PM DQ Week 9 Assignment - Assignment Essays

ProjectInitiation

Terrell McGhee

Project Management 22TW5

SNHU

6/26/2022

Project Initiation

Introduction

Fabricant Manufacturing is an American firm with headquarters in the northeast that manufactures and sells metal parts for various industries throughout the United States (Graded Case study part 1). The Company has experienced significant development and expansion over the years, and as a result, it has shifted its attention to sustainability and responsible business practices. The Chief Executive Officer has even outlined some goals for the Company to achieve regarding sustainability. The sustainability objectives of Fabricant Corporation are to reduce energy consumption by at least 20 percent, generate a minimum rate on the project of 15%, and sensitize the community on environmental concerns. To achieve these goals, the company strategic planning manager has proposed three sustainability projects which the managers can choose to implement. One such investment includes industrial lighting retrofit; this report provides a critical feasibility analysis of the project to assess its viability and sustainability while evaluating how it is aligned with the Company's strategic goals. This report will also design a project charter, create timelines, and provide a stakeholders' analysis by evaluating the support level of various project stakeholders.

Project’s Feasibility Analysis

A feasibility study aims to determine the possibility of successfully executing a project by conducting an investigation that considers all of the essential aspects of the project, such as its scheduling, legal, economic and technical issues (Guo & Zhang,2022). The Company is responsible for ensuring that the project is aligned with its long-term objectives and has the necessary resources to run it. The corporation must decide how it will finance the project and choose between using its resources and taking out loans. In addition, they need to evaluate whether or not they have the human resources necessary to execute the project or if they will be required to enlist support from outside the organization.

The initial cost outlay for the industrial lighting retrofits is estimated to be $ 310,000, and it will reduce the Company's operating costs by $ 145,000 annually (Graded case study, part 1, 2022). From the economic standpoint, the industrial lighting retrofit project is feasible because its return on investment is estimated to be 89 percent which is over and above the Company's return on investment of 15 percent. Additionally

the project is also technically viable since Fabricant Manufacturing company has a highly technical team of employees with the requisite skills to manage the project a reality.

Alignment of the project to the Company's strategic goals

The influence of the corporate strategy is what ultimately determines the designs of the project management plan. When the project design is precisely integrated with the organization's processes, it increases the chances of success since the project-strategy synergy will accurately guide the project stakeholders. The traceability matrix will be used to understand the alignment of the solar panel project with the strategies of Fabricant Manufacturing. Traceability Matrix is a table that connects the project’s specifications to their source and traces them across the project's life. This document is essential because it guarantees that each demand for the project can be related to a specific business goal. This is a necessary aspect of the project as it enables the project manager to effectively explain the project requirement to the stakeholders, hence increasing the likelihood that the project will be supported to its completion. The industrial lighting retrofit is essentially aligned with the strategic objectives of the Fabricant Manufacturing Corporation. For instance, the goal of the Company of reducing energy consumption by at least 20 percent is concisely aligned with the benefits of industrial lighting retrofit since the project will save the Company close to a 1.1million kWh of energy annually (Graded Case study part 1). Besides, the project is also in line with the CEO's Objective of increasing community awareness about environmental sustainability. The benefits associated with the project will be produced in the Company's publications and the website to enable members of the public to be updated. The Company's economic strategy is also closely tied to the project since investing in industrial lighting retrofits will result in a return on investment of 89 percent in the first year of implementation.

Industrial Lighting Retrofit

Project Charter

Documentation of the project's objectives, development, and scope is contained in a project charter, which also defines the roles and duties of stakeholders. In most cases, the project manager is the one who drafts the scope statement (Tri Mardiani, 2020). This document describes the project's entirety, including any deliverables, their characteristics, and a profile of stakeholders the project will impact. In addition to that, it will detail any main project objectives, deliverables, and goals to assist in performance evaluation. Finishing off the project scope statement demands making a list of assumptions and risks. A project manager will better understand the project's outcomes and develop a blueprint to execute the project successfully.

