure Communications – performance reporting, meetings, aliases, conference calls Risk - Methodologh, how to monitor and report , timelines for acting Procurement – source selection, tenders, contracts, Pos Traditional WBS Format (Work Breakdown Structure) The Project - > Activities (milestone)-> Tasks-> Name, Time, Start date, Finish date. Skill steps for Decomposing Work 1. Review the project scope and deliverables with your team 2. Explain why consensus on the work breakdown is necessary 3. Have the...
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...Week 1: Statement of Participation For ‘Team Bee’ Management 404-62843 Project Management DeVry University Professor Joseph Walkowicz Deans, Lester Decker, Harrison Duranovic, Sanel Eldridge, Laura Etzel, Jayme MGMT- 404 PROJECT MANAGEMENT STATEMENT OF PARTICIPation I. Team Information PROJECT NAME: JAVA JOE’S COFFEE SHOP | MEMBER NAME | # | PHONE # | | EMAIL | | MEETING AVAILABILITY | Deans, Lester | 1 | | | ldeans1786@bellsouth@bellsouth.net | | varies | Decker, Harrison | 2 | | | deckerdog_12@hotmail.com | | varies | Duranovic, Sanel | 3 | | | sanel.duranovic1980@hotmail.com | | varies | Eldridge, Laura | 4 | 903-391-4922 | | leldridge77@gmail.com | | varies | Etzel, Jayme | 5 | 414-704-2727 | | jse27@ymail.com | | varies | II. Weekly meeting schedule MEETING | DAY | TIME | Review weekly assignment | Sunday via email and discussion board | 7:00 PM CST | Deadline for weekly drafts | Thursday via group dropbox | 5:00 PM CST | Review Draft | Friday via group dropbox | 7:00 PM CST | III. PROJECT Description ‘Bee Team’ will manage the opening of the second Java Joe’s Coffee Shop in downtown Milwaukee. The first location opened 24 months ago and has seen a steady increase in sales and revenue. Java Joe would now like to open a second location closer to the college campus to further increase their presence in the city. The building has already been acquired and the opening is set for 4 months from today...
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...to identify the following: o Objectives and scope o Requirements and specifications o The resources, such as human, time, funds, space, and tools, required to deliver the product o Tasks o Deliverables o Milestones• Identify major milestones and individual tasks.| • Explain how to launch and configure Microsoft Office Project 2003.|Explore Microsoft Office Project 2003.| • Discuss project planning and management using Microsoft Office Project 2003 and relate the software to the capstone project. o Define the basic terminology of project management. o Explain the project management life cycle. o Explain project management knowledge areas.|Define project management terminology and apply the terminology to the capstone project.| • Organize project teams. o Define team member roles and responsibilities.|Select teams.• Define team member roles and responsibilities.• Elect peers to fill appropriate roles.| Network Development Capstone Project Unit 1 Instructor Functions|Student Tasks| • Identify the key components of the capstone project. o Discuss the key requirements for the successful completion of the project. See Appendix B for a complete list of the technical requirements of the project. o Identify the final product deliverables: ƒ Project Charter/Request for Proposal to include a Statement of Work ƒ Work Breakdown Structure (WBS) ƒ Microsoft Project 2003 documentation ƒ Logical network diagram (MS Visio) ...
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...[pic] Course Syllabus Law 531 Business Law Course Start Date: 11/13/12 Course End Date: 12/24/12 Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this syllabus is considered the ruling document. Copyright Copyright ©2009 by University of Phoenix. All rights reserved. University of Phoenix© is a registered trademark of Apollo Group, Inc. in the United States and/or other countries. Microsoft©, Windows©, and Windows NT© are registered trademarks of Microsoft Corporation in the United States and/or other countries. All other company and product names are trademarks or registered trademarks of their respective companies. Use of these marks is not intended to imply endorsement, sponsorship, or affiliation. Edited in accordance with University of Phoenix© editorial standards and practices. Course Description This course prepares students to evaluate the legal risks associated with business activity. Students create proposals to manage an organization’s legal exposure. Other topics include the legal system, alternative dispute resolution, enterprise liability, product...
