Fluent Essays

BADM 634 - Initiating the Project  Project Charter – Residency Weekend Develop a professional project charter for assigned hypothetical project scenario (below). PART 1: PROJECT CHARTER DEVEOPMENT 1.) Create each section of a charter for a sample project using given project information provided below. 2.) Constructing the project charter:   The sponsor and project team typically work together. In practice, often the team prepares the first draft and then discusses with sponsor. For this exercise the project charter is being designed by the team to present to the sponsor in order to secure a contract for the project. a. Provide a descriptive title to you event that provides detail as to what the project entails. b. Develop scope overview and business case: This is the “elevator speech” – a half minute summary of the project or approximately 100 words. c. Provide a background of what is going to be accomplished and why. d. Develop detailed team operating principles. e. Identify Stakeholders. Create a Stakeholder Register with all primary stakeholders. (Use Exhibit 6.4 as template) f. Create a detailed Communication Plan for stakeholders. (Use Exhibit 6.9 as template) g. Provide a project scope statement. (Use Exhibit 7.4 as template) i. Identify Deliverables and Acceptance Criteria. Use SMART criteria in development of these elements. 1. Deliverables are smaller projects that when combined make up the overall project. Project Charter and Project Plan are not Deliverables. Documents and research are not Deliverables. ii. Identify all assumptions and constraints  h. Create a detailed WBS with Activity List. Use SMART criteria in creating the WBS. (Use Exhibit 7.12 as template) i. Activities, or tasks, are the smallest work packages identifiable within a Deliverable. 1. Draft your Activities as a state of completion and not as “on-going”. a. For example, “Secure 300 folding chairs” provides a definitive statement of how many chairs are needed and can also be “check off” the list when 300 chairs are secured. However, “Find folding chairs” is an on-going process with no end and no specific amount assigned. b. Avoid words that end in “ing” as this represents on-going activity. 2. The Activity list should read like a check list. A project team member can readily review the situation and identify whether the task has been completed or not and can “check it off” the list. i. Provide a detailed Risk Register for identified risks. (Use Exhibit 11.9 as template) i. These should be known unknowns and not potential risks that can be planned for within the planning phase. These are typically low probability/high impact events or high probability/low impact events. j. Provide a detailed Milestone Schedule k. Create a RACI chart based on your Stakeholder Register. (Use Exhibit 9.5 as template) l. Provide a detailed budget.  i. Include a detailed budget justification narrative explaining how you compiled the budget estimates and why these costs need to be included in the budget. m. Create a Glossary that defines the following concepts (or terms) as well as any others that may need to be explained or defined within the Project Charter. Thoroughly define and explain these concepts (or terms) as well as any of the other concepts or terms that may need to be explained that appear in your Project Charter. This is a professional document so citing is not necessary, but you must utilize your own words to define/describe the concepts or terms. i. title ii. scope iii. business case iv. background v. project vision, vi. enterprise environmental factors, vii. organizational process assets,  viii. objectives,  ix. stakeholder list, x. team operating principals,  xi. milestones, xii. communication plan xiii. project risk planning,  xiv. assumptions,  xv. constraints  xvi. organization and implementation plan. xvii. Any and all terms that may need to be defined that appear in the Project Charter n. Create a signature page ASSIGNMENT DETAILS:  As your team prepares the project charter, please attend to the following additional guidelines: 1) Format of the Project Charter is at the discretion of the project team but must look professional. Completed Project Charter must be submitted as a single document (Word or PDF). All portions must be legible (inserted charts from Excel must be easily read).  2) All sections need to be easily reviewed. And tools created clear and concise. 3) Tools should be organized in a logical framework. 4) Proofread the document carefully before submission! 