Project Title	Industrial Lighting Retrofit
Project description	Replacement of the manufacturing facility and office lighting system
Background	The company's Strategic objectives of reducing energy consumption, increasing community environmental awareness, and enhancing the return on investment.
Project objectives	Annual energy saving of close to a 1.1million Kwh. Reduction in the operating cost of close to $ 142,000 year
Scope statement	Fabricant Manufacturing Corporation to reduce energy consumption and increase community environmental sustainability awareness.
Project budget	Initial capital requirement of $ 310,000
Stakeholders	The Company CEO, strategic manager, the financial analyst, project manager, communication officer, logistical manager, employees, and community
Role and Responsibilities	The CEO- Ensure the project is aligned with the organization’s goals Financial Analyst- Provide capital appraisal report Strategic manager - ensure the project is linked to the company objectives
Milestones	LED replacement completed T-8 Vaportite fixture completed
Risk	Disruption of production during installation affects the output The team does not possess all the possible skills and knowledge
Measurement	Energy-saving cost and energy-saving Kwh.
Approval	The company CEO and the project team
Sources:	Graded Case study parts 1, 2, 3 and 4

Project Timeline

A timeline for a project is a sequential description of all the activities that need to be accomplished to complete a task. The entire project is molded by these timeframes, keeping stakeholders abreast of each project step (Hande & Phillippi, 2018). The project manager is responsible for ensuring that the milestones are reached and that the project's costs are kept low and within budget. The timelines of the industrial lighting retrofit are expected to be short, close to 3 months, to avoid disruption of the production process. The initial capital commitment is projected to be $ 310,000, which is anticipated to be offset by a rebate of $ 245,000.

The concern of Key project stakeholders

Depending on their level of involvement in the project, various stakeholders would have diverse issues. Internal stakeholders such as project managers and inventors may cite cost as their primary concern. On the other hand, external stakeholders such as the public may mention the environmental issues. The problem of the internal stakeholders about the project is associated with the potential risks of the project, such as budget overlaps, the disruption of the production process during project installation, the occupational health and safety concerns, and the possibility of the new technology failing to generate the required results (Graded Case study 1 part 4). It can also be noted from the email of the production foreman that some employees were repugnant to the replacement of the lighting, and they expressed their unwillingness to work overtime.

Support for the project

The CEO of Fabricant Manufacturing company enlisted the support of various think tanks in the Company to ensure the project's success. Mr. Lee engaged stakeholders in all cadres for instance, in the list of implementers were the truck drivers to provide transportation support. To ensure that the project conforms to the environmental requirements, the CEO engaged

Trudy Noble

to provide an environmental assessment of the project. Additionally, Paul Callahan, a logistical expert, was enlisted to ensure that all project deliverables were acquired on time and within the budget (Graded Case study 1 part 2). The CEO also understood the importance of communication in the project's success, especially in achieving the object of public awareness; he, therefore, called for the support of Jeff Salvatore, a public relations and communication guru.

Stakeholders Analysis

High High High High Close management High High High High Close Management Moderate Low Monitored

Name	Role	Interest	Power	Classification
Lee Feinberg	Chief Executive officer					High	Close Management
Janice Scott	Strategic manager		Close management
Vivian Liu	Leader of the project			High
Trudy Noble	Environmental manager		Close Management
Perry Silverman	Finance Analyst
Employees	Implementers		Moderate		Monitored
Community	Supporters		Low

Conclusion

Implementing the industrial lighting retrofit project will help Fabricant Manufacturing Company achieve its three strategic objectives. The feasibility study of the project points to the close link of the project to the strategic plans of the Company; as such, it will be ideal for energy-saving and building the Company's sustainability objectives.

References

Guo, K., & Zhang, L. (2022). Multi-objective optimization for improved project management: Current status and future directions. Automation in Construction, 139, 104256.

https://www.sciencedirect.com/science/article/pii/S0926580522001297

Hande, K., & Phillippi, J. (2018). Project Timeline Template: A Guide for Successful Completion. Nurse educator, 43(3), 115.

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5908739/

Tri Mardiani, G. (2020). Template Project Charter.

https://repository.unikom.ac.id/64644/1/Template%20project-charter

ProjectPlanning & Project Executions

Terrell McGhee

QSO

SNHU

/17/

022

QSO 640 Milestone Two

Project Planning

ECO-Trans is a European firm that develops and manufactures "driver assist" technology that can be installed in public vehicles such as buses, trains, and other vehicles essential for mass transit. The ECO-Steam system examines the current path of a bus or train, taking into account the anticipated arrival time, and then provides the driver with recommendations for improving fuel efficiency (MindEdge, 2022). The technology works by providing instructions to drivers that assist in reducing traffic delays and unsafe driving conditions, thus making public transport effective and safer.