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...Communication plan Internal communication 1.1 Regular meeting The project team will hold regular meeting throughout the project development period in order to improve the communication between project team members. |Type |Attendee |Frequency of meeting |Purpose |Meeting leader | |Management |All managers |Weekly |Ensuring the proper progress of the |Project manager | |meeting | | |project and resolving possible problem | | | | | |related with the project. | | |Departmental |All members of the |Weekly |Ensuring the proper progress of the |Department manager | |meeting |department | |work of the department and resolving | | | | | |problems faced. | | 1.2 Project report All department managers will deliver work report regularly to present the outcome of their works to ensure the proper quality and progress of the work of all departments. |Type |Reporter |Purpose |Frequency of the report | |Project progress report |Project...
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...Maevers - Course Syllabus COM/172 r4 1 Course Syllabus College of Humanities and Sciences Copyright © 2013, 2011, 2009 by University of Phoenix. All rights reserved. COM/172 r4 Elements of University Composition and Communication 2 Course Start Date: February 1, 2014 Course End Date: March 1, 2014 Campus/Learning Center: San Diego Campus – Palm Desert Learning Center Facilitator Information Kevin L. Maevers, MA, MBA klmaevers@email.phoenix.edu (University of Phoenix) or kevin@kozma-maevers.org (Personal) 760-799-7790 (Mobile) or 760-296-1625 (Home Office) - Pacific Daylight Time Skype: kevin.maevers (please make an appointment for a Skype conversation) I also stay connected with students through social media. You can find me on: LinkedIn (www.linkedin.com/in/kevinmaevers); Twitter (http://twitter.com/KevinMaevers); Facebook (https://www.facebook.com/kevin.maevers); and Google+ (http://google.com/+KevinLMaevers); In addition, if you like any of the videos that I use in class, you can find them on my YouTube channel at http://www.youtube.com/user/klmaevers. Enjoy! Course Description This course builds upon the foundations established in COM/170. It addresses the various rhetorical modes necessary for effective college essays: narration, illustration, description, process analysis, classification, definition, comparison and contrast, cause and effect, and argumentation. In addition, requirements for research essays, including the use of outside sources and appropriate...
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...Showing Your Team What Urgent Looks 1. What issues got addressed in the key steps? The first issue was the adhering to the schedule. The team had a review and analysis session and came to the conclusion that deadlines and deliverables weren’t viewed with a sense of urgency and triggered a delayed chain of action. They also analyzed the impact this had on sales. The next issue the team noticed was management’s testing was out-of-date and undisciplined. Consulting seasoned employees, the team created a new comprehensive template for a weekly schedule that listed test cases and documented completion criteria. The “we’ll just finished tomorrow” attitude changed to “no one goes home until we’re finished”. Another issue was lack of leadership or a specific person who made sure that anything and everything was done or in place to keep on schedule. Our text asserts that a schedule “enables a project manager to monitor and control progress as work proceeds (p.14).” However, a project needs to be monitored on all levels. There was no such appointed person, someone was accountable and made sure that anything and everything was done or in place to keep on schedule. This project used a tip our text refers to a in its list of elements of a realistic schedule as “Provide clear visibility of the projects key deliverables (p. 24).” The team had a quite literal take and created a 4 x 8 whiteboard that to create a clear and very noticeable schedule to be reviewed weekly. A big issue...
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...analysis, project effectiveness, contingency plans * Spend more time hands-on, leading the team and communicating the vision * Top level objectives of the project and the day to day activity * Critical Success factor * Metrics for Success i. Progress: Actual achieved (facts not opinion) with reference to planned delivery ii. Cost: Committed costs wrt planned cost iii. Scope: Level of agreed change. Change control iv. Risk: Risk analysis= management indulgence, level of exposure v. Performance: Delivering value? How much is it costing to for physical progress? vi. Forecasting: Effect of productivity on both planned completion dates and financial budgets for delivering them vii. Cash Flow: Financing f the project. Cost or saving associated with actual cash flows need to appear in the committed cost analysis. viii. Unresolved issues/actions: Tangible asset to measure the ability to develop project processes and outputs together. 20-80 Rule: 20% of the time should be spent understanding where the project is and identifying significant deviations from the plan 80% of the time should then be spent leading the team, to resolve issues quickly and focus on delivering the project to its agreed implementation plan as well as exceeding sponsors' ongoing expectations. * Transformational: Team maintenance, development and motivation. Softer people, relationship and communication skills...
