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Please answer each discussion with 250 -300 words, APA style. DO NOT FORGET THE CITATION!!!! Then write a response to 2 students for each discussion week with 100 words min, and directed at them in a positive manner not in 3rd person! The other students discussion posts can also be used as an example on how your initial post should be done. So by the end of this assignment your should have done 1 discussions and 2 responses!!! pm511_discussion_2.docx Unformatted Attachment Preview Discussion week 2 Measuring Project Performance for Success Please answer each discussion with 250 -300 words, APA style. DO NOT FORGET THE CITATION!!!! Then write a response to 2 students for each discussion week with 100 words min, and directed at them in a positive manner not in 3rd person! The other students discussion posts can also be used as an example on how your initial post should be done. So by the end of this assignment your should have done 1 discussions and 2 responses!!! Discussion question 1. In Chapter 3 of the text, Mark Resch discusses key activities that take place in a project. There are many that he doesn’t touch on as well. Think about how much time needs to be spent on the activities he defined or others of which you are aware. Discuss what percentage of total project schedule time should be spent on those various activities and why you believe that. Note that there are lots of variables that could affect this, but share your thoughts. 2. In Chapter 4 of the text, Mark Resch discusses the development of a business case for a project. Who do you think needs to be involved in the development of such a case other than the Project Manager? What contribution would each of these people bring to the discussion? Discuss the relative importance – and influence – of the participants Student 1 for question #2 Tess ( needs a response directly at him not in a 3rd person, what u like about his post or agree with or disagree with, stay positive) ill post it once someone posts I think there needs to be everyone from the managers to the low level individuals involved in the business case selection and development. In my prior role, I essentially acted as our team’s product owner and was the gate keeper for five different teams before they could get something developed in our software or a new custom report created they had to prove their case to me. One of the teams in particular would have the end users or the people that the things we worked on most impacted come share the potential opportunities in their processes and also work with me to determine what the best response would be to help fix those. Together, we would prioritize their team’s work and oftentimes their manager would end up downgrading some of the requests that had initially been a high priority to him because he could see the bigger picture for his overall team and would choose the more high value items. When I was in that role, each team would get a time slot where I would have the business analyst and developer fly in one every other month for a new level set where we would review what each team had previously asked for, what we delivered within that prior two month period, any new items that had arisen, and prioritize what we should focus on next. At the end of all the meetings, myself and the third party representatives would meet and prioritize all of the team’s work against each other based on what we felt was going to have the biggest overall impact to the business. Sometimes this would frustrate some of the teams who felt that all of their items were high priority and high impact but I would share with all of the teams afterwards each other’s priorities and potential opportunities for time savings and that typically resolved any early frustration. Student 2 for question #1 Tavia ( needs a response directly at him not in a 3rd person, what u like about his post or agree with or disagree with, stay positive) ill post it once someone posts Figure 1.1 Project Management Lifecycle Frameworks (Resch, 2011) -Of the six project lifecycle frameworks identified by Resch, I am most familiar with frameworks 2 and 6. I view both as interchangeable as they seek to hone in on the planning and closing phases of the project. These two frameworks indicate that the majority of the time should be spent in these phases. The planning phase, in my view, is the most important phase of any project life framework and should be emphasized. Imagine executing a project that was planned poorly - better yet, imagine being on the receiving end of that project result. Looking back at Week I’s discussion board, we discussed our observations with companies that rush into projects and initiative with little planning – and suffer as a result. My focus was on Honicker Corp implementing an ERP system across its 4 newly acquired companies. The planning phase will ensure that Honicker takes into consideration the end-user, possible risks, addressing those risks, and successfully deploying a first-time quality ERP system. In a world where the traditional waterfall has become increasingly hard to deploy in large corporations, project managers (PM) have to employ a framework that allows them to be agile. That is, fail fast. By using frameworks 2 and 6, a PM can ensure that they have exhausted all possibilities in the planning process. For example, plan with the project team, conduct user-test simulations/prototyping before executing. The fail-fast ties closely with the close phase. This ensures that Honicker has tied all the loose ends, taken feedback, and adjusted the project accordingly. Using a 100\% scale, 10\% should be spent on concept/initiate, 40\% should be spent on planning, 20\% on execute/implementation, and 20\% on close. -References: 1. Resch, M. (2011). Strategic project management transformation: Delivering maximum ROI & sustainable business value. Plantation, FL: J. Ross Publishing. (ISBN: 9781604270648) ... Purchase answer to see full attachment