Sunshine Rail Transit is a good example of a company that has utilized the ECO-Trans "driver assist" technology. The company provides light-rail commuter transport as it has signed a contract with ECO-Transit to install a tailor-made ECO Steam system in its

locomotives. The deal will see Sunshine Rail Transit increasing efficiency in its operations concentrated in the major cities and towns of the Southeast.

Business Requirements

The primary

goal of a project is to fix a problem or improve existing business operations. To achieve this objective, it is critical to understand the business requirements, which aids in properly planning and Implementing the project. The Sunshine Rail Transit ECO Steam System project implementation has six core business requirements that must be implemented to guarantee the project's success. The project is scheduled to take one year and three months and is primarily focused on reducing fuel costs and environmental sustainability through a reduction in pollution ( MindEdge 2022). To effectively implement the project, the rail operators will need to be trained on the system's operation to eliminate the impact of delays on customer schedules by ensuring that operations are done within the schedule.

High High Medium High

Requirement Number	Requirement Description	Priority
			Installation of ECO steam System to take one year and three months	High
	1
	2	Training of the company employees on the operation of the project
Reduction in cost of Fuel
	3
	4	Environmental sustainability through a reduction in carbon emission	Medium
Reduction of impact on commuter schedule
	5
Increased efficiency through operating within the schedule
	6

Subject Matter Experts in the Implementation of ECO Steam System Project

Subject matter experts are individuals with high knowledge and skills, which are prerequisites for successfully implementing the project. The Sunshine Rail Transit, ECO- Steam System's project will require highly skilled individuals to ensure that the project meets the business requirements. As such, subject matter experts in this project will include project sponsors and various departmental managers of the company who will guide employees such as engineers. The project sponsor Mr. John Shaller will ensure that the project is operated and completed within the budget and schedule. The training manager of the transport department, Mr. Mark Osborne, will be instrumental in offering training to the employees on the operations and Implementation of the project. Besides, Ed Hallman and Bennie Hays, the company's mechanical department communication gurus, will coordinate the system implementation by ensuring the operations changes are timely communicated to the stakeholders, and the project review results are also communicated (MindEdge, 2022). On the other hand, Linda Lindstrom, the transport operations head, will provide operations guidelines to ensure that project schedules are met, while the front line experts will be the company engineers will be in charge of operations of the locomotives under the new dispensation.

Significance of format for capturing requirements

Capturing and documenting specific information about the project requirements is critical in ensuring consistency and helping the project manager effectively implement the project. To ensure the project's success, the project development team will have to collect and rank the business requirements to ensure that the project's scope covers all project needs. Since the project aims to impact various stakeholders, capturing project requirements guarantees that all stakeholders' interests are captured and implemented (Tereso et al., 201

). Additionally, project traceability will be possible if project requirements are captured, which helps to minimize risks of budget overrun and delays in project completion. Project requirements can be captured using focused group discussions, surveys, and interviews.

Project Budget and Schedule

The ECO- Steam System project is expected to take one year and three months, and considering 8 hours, each month will have 25 days. This means that the entire project period will be 3000 working hours. The project estimates indicate that the Sunshine Rail Transit will spend approximately $ 45000 per month. This will translate to the total project cost of $45,000*15 = $ 675,000.

1 2 3 4 5 One month 6 $ 70,000 Two months One month One month $ 10,000

Activity	Activity name	Duration	Start	Finish	Allocation
Identify business requirements and Milestones	Ten days	7/15/2022	7/25/2022	$ 15,000
Reviewing budget requirements with sponsor	15 days	7/26/2022	8/ 10 /2022		$ 10,000
Staff training				One month	8/ 11 /2022	11/11/2022	$ 45,000
	Project Launch		Two months	11/12/2022	1/12/2023		$ 70,000
Purchase of equipment	1/13/2023	2/13/2023	$ 200,000
The pilot project, installation of technology	Three months	1/14/2023	4/14/2023	$ 80,000
7	System testing and review	3months	4/15/2023	8/15/2023
8	Phase 2 installation of technology	8/16/2023	10/16/2023	$ 90,000
9	Staff training review	10/17/2023	11/17/2023	$ 60,000
10	Final project review	11/18/2023	12/18/2023	$ 25,000
11	Completion	Five days	12/19/2023	12/24/2023
				Total Project cost	$ 675,000

Project Execution

Projection Implementation Approach

The waterfall method is the most suitable technique for implementing the ECO Steam Systems project. This method works best in this case because it provides precise project implementation steps, which begin by providing the statement of customers' requirements. In its most basic form, the waterfall approach makes it possible for the project to flow logically from conception to conclusion, following the project milestones (Thesing et al., 2021). Considering the departmental organizational structure of Sunshine Rail Transit company, the Waterfall approach will be critical in assigning various project milestones to different departments of the organization. Departments will coordinate with other departments to ensure all project steps are effectively and timely implemented. The approach is extremely well-organized, which ensures that the attention is laid to finishing deliverables within the budget and schedule, thereby reducing impacts on the existing Sunshine Rail Transit system, which will be completely redesigned and brought up to date by utilizing ECO- Steam System technology.