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...chosen over his proposed project. May withhold promised resources. | Project manager | Lead and manage the project so that it achieves its MOV | Work closely with project stakeholders and project team | Project Team | +1 | 2 | This project will change a number of business processes. | Steve Turner – Network AdministratorShedelle Bivits - Systems AnalystCorean Jenkins - Programmer/DBAMyra Dickens - Inventory Analyst | Provide expertise to complete the project work | Support project team with adequate resources while minimizing distractions | Sam B. Randolph | (-1) | 3 | Resources not made available as promise by functional managers | Lead Accountant | Account for money spend on project | Checking the account payable and receipt weekly, monthly and yearly to catch error | Finda L Brooks | 0 | 1 | This project will slowly change a number of business processes | Lead Program Director | Manage the program success | Administer work and meeting with Project manger weekly | Figure 1.1 Deliverable Definition | Deliverable | Structure of Deliverable | Standards to Be Used | Authority for Approval | Resources Required to Complete this Project | Business case | Document | As defined in the project methodology | Project sponsor | Business case team and office automation (OA) tools | Physical and technical design | Document | As defined in...
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... Ed Seibert eseibert@email.phoenix.edu (University of Phoenix) edwardbseibert@gmail.com (Personal) 302-853-2571 (EST) Where to Go to Class Main: This is the main forum for the class and is where discussion is conducted. It has read-and-write access for everyone. Chat-Room: This is a read-and-write access forum. It is designed as a place to discuss issues not related to the course content. This is the forum to which we will send our bios. Course-Materials: This is a read-only forum, which means you can read messages here but cannot send any. This is where I will post the course syllabus and materials. Learning-Team-A, B, C, D, E and F: These...
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...| Syllabus School of Business 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...
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...chosen over his proposed project. May withhold promised resources. | Project manager | Lead and manage the project so that it achieves its MOV | Work closely with project stakeholders and project team | Project Team | +1 | 2 | This project will change a number of business processes. | Steve Turner – Network AdministratorShedelle Bivits - Systems AnalystCorean Jenkins - Programmer/DBAMyra Dickens - Inventory Analyst | Provide expertise to complete the project work | Support project team with adequate resources while minimizing distractions | Sam B. Randolph | (-1) | 3 | Resources not made available as promise by functional managers | Lead Accountant | Account for money spend on project | Checking the account payable and receipt weekly, monthly and yearly to catch error | Finda L Brooks | 0 | 1 | This project will slowly change a number of business processes | Lead Program Director | Manage the program success | Administer work and meeting with Project manger weekly | Figure 1.1 Deliverable Definition | Deliverable | Structure of Deliverable | Standards to Be Used | Authority for Approval | Resources Required to Complete this Project | Business case | Document | As defined in the project methodology | Project sponsor | Business case team and office automation (OA) tools | Physical and technical design | Document | As defined in...
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...cmgt 410 PROJECT PLANNING & IMPLEMENTATION [pic] CONTRIBUTORS THE UNIVERSITY GRATEFULLY ACKNOWLEDGES THE CONTRIBUTION OF THE FOLLOWING PROFESSIONALS TO THE COMPLETION OF THIS COURSE. 1. Stephen Northam, MA, Faculty Member, University of Phoenix. 2. Kenneth Sardoni, MCIS, Faculty Member, University of Phoenix. 3. Blair Smith, MBA, Associate Dean, College of Information Systems and Technology. 4. Claudia Avila, BSBA, Curriculum Development Manager, College of Information Systems and Technology. 5. Adam Honea, Ph.D., Dean, College of Information Systems and Technology. Copyright ( 2001 by the University of Phoenix. All rights reserved. The University of Phoenix® and UniModuleTM are marks of Apollo Group, Inc. in the United States and/or other countries. Edited in accordance with University of PhoenixSM editorial standards and practices. (Template U1.0) Overview COURSE DESCRIPTION This course provides the foundation for understanding the broad concepts of successful planning, organization, and implementation within the realm of information technology. This course uses real-world examples and identifies common mistakes and pitfalls in project management. Topics covered include project scoping, estimating, budgeting, scheduling, tracking and controlling. TOPICS AND OBJECTIVES Project Management and the Organization • Define Project Life Cycle. • Identify roles in project management. • Identify project manager's skills. • Demonstrate...
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