5) Project Charter will be submitted only by the Group Leader or designee. Project Charter Details Hypothetical Scenario: The non-profit organization One World, One Community, a non-profit promoting the introduction of lessor known cultural festivals and holiday celebrations throughout the United States, has selected the University of the Cumberlands to provide project management services to plan some of its events for the year 2022. The University has approached your group to identify and potentially project manage one of these events. Your group, if selected, will be provided an initial seed grant of $25,000 to plan the event. However, you will be expected to raise enough funding to put on the event through donations, sponsorships and other fund-raising methods which must be identified within the project charter. Your professional project charter will determine whether your project group is selected to continue with this project or not. Project baseline considerations:  What is the cultural event you have      selected and where will it be held? City and specific site(s). Why this city? Why this site?  How long will it last? Indoors or outdoors? Single site or multiple sites? What form will the event take?  Will there be multiple events        associated? The purpose of these events is to      introduce residents to a cultural event that may not be familiar to them.      Identify a unique cultural event that is not well-known among the      population. Establish a budget to demonstrate all      potential costs have been considered and are included. This should include      revenue streams and all potential expenses. Source costs from websites or other      Internet resources. If no specific costs can be identified then use local      tourism or convention bureau websites to get rough estimates. This process      needs to be detailed in the budget justification narrative. A list of the major deliverables from the      project are thoroughly described. Specific reviews: The Project Charter      will be reviewed by the project team and approved. Follow SMART protocol throughout. The final approval will be the Sponsor (Course      Instructor). Project Knowns:  The cultural event needs to be held in a      city where no similar major event is held. For example. You would not hold      an Oktoberfest event in Cincinnati, Mardi Gras in New Orleans, or St.      Patrick’s Day event in Chicago as these events are already the largest in      the United States for these cultural events, plus these are common      celebrations that are held in many cities and are well-known to most of      the population. However, you should research these to       get ideas for what form your event will take. The dates of the event must occur      sometime in 2022 and should be around the traditional dates of the      cultural event if there is a traditional date associated. Potential constraint: An event early in       the year will not provide as much time needed to plan and execute as one       later in the year.  The COVID-19 pandemic has ended and will not be a contributing factor for this project. This will not be a      constraint and should not be considered within the scope of the project. There is no set budget assigned to the      project. The project team will need to create a detailed budget proposal      as cost and feasibility of fund generation for the event will be criteria      used for officially selecting the project team to proceed. Students will utilize detailed Internet      research to establish potential costs. Constraints: It is important to define      any and all constraints on the project or those working on the project. BADM 634 - Initiating the Project Project Sales Pitch Presentation – One World, One Community Develop an 8–10 minute sales pitch presentation for your cultural event proposal. PART 2: POWER POINT PITCH PRESENTATION 1) Prepare a Power Point Presentation that will serve as a “sales pitch” to convince the project sponsors to select your project for implementation and funding. This is a presentation of your proposed event; not the project charter. While some elements contained in the project charter may be included this should highlight the event and not the document. 2) Presentation should contain 10 slides of information in total (title page and any non-informative pages will not count toward total). 3) Do not present the Project Charter; present the actual event as envisioned by your team. The Sponsor’s selection of your project team will be based upon the completed Project Charter and this informative presentation of the project team’s vision for the event. The Power Point should be considered a “sales pitch”. Recommendations for Power Point: 1) Do not just copy and paste information from the Project Charter. The Power Point presentation is to be utilized to gain the Sponsor’s interest for your project not present the Project Charter. 2) Power Points need to be more visual then textual. If slide is primarily information listed in text format your audience will quickly read the slide and ignore what you are actually saying. Slides should contain visual renditions of the information being provided by the speaker whenever possible (which will be reflected in the detailed speaker’s notes included). 