Project Schedule Review

The Implementation of the project is often affected by some factors, which may result in budget overruns and delayed completion. As such project schedule will need to be reviewed consistently to capture emerging aspects that influence the project. Addressing changes in the project schedule involves using project compression approaches. Compression strategies are procedures that are regularly utilized to decrease the time of a project without harming the project's scope. Crashing is one way that can be used, and it refers to the process of adding resources to assist in the completion of essential project operations. These resources can include more workers, equipment, or other project requirements.

Communication Approach

The project manager's ability to effectively communicate with project team members and stakeholders is a key responsibility. The project manager must find a way to keep all project stakeholders updated on its development to avoid nasty consequences and guarantee that the project runs smoothly. Communication is essential in ensuring that all stakeholders know their role in the project and that the project deadlines are observed (Rajhans, 2018). The ECO Steam System will take 15 months to be completed as such communication will help to ensure that objectives are achieved since each stage of development will be communicated to the shareholders and any adjustments made.

The effectiveness of communication depends on various factors, which include the target audience, the frequency, the mode of communication, and deliverables, among others. The project manager will be instrumental in ensuring adequate planning and execution by working with the project implementation team. The communication approach of this project is summarized in the following table.

Project Launch Project manager Face to Face Project manager

Type of meeting	The goal of the meeting	Frequency of the meeting	Mode of communication	Target audience	Owner	Deliverable
To inform stakeholders about the project objectives	Once at the start of the project		Face to Face	All Project stakeholders			Project manager	Project scope documents, agendas, and minutes
Project implementation meeting	To review project progress	Monthly	Face to face	Project development team	minutes and update reports
Project review meeting with management	Project status review and adjustment	Monthly	Company management	Minutes and progress reports.

References

Tereso, A., Ribeiro, P., Fernandes, G., Loureiro, I., & Ferreira, M. (2019). Project management practices in private organizations. Project Management Journal, 50(1), 6-22.

https://journals.sagepub.com/doi/abs/10.1177/8756972818810966

Thesing, T., Feldmann, C., & Burchardt, M. (2021). Agile versus Waterfall project management: decision model for selecting the appropriate approach to a project. Procedia Computer Science, 181, 746-756.

https://www.sciencedirect.com/science/article/pii/S1877050921002702

Rajhans, K. (2018). Effective communication management: A key to stakeholder relationship management in project-based organizations. IUP Journal of Soft Skills, 12(4), 47-66.

https://www.projektassistenz-blog.de/wp-content/uploads/2020/02/Effective_Communication_with_Stakeholders

Final Graded Case Study: Project Management Plan, Hightower Global Solutions

Project Selection and Initiation

After having been recently laid off from his job of 35 years as a Sales Manager at Hightower Global Solutions, Tony DiBello got a call from his former boss Peter McKenzie asking him to return to the organization to help get a new initiative off the ground.

The Project

Based on McKenzie's brief description over the phone, DiBello understood that the project was to develop a "sales training intranet" (code named HighLEARN) for Hightower's 350 geographically dispersed sales associates. A Fortune 500 firm specializing in financial services technology and outsourcing solutions, Hightower had more than 100 complex products and services to offer its diverse client base of banks, mutual fund complexes and insurance companies. In addition, Hightower's executive leadership was pursuing an aggressive acquisition strategy, buying small companies and further expanding the product portfolio. As a result, both new and experienced sales associates were struggling to get up to speed on all of the Hightower offerings, and sales leadership was concerned that they were missing opportunities to pitch new products to clients. McKenzie, the Head of Hightower's Sales organization, had become an evangelist for what he called "Blended Learning"— combining traditional classroom training with online learning opportunities—and he was determined to develop a highly interactive "portal" to help improve sales performance. He envisioned a custom intranet where Hightower sales associates across the globe could log on to get comprehensive product information and presentations, access webinars and videos with product specialists, and share tips and feedback through blogs, forums and social features.

