MGMT404 Project Management Course

$79.00

MGMT404 Project Management Course
The objective of the Course Project is to give you an opportunity to apply the skills learned in…

Description

MGMT404 Project Management Course

MGMT404 Project Management Course

Entire Course: Course Project Week 2-8 | Getta Byte Homework Week 1-6 | Discussions Week 1-7

Course Project Week 2-8 “The Daily Priorities App Development”

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Objectives

The objective of the Course Project is to give you an opportunity to apply the skills learned in class to plan a project. These skills are directly applicable toward your senior project.

Guidelines

This individual Course Project provides an opportunity for you to practice and apply specific project management skills. This is a great opportunity to select a project that will further your professional or personal goals.

  • What is your passion?
  • What have you been thinking about starting, or what could help you in your current position?
  • Think about selecting a project that will serve you so that you will be creating a project plan that you can use.

Suggestions for Possible Course Project Ideas

  • The opening of a coffee shop
  • A charity event for a local social service agency
  • A meditation pool and platform in the center of town
  • A redevelopment of a local playground
  • Design and installation of a computer network for a small business
  • Software development project

You are not limited to the list of projects above. Please refer all questions concerning what is acceptable as a class project to your instructor.

Milestones

Milestones and Deliverables

  • Due Week 2: Project Charter (50 points)
  • Due Week 3: Project Scope Statement (50 points)
  • Due Week 4: Work Breakdown Structure and Project Schedule (100 points)
  • Due Week 5: Resource Allocation and Preliminary Budget (100 points)
  • Due Week 6: Risk Management Plan (50 points)
  • Due Week 7: Stakeholder Management and Communication Plan (80 points)
  • Due Week 8: Final Course Project Plan and Project Narrated Presentation (250 points)

MGMT404 Project Management Course

Project Charter – Week 2

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Project Charter (50 points)

Preview:

This project aims to develop the Daily Priorities app, Axievers LLC’s first in its line of productivity apps. It will also…

MGMT404 Project Management Course

Project Scope Statement –Week 3

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Preview:

The Daily Priorities App Development project involves the development of the Daily Priorities app. Its main features include scheduling/planning…

MGMT404 Project Management Course

Resource Allocation and Preliminary Budget – Week 4

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Resource Allocation: MS project file (.mpp) updated with resource assignments and cost

Preview:

The top-down approach was used for estimating the project cost, as  the duration of each task, the number of resources needed, and the cost of each resource were largely based on data from previously completed projects. This is also based…

MGMT404 Project Management Course

WBS and Project Schedule – Week 5

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Resource Allocation and Preliminary Budget (100 points)

Preview:

  1. Complete Product Requirements Document (PRD)

1.1. Gather requirements

1.2. Create PRD

1.3. Review PRD

1.4. Sign-off on PRD

MGMT404 Project Management Course

Risk Management Plan – Week 6

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Using the Risk Register Template spreadsheet found in Files section (50 points)

Remember, a risk is an uncertain event or condition that can have a positive or negative impact on the project.

Preview:

IDCategoryRisk NameRisk DescriptionRisk OwnerReason/CauseEffectProbabilityImpact/CostImpact/TimeImpact/QualityRisk ScoreRisk Response StrategyCost
1TechnicalPRD not approved in timePRD not reviewed/signed off on timeProject ManagerAvailability of SMEsDelay  in the creation of the DRDs24431.6Constantly follow-up with the SMEs; Pad the schedules of succeeding tasks

Final Course Project Plan – Week 7

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Communication Plan (40 points)

The process of developing an appropriate approach and plan for project communication activities based on the information needs of each stakeholder group, available organizational assets, and the needs of the project. In other words, it lists the general communication requirements for the project.

Preview:

WhoWhatHowWhoWhenOther
StakeholderStakeholder’s RoleCategoryInfluence
High/Low
Interest
High/Low
Support
Neutral
Against
Monitor
Inform
Satisfy
Manage
Method (e-mail, meetings, posting on collaborative site, etc.)Strategy OwnerFrequencyNotes
Company OwnersProject OwnerPrimaryHighHighSupportManageEmail, meetingsProject  ManagerWeekly meetings, email as neededUpdate stakeholders of the project’s progress, including any red flags; sign off on project requirements

MGMT404 Project Management Course

Final Plan Narrated – Week 8

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  • Create the Final Course Project Plan Narrated Presentationusing PowerPoint (125 points)

Preview:

This project plan describes the plan for developing the Daily Priorities app, a scheduling app by Axievers LLC. It provides information…30 Pages

16 PowerPoint Slides and Work Breakdown Structure

MGMT404 Project Management Course

Getta Byte Software Project Charter Week 1

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In the Week 1 Lesson Video, you were introduced to the team at Getta Byte Software. Your assignment this week is to discuss the billing project charter and submit a one- to two-page paper. Consider what additional risks, assumptions, or requirements Getta Byte should include in this charter.

