DOMAIN 320 - IT PROJECT MANAGEMENT Competency 320.1.1: Project Management Tools - The graduate evaluates potential project management tools for alignment with specified project activities. Competency 320.1.3: Scheduling - The graduate creates project schedules that ensure timely project completion. Introduction: Read the attached “GenRays Case Study” before completing this task. Scenario: GenRays recently implemented a new centralized system for finance, purchasing, logistics, and
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Lavish attention and money substituted processes Marketing drive: ‘unsinkable ship’ Traditional safety (life-boats) given low priority Project Manager (Captain Smith) didn’t trust new methodologies (ice bucket test) • Implied non-functional requirements due to perception/assumptions • • • • • Over-confidence • Old School • Political Influence • • Project Sponsor (Bruce Ismay) High Expectations set – arrive a day early Snapshot of what happened... • Business and Economic pressures
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[pic] In this assignment, you will recommend the components of a career development planning program and explain how the plan will integrate the organization’s mission and value statements. Consider the following scenario: You work in the HR Department of an electric power company in the southwestern region of the U.S. The company was founded in 1940 and has an excellent reputation as a provider of electricity. It is also considered to be an outstanding corporate citizen and known to be an
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react to a paranormal event. The recent Tsunami has put fear into the minds of local people and this fear could be a reason why they are associating ghost stories and events with the resort and place as many people lost their lives in that event. The project that he has under taken is not a major one looking at the size because the basic construction of the resort has to be kept like and just few renovation and fixing is required, the major hurdle that is coming in the way of Nils Lofgrin is to find workers
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Working at SABIC: As Team Leader at Project Management Office of Working Capital Optimization (Current): o Account Payable SBUs/Riyadh work stream responsibility. o Account Receivable work stream responsibility. o Budget tracking & modeling. o Operational PMO action log. o Project monthly progress monitoring & reporting. o PMO meeting coordinator. As investment planner at Fertilizers SBU: o Actively Coordinating activities with E&PM on projects cost estimates. o Handling Fertilizers
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Week Three discussion questions 1. Project scheduling follows one of Parkinson’s laws: “Everything takes as long as it takes.” The topic for discussion is what are the elements and functions we must consider when developing the project schedule? In your experience what tools and techniques have you seen used effectively? As a contributor to inaccurate duration estimates is a situation known as Parkinson’s law. He further described “work expands so as to fill the time available for its completion”
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the completion date of the project if construction is started in November? If the project is started on March 1st, 2012, the finish date is July 30th, 2013. For the November start date, the case does not mention exactly what date the project should start but rather mentions that it should start after the elections. We do not have the election date so I will assume a start date of November 14th, 2011, which is a Monday. In this case, the end date of the project would be April 11th, 2013
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openly respond. Conflict management is a skill that must be developed, because some people just simply do not like to deal with it. As a manager, one must be able to decipher what the lead to an employee dispute. The scenario is that we have two employees working on concurrent projects and one feels the other never meets the deadlines given. Therefore, emails begin to be passed back and forth with other team members copied to the emails. As a manager, the underlying issue could be communication and
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with which to tap into it. To keep up with technology and tap into the new layer of wealth, RPD implemented an online trading program, eRPD. RPD did not, however, define the scope of the project, nor did its project manager make accurate estimates of the costs, time and resources needed for completion of the project. As a result, eRPD failed to give the customers a system that was reliable and easy to use. Recently, on a very volatile trading day, customers could not log into their account. When
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Rachel, project manager always came to the office early for preparing the task as she was checking and responding the mails of client. This section has been done before the co-worker arrived to the office. Furthermore, Rachel was preparing the report before the meeting begins and then after the meeting, she was spending time for discussing the project assignments with other IS project manager, to keep the project in the right track. Moreover, she was monitoring the client manager about the process
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