McKenzie's enthusiasm for the intranet project was infectious. Even Carol Bailey, Hightower's CEO, had come to believe that connecting people in this way was critical to ensuring Hightower's success and sustainability in the global market. Due to the breadth and diversity of the company's product offerings—and the rate at which they were acquiring new products—there was immense pressure on everyone in the sales organization to become experts on as many products and services as possible in order to meet aggressive sales targets.

To support the CEO's strategic agenda, the following project elements, team members, and constraints were provided.

Project Budget and Roll-out Date Project Budget $1.5 million Project Scheduled to Start

June 1, 2019

HighLEARN Roll-out January 1, 2020

Project Team Members Name Role

Ricardo Contin Director of Learning and Development

Steve Quan Hightower IT Operations Specialist Shannon Valley Hightower IT Systems and Security Monica Ianucci Content Specialist Jonathan Brant Content Specialist

Initial Project Risks 1 Website does not meet user requirements or functionality.

2 Shannon Valley and Steve Quan are not available to contribute to the project until July 15, 2019. QSO 640: Project Management

Copyright © 2014, %year% MindEdge Inc. All rights reserved. Duplication prohibited.
PMP, PMI-ACP, PMI-RMP, PMBOK, and the PMI

Registered Education Provider logo are registered marks of the Project Management Institute, Inc.

3 Marketing department has not endorsed the approach; believes they should go with Microsoft ® SharePoint®

system. 4 Security of intranet/portal: no external access beyond firewall.

Project Activity Duration Portal Development User Interface Design Complete and Tested 2 days Style Sheets for Portal 3 weeks Theme Design for Website 8 weeks Portal Administration Complete and Accepted 2 days

Administrative Page Groups 10 weeks

Administrative Access Control Design 7 weeks Content Management & Coding Complete and Tested 2 days Content Display from Repository 28 days Content Upload and Functionality 8 weeks

Configure/Code Indexing and Functionality 13 weeks

Infrastructure and Security Architecture Approved for Implementation 1 day

Servers for Development, Staging, and Production 13 weeks

Configure Firewalls 4 weeks Integrate Infrastructure and Security Systems 8 weeks Log-in/Registration System Complete and Tested 3 days Create Log-in/User Profiles 4 weeks Content Creation and Editing

Product Content Modules Completed and Accepted 5 days Interviews with Subject Matter Experts (SMEs) and Sales Representatives

2 weeks

Product Sales Summaries 4 weeks Sales Case Studies for Content Modules 7 weeks Edit/Film SME Videos 1 week Upload Presentations, Demos, and Webinars for Content Modules 2 weeks Documentation

Development and Document Coding Standards and Procedures 15 weeks

Develop Test Acceptance Plans and Procedures 15 weeks

HighLEARN Database Test and Acceptance 1 week HighLEARN Roll-out

Hightower Global Solutions Organizational Chart

QSO 640: Project Management Copyright © 2014, %year% MindEdge Inc. All rights reserved. Duplication prohibited.
PMP, PMI-ACP, PMI-RMP, PMBOK, and the PMI

Registered Education Provider logo are registered marks of the Project Management Institute, Inc.

Hightower Global Solutions Staffing List IT Systems and Security

Cyber Security

Harold Williams Dennis Callahan Beth Stroller

Systems Engineering

Juan Felipe Susan Xiao Cheryl Bolden

Business Operations

John Petrel Steven Johnson Steve Quan

Learning and Development

Human Resources

Christina Alston Elizabeth Carol Judy Wilson Terrence Holober Frederick Concern

QSO 640: Project Management Copyright © 2014, %year% MindEdge Inc. All rights reserved. Duplication prohibited.
PMP, PMI-ACP, PMI-RMP, PMBOK, and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc.

Training Department

Kimberly Contos Nicholas Bergh Tyler Burns Dianne Harrison

Content Development

Jonathan Brant Monica Ianucci Henry Stephenson

Sales, Marketing, and Budgeting

Domestic Sales James Youngster William Feller

International Sales Tracy Woodster Andrew Levitt

Marketing/Advertising Sasha Fiercer Jason Holdmeer

Acquisitions and Product Portfolios

Product Management Meagan Golden Melvin Simpson

Acquisitions Management Nicole Smith Evelyn Lovelace

Strategic Management

Richard Mattingly Teresa Berry-Van Helbing

Please use the information above to complete your final Graded Case Study. Return to your learning environment to submit your work.