3) Charts and graphs are usually good visual inclusions. Pictures of proposed sites or representations of elements of the event are also beneficial. 4) Slides (and any text) must be legible to a person in the back row of a meeting room. 5) Font type and size should be consistent throughout. 6) This presentation should “grab” the sponsor’s attention and make them excited about your project proposal. BADM 634 - Initiating the Project Project Charter – Residency Weekend Develop a professional project charter for assigned hypothetical project scenario (below). PART 1: PROJECT CHARTER DEVEOPMENT 1.) Create each section of a charter for a sample project using given project information provided below. 2.) Constructing the project charter: The sponsor and project team typically work together. In practice, often the team prepares the first draft and then discusses with sponsor. For this exercise the project charter is being designed by the team to present to the sponsor in order to secure a contract for the project. a. Provide a descriptive title to you event that provides detail as to what the project entails. b. Develop scope overview and business case: This is the “elevator speech” – a half minute summary of the project or approximately 100 words. c. Provide a background of what is going to be accomplished and why. d. Develop detailed team operating principles. e. Identify Stakeholders. Create a Stakeholder Register with all primary stakeholders. (Use Exhibit 6.4 as template) f. Create a detailed Communication Plan for stakeholders. (Use Exhibit 6.9 as template) g. Provide a project scope statement. (Use Exhibit 7.4 as template) i. Identify Deliverables and Acceptance Criteria. Use SMART criteria in development of these elements. 1. Deliverables are smaller projects that when combined make up the overall project. Project Charter and Project Plan are not Deliverables. Documents and research are not Deliverables. ii. Identify all assumptions and constraints h. Create a detailed WBS with Activity List. Use SMART criteria in creating the WBS. (Use Exhibit 7.12 as template) i. Activities, or tasks, are the smallest work packages identifiable within a Deliverable. 1. Draft your Activities as a state of completion and not as “on-going”. a. For example, “Secure 300 folding chairs” provides a definitive statement of how many chairs are needed and can also be “check off” the list when 300 chairs are secured. However, “Find folding chairs” is an on-going process with no end and no specific amount assigned. b. Avoid words that end in “ing” as this represents on-going activity. 2. The Activity list should read like a check list. A project team member can readily review the situation and identify whether the task has been completed or not and can “check it off” the list. i. Provide a detailed Risk Register for identified risks. (Use Exhibit 11.9 as template) i. These should be known unknowns and not potential risks that can be planned for within the planning phase. These are typically low probability/high impact events or high probability/low impact events. j. Provide a detailed Milestone Schedule k. Create a RACI chart based on your Stakeholder Register. (Use Exhibit 9.5 as template) l. Provide a detailed budget. i. Include a detailed budget justification narrative explaining how you compiled the budget estimates and why these costs need to be included in the budget. m. Create a Glossary that defines the following concepts (or terms) as well as any others that may need to be explained or defined within the Project Charter. Thoroughly define and explain these concepts (or terms) as well as any of the other concepts or terms that may need to be explained that appear in your Project Charter. This is a professional document so citing is not necessary, but you must utilize your own words to define/describe the concepts or terms. i. title ii. scope iii. business case iv. background v. project vision, vi. enterprise environmental factors, vii. organizational process assets, viii. objectives, ix. stakeholder list, x. team operating principals, xi. milestones, xii. communication plan xiii. project risk planning, xiv. assumptions, xv. constraints xvi. organization and implementation plan. xvii. Any and all terms that may need to be defined that appear in the Project Charter n. Create a signature page ASSIGNMENT DETAILS: As your team prepares the project charter, please attend to the following additional guidelines: 1) Format of the Project Charter is at the discretion of the project team but must look professional. Completed Project Charter must be submitted as a single document (Word or PDF). All portions must be legible (inserted charts from Excel must be easily read). 2) All sections need to be easily reviewed. And tools created clear and concise. 3) Tools should be organized in a logical framework. 4) Proofread the document carefully before submission! 