Cmgt 410 Week 1 Syllabus
|[pic] |Syllabus |
| |College of Information Systems & Technology |
| |CMGT/410 Version 12 |
| |Project Planning & Implementation |
Course Description
This course provides the foundation for understanding the broad concepts of successful planning, organization and implementation …show more content…
within the realm of information technology. The course uses real-world examples and identifies common mistakes and pitfalls in project management. Topics covered include project scoping, estimating, budgeting, scheduling, tracking and controlling.
Policies
Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents:
• University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum.
University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality.
Course Materials
Marchewka, J. T. (2009). Information technology project management: Providing measurable organizational value (3rd ed.). Hoboken, NJ: Wiley
Software
Microsoft Project® 2007 (Virtual Desktop)
Supplemental Resources
Microsoft. (2008). Microsoft Office Project 2007. John Wiley & Sons, Inc.
Element K. (2010). Microsoft® Office Project: Level 1.
Element K. (2010). Microsoft® Office Project: Level 2.
Element K. (2010). Microsoft® Office Project: Professional.
Article References
Carton, F., Adam, F., & Sammon, D. (2008). Project Management: A case study of a successful ER implementation. Retrieved on November 30, 2009 from http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=76A931C2AF45A418C2B54D9DB95A9F0C?contentType=Article&hdAction=lnkpdf&contentId=1663078&dType=SUB&history=false.
Guldemond, T. A., Hurink, J. L., Paulus, J. J., & Schutten, J. M. J. (2008, April). Time-constrained project scheduling. Journal of Scheduling, 11(2), 137.
Hurley, L. (2009, April). How job-costing pays. Special Events Magazine, 28(4), 68.
Johan Eveleens, Chris Verhoef. The Rise and Fall of the Chaos Report Figures IEEE Software. Los Alamitos: Jan/Feb 2010. Vol. 27, Iss. 1; p. 30
Kutsch, E., & Hall, M. (2009). The rational choice of not applying project risk management in information technology projects. Project Management Journal, 40(3), 72.
Matthew E Swinarski, Diane H Parente, Kathleen Noce. Are all IT professionals created equally? Journal of Behavioral Studies in Business. Jacksonville: May 2010. Vol. 2; p. 1 (11 pages)
Moore, R. (2008, January). The project professional: Flexible human capital to enable growth. Strategic Finance, 89(7), 51.
Turner, J. R., Ledwith, A., & Kelly, J. (2009). Project management in small to medium-sized enterprises: A comparison between firms by size and industry. Retrieved on November 30, 2009 from http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=76A931C2AF45A418C2B54D9DB95A9F0C?contentType=Article&hdAction=lnkpdf&contentId=1781098&dType=SUB&history=false.
Vittal S Anantatmula. Project Manager Leadership Role in Improving Project Performance Engineering Management Journal. Rolla: Mar 2010. Vol. 22, Iss. 1; p. 13
Vijayakumar, U. (2009). Top management control functions for information systems in small and medium enterprises. Informatica Economica, 13(4), 109.
All electronic materials are available on the student website.