QSO 640 Final Project Guidelines and Rubric

Overview Organizations continue to struggle with successful project implementations that support business goals. Strides in project management have been achieved through a consistent approach to project management as defined by the Project Management Institute (PMI)® A Guide to the Project Management Body of Knowledge, (PMBOK® Guide), Fifth Edition, 2013. Specifically, the five phases of project management—consisting of initiating, planning, executing, controlling, and closing—provide a framework for achieving business goals through successful project implementations. At the completion of the course, you will understand the key deliverables and activities within each phase of this framework in order to achieve business goals.

Your final project will be a complete project management plan. The plan will be comprised of standard templates used by organizations across all industries. For milestones one and two, you will use two different case studies from your Mindedge resource. For your final project, you will be using a third case study from Mindedge, the HighTower Global Solutions case study, as the foundation for your plan. Each week you will move through the phases of the project management life cycle and develop components of the project management plan to address the organizational need within each of these different case studies. You will consider stakeholder perspectives and communication needs as well as typical project risks and issues. At the end of the course, you will have a complete project management plan that supports a typical project for an organization. The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. Please note that you will use different case studies for each Milestone and for your final project in this course, all of which can be found in your Mindedge resource.

 Milestone One utilizes the Fabricant Manufacturing Project case study and will be submitted in Module Three.

 Milestone Two utilizes the ECO-Trans case study and will be submitted in Module Six.

 The final project utilizes the HighTower Global Solutions case study and will be submitted in Module Nine. In your final project, you will demonstrate your mastery of the following course outcomes:

 Develop project charters that illustrate the high-level scope of the project as it aligns to organizational strategic needs

 Analyze internal and external stakeholder needs for efficiently navigating organizational structures

 Determine proper approaches to defining business requirements for aligning with business strategies

 Utilize project management software for effectively developing project management plans

 Develop key project management control documents for ensuring effective management plan scope descriptions

 Evaluate agile and waterfall methods for successful project execution

 Determine approaches for project closure that inform ongoing best practices in project management planning

terre Highlight

Prompt Throughout the course, you have been working through the phases of the project management life cycle to develop components for a project management plan that addresses the organizational needs of the organization highlighted in two case studies: the Fabricant Manufacturing Project (Milestone One) and the ECO- Trans case study (Milestone Two). Your instructor and peers have provided feedback for you to consider along the way. Now, you have the background knowledge and the information necessary to complete your project management plan, which utilizes the HighTower Global Solutions case study, available in MindEdge. Specifically, the following critical elements must be addressed:

I. Project Initiation A. Identify the economic, technical, and organizational feasibility of the project. For instance, how is the project a viable fit within the organization? B. Explain how the project aligns to the organization’s strategic goals utilizing the traceability matrix (in Mindedge). C. Develop a project charter that includes a high-level scope of what is to be accomplished. D. Create a high-level timeline and cost estimate to complete the project. E. Identify the concerns of the internal and external key project stakeholders. F. Compare the level of support from all key project stakeholders to inform the course of action resulting in success of the project. G. Complete the stakeholder analysis template.

II. Project Planning

A. Determine the business requirements for the successful development of the project. Justify your choices. B. Establish who will provide the business requirements. What approach will be used to solicit the requirements from the subject matter experts? C. Categorize and organize the business requirements in a standard requirements template. D. Explain why the format for capturing requirements is important to the overall success of the project. Why would we consider requirements’

traceability? E. Leveraging the business requirements, translate these requirements into a project schedule using project management software through the

provided template. F. Estimate the duration of project tasks using common business knowledge, and assign resources to complete each task. G. Refine your estimate of the project cost based on the duration of tasks and resources needed.

III. Project Execution

A. Determine the best implementation approach—agile or waterfall project—for the organization based on its organizational structure. Provide examples to support your rationale.

B. Explain how the project schedule can be resource leveled, fast-tracked, or crashed if needed based upon execution results. C. Propose communication approaches and the frequency that should be used to keep leadership apprised of the project execution. Include

examples to support your claims.

IV. Project Control A. Describe how you will handle changes in scope to your project management plan. What change management process will be used? What key

information will be required for change requests? B. Describe the risk management process that is the best fit for effective project control over your plan. C. Explain how you will document issues and what process will be used to manage the issue to completion. Include examples to support your

claims.

V. Project Closeout A. Identify what needs to be done to close your project management plan. Include examples supporting how you will minimize the chances of

overlooking a step in the project process. B. Justify the need for a warranty period and how the project will transition to business C. Complete a lessons-learned template for the case study project.