5) Project Charter will be submitted only by the Group Leader or designee. Project Charter Details Hypothetical Scenario: The non-profit organization One World, One Community, a non-profit promoting the introduction of lessor known cultural festivals and holiday celebrations throughout the United States, has selected the University of the Cumberlands to provide project management services to plan some of its events for the year 2022. The University has approached your group to identify and potentially project manage one of these events. Your group, if selected, will be provided an initial seed grant of $25,000 to plan the event. However, you will be expected to raise enough funding to put on the event through donations, sponsorships and other fund-raising methods which must be identified within the project charter. Your professional project charter will determine whether your project group is selected to continue with this project or not. Project baseline considerations: · What is the cultural event you have selected and where will it be held? City and specific site(s). · Why this city? · Why this site? · How long will it last? · Indoors or outdoors? · Single site or multiple sites? · What form will the event take? · Will there be multiple events associated? · The purpose of these events is to introduce residents to a cultural event that may not be familiar to them. Identify a unique cultural event that is not well-known among the population. · Establish a budget to demonstrate all potential costs have been considered and are included. This should include revenue streams and all potential expenses. · Source costs from websites or other Internet resources. If no specific costs can be identified then use local tourism or convention bureau websites to get rough estimates. This process needs to be detailed in the budget justification narrative. · A list of the major deliverables from the project are thoroughly described. · Specific reviews: The Project Charter will be reviewed by the project team and approved. · Follow SMART protocol throughout. · The final approval will be the Sponsor (Course Instructor). Project Knowns: · The cultural event needs to be held in a city where no similar major event is held. For example. You would not hold an Oktoberfest event in Cincinnati, Mardi Gras in New Orleans, or St. Patrick’s Day event in Chicago as these events are already the largest in the United States for these cultural events, plus these are common celebrations that are held in many cities and are well-known to most of the population. · However, you should research these to get ideas for what form your event will take. · The dates of the event must occur sometime in 2022 and should be around the traditional dates of the cultural event if there is a traditional date associated. · Potential constraint: An event early in the year will not provide as much time needed to plan and execute as one later in the year. · The COVID-19 pandemic has ended and will not be a contributing factor for this project. This will not be a constraint and should not be considered within the scope of the project. · There is no set budget assigned to the project. The project team will need to create a detailed budget proposal as cost and feasibility of fund generation for the event will be criteria used for officially selecting the project team to proceed. · Students will utilize detailed Internet research to establish potential costs. · Constraints: It is important to define any and all constraints on the project or those working on the project. Contemporary Project Management Timothy J. Kloppenborg • Vittal Anantatmula • Kathryn N. Wells F O U R T H E D I T I O N Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 MS Project 2016 Instructions in Contemporary Project Management 4e Chapter MS Project 3 MS Project 2016 Introduction Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector Setting Up Your First Project Auto schedule, start date, identifying information, summary row Create Milestone Schedule Key milestones, zero duration, must finish on, information 7 Set Up a Work Breakdown Structure (WBS) Understand the WBS definitions and displays Enter WBS Elements (tasks), Create the outline, Insert WBS Code Identifier column, Hide or show subtasks detail 8 Using MS Project for Critical Path Schedules Set Up the Project Schedule Set or update the project start date, Define organization’s working and nonworking time Build the Network Diagram and Identify the Critical Path Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task duration estimates, identify the critical path, understand the network diagram view Display and Print Schedules 9 Define Resources Resource views, max units, resource calendars Assigning Resources Basic assignment, modify an assignment Identify Overallocated Resources Resource usage and Detailed Gantt views together Overallocated