Fluent Essays

see attachment RACI Matrix example Responsible Accountable Consulted Informed Project Tasks Product Manager UI Designer Content Writer Financial Analyst Design Director VP of Product VP of Design CTO CEO Initiation Phase Financial Study R A I I C Feasability Study R A I I I Planning Phase Technology Recommendations R C A I Financial Plan R A I I I Sprint Plan R A Execution Phase Design UI R A I C I I Write Content R A Create Mockup R C I A I I I Control Phase User Testing R A I I I Close Phase Create Lessons Learned R A Create Closure Report R A I I I How to Use the RACI Matrix Temp How to Use the RACI Matrix Template The RACI matrix template is tool to help everyone in the project know what their role is, so they can work better together. Step 1: List the Project Tasks In column 1, beneath the “Project Tasks” header, you will list all of the tasks that will be completed as part of this project. In our example, we broke the tasks down into the different project phases in order to keep things more organized. If you wish, you can remove the project phases and instead just do a large list of tasks, but we’ve found the project phases to be helpful. Step 2: List All of Your Team Members Next, locate the light blue bar. Going from left to right, we are going to add all of your team members to this section. Include every person in your organization, even if they won’t be working directly on the project, because stakeholders are an important part of this document too. We find it helpful to use the job title / role in this section, but you could also use team member names instead. We tend to use job titles so that this document is useful to someone looking at the matrix who may not be familiar with everybody’s name. Step 3: Assign R,A,C,I to Each Task Locate your first task of the project (this should be whichever task you have listed highest in Column A.) Once you’ve located your first task, move across the matrix to the right, deciding who will be (R) Responsible for executing the work on this particular task. Remember, R is for the person who will actually be performing the work on this task.  Continue moving to the right, and next you will choose who will be (A) Accountable for this task. The person who you label as (A) Accountable is the person who will be responsible for ensuring that the task is done properly and in a timely manner.  Next, you will decide who will be (C) Consulted on this task. Remember, (C) means that a person will be asked for help or advice on a task, and they will work with the responsible team member to complete the task. In some cases, you will not have a C for a task and that’s OK. Finally, for each task you will decide who is the stakeholder for the task. The stakeholder will be labeled as (I) Informed. If someone is labeled (I) for this task, they will be updated about the progress of the task, but they will not have direct feedback going back to the person responsible for the task. An informed person is a one way communication, as compared to a consulted person who has two-way communication about the task. Most tasks will have an informed person, however there will be some cases where there is no I needed. Step 4: Share the Document Once your RACI chart is fully filled out, it is important to share the document with all of the team members on this project. This is an important step because a RACI matrix is most helpful when each team member understands exactly what their role is at each step of the project. RACI Matrix Template Responsible Accountable Consulted Informed Project Activities Outcome 1 Outcome 2 Outcome 3 Developing a Risk Response Plan 283 Project Case Study: New Kitchen Heaven Retail Store Ricardo knocks on your office door and asks whether you have a few minutes to talk. “Of course,” you reply, and he takes a seat on one of the comfy chairs at the conference table. You have a feeling this might take a while. “I think you should know that I’m concerned about the availability of the T1 line. I’ve already put in the call to get us on the list because, as I said last week, there’s a 30‐ to 45‐ day lead time on these orders.” “We’re only partway through the Planning processes. Do you need to order the T1 so soon? We don’t even know the store location yet,” you say. “Even though they say lead time is 30 to 45 days, I’ve waited as long as five or six months to get a T1 installed in the past. I know we’re really pushing for the early February store opening, so I thought I’d get the ball rolling now. What I need from you is the location address, and I’ll need that pretty quick.” “We’re narrowing down the choices between a couple of properties, so I should have that for you within the next couple of weeks. Is that soon enough?” “The sooner, the better,” Ricardo replies. “Great. I’m glad you stopped by, Ricardo. I wanted to talk with you about risk anyway, and you led us right into the discussion. Let me ask you, what probability would you assign to the T1 line installation happening six months from now?” “I’d say the probability for six months is low. It’s more likely that if there is a delay, it would be within a three‐ to four‐month time frame.” “If they didn’t get to it for six months, would it be a showstopper? In other words, is there some other way we could transfer Jill’s data until the T1 did get installed?” “Sure, we could use other methods. Jill won’t want to do that for very long, but workarounds are available.” “Good. Now, what about the risk for contractor availability and hardware availability and delivery schedules?” you ask. You and Ricardo go on to discuss the risks associated with the IT tasks. Later, you ask Jill and Jake the same kinds of questions and compile a list of risks. In addition, you review the project information for the Atlanta store opening because it’s similar in size Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-10-07 20:15:32. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 284 Chapter 6 ■ Risk Planning and scope to this store. You add the risks from that store opening to your list as well. You divide some of the risks into the following categories: IT, Facilities, and Retail. A sample portion of your list appears as follows, with overall assignments made based on Perform Qualitative Risk Analysis and the probability and impact matrix: ■ Category: IT ■ T1 line availability and installation. Risk score: Low ■ Contractor availability for Ethernet installation. Risk score: Medium ■ POS and server hardware availability. Risk score: Medium ■ Category: Facilities ■ Desirable location in the right price range. Risk score: High ■ Contractor availability for build‐out. Risk score: Low ■ Availability of fixtures and shelving. Risk score: Low ■ Category: Retail ■ Product availability. Risk score: Medium ■ Shipment dates for product. Risk score: Medium After examining the risks, you decide that response plans should be developed for the last two items listed under the IT source, the first item under Facilities, and both of the risks listed under Retail. Ricardo has already mitigated the T1 connection and installation risk by signing up several months ahead of the date when the installation is needed. The contractor availability can be handled with a contingency plan that specifies a backup contractor should the first choice not be available. For the POS terminals and hardware, you decide to use the transfer strategy. As part of the contract, you’ll require these vendors to deliver on time, and if they cannot, they’ll be required to provide and pay for rental equipment until they can get your gear delivered. The Facilities risk and Retail risks will be handled with a combination of acceptance, contingency plans, and mitigation. You’ve calculated the expected monetary value for several potential risk events. Two of them are detailed here. Desirable location has an expected monetary value of $780,000. The probability of choosing an incorrect or less than desirable location is 60 percent. The potential loss in sales is the difference between $2.5 million in sales per year that a high‐producing store generates versus $1.2 million in sales per year that an average store generates. Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-10-07 20:15:32. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Understanding How This Applies to Your Next Project 285 The expected monetary value of the product availability event is $50,000. The probability of the event occurring is 40 percent. The potential loss in sales is $125,000 for not opening the store in conjunction with the Home and Garden Show. Project Case Study Checklist ■ Plan Risk Management ■ Identify Risks ■ Documentation reviews ■ Information‐gathering techniques ■ Perform Qualitative Risk Analysis ■ Risk probability and impact ■ Probability and impact rating ■ List of prioritized risks ■ Perform Quantitative Risk Analysis ■ Interviewing ■ Expected monetary value ■ Plan Risk Responses ■ Avoidance, transference, mitigation, and acceptance strategies ■ Risk response plans documented Understanding How This Applies to Your Next Project Risk management, and all the processes it involves, is not a process I recommend you skip on a project of any size. This is where the Boy Scouts of America motto, “Be Prepared,” is wise advice. If you haven’t examined what could be lurking around the corner on your project and come up with a plan to deal with it, then you can be assured you’re in for some surprises. Then again, if you like living on the edge, never knowing what might occur next, you’ll probably find yourself back on the job‐hunting scene sooner than you planned (oh, wait, you didn’t plan because you’re living on the edge). In all seriousness, as with most of the Planning processes I’ve discussed so far, risk management should be scaled to match the complexity and size of your project. If you’re working on a small project with a handful of team members and a short timeline, it doesn’t make sense to spend a lot of time on risk planning. However, it does warrant spending Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-10-07 20:15:32. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 286 Chapter 6 ■ Risk Planning some time identifying project risk, determining impact and probability, and documenting a plan to deal with the risk. My favorite Identify Risks technique is brainstorming. I like its cousin the Nominal Group technique too. Both techniques help you quickly get to the risks with the greatest probability and impact because, more than likely, these are the first risks that come to mind. Identify Risks can also help the project team find alternative ways of completing the work of the project. Further digging and the ideas generated from initial identification might reveal opportunities or alternatives you wouldn’t have thought about during the regular Planning processes. After you’ve identified the risks with the greatest impact to the project, document response plans that are appropriate for the risk. Small projects might have only one or two risks that need a response plan. The plans might consist of only a sentence or two, depending on the size of the project. I would question a project where no risks require a response plan. If it seems too good to be true, it probably is. The avoid, transfer, and mitigate strategies are the most often used strategies to deal with risk, along with contingency planning. Of these, mitigation and contingency planning are probably the most common. Mitigation generally recognizes that the risk will likely occur and attempts to reduce the impact. I have used brainstorming and the Nominal Group technique to strategize response plans for risks on small projects. When you’re working on a small project, you can typically identify, quantify, and create response plans for risks at one meeting. Identifying positive risk, in my experience, is fairly rare. Typically, when my teams perform Identify Risks, it’s to determine what can go wrong and how bad the impact will be if it does. The most important concept from this chapter that you should apply to your next project is that you and your team should identify risks and create response plans to deal with the most significant ones. Summary Congratulations! You’ve completed another fun‐filled, action‐packed chapter, and all of it on a single topic—risk. Risk is inherent in all projects, and risks pose both threats to and opportunities for the project. Understanding the risks facing the project better equips you to determine the appropriate strategies to deal with those risks and helps you develop the response plans for the risks (and the level of effort you should put into preparing those plans). The Plan Risk Management process determines how you will plan for risks on your project. Its only output is the risk management plan, which details how you’ll define, monitor, and control risks throughout the project. The risk management plan is a subsidiary of the project management plan. The Identify Risks process seeks to identify and document the project risks using information‐gathering techniques such as brainstorming, the Delphi technique, Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-10-07 20:15:32. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Exam Essentials 287 interviewing, and root cause analysis. This list of risks gets recorded in the risk register, the only output of this process. Perform Qualitative Risk Analysis and Perform Quantitative Risk Analysis involve evaluating risks and assigning probability and impact values to them. Many tools and techniques are used during these processes, including risk probability and impact assessment, probability and impact matrix, interviewing, probability distributions, expert judgment, sensitivity analysis, decision tree analysis, and simulation. A probability and impact matrix uses the probability multiplied by the impact value to determine the risk score. The threshold of risk based on high, medium, and low tolerances is determined by comparing the risk score based on the probability level to the probability and impact matrix. Monte Carlo simulation is a technique used to quantify schedule or cost risks. Decision trees graphically display decisions and their various choices and outcomes, and they are typically used in combination with expected monetary value. The Plan Risk Responses process is the last Planning process and culminates with an update to