Milestones Milestone One: Project Initiation In Module Three, you will submit the Project Initiation portion of your final project. Milestone One utilizes the Fabricant Manufacturing Project case study. This milestone will be graded with the Milestone One Rubric. Milestone Two: Project Planning and Project Execution In Module Six, you will submit the Project Planning and Project Execution portions of your final project. Milestone Two utilizes the ECO-Trans case study. This milestone will be graded with the Milestone Two Rubric. Final Submission: Project Management Plan In Module Nine, you will submit your final project, which utilizes the HighTower Global Solutions case study. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This submission will be graded with the Final Project Rubric.

terre Highlight terre Highlight

Final Project Rubric Guidelines for Submission: Your project management plan should be between 10 and 12 pages, double-spaced, have one-inch margins, and use 12-point Times New Roman font and the most recent version of APA format.

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value Project Initiation:

Feasibility

Meets “Proficient” criteria and demonstrates nuanced understanding of the specific organizational parameters of feasibility

Identifies the economic, technical, and organizational feasibility of the project and how the project is a viable fit within the organization

Identifies the economic, technical, and organizational feasibility of the project, but does not discuss how the project is a viable fit within the organization or is inaccurate or cursory

Does not identify the economic, technical, and organizational feasibility of the project

3.46

Project Initiation: Strategic Goals

Meets “Proficient” criteria and demonstrates insight into project alignment with strategic goals

Explains how the project aligns to the organization’s strategic goals

Explains how the project aligns to the organization’s strategic goals, but explanation is inaccurate or cursory

Does not describe how the project aligns to the organization’s strategic goals

4.62

Project Initiation: Project Charter

Meets “Proficient” criteria and demonstrates nuanced understanding of what is to be accomplished

Develops a project charter that includes a high-level scope of what is to be accomplished and is detailed appropriately

Develops a project charter, but does not include a high-level scope of what is to be accomplished

Does not develop a project charter

4.62

Project Initiation: High-Level Timeline

Meets “Proficient” criteria and demonstrates insight into the complexity of project

Creates a high-level timeline and estimate of cost to complete the project

Creates a high-level timeline and estimate of cost to complete the project, but response contains inaccuracies

Does not create a high-level timeline or estimate of cost to complete the project

4.62

Project Initiation: Key Project Stakeholders

Meets “Proficient” criteria and demonstrates insight into the different stakeholder concerns

Identifies the concerns of key project internal and external stakeholders

Identifies the concerns of key project internal and external stakeholders, but response either contains inaccuracies or is overgeneralized

Does not identify the concerns of key project stakeholders

3.46

Project Initiation: Support

Meets “Proficient” criteria and shows a deep understanding of how to leverage stakeholders for the success of a project

Compares the level of support from all key stakeholders to inform the course of action of the project

Compares the level of support from all key stakeholders, but discussion contains gaps or inaccuracies

Does not compare the level of support from all key stakeholders

3.46

Project Initiation: Stakeholder Analysis

Template

Meets “Proficient” criteria, and level of detail shows keen insight into the scope and scale of the project

Completes the stakeholder analysis template

Completes the stakeholder analysis template, but template contains inaccuracies

Does not complete the stakeholder analysis template

3.46

Project Planning: Business

Requirements

Meets “Proficient” criteria and demonstrates insight into the business requirements necessary for the successful development of a project

Determines the business requirements for the successful development of the case study project and justifies choices

Determines the business requirements for the successful development of the case study project, but does not justify choices, or determination contains inaccuracies

Does not determine the business requirements for the successful development of the case study project

3.46

Project Planning: Subject Matter

Experts

Meets “Proficient” criteria and demonstrates insight into solicitation approaches for subject matter experts

Establishes who will provide the requirements and what approach will be used to solicit the requirements from the subject matter experts

Establishes who will provide the requirements, but does not establish what approach will be used or selection is illogical

Does not establish who will provide the requirements

3.46

Project Planning: Standard

Requirements Template

Meets “Proficient” criteria and provides level of detail and organization that streamlines project development

Categorizes and organizes the business requirements in a standard requirements template

Categorizes and organizes the business requirements in a standard requirements template, but approach is illogical or lacks detail

Does not categorize and organize the business requirements in a standard requirements template

3.46

Project Planning: Format

Meets “Proficient” criteria and demonstrates insight into the connection of traceability throughout project development

Explains why the format for capturing requirements is important to the overall success of the project, including traceability