Resources Finding overallocated resources, dealing with overallocations Crashing a Critical Path Activity 10 Develop Bottom-up Project Budget Assignment costs, task costs, various cost perspectives Develop Summary Project Budget 12 Baseline the Project Plan First time baseline, subsequent baselines, viewing variances 14 Using MS Project to Monitor and Control Projects What Makes a Schedule Useful? How MS Project recalculates based on reported actuals, current and future impacts of variances, define the performance update process (who, what, when) Steps to Update the Project Schedule Acquire performance data, set and display status date, Enter duration-based performance data, reschedule remaining work, revise future estimates 15 Close Project Creating project progress reports, sharing reports, export a report to MS Excel, archive project work, capture and publish lessons learned Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 PMBOK® Guide 6e Coverage in Contemporary Project Management 4e The numbers refer to the text page where the process is defined. Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42 PMBOK® Guide, 6th ed. Coverage Knowledge Areas Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group Project Integration Management Develop Project Charter 60–79 Develop Project Management Plan 409–410 Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508 Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463 Close Project or Phase 503, 508–511 Project Scope Management Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229 Validate Scope 500–501 Control Scope 475–476 Project Schedule Management Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267 Control Schedule 476–480 Project Cost Management Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344 Control Costs 345, 476–480 Project Quality Management Plan Quality Management 401–404 Manage Quality 404–406, 469–474 Control Quality 406–409, 469–474 Project Resources Management Plan Resource Management 290–295 Estimate Activity Resources 290 Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161 Control Resources 476 Project Com- munications Management Plan Communications Management 188–192 Manage Communications 193–199, 465–467 Monitor Communications 467–468 Project Risk Management Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377 Implement Risk Responses 464–465 Monitor Risks 463–464 Project Procurement Management Plan Procurement Management 431–433, 438–441 Conduct Procurements 434–438 Control Procurments 441 Project Stake- holder Management Identify Stakehold- ers 75–77, 178–184 Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188 Monitor Stakeholder Engagement 188 Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th ed. (Newtown Square, PA: Project Management Institute, Inc., 2017): 31. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 Contemporary Project Management ORGANIZE LEAD PLAN PERFORM FOURTH EDITION TIMOTHY J. KLOPPENBORG Xavier University VITTAL ANANTATMULA Western Carolina University KATHRYN N. WELLS Keller Williams Real Estate Australia • Brazil • Mexico • Singapore • United Kingdom • United States Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Important Notice: Media content referenced within the product description or the product text may not be available in the eBook version. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 Contemporary Project Management, Fourth Edition Timothy J. Kloppenborg 2019 2015 Cengage Learning Customer & Sales Support, 1-800-354-9706 www.cengage.com/permissions [email protected] 2017947974 978 1 337 40645 1 Cengage Learning 20 02210 40 125 www.cengage.com. www.cengage.com www.cengagebrain.com Printed in the United States of America Print Number: 01 Print Year: 2017 Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 MS Project 2016 Instructions in Contemporary Project Management 4e Chapter MS Project 3 MS Project 2016 Introduction Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector Setting Up Your First Project Auto schedule, start date, identifying information, summary row Create Milestone Schedule Key milestones, zero duration, must finish on, information 7 Set Up a Work Breakdown Structure (WBS) Understand the WBS definitions and displays Enter WBS Elements (tasks), Create the outline, Insert WBS Code Identifier column, Hide or show subtasks detail 8 Using MS Project for Critical Path Schedules Set Up the Project Schedule Set or update the project start date, Define organization’s working and nonworking time Build the Network Diagram and Identify the Critical Path Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task duration estimates, identify the critical path, understand the network diagram view Display and Print Schedules 9 Define Resources Resource views, max units, resource calendars Assigning Resources Basic assignment, modify an assignment Identify Overallocated Resources