  • What have they missed?
  • What would you add if you were the project manager?

Preview:

The Getta Byte Software Project involves the update of the company’s billing system, which is currently manual, inaccurate, and time-consuming.  While the…

 Getta Byte Software Project Scope Statement Week 2

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Now that you’ve seen what the Getta Byte team discussed (in the Week 2 Lesson Video) to formulate the project scope for the billing project, write and submit a one- to two-page paper about what was included in the scope and what may have been missed.

  • What do you think the team should consider to include in the scope?
  • Do you believe that this project could work as an Agile project? If so, what would have to be done with the project scope?

Preview:

The scope statement for the Getta Byte Software project includes the project name, the project description, project requirements, project deliverables, exclusions, acceptance…

MGMT404 Project Management Course

 Getta Byte Software Project Schedule Week 3

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After reviewing the Week 3 Lesson Video for Getta Byte Software, write and submit a one- to two-page paper on what Ima Payne, the project manager at Getta Byte Software, put together for her preliminary project schedule. Address the following questions.

  • What types of information have we learned about the Getta Bill project by reviewing the project schedule and all the information used to generate it?
  • If Ima made the decision to try to use the Agile Methodology for the Getta Bill project, what should she do?
  • How could the WBS help the next step to plan using Agile?

Preview:

For the project schedule, Ima Payne first listed the milestones that need to be completed to ensure the project’s successful completion…

MGMT404 Project Management Course

 Getta Byte Software Resource Allocation Week 4

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In the Week 4 Lesson Getta Byte Software video, Resource Allocation, you observed how Ima assigned resources to tasks. Imagine that the project sponsors requested that this project be completed by August 1 instead of September 1.

Answer and submit the following questions in a one- to two-page paper.

  • What would you do?
  • How would you crash or fast-track the schedule?
  • Could this project be an Agile project? What would be different about it?

Preview:

If I were Ima Payne, and the project completion date was moved from September 1 to August 1, I would ask either for the project scope to be limited to the most important components of…

MGMT404 Project Management Course

Getta Byte Software Risk Management Week 5

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Review the Week 5 Lesson Getta Byte Software Video.

As you continue to help Ima at Getta Byte, write and submit a one- to two-page paper to consider the following questions for the Getta Bill project.

  • How should the risks be prioritized?
  • Who should do the prioritization of the project risks?
  • How should project risks be monitored and controlled?
  • Who should develop risk responses and contingency plans?
  • Who should own these responses and plans?

For additional instructions and guidelines, refer to the Course Project Overview page, located under Introduction and Resources.

Preview:

Risks should be prioritized based on their probability of occurrence and the severity of their impact in the event that they do occur. In this regard, risks with a…

Getta Byte Software Stakeholder Management and Communication Plan Week 6

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Review the Week 6 Getta Byte Software Video.  Based on the Getta Byte team the stakeholder management and communication plans development, complete the files linked below with your recommendations.

  • Add frequency and methods of communication to the Stakeholder Management Plan.
  • Add additional forms of communication to specific stakeholders to the Communication Plan.

For additional instructions and guidelines, refer to the Course Project Overview page, located under Introduction and Resources.

Files for the Getta Byte Homework:…

Preview:

A stakeholder management plan is a significant, success-ensuring artifact to include in your project toolbox and to use during the life…

Course Discussions Week 1-7 All Students Posts – 322 Pages

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Widgets R Us – 48 Pages Week 1

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The Widgets ‘R Us case study is a case with a problem of how the company is set up and how the company will handle operations with its projected growth.

Widgets ‘R Us (WRU) is a mediumsized firm specializing in the design and manufacturing of quality widgets. The market for widgetshas been stable. Historically, WRU has had a functional organization design with four departments: accounting, sales, production, and engineering. This design has served the company well, and it has been able to compete by being the low-priced company in the industry.

In the past 3 years, the demand for widgets has exploded. New widgets are constantly being developed to feed the public’s seemingly insatiable demand. The average life cycle of a newly released widget is 12–15 months. Unfortunately, WRU is finding itself unable to compete successfully in this new, dynamic market. The CEO has noted a number of problems. Products are slow to market. Many new innovations have passed right by WRU because the company was slow to pick up signs from the marketplace that they were coming. Internal communication is very poor. Lots of information gets kicked “upstairs,” and no one seems to know what happens to it. Department heads constantly blame other department heads for the problems.

What would be the meeting agenda and expected outcomes?  How could they use either social media or internet search results to get ahead of the market and collect information?  What about re-tooling the Marketing team, how would you go about that?  Assume there are some lax or poor communicators (at the top), how would you “discover” them?  How would you handle this?