the risk register documenting the risk response plans. The risk response plans detail the strategies you’ll use to respond to risk and assign individuals to manage each risk response. Risk response strategies for negative risks include avoidance, mitigation, and transference. Risk strategies for positive risks include exploit, share, and enhance. Acceptance is a strategy for both negative and positive risks. Contingency planning involves planning alternatives to deal with risk events should they occur. Contingency reserves are set aside to deal with risks associated with cost and time according to the stakeholder tolerance levels. Exam Essentials Be able to define the purpose of the risk management plan. The risk management plan describes how you will define, monitor, and control risks throughout the project. It details how risk management processes (including Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, and Control Risks) will be implemented, monitored, and controlled throughout the life of the project. It describes how you will manage risks but does not attempt to define responses to individual risks. The risk management plan is a subsidiary of the project management plan, and it’s the only output of the Plan Risk Management process. Be able to name the purpose of Identify Risks. The purpose of the Identify Risks process is to identify all risks that might impact the project and then document them and identify their characteristics. Be able to define the purpose of Perform Qualitative Risk Analysis. Perform Qualitative Risk Analysis determines the impact the identified risks will have on the project and the Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-10-07 20:15:32. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Introducing the Kitchen Heaven Project Case Study 83 Once the stakeholder assessment is complete, you should devise a plan to deal with any potential impacts and/or potential strategies for gaining their support. Remember that the definition of a successful project is one that accomplishes the goals of the project and meets stakeholders’ expectations. Understand and document those expectations and you’re off to a good start. Stakeholder Register and Strategy Stakeholder register is the only output of this process. The stakeholder register contains the information we discussed earlier about the stakeholder register template. In addition to the elements we already discussed, the stakeholder register should contain at least the following details, according to the PMBOK® Guide: Identifying Information This includes items such as contact information, department, role in the project, and so on. Assessment Information This includes elements regarding influence, expectations, key requirements, and when the stakeholder involvement is most critical. Stakeholder Classification Stakeholders can be classified according to their relationship to the organization (internal or external, for example) and, more important, whether they support the project, are resistant to the project, or have no opinion. Remember that project documents are usually easily accessible by the project team and stakeholders. Use caution when documenting sensitive information regarding a stakeholder and your strategy for dealing with that stakeholder because it could become public knowledge. Introducing the Kitchen Heaven Project Case Study This chapter introduces a case study that we’ll follow throughout the remainder of the book. The case study is updated at the end of every chapter. It’s designed to show you how a project manager might apply the material covered in the chapter to a real‐life project. As happens in real life, not every detail of every process is followed during all projects. Remember that the processes from the PMBOK® Guide that I’ll cover in the remaining chapters are project management guidelines. You will often combine processes during your projects, which will allow you to perform several steps at once. The case study will present Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-15 18:11:07. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 84 Chapter 2 ■ Creating the Project Charter situations or processes that you might find during your projects and describe how one project manager resolves them. Project Case study: new kitchen heaven retail store You are a project manager for Kitchen Heaven, a chain of retail stores specializing in kitchen utensils, cookware, dishes, small appliances, and some gourmet foodstuffs, such as bottled sauces and spices. You’re fairly new to the position, having been hired to replace a project manager who recently retired. Kitchen Heaven currently owns 49 stores in 34 states and Canada. The world headquarters for Kitchen Heaven is in Denver, Colorado. Counting full‐time and part‐time employees, the company employs 1,500 people, 200 of whom work at headquarters. The company’s mission statement reads, “Great gadgets for people interested in great food.” Recently, the vice president of marketing paid you a visit. Dirk Perrier is a very nice, well‐dressed man with the formal air you would expect a person in his capacity might have. He shakes your hand and gives you a broad, friendly smile. “We’ve decided to go forward with our 50th store opening! Sales are up, and our new line of ceramic cookware is a hot seller, no pun intended. I don’t know if you’re familiar with our store philosophy, so let me take a moment to explain it. We like to place our stores in neighborhoods that are somewhat affluent. The plain fact is that most of our shoppers have incomes of more than $150,000 a year. So, we make an effort to place our stores in areas where those folks usually shop. “We’re targeting the type of customer who watches the Food Network channel and must have all the gadgets and tools they see the famous chefs using. So, the stores are upbeat and convey a fun, energetic feel, if you will. “Our next store is going to be right here in our home area—Colorado Springs. Because this is going to be our 50th store, we plan on having a 50th grand‐opening celebration, with the kind of surprises and activities you might expect for such a notable opening. “Our stores generally occupy from 1,500 to 2,500 square feet of retail space, and we typically use local contractors for the build‐out. A store build‐out usually takes 120 days from the date the property has been procured until the doors open to the public. I can give you our last opening’s project plan so you have a feel for what happens. Your job will be to procure the property, negotiate the lease, procure the shelving and associated store furnishings, get a contractor on the job, and prepare the 50th store festivities. My marketing folks will assist you with that last part. “You have six months to complete the project. Any questions?” Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-15 18:11:07. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Introducing the Kitchen Heaven Project Case Study 85 You take in a deep breath and collect your thoughts. Dirk has just given you a lot of information with hardly a pause between thoughts. A few initial ideas drift through your head while you’re reaching for your notebook. You work in a functional organization with a separate projectized department responsible for carrying out projects of this nature. You’ve been with the company long enough to know that Dirk is high up there in the executive ranks and carries the authority and power to make things happen. Therefore, Dirk is the perfect candidate for project sponsor. You grab your notebook and start documenting some of the things Dirk talked about, clarifying with him as you write: The project objective is to open a new store in Colorado Springs six months from today. The store should be located in an affluent area. The store will carry the full line of products, from utensils to gourmet food items. The grand opening will be accompanied by lots of fanfare because this is the 50th store opening. You have a question or two for Dirk. “Is there a special reason we have to open, let’s see, six months from now, which is February 1?” He responds, “Yes, we want the store open the first week in February. Early February is when the Garden and Home Show conference hits the Springs area. We’ll have a trade show booth there. We know from experience in other areas that our stores generally see a surge in sales during this month as a result of the trade show. It’s a great way to get a lot of advertising out there and let folks know where we’re located.” “Another question, Dirk. Is there a budget set for this project yet?” “We haven’t set a hard figure,” Dirk replies. “But again, from past experience we know it takes anywhere from $1.5 to $2 million to open a new store—and we don’t want to forget the big bash for the grand opening.” “Thanks, Dirk. I’ll get started writing the project charter right away. I’ll put your name on the document because you’re the project sponsor.” Dirk concludes with, “Feel free to come to me with questions or concerns at any time.” One week later. You review your notes and reread the project charter you’ve prepared for the Kitchen Heaven retail store one last time before looking for Dirk. You finally run across Dirk in a hallway near the executive washroom. Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-15 18:11:07. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 86 Chapter 2 ■ Creating the Project Charter “Dirk, I’m glad I caught you. I’d like to go over the project charter with you before the kickoff meeting tomorrow. Do you have a few minutes?” “Sure,” Dirk says to you. “Let’s have it.” “The project charter states the purpose of the project, which of course is to open the 50th Kitchen Heaven store in Colorado Springs. I also documented some of the high‐ level requirements, many of which we talked about last time we met. I documented the assumptions and constraints you gave me with the understanding that we’ll define these much more closely when I create the scope statement. I’ve included a section that outlines a preliminary milestone schedule, and I’ve included some preliminary ROI [return on investment] calculations. Using your estimate of $2 million as our initial budget request and based on the projected inflows you gave me last week, I’ve calculated a payback period of 19 months, with an IRR [internal rate of return] of 6 percent.” “That’s impressive,” replies Dirk. “That’s even better than our Phoenix store. If I recall, the payback period there was just over two years. Let’s hope those numbers hold true.” “I think they’re reliable figures,” you say. “I researched our data based on recent store openings in similar‐sized cities and factored in the economic conditions of the Colorado Springs area. Since they’re on a growth pattern, we think the timing is perfect. “As you know, the project kickoff is scheduled for tomorrow. What I’ll need, then, is for you to talk about the project and the goals, talk about the commitment you’ll need from the management team to support this project, and introduce me as the project manager. I’ve already forwarded a copy of the project charter to the meeting attendees so that they can review it before the meeting. I included a list of the assumptions we’ve made so far as an appendix to the charter. Last, I’ll need you to ask everyone present to sign a copy of the project charter.” “Sounds like you’ve covered everything,” Dirk says. “I don’t anticipate any problems tomorrow, because everyone is looking forward to this store opening.” Project Case Study Checklist ■ Project objective: To open a new store in Colorado Springs six months from today. ■ Business need or demand for project: Company data concludes that the Kitchen Heaven consumers have incomes of more than $150,000 a year. The Colorado Springs area is home to a large number of people with that income. Currently, there is no Kitchen Heaven in the area, but there appears to be a demand for one. ■ Project sponsor: Dirk Perrier, VP of marketing. ■ Organizational structure: Functional organization with a separate projectized department. ■ Project selection methods: Payback period calculated at 19 months and IRR calculated at 6 percent. Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-15 18:11:07. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Understanding How This Applies to Your Next Project 87 ■ Created project charter: Project charter contains the following: ■ High‐level overview of project ■ List of measurable project objectives ■ High‐level risks ■ Summary milestone schedule with initial completion date of February 1 ■ Summary budget of $2 million ■ Project manager authority levels ■ Definition of roles of project sponsor and project manager ■ Next steps: Kickoff meeting set up to discuss charter and obtain sign‐off. Understanding How This Applies to Your Next Project There are as many ways to select and prioritize projects as there are organizations. You might be profit driven, so money will be king. You might have a stakeholder committee that weighs the pros and cons, or you might have an executive director who determines which project is up next. Scoring models and cash flow analysis techniques are useful on the job. Whether your organization uses these methods or others, an organized, consistent way to select and prioritize projects is necessary. I know I could work the next 100 years straight and probably still not get all the projects completed my organization would like to see implemented. What I’ve found is that the selection method must be fair and reasonable. If your organization uses an arbitrary method—say you like Tara better than Joe, so Tara’s projects always end up on the “yes” list—it won’t be long before stakeholders demand that another method be devised to select projects that everyone can understand. Whatever method you’re using, stick to it consistently. If you’re like me, when I’m faced with a new project I want to get right to the heart of the matter and understand the purpose of the project. Projects come about for many reasons. Most of the time, understanding the reason it came about will give you some insight into its purpose. For example, if a new law is passed that requires anyone applying for a driver’s license to show two forms of identification but the existing system has the space to record verification of only one document, you immediately have a firm grasp on the purpose of the project—you’ll have to update the system to include additional space for recording the second document. It has been my experience in working with project teams that when the team understands the reason or the need that brought about the project and it understands the goal of the project, the project is more successful. I don’t have any scientific evidence for Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-15 18:11:07. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 190 Chapter 4 ■ Creating the Project Schedule In practice, for small to medium‐sized projects, you can complete Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, and Develop Schedule at the same time with the aid of a project management software tool. You can produce Gantt charts; you can produce the critical path, resource allocation, and activity dependencies; you can perform what‐if analysis; and you can produce various reports after plugging your scheduling information into most project management software tools. Regardless of your methods, be certain to obtain sign‐off on the project schedule and provide your stakeholders and project sponsor with regular updates. Keep your schedule handy—there will likely be changes and modifications as you go. While you’re at it, be certain to save a schedule baseline for comparative purposes. Once you get into the Executing and Monitoring and Controlling processes, you’ll be able to compare what you planned to do against what actually happened. schedule data The schedule data refers to documenting the supporting data for the schedule. The minimum amount of information in this output includes the milestones, schedule activities and activity attributes, and the assumptions and constraints regarding the schedule. You should document any other information that doesn’t necessarily fit into the other categories. Always err on the side of too much documentation rather than not enough. You will have to be the judge of what other information to include here because it will depend on the nature of the project. The PMBOK® Guide suggests that you might include schedule contingencies, alternative schedules, and resource histograms. Chapter 7, “Planning Project Resources,” contains an example of a resource histogram if you want to peek ahead. Resource histograms typically display hours needed on one axis and period of time (days, weeks, months, years) on the other axis. You might also include alternative schedules or contingency schedule reserves in the schedule data section. Project documents updates As with many of the other processes you’ve seen in this chapter, creating the project schedule may require updates to the activity resource requirements document, activity attributes, calendars, and the risk register. Project Case Study: New Kitchen Heaven retail Store You worked with the stakeholders to document the activity list last week. After creating the first draft of the project schedule network diagram, you went back to each of them to ask for time estimates for each of the activities. Ricardo’s estimates are shown here: 1. Procure the T1 connection. This takes 30 to 45 days. This activity can be done concurrently with the other activities listed here. Ricardo will perform this activity. Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-10-07 20:15:55. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Developing the Project Schedule 191 2. Run Ethernet cable throughout the building. This activity depends on the lease being signed and must finish before the build‐out can start. The estimated time to complete is 16 hours, which was figured using parametric estimating techniques. Ricardo has one person on staff who can complete this specialized activity. His first available date is October 5. 3. Purchase the router, switch, server, and rack for the equipment room and the four point‐of‐service terminals. Delivery time is two weeks. Ricardo will perform this activity. 4. Install the router and test the connection. Testing depends on the T1 installation at demarcation. The time estimate to install is eight hours. Ricardo’s staff will perform this activity. 5. Install the switch. Based on past experience, the time estimate to install is two hours. Ricardo’s staff will do this activity. 6. Install the server and test. The testing depends on the T1 connection installation. Based on past experience, the time estimate to install is six hours. Ricardo’s staff will do this activity. 7. The web team will add the new store location and phone number to the lookup function on the Internet site. The time estimate is two hours. Ricardo will assign his applications programming manager to this activity. This activity depends on the lease being signed. Jake and Jill have each written similar lists with estimates and potential resource assignments. You begin to align all the activities in sequential order and discover a problem. Jill needs 14 days to hire personnel and stock shelves, meaning that the build‐ out must be finished by January 16. Build‐out takes approximately 120 days and can’t start before September 20 because of the contractor’s availability. This is a problem because Ricardo’s Ethernet cable expert isn’t available until October 5, and he needs 2 days to complete the cabling. This pushes out the build‐out start date by almost 2 weeks, which means the project completion date, or store‐opening date, is delayed by 2 weeks. After gathering more information from Ricardo, you head to Dirk’s office. “So, Dirk,” you conclude after filling him in on all the details, “we have two options. Hire a contractor to perform the cable run since Ricardo’s person isn’t available or push the store opening out by two weeks.” Dirk asks, “How much will the contractor charge to run the cable, and are they available within the time frame you need?” “Yes, they are available, and I’ve already requested that Ricardo book the week of September 18 to hold this option open for us. They’ve quoted a price of $10,000.” “Okay, let’s bring in the contractor. At this point, $10,000 isn’t going to break the budget. How is that planning coming anyway? Signed a lease yet?” Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-10-07 20:15:55. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 192 Chapter 4 ■ Creating the Project Schedule “Yes, we’ve signed the lease. Jake has been meeting with Gomez Construction on the build‐out. We’ve used Gomez on three out of the last five new stores and have had good luck with them.” You spend the next couple of days working on the project schedule in Microsoft Project, clarifying tasks and activities with Jake, Ricardo, and Jill. You decide that a Gantt chart will work excellently for reporting status for this project. You stare intensely at the problem you see on the screen. The Grand Opening task is scheduled to occur 13 days later than when you need it! The grand opening must happen February 1 and 2, not February 14 and 15 as the schedule shows. You trace the problem back and see that the Grand Opening task depends on Train Store Personnel, which itself depends on several other tasks, including Hire Store Personnel and Install and Test Hardware. Digging deeper, build‐out can’t begin until the Ethernet cable is run throughout the building. Ricardo already set up the time with the contractor to run the cable on September 18. This date cannot move, which means build‐out cannot start any sooner than September 20, which works with Gomez’s availability. You pick up the phone and dial Jake’s number. “Jake,” you say into the receiver, “I’m working on the project schedule, and I have some issues with the Gomez activity.” “Shoot,” Jake says. “Gomez Construction can’t start work until the Ethernet cable is run. I’ve already confirmed with Ricardo that there is no negotiation on this. Ricardo is hiring a contractor for this activity, and the earliest they can start is September 18. It takes them two days to run the cable, which puts the start date for build‐out at September 20.” “What’s the problem with the September 20 date?” Jake asks “Jill wants to have the build‐out finished prior to hiring the store personnel. During the last store opening, those activities overlapped, and she said it was unmanageable. She wants to hire folks and have them stock the shelves in preparation for store opening but doesn’t want contractors in there while they’re doing it. A September 20 start date for Gomez puts us at a finish date of January 26, which is too late to give Jill time to hire and stock shelves. My question is this: Is 120 days to finish a build‐out a firm estimate?” “Always—I’ve got this down to a science. Gomez has worked with me on enough of these build‐outs that we can come within just a couple of days of this estimate either way,” Jake says. You pick up your schedule detail and continue, “I’ve scheduled Gomez’s resource calendar as you told me originally. Gomez doesn’t work Sundays, and neither do we. Their holidays are Labor Day, a couple of days at Thanksgiving, Christmas, and New Year’s, but this puts us too far out on the schedule. Our February 1 opening must coincide with the Home and Garden Show dates.” “I can’t change the 120 days. Sounds like you have a problem.” “I need to crash the schedule,” you say. “What would the chances be of Gomez agreeing to split the build‐out tasks? We could hire a second contractor to come in and work Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-10-07 20:15:55. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Developing the Project Schedule 193 alongside Gomez’s crew to speed up this task. That would shorten the duration to 100 days, which means we could meet the February 1 date.” “Won’t happen. I know Gomez. They’re a big outfit and have all their own crews. We typically work with them exclusively. If I brought another contractor into the picture, I might have a hard time negotiating any kind of favors with them later if we get into a bind.” “All right,” you say. “How about this? I’m making some changes to the resource calendar while we’re talking. What if we authorize Gomez’s crew to work six 10‐hour days, which still leaves them with Sundays off, and we ask them to work on Labor Day and take only one day at Thanksgiving instead of two?” “I think Gomez would go for that. You realize it’s going to cost you?” “Project management is all about trade‐offs. We can’t move the start date, so chances are the budget might take a hit to accommodate schedule changes or risk. Fortunately, I’m just now wrapping up the final funding requirements, so if you can get me the increased cost from Gomez soon, I’d appreciate it. This change will keep us on track and resolve Jill’s issues too.” “I don’t think Gomez’s crew will mind the overtime during the holiday season. Everyone can use a little extra cash at that time of year, it seems. I’ll have the figures for you in a day or two.” Project Case Study Checklist The main topics discussed in the case study are as follows: Estimate Activity Durations Estimate Activity Resources Developing project schedule Calendars Lead and lag time Critical path Duration compression Crashing Fast tracking Utilizing project management software Producing project schedule Milestones Gantt chart Resource leveling Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-10-07 20:15:55. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 138 Chapter 3 ■ Developing the Project Scope Statement ■ Contract or agreements information ■ Constraints and assumptions Let’s look at an example of what some of the elements of a WBS dictionary entry might look like. You’ll use the work package level called Inspection and Identification defined in the sidebar “The Lincoln Street Office Building” earlier. The WBS dictionary entry for this might look like the following: 3.1 Inspection and Identification Description of work—Inspect the building for asbestos, and identify all areas where it’s found. Update the plan for removal (WBS 2.2) with each location identified. Responsible organization—Adrian in facilities will hire and oversee a contractor to perform this work. Schedule milestones—Inspection and identification to start after contractor is identified and hired (no later than July 1). Work should be completed no later than September 15. Contract information—Two contractors have been identified as qualified and experienced in this type of work. Contract process should close no later than June 12. If the WBS and the WBS dictionary are constructed well, you’ve given yourself a huge helping hand with the remaining Planning processes. The completion of many of the remaining processes depends on the project scope statement and WBS being accurate and complete. You’ll use the work packages created here to further elaborate the work into activities. From there, you can estimate costs, develop schedules, and so on. The WBS is an essential tool for project planning, so keep it handy. Project documents updates Project documents updates might include updates to the requirements document, which can come about as a result of changes that occur when you’re creating the WBS. You can see from the examples you’ve walked through in this chapter how new deliverables or requirements might surface as a result of working on the WBS. These requested changes should be reviewed and either approved or denied using your change control processes. The approved changes will likely change the project scope statement, the project management plan, and other project documents. These documents should be updated to reflect the approved changes. I recommend reviewing Practice Standard for Work Breakdown Structures, Second Edition, published by PMI, to see examples of industry‐specific WBS templates, or you can modify the templates for particular business areas that may not be represented. Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-30 17:08:46. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Creating the Work Breakdown Structure 139 Project Case Study: New Kitchen Heaven Retail Store The project charter kickoff meeting was held and well attended. You’re ready to start gathering requirements and writing the project scope statement, and you have a question or two for Dirk. You knock on his door, and he invites you in. “Shoot,” he says. “I’m ready to define the deliverables and requirements for this project. I want to make sure I get the right folks involved in the meeting. Who are key stakeholders you recommend I speak with?” “I can think of a few people right off that you don’t want to miss. There’s Jake Peterson over in facilities. He’s in charge of store furnishings, shelving, things like that—any supplies for the stores that aren’t retail products. He can help out with store build‐outs too. He supervised our last eight stores and did a terrific job.” “Anyone else?” you ask. “You should also talk to Jill Overstreet, the director in charge of retail products. She can help with the initial store stocking, and once the store is open, her group will take over the ongoing operations. All the district managers report to Jill.” You thank Dirk and tell him you’re going to contact Jake and Jill and set up a brainstorming session to determine requirements. A few days later. You review your notes and reread the first draft of the project scope statement you’ve prepared for the Kitchen Heaven retail store before looking for Dirk. After your meetings with the stakeholders, you were better able to refine the project objectives and deliverables. “Dirk, I’m glad I caught you. I’d like to go over the project scope statement with you before I give it to the stakeholders. Do you have a few minutes?” “Sure,” Dirk says. “Let’s have it.” “The project objective is to open the 50th Kitchen Heaven store in Colorado Springs by February 1. When I met with Jake, he confirmed it takes 120 days to do the store build‐ out. That includes having the shelves set up and in place, ready to stock with inventory.” Dirk asks whether Jake told you about his store location idea. “Yes, Jake gave me a contact name of the leasing agent, and I’ve left her a voicemail. The sooner we can get that lease signed, the better. It takes Jake 120 days to do the build‐out, and Jill said she needs two weeks lead time to order the initial inventory and stock the shelves. That puts us pretty close to our February 1 deadline, counting the time to get the lease papers signed.” Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-30 17:08:46. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 140 Chapter 3 ■ Developing the Project Scope Statement “Sounds good so far,” Dirk replies. “What else?” You continue, “I’ve included an updated description of the products and services the new store will offer, based on the documentation that was written from the last store opening. Jill reviewed the updates to the description, so we should be in the clear there. The store will include some new lines that we’ve decided to take on—cookware from famous chefs, that kind of thing. “Jake has already made contact with a general contractor in Colorado Springs, and he is ready to roll once we’ve signed the lease. “One more thing, Dirk. Since we’re including the big bash at the grand opening as part of the deliverables, I talked to some of your folks in marketing to get some ideas. They are thinking we should have some great giveaways as door prizes and that we will want the food catered. They also thought having some live cooking demonstrations with some local chefs would be a good attraction.” “Sounds like you’re on the right track. So, what’s next?” Dirk asks. “Once you approve the scope statement, I’d like to send a copy to the stakeholders. My next step is to break down the deliverables and requirements I’ve documented here into the WBS so we can get rolling on the work of the project.” Project Case Study Checklist The main topics discussed in the case study are as follows: stakeholder analysis for requirements gathering: Jake Peterson and Jill Overstreet interviewed. Needs, wants, and expectations recorded and requirements prioritized. organizational structure: Functional organization with a separate projectized department. constraints: February 1 date to coincide with Garden and Home show. assumptions: These are the assumptions: ■ A store build‐out usually takes 120 days. ■ Jill Overstreet will help with the initial store stocking. ■ Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings, shelving, and so on, and can help with the store build‐out as well. ■ The budget for the project will be between $1.5 and $2 million. The project scope statement includes the following: Project objectives: Open 50th store by February 1 in Colorado Springs. Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-30 17:08:46. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Understanding How This Applies to Your Next Project 141 Project deliverables: ■ Build out storefront, including shelving. ■ Retail product line will be delivered two weeks prior to grand opening. ■ Have grand‐opening party with cooking demos. Project requirements: ■ Sign lease within 14 days. ■ Offer new line of gourmet food products. ■ Have classroom space in back of store for cooking demos and classes. constraints: February 1 date will coincide with Garden and Home Show. fund limitations: Spend no more than $2 million on the project. assumptions: (These are the same as listed earlier.) Decomposed deliverables into a WBS. The WBS includes the following: ■ Level one is the project. ■ Level two is subprojects or deliverables. ■ Level three is deliverables. ■ Last level of WBS is the work package level, where time and cost estimates can be defined in the next process. Understanding How This Applies to Your Next Project In this chapter, you dealt with the realities of life on the job. The reality is, many project managers I know are managing several projects at once as opposed to one large project. Although every concept presented in this chapter is a sound one, it’s important to note that you have to balance the amount of effort you’ll put into project management processes against the size and complexity of the project. As a manager who prides herself and her team on excellent customer service, I have once or twice gotten my team into precarious situations because I was so focused on helping the customer that I hurt them and our department in the process. If you’re wondering how that happened, it was because we didn’t take the time to document the scope of the project and the final acceptance criteria. In one case, in the interest of getting the project completed quickly because of our customer’s own internal deadlines, we decided the project was straightforward enough that we didn’t need to document deliverables. Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-30 17:08:46. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . 142 Chapter 3 ■ Developing the Project Scope Statement The customer promised to work side by side with us as we produced the work of the project. Unfortunately, that wasn’t the case, and we didn’t meet the expectations of our customer. Further, after we did implement the project (two months behind schedule), we went through another six weeks of “fixes” because of the miscommunication between the customer and the project team on what constituted some of the features of the final product. There’s always a great reason for cutting corners—but they almost always come back to haunt you. My advice is to always create a scope statement and a requirements document and get stakeholder signatures on both. (In practice, small projects can include both the deliverables and requirements within the scope statement.) Decomposing the deliverables is the first step toward determining resource requirements and estimates. A WBS is always a good idea, no matter the size of the project. I have to admit I have cheated a time or two on small projects and used the project schedule as the WBS. In all fairness, that worked out fine when the team was small and there weren’t more than three or four people working on the project. If you get many more than four people on the project team, it can be a little cumbersome to track deliverables with a schedule only. The WBS is the perfect tool to use to assign names to work packages, and it’s the foundation for determining estimates for the work of the project. The five‐step process outlined by the PMBOK® Guide works very well. Starting with the 50,000‐foot view, the team determines the major deliverables of the project. From there, the deliverables are decomposed into ever smaller units of work. The trick here is to break the work down into measurable units so that you can verify the status of the work and the completion and acceptance of the work when you’re finished. If you have “fuzzy” WBS levels or work packages, you won’t be able to determine status accurately. In the information technology field, we have a saying about the status of projects: “It’s 90 percent complete.” The problem is it always seems that the last 10 percent takes twice as long to complete as the first 90 did. If you’ve taken the time to document a WBS, you’ll have a much better idea of what that 90 percent constitutes. The last step is the verification step where you determine whether everything you’ve identified in the WBS is absolutely necessary to fulfill the work of the project and whether it’s decomposed enough to adequately describe the work. It has been my experience that documenting the WBS will save you time later in the Planning processes, particularly developing the project schedule and determining the project budget. I believe the most important idea to take from this chapter is a simple one: Always use a scope statement and requirements document, and always get them signed. Summary This chapter started you on the road to project planning via the Develop Project Management Plan process, the Plan Scope Management process, the Collect Requirements process, the Define Scope process, and the Create WBS process. We covered a lot of material in this chapter. Everything you’ve learned so far becomes the foundation for further project planning. Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-30 17:08:46. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Exam Essentials 143 The output of the Develop Project Management Plan process is the project management plan, which is concerned with defining, coordinating, and integrating all the ancillary project plans and baselines. The purpose of this plan is to define how the project is executed, how it’s monitored and controlled, and how it’s closed. The primary output of the Plan Scope Management process is the scope management plan. This plan is an element of the project management plan that describes how the project team will go about defining project scope, validating the work of the project, and managing and controlling scope. The Collect Requirements process involves gathering and documenting the requirements of the project. It’s important that requirements be measurable, traceable, testable, and so on. Measurement criteria for project requirements are agreed upon by the stakeholders and project manager. Additionally, requirements should be tracked in a traceability matrix that documents where they originated, the results of the tests, the priority of the requirement, and more. The project scope statement is produced during the Define Scope process. It describes the project deliverables. The scope statement, along with the WBS and WBS dictionary, forms the scope baseline that you’ll use to weigh future project decisions, most particularly change requests. The scope statement contains a list of project deliverables that will be used in future Planning processes. The project scope statement contains many elements, including product scope description, product acceptance criteria, deliverables, exclusions from scope, constraints, and assumptions. Constraints restrict or dictate the actions of the project team. Constraints usually involve time, cost, and scope but can also include schedules, technology, quality, resources, risk, and more. Assumptions are things believed to be true. You’ll want to document project assumptions and validate them as the project progresses. A WBS is a deliverable‐oriented hierarchy of project essentials. The highest levels of the WBS are described using nouns, and the lowest levels are described with verbs. Each element in the WBS has its own set of objectives and deliverables that must be met in order to fulfill the deliverables of the next highest level and ultimately the project itself. In this way, the WBS validates the completeness of the work. The lowest level of the WBS is known as the work package level. This breakdown allows the project manager to determine cost estimates, time estimates, resource assignments, and quality controls. Exam Essentials Be able to state the purpose of the Develop Project Management Plan process. It defines, coordinates, and integrates all subsidiary project plans. Understand the purpose of the project scope statement. The scope statement serves as a common understanding of project scope among the stakeholders. The project objectives Heldman, Kim. PMP: Project Management Professional Exam Study Guide : Updated for the 2015 Exam, John Wiley & Sons, Incorporated, 2015. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/gcu/detail.action?docID=4185201. Created from gcu on 2021-09-30 17:08:46. C o p yr ig h t © 2 0 1 5 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . General Requirements:          Reread the Kitchen Heaven Project Case Study in Heldman et al. pages 84-87, 139-141, 190-193, and 283-285. Part 1: Action Steps          For each activity listed in the Action Steps section in the Logical Framework template complete the Resources, Budget (if given in the case), and Due Dates.          Add anticipated resources for each action step/activity. Include all types of resources including human, technical, and physical resources.          Add budget information as provided in the case. If budget information not specifically provided in the case, no budget information is required.          Estimate potential due dates for each action step/activity. These estimates should support the planned/expected end date of the project as defined in the case. Document assumptions made in setting the due dates. Part 2: RACI Matrix          Complete the RACI Matrix Template. Add rows as needed.          Each action step/activity must be listed in the RACI matrix. Part 3: PowerPoint Presentation          Create a short 3-minute presentation discussing the final Logical Framework and how the proposal meets the Goals presented in the case.          The time limit is 3 minutes. No longer.          A maximum of three slides not including the cover and reference slide.          Speaker notes are expected.