Resource usage and Detailed Gantt views together Overallocated Resources Finding overallocated resources, dealing with overallocations Crashing a Critical Path Activity 10 Develop Bottom-up Project Budget Assignment costs, task costs, various cost perspectives Develop Summary Project Budget 12 Baseline the Project Plan First time baseline, subsequent baselines, viewing variances 14 Using MS Project to Monitor and Control Projects What Makes a Schedule Useful? How MS Project recalculates based on reported actuals, current and future impacts of variances, define the performance update process (who, what, when) Steps to Update the Project Schedule Acquire performance data, set and display status date, Enter duration-based performance data, reschedule remaining work, revise future estimates 15 Close Project Creating project progress reports, sharing reports, export a report to MS Excel, archive project work, capture and publish lessons learned Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 PMBOK® Guide 6e Coverage in Contemporary Project Management 4e The numbers refer to the text page where the process is defined. Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42 PMBOK® Guide, 6th ed. Coverage Knowledge Areas Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group Project Integration Management Develop Project Charter 60–79 Develop Project Management Plan 409–410 Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508 Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463 Close Project or Phase 503, 508–511 Project Scope Management Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229 Validate Scope 500–501 Control Scope 475–476 Project Schedule Management Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267 Control Schedule 476–480 Project Cost Management Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344 Control Costs 345, 476–480 Project Quality Management Plan Quality Management 401–404 Manage Quality 404–406, 469–474 Control Quality 406–409, 469–474 Project Resources Management Plan Resource Management 290–295 Estimate Activity Resources 290 Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161 Control Resources 476 Project Com- munications Management Plan Communications Management 188–192 Manage Communications 193–199, 465–467 Monitor Communications 467–468 Project Risk Management Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377 Implement Risk Responses 464–465 Monitor Risks 463–464 Project Procurement Management Plan Procurement Management 431–433, 438–441 Conduct Procurements 434–438 Control Procurments 441 Project Stake- holder Management Identify Stakehold- ers 75–77, 178–184 Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188 Monitor Stakeholder Engagement 188 Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6th ed. (Newtown Square, PA: Project Management Institute, Inc., 2017): 31. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 Brief Contents Preface xx About the Authors xxix PART 1 Organizing Projects 1 Introduction to Project Management 2 2 Project Selection and Prioritization 32 3 Chartering Projects 60 PART 2 Leading Projects 4 Organizational Capability: Structure, Culture, and Roles 100 5 Leading and Managing Project Teams 136 6 Stakeholder Analysis and Communication Planning 176 PART 3 Planning Projects 7 Scope Planning 210 8 Scheduling Projects 244 9 Resourcing Projects 286 10 Budgeting Projects 328 11 Project Risk Planning 358 12 Project Quality Planning and Project Kickoff 386 PART 4 Performing Projects 13 Project Supply Chain Management 426 14 Determining Project Progress and Results 456 15 Finishing the Project and Realizing the Benefits 498 Appendix A PMP and CAPM Exam Prep Suggestions 522 Appendix B Agile Differences Covered 527 Appendix C Answers to Selected Exercises 532 Appendix D Project Deliverables 537 Appendix E Strengths Themes As Used in Project Management [Available Online] Index 539 v Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 Requirements Documents 13.1 Identify Stakeholders Stakeholder Register Stakeholder Engagement Assessment Matrix Integration Scope Schedule Cost Quality Resources Communication Risk Procurement Stakeholders 12.1 Plan Procurement Management 11.1 Plan Risk Management 10.1 Plan Communications Management 9.1 Plan Resource Management 8.1 Plan Quality Management 7.1 Plan Cost Management 6.1 Plan Schedule Management 5.1 Plan Scope Management Duration Estimates Scope Statement Activity List Milestone List Network 4.1 Develop Project Charter Charter Assumptions Log Cost Baseline Resource Requirements RACI Team Charter Quality Mgt. Plan Communications Matrix Risk Register Bid Documents Make or Buy Analysis 6.5 Develop Schedule Schedule Baseline 5.2 Collect Requirements 5.4 Create WBS Scope 4.2 Develop Project Management Plan Activities 9.2 Estimate Activity Resources 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 13.2 