For starters I would focus on the poor communication amongst the entire team, any company that will be successful will do so because all departments are on the same page as far as development, implementation and structure. To do this it is important to start by pointing out the objective for everyone as well as separating the responsibilities by departments. This can be done by having one large meeting with all of the heads of the departments to get everyone back on the same page. Once everyone has an understanding on what the role that they are in entails it is now time to do some rebranding and marketing. Since slow marketing is one of the known issues I would develop products that will the company will be able to market more quickly. This product will need to be something that will be able to compete with the new up and coming brands as far as reliability, stability and quality. Having someone who can monitor the market to see when it is an ideal time to launch a new product can be very helpful with ensuring that the company does not miss the opportunities to launch when most beneficial. Since many people have no clue what a Widget has actually been created doing some research on who this product actually benefits will be a good start at improving the operation. Taking a closer look at the customers that will drive the sales will be the biggest way to improve the operations at the company…

MGMT404 Project Management Course

Project Management at Dotcom.com – 46 Pages Week 2

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Read Case Study 5.3 in your textbook, page 192

Dotcom.com is a software engineering and systems development consulting firm that needs some organizational improvements in the area of project management processes that will cut cost and potentially increase the profit margin for the company.

Share your answers for the following questions.

  • Discuss how you would begin redesigning dotcom.com’s project management processes to minimize the problems it is experiencing with poor scope management.
  • Why do you think configuration management and project change control are difficult to perform in the middle of a complex software development project, such as those implemented at dotcom.com?
  • Share any experiences you have with project change requests.

Begin by focusing on the first bullet, which IMHO tends to the point that the customer/client does not know what they want, and worse once they see the deliverable, it becomes even more apparent that what was built is not what they expected.  How would you address these points?   We will move to the other bullets over the week.

It is both gathering the right information and garnering what the client really wants/guide them.

Do you think intermediate mocks up and reviews would be beneficial?  So assume you have a signed off agreement by the client and sure enough they now want to change something, so how would you manage Scope Creep?  Change Control?  How exactly?  If a change control is approved and “alternations” are required, how to you handle this?  What about a team that can educate the client, sharing what other similar solutions would offer?  Your thoughts?

I think that an immediate mock up would be of great help to Dotcom. The statement of work does a good job of providing in writing what the project will entail and what the customer is looking for, but a visual may go a long way in sorting out any confusion regarding the project. At the end of the day, Dotcom can’t place the blame on their customers; they have to do a better job of ensuring that their project is conforming to the needs of their customer. By initially showcasing a piece of media that gives an idea of what the completed project will be like, Dotcom can set themselves up for success. As you mentioned, periodic updates or further mock ups can help the project from getting off track. Dotcom may spend some additional time providing mock ups and reviews of the project, but it will most likely save more time than getting the project completely wrong and having to fix it at the end…

Project Schedule – 52 Pages Week 3

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To develop a schedule for a project, we will use MS Project which when built correctly shows work activities taken from the work breakdown structure and organized according to the logical flow in time and relationships governing when the work will be performed.

Address the following questions.

  • What is critical path?
  • How would you build up the list of tasks and work packages for MS Project?
  • How will you create a budget, including resources (people), hardware, software, licenses?

More specifically what are the steps to create the task list?  How would you build up the task list of activities?  Whom do you work with?  How do deliverables relate to work packages to tasks?  One method I like is when building the project, start from the end (desired due date) and work backward to see of you can deliver on time.  If the critical path sets you over the time limit, what can you do to bring it in?

The project manager will create steps that are needed to organize and develop a schedule for a project. The schedule will allow the project manager to identify what can change when issues arise. It also allows stakeholders to give feedback when things are going to schedule. A schedule not only keeps the project going accordingly but it also allows the project manager to forecast any future issues and have time to make the necessary changes. Once the network is developed it is easy to modify when issues occur. Networks provide the project schedule to be easily understood because it presents a graphic display of the flow and sequence through the project. When the work is done a schedule can be developed and one of the reasons why we do this is so that we can be organized. It helps with the project to be organized because we have to follow steps in order to make sure that we are not missing anything in particular. Making sure that all the activities come in order from when you first open the project to its conclusion…

The Problems of Multitasking – 42 Pages Week 4

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Read the Case Study 12.1 from the textbook, page 446: The Problems of Multitasking. For your convenience, here is the text for this Case Study.

An eastern U.S. financial services company found itself way behind schedule and over budget on an important strategic program. Both the budget and schedule baselines had begun slipping almost from the beginning, and as the project progressed, the lags became severe enough to require the company to call in expert help in the form of a project management consulting firm. After investigating the organization’s operations, the consulting firm determined that the primary source of problems both with this project in particular and the company’s project management practices in general was a serious failure to accurately forecast resource requirements. In the words of one of the consultants, “Not enough full-time [human] resources had been dedicated to the program.”