Explains why the format for capturing requirements is important to the overall success of the project, but response lacks traceability, contains inaccuracies, or is cursory

Does not explain why the format for capturing requirements is important to the overall success of the project

3.46

Project Planning: Project Schedule

Meets “Proficient” criteria and demonstrates a complex grasp of predecessor relationships

Translates the requirements into a project schedule that contains appropriate and logical predecessor relationships using project management software through the provided template

Translates the requirements into a project schedule using project management software through the provided template, but relationships are inappropriate or illogical

Does not translate the requirements into a project schedule using project management software through the provided template

4.62

Project Planning: Estimate

Meets “Proficient” criteria and demonstrates nuanced understanding of business knowledge and resources in project management

Estimates the duration of the project tasks using common business knowledge and assigns resources to complete each task

Estimates the duration of the project tasks using common business knowledge and assigns resources to complete each task, but estimation is inaccurate or overgeneralized

Does not estimate the duration of the project tasks

4.62

Project Planning: Refine Estimate

Meets “Proficient” criteria and demonstrates deep understanding of project costs

Refines estimate of the project based on the duration of the tasks and resources needed

Refines estimate of the project, but estimate is inaccurate

Does not refine estimate of the project

4.62

Project Execution: Implementation

Approach

Meets “Proficient” criteria and demonstrates deep understanding of how the selected implementation approach supports organizational structure

Determines which implementation approach is the best for the organization, using examples to support rationale

Determines an implementation approach for the organization, but response lacks examples that support rationale or is cursory

Does not determine an implementation approach

4.62

Project Execution: Project Schedule

Meets “Proficient” criteria and demonstrates deep understanding of relationship between schedule techniques and project execution

Explains how the project schedule can be resource leveled, fast-tracked, or crashed if needed based upon execution results

Explains how the project schedule can be resource leveled, fast-tracked, or crashed, but response is inaccurate or overgeneralized

Does not explain how the project schedule can be resource leveled, fast-tracked, or crashed

4.62

Project Execution: Keep Leadership

Apprised

Meets “Proficient” criteria and demonstrates insight into the appropriate communication needed to keep leadership apprised

Proposes communication approaches and frequency to keep leadership apprised of the project execution, using examples to support claims

Proposes communication approaches and frequency to keep leadership apprised of the project execution, but response lacks examples that support claims or is inappropriate

Does not propose communication approaches and frequency to keep leadership apprised

4.62

Project Control: Change Management

Meets “Proficient” criteria and demonstrates nuanced understanding of the change management process

Describes a change management process that is the best fit for the project, including key information required

Describes a change management process that is the best fit for the project, but response lacks key information or process contains inaccuracies or gaps

Does not describe a change management process that is the best fit for the project

4.62

Project Control: Risk Management

Meets “Proficient” criteria and demonstrates insight into how risk management positively impacts project control

Describes the risk management process that is the best fit for effective project control over the plan

Describes the risk management plan, but description has gaps or inaccuracies

Does not describe the risk management plan

4.62

Project Control: Issues

Meets “Proficient” criteria, and process is exceptionally detailed

Explains how issues will be documented and what process will be used to manage the issue to completion, including examples that support claims

Explains how issues will be documented and the process to manage the issue, but response contains inaccuracies or is cursory

Does not explain how issues will be documented and the process to manage the issue

4.62

Project Closeout: Close

Meets “Proficient” criteria and demonstrates a deep understanding of project plan closure

Identifies what needs to be done to close the project plan, including examples to support how to minimize the chances of overlooking steps

Identifies what needs to be done to close the project plan, but response contains inaccuracies, is cursory, or does not include examples

Does not identify what needs to be done to close the project plan

4.62

Project Closeout: Warranty Period

Meets “Proficient” criteria, and discussion demonstrates nuanced understanding of the project transition

Justifies the need for a warranty period and process for transitioning project to business

Justifies the need for a warranty period and process for transitioning project to business, but response contains inaccuracies or is cursory

Does not justify the need for a warranty period and process for transitioning project to business as usual

4.62

Project Closeout: Lessons-Learned

Template

Meets “Proficient” criteria and demonstrates nuanced understanding of using a lessons-learned template for continuous improvement

Completes a lessons-learned template for the project plan

Completes a lessons-learned template for the project plan, but template contains inaccuracies

Does not complete a lessons- learned template

4.62

Articulation of Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to- read format

Submission has no major errors related to citations, grammar, spelling, syntax, or organization

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas

3.02

Total 100%

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