Plan Stakeholders Engagement 6.4 Estimate activity Durations 7.3 Determine Budget 7.2 Estimate Costs 6.3 Sequence Activities 1.2 Foundational Elements 2.4 Organizational Systems 3.4 Project Manager Competencies Selecting Projects Project Customer Tradeoff Matrix Life Cycle and Development Approach Elevator Pitch Leader Roles and Responsibilities Project Selection and Prioritization Matrix Project Resource Assignment Matrix Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 11.6 Implement Risk Responses 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement 4.3 Direct and Manage Project Work 4.4 Manage Project Knowledge Scope Baseline with WBS Resource Histogram Project Crashing Retrospectives Closure Documents Customer Feedback Transition Plan Scope Backlog Burn Down/Up Charts Quality Reports s Analysis Realizing s PM Plan Baselines Life Cycle and Development Approach 4.7 Close Project or Phase 6.6 Control Schedule Earned Value Analysis 7.4 Control Costs 5.6 Control Scope 5.5 Validate Scope 8.2 Manage Quality 9.3 Acquire Resources 9.4 Develop Team 9.6 Control Resources 9.5 Manage Team 8.3 Control Quality Change Requests 10.2 Manage Communications 11.7 Monitor Risks 10.3 Monitor Communications Team Assignments Team Assessments Agendas Minutes Issues Log Meeting Evaluation Progress Report 12.2 Conduct Procurements 12.3 Control Procurements Source Selection Matrix Lessons Learned Register Quality Measurements 4.6 Perform Integrated Change Control 4.5 Monitor and Control Project Work Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 Contents Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xx About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxix PART 1 Organizing Projects CHAPTER 1 Introduction to Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 1.1 What Is a Project? 3 1.2 History of Project Management 5 1.3 How Can Project Work Be Described? 6 1.3a Projects versus Operations 6 / 1.3b Soft Skills and Hard Skills 7 / 1.3c Authority and Responsibility 7 / 1.3d Project Life Cycle 7 1.4 Understanding Projects 10 1.4a Project Management Institute 10 / 1.4b Project Management Body of Knowledge (PMBOK®) 10 / 1.4c The PMI Talent Triangle 11 / 1.4d Selecting and Prioritizing Projects 14 / 1.4e Project Goals and Constraints 14 / 1.4f Defining Project Success and Failure 15 / 1.4g Using Microsoft Project to Help Plan and Measure Projects 16 / 1.4h Types of Projects 16 / 1.4i Scalability of Project Tools 17 1.5 Project Roles 17 1.5a Project Executive-Level Roles 18 / 1.5b Project Management-Level Roles 19 / 1.5c Project Associate-Level Roles 20 1.6 Overview of the Book 20 1.6a Part 1: Organizing and Initiating Projects 20 / 1.6b Part 2: Leading Projects 21 / 1.6c Part 3: Planning Projects 21 / 1.6d Part 4: Performing Projects 23 PMP/CAPM Study Ideas 23 Summary 24 Key Terms Consistent with PMI Standards and Guides 24 Chapter Review Questions 25 Discussion Questions 25 PMBOK® Guide Questions 26 Integrated Example Projects 27 Suburban Homes Construction Project 27 Casa DE PAZ Development Project 28 Semester Project Instructions 28 Project Management in Action 29 References 30 Endnotes 31 viii Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 CHAPTER 2 Project Selection and Prioritization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 2.1 Strategic Planning Process 33 2.1a Strategic Analysis 33 / 2.1b Guiding Principles 34 / 2.1c Strategic Objectives 36 / 2.1d Flow-Down Objectives 37 2.2 Portfolio Management 37 2.2a Portfolios 38 / 2.2b Programs 39 / 2.2c Projects and Subprojects 39 / 2.2d Assessing an Organization’s Ability to Perform Projects 42 / 2.2e Identifying Potential Projects 42 / 2.2f Using a Cost-Benefit Analysis Model to Select Projects 43 / 2.2g Using a Scoring Model to Select Projects 45 / 2.2h Prioritizing Projects 48 / 2.2i Resourcing Projects 48 2.3 Securing Projects 49 2.3a Identify Potential Project Opportunities 50 / 2.3b Determine Which Opportunities to Pursue 50 / 2.3c Prepare and Submit a Project Proposal 51 / 2.3d Negotiate to Secure the Project 51 PMP/CAPM Study Ideas 52 Summary 52 Key Terms Consistent with PMI Standards and Guides 52 Chapter Review Questions 53 Discussion Questions 53 PMBOK® Guide Questions 53 Exercises 54 Integrated Example Projects 55 Casa DE PAZ Development Project 56 Semester Project Instructions 56 Project Management in Action 57 References 58 Endnotes 59 CHAPTER 3 Chartering Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60 3.1 What Is a Project Charter? 62 3.2 Why Is a Project Charter Used? 63 3.3 When Is a Charter Needed? 