The biggest problem was the fact that too many of the project team members were working on two or more projects simultaneously—a clear example of multitasking. Unfortunately, the program’s leaders developed their ambitious schedule without reflecting on the availability of resources to support the project milestones. With their excessive outside responsibilities, no one was willing to take direct ownership of their work on the program, people were juggling assignments, and everyone was getting farther behind in all the work. Again, in the words of the consultant, “Project issues would come up and there would be nobody there to handle them [in a timely fashion].” Those little issues, left unattended, eventually grew to become big problems. The schedule continued to lag, and employee morale began to bottom out.

Following their recognition of the problem, the first step made by the consultants was to get top management to renegotiate the work assignments with the project team. First, the core team members were freed from other responsibilities so they could devote their full-time attention to the program. Then, other support members of the project were released from multitasking duties and assigned to the project on a full-time or near full-time basis as well. The result, coupled with other suggested changes by the consultants, was to finally match up the project’s schedule and activity duration estimates with a realistic understanding of resource needs and availability. In short, the program was put back on track because it was finally resource-leveled, particularly through creating full-time work assignments for the project team that accurately reflected the need to link resource management with scheduling.

(Pinto, Project Management, Achieving Competitive Advantage, Pearson, Copyright 2019, page 446)

Answer the following questions

  1. How does multitasking confuse the resource availability of project team personnel?
  2. In modern organizations, it is impossible to eliminate multitasking for the average employee. Why?
  3. How would resource loading or resource leveling help address multitasking situations?

Can you/how would you reflect duration vs hours worked in MS Project?  In the context of MS Project, how would I know that a resource is “overloaded” and how would I level them?  So at project on-set is it possible to reduce multitasking?  How?

One of the issues that came up in the case study was the fact that’s there were too many project team members working on multiple things. There was no accountability when there was an issue on the actual project itself. When the issues were left unattended it created a bigger issue, which cause a delay on the actual project itself and it also created moral issues within the staff…

MGMT404 Project Management Course

Risk Management Practice – 47 Pages Week 5

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Risk management is critical to good project management practice. Discuss the risk management process.

  • What are the tools and techniques used for identifying risks?
  • Who should be involved in identifying risks?
  • What should be considered when identifying risks?
  • What process is used in analyzing risks?
  • What is most important to consider when formulating a risk response strategy?

IMHO we should be looking at both Risks and Issues during this discussion.  Also the use of a Risk Register.  Finally what is an ExCo Risk verse regular risk?  At project inception, should you include Risks in the Charter?  So folks, what is “residual risks” then?

There are numerous tools and techniques used for identifying risks. All risks should be captured in a risk register. The risk register is simply a list of risk-related information including items such as risk description, risk owner, category, probability risk rating, impact risk rating, risk score, and risk response plans. You’re right the team should be involved in identifying the risks that might arise, and also the project manager should be involved, and engage other relevant stakeholders to be a part of identifying risks. There are four risk response strategies for negative risks, also known as threats: avoidance, acceptance, monitor and prepare and mitigation, and transference…

Finding the Emotional Intelligence – 45 Pages Week 6

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Read Case Study 4.2 from the textbook, page 147: Finding the Emotional Intelligence To Be a Real Leader.

  1. What are the differences between leaders and managers?
  2. Can anyone be a leader? Which would you prefer to work for: a leader or a manager? Why?
  3. Select one of the characteristics of an effective project manager, and tell why it is important.
  4. Is leadership of a project different in an Agile environment than in a traditional project environment?

Focus on what Kathy could have done correctly from the start and how she could have been both a leader and a manager.  How would you describe a project manager in terms of leader/manager?  Give me examples of people in the public eye that you believe are leaders and visionaries and why?

As project manager it seemed like Kelly was working to closely with her team as she was pulling a lot of long shifts and seem to be directly involved with the project and the work load. As a manger you are supposed to oversee and direct only working with the team when absolutely necessary. Also being that Kelly was in different location she would need to take into consideration their cultural needs and customs this would have built morale from the begging and ensured cooperation…

MGMT 404 Project Baseline – 42 Pages Week 7

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We have now moved from the planning stage to the execution stage of project management. Following good project management practices, we have set a baseline. How is a project baseline used to guide the execution of the project’s work, to evaluate progress and performance, and to control the project?

How do you set and track the baseline within MS Project and in terms of KPI (Key Performance Indicators) and costs analysis?

Start off with how to track progress against the baseline.  How is this feature enabled in MS Project?  How do you show critical path in Project?  What is the process to set the baseline? Is there such as thing as a Tracking Gantt in MS Project?

In MS Project there are buttons on the top for the activities are buttons that show 100% 50 % 75% which allow you to mark a task as completed by selecting one of those amounts you can also choose to update the amount of time it took to complete the task if you had for example allotted 6 hours for a task but completed it in 4 hours. it will also update the graphical scale automatically…

MGMT404 Project Management Course