|Week One: Project Management |
| |Details |Due |Points |
|Objectives |Define project life cycle. | | |
| |Identify types of management within project management. | | |
| |Explain project scope management. | | |
|Readings |Read Ch. 1, “The Nature of Information Technology Projects”, of Information Technology | | |
| |Project Management: Providing Measureable Organizational Value. | | |
| |Read Ch. 3, “Developing the Project Charter and Baseline Project Plan”, of Information | | |
| |Technology Project Management: Providing Measureable Organizational Value. | | |
| |Read Ch. 5, “Defining and Managing Project Scope”, of Information Technology Project | | |
| |Management: Providing Measureable Organizational Value. | | |
| |Read the Week One Read Me First. | | |
| |Read this week’s Electronic Reserve Readings | | |
|Participation |Participate in class discussion. | |2 |
|Nongraded Activities and |Read the course description and objectives. | | |
|Preparation | | | |
| |Ensure you have access to the required software: | | |
| |Microsoft Project 2007 (Virtual Desktop) | | |
| | | | |
| |NOTE: The Microsoft Project 2007 Virtual Desktop can be accessed on the left hand side of the| | |
| |Course Materials Page. | | |
| | | | |
| |Review the Learning Team Toolkit. | | |
|Learning Team Instructions |Resources: Text | | |
|Learning Team Charter |Create the Learning Team Charter | | |
|Learning Team Instructions |Select a project involving an IT requirement with multiple tasks and human resources. The | | |
|Project Management Project |project must come from a business situation—for example, hardware procurement and | | |
|(Due Week Five) |installation, network acquisition, implementation, or expansion—towards which each Learning | | |
| |Team member contributes background details. The Learning Team and instructor must carefully | | |
| |consider the scope of the project. | | |
| | | | |
| |Using Microsoft Project, Learning Teams create and present a project to demonstrate that the | | |
| |group members have command of project management concepts and tools. These include project | | |
| |definition, Work Breakdown Structure (WBS), scheduling or estimation, and costing and risk | | |
| |analysis. Project deliverables are required each week and the final presentation of the | | |
| |project is due in Week Five. Establish the plan’s needs, objectives, and approach or | | |
| |methodology used to achieve the objectives. Include a project organization chart, using | | |
| |Microsoft Visio®, depicting team member functions and the organization’s chain of command. | | |
| |List the tasks to be accomplished during the course of developing the plan. Finally, the | | |
| |first part of the plan must outline all expected risks that might occur during the | | |
| |implementation of the project, including why the risks are expected to occur and the risk | | |
| |resolution process used for each situation. Include the following components in the written | | |
| |report: | | |
| |Background and Statement of Need: Background consists of a description of the organization, | | |
| |the problem, or problems, that need to be solved, and the event, or events, that led to the | | |
| |need for a management plan. Discuss the benefits the successful completion of the plan would | | |
| |have for the organization. | | |
| | | | |
| |Project Objectives: Quantify the measurable performance expectations of the plan to determine| | |
| |whether or not it meets the planned objectives. Performance must be defined in terms of | | |
| |product or process specification, total budget at the completion of the plan, and the | | |
| |timeframe for plan completion. The stated objectives become exit criteria in determining | | |
| |whether or not the plan is successful at completion. Identify the potential risks that would | | |
| |prevent the plan’s objectives from being met on time and within budget, and present a | | |
| |contingency plan that would reduce the risks if they actually occur. The risk mitigation plan| | |
| |must identify risks and the severity ranking for each. For the most severe risks, a risk | | |
| |mitigation strategy must be developed, including the triggering event and the responsible | | |
| |party. | | |
| | | | |
| |Mission and Goals of Project: The mission and goals of the project define the work that needs| | |
| |to be accomplished to satisfy the objectives. It consists of a list of tasks, their | | |
| |definitions and what needs to be accomplished, but it does not cite how the tasks are | | |
| |accomplished. The project mission and goals are usually integrated into the contract shared | | |
| |by the organization performing the work and the organization funding the work. | | |
| | | | |
| |Project (Plan) Approach: The project approach discusses the methodology used to satisfy the | | |
| |mission, goals, and objectives of the project. Whereas the mission, goals, and objectives | | |
| |state what work is done, and the approach states how the work is done. | | |
| | | | |
| |Project (Plan) Organization: This section must identify project team members. Define their | | |
| |functions, responsibilities, qualifications, and capabilities. Explain where each team member| | |
| |fits into the organizational structure. Project organization must also include each member’s | | |
| |reporting relationship. The individual supervising the project manager must be a manager in a| | |
| |position to resolve resource allocation issues. Include a project organization chart to | | |
| |illustrate all of the above relationships. | | |
| | | | |
| |Task or Responsibility Matrix: A task or responsibility matrix is a chart that lists | | |
| |Statement of Work (SOW) tasks on the left and key project team members on the top of the | | |
| |chart. Each person is identified as having responsibility for completing one or more tasks. | | |
| |Only one person may be responsible for each task to preserve accountability. Others may be | | |
| |identified as providing either support or approval of decisions made. | | |
| | | | |
| |WBS: A WBS chart must appear in this section with an explanation of the hierarchical | | |
| |relationship between each level appearing on the chart. Level one of the WBS is the | | |
| |result—product or service—of the project. Level two consists of the major tasks outlined in | | |
| |the SOW, and level three lists the subtasks contained within each SOW task. Use the series of| | |
| |charts available in Microsoft Project. | | |
| | | | |
| |Task Flow Network and Critical Path: In this section, arrange second-level WBS elements in | | |
| |the form of a task-flow network to determine various task dependencies. Determine the | | |
| |critical path along which necessary resources are allocated to achieve project objectives in | | |
| |the appropriate timeframe. Indicate earliest occurrence times and highlight the critical | | |
| |path. | | |
| | | | |
| | | | |
| |Project Schedule: For the project schedule, arrange second-level tasks on a timeline. Use a | | |
| |Gantt chart to illustrate the start and completion dates of each task. Take into | | |
| |consideration whether the tasks, due to task dependencies identified in the preceding | | |
| |task-flow network diagram, may be completed in parallel or must be done in serial.
| | |
| | | | |
| |Project Reporting: In this section, describe the project reporting structure used on the | | |
| |project. For example, every project member must complete a weekly status report. Select and | | |
| |complete a report template from Microsoft Project. | | |
| | | | |
| |Cost Plan: Develop a cost plan for your project that identifies the allocation and cost of | | …show more content…
|
| |resources for your project. | | |
| | | | |
| |Project Baseline: Develop a baseline for your project plan. All project variances are | | |
| |recorded against this baseline.
| | |
| | | | |
| |Performance Measurement: Performance measurement defines which variables are measured, how | | |
| |they are measured, and when they are measured to determine if the project is meeting its | | |
| |stated performance objectives. The measurable objectives must be identified as milestones on | | |
| |the Gantt chart developed. | | |
| | | | |
| |Project Evaluation and Reporting: This section describes the reports that your group uses to | |
|
| |track the project. Project evaluation and reporting also explain how the project manager | | |
| |communicates performance evaluation results to both management and the customer. This | | |
| |includes the following: | | |
| |Results of the cost and schedule variance analyses. | | |
| |Risk analysis. | | |
| |Formulating cost, schedule, or performance alternatives. | | |
| |Forecasting budget and schedule completion. | | |
| |Methods of corrective action taken. | | |
| |Managing expectations. | | |
| | | | |
| |Project Termination: The final section describes the method for determining when the project | | |
| |has met its objectives and the method in which it is terminated. Include a | | |
| |project-termination checklist used for closing out the project, reassigning personnel, | | |
| |delivering materials purchased under the contract, and proposing follow-up work to obtain | | |
| |future business. Finally, provide a summary of lessons learned in developing the Project | | |
| |Management Plan along with recommendations. | | |
|Week Two: Project Time Management |
| |Details |Due |Points |
|Objectives | | | |
| |Explain project time management. | | |
| |Compare and contrast Gantt charts, Program Evaluation Review Technique (PERT), and Critical | | |
| |Path Method (CPM). | | |
|Readings |Read Ch. 6, “The Work Breakdown Structure and Project Estimation”, of Information Technology | | |
| |Project Management: Providing Measureable Organizational Value. | | |
| |Read the Week Two Read Me First. | | |
| |Read this week’s Electronic Reserve Readings | | |
|Participation |Participate in class discussion. | |2 |
|Discussion Questions |Submit DQ’s online | |2 |
|Learning Team Instructions |Develop a project introduction with the establishment of the plan’s needs, objectives, and | |5 |
|Project Management Project |the methodology to be used. Complete items 1 through 6 of the components described for the | | |
|(Due Week Five) |written report in Week One, due in Week Five. | | |
|Individual |The individual project for this course is in the form of a Service Request from Huffman | |15 |
|Service Request SR-ht-001 |Trucking. | | |
| | | | |
| |Access Service Request: SR-ht-001. | | |
| | | | |
| |Create a Benefits Election System based on your review of the Service Request SR-ht-001 | | |
| |Update the Huffman Benefits Template located in Week One of the student website with more | | |
| |detailed tasks—subtasks under the major tasks already provided—to accomplish the project | | |
|Week Three: Project Cost and Quality Management |
| |Details |Due |Points |
|Objectives | | | |
| |Explain project cost management. | | |
| |Explain project quality management. | | |
|Readings |