64 3.4 Typical Elements in a Project Charter 65 3.4a Title 65 / 3.4b Scope Overview 65 / 3.4c Business Case 66 / 3.4d Background 66 / 3.4e Milestone Schedule with Acceptance Criteria 66 / 3.4f Risks, Assumptions, and Constraints 67 / 3.4g Resource Estimates 69 / 3.4h Stakeholder List 69 / 3.4i Team Operating Principles 69 / 3.4j Lessons Learned 70 / 3.4k Signatures and Commitment 70 3.5 Constructing a Project Charter 70 3.5a Scope Overview and Business Case Instructions 70 / 3.5b Background Instructions 71 / 3.5c Milestone Schedule with Acceptance Criteria Instructions 72 / 3.5d Risks, Assumptions, and Constraints Instructions 75 / 3.5e Resources Needed Instructions 75 / 3.5f Stakeholder List Instructions 75 / Contents ix Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 3.5g Team Operating Principles Instructions 77 / 3.5h Lessons Learned Instructions 77 / 3.5i Signatures and Commitment Instructions 78 3.6 Ratifying the Project Charter 79 3.7 Starting a Project Using Microsoft Project 79 3.7a MS Project 2016 Introduction 80 / 3.7b Setting up Your First Project 81 / 3.7c Define Your Project 82 / 3.7d Create a Milestone Schedule 83 PMP/CAPM Study Ideas 88 Summary 88 Key Terms Consistent with PMI Standards and Guides 88 Chapter Review Questions 89 Discussion Questions 89 PMBOK® Guide Questions 89 Exercises 90 Integrated Example Projects 91 Casa DE PAZ Development Project 93 Semester Project Instructions 93 Project Management in Action 93 References 96 Endnotes 97 PART 2 Leading Projects CHAPTER 4 Organizational Capability: Structure, Culture, and Roles . . . . . . . . . . . . . . . . . . . . . 100 4.1 Types of Organizational Structures 103 4.1a Functional 103 / 4.1b Projectized 104 / 4.1c Matrix 105 4.2 Organizational Culture and Its Impact on Projects 109 4.2a Culture of the Parent Organization 110 / 4.2b Project Cultural Norms 111 4.3 Project Life Cycles 111 4.3a Define-Measure-Analyze-Improve-Control (DMAIC) Model 112 / 4.3b Research and Development (R&D) Project Life Cycle Model 113 / 4.3c Construction Project Life Cycle Model 113 / 4.3d Agile Project Life Cycle Model 113 4.4 Agile Project Management 114 4.4a What Is Agile? 114 / 4.4b Why Use Agile? 114 / 4.4c What Is an Agile Mindset? 114 / 4.4d What Are the Key Roles in Agile Projects? 115 / 4.4e How Do You Start an Agile Project? 115 / 4.4f How Do You Continue an Agile Project? 115 / 4.4g What Is Needed for Agile to Be Successful? 116 4.5 Traditional Project Executive Roles 116 4.5a Steering Team 116 / 4.5b Sponsor 117 / 4.5c Customer 119 / 4.5d Chief Projects Officer/Project Management Office 121 4.6 Traditional Project Management Roles 121 4.6a Functional Manager 121 / 4.6b Project Manager 122 / 4.6c Facilitator 124 4.7 Traditional Project Team Roles 126 4.7a Core Team Members 126 / 4.7b Subject Matter Experts 126 x Contents Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 4.8 Role Differences on Agile Projects 126 PMP/CAPM Study Ideas 128 Summary 128 Key Terms Consistent with PMI Standards and Guides 128 Chapter Review Questions 129 Discussion Questions 129 PMBOK® Guide Questions 129 Exercises 130 Integrated Example Projects 130 Casa DE PAZ Development Project 131 Semester Project Instructions 131 Project Management in … BADM 634 - Initiating the Project Project Sales Pitch Presentation – One World, One Community Develop an 8–10 minute sales pitch presentation for your cultural event proposal. PART 2: POWER POINT PITCH PRESENTATION 1) Prepare a Power Point Presentation that will serve as a “sales pitch” to convince the project sponsors to select your project for implementation and funding. This is a presentation of your proposed event; not the project charter. While some elements contained in the project charter may be included this should highlight the event and not the document. 2) Presentation should contain 10 slides of information in total (title page and any non-informative pages will not count toward total). 3) Do not present the Project Charter; present the actual event as envisioned by your team. The Sponsor’s selection of your project team will be based upon the completed Project Charter and this informative presentation of the project team’s vision for the event. The Power Point should be considered a “sales pitch”. Recommendations for Power Point: 1) Do not just copy and paste information from the Project Charter. The Power Point presentation is to be utilized to gain the Sponsor’s interest for your project not present the Project Charter. 2) Power Points need to be more visual then textual. If slide is primarily information listed in text format your audience will quickly read the slide and ignore what you are actually saying. Slides should contain visual renditions of the information being provided by the speaker whenever possible (which will be reflected in the detailed speaker’s notes included). 3) Charts and graphs are usually good visual inclusions. Pictures of proposed sites or representations of elements of the event are also beneficial. 4) Slides (and any text) must be legible to a person in the back row of a meeting room. 5) Font type and size should be consistent throughout. 6) This presentation should “grab” the sponsor’s attention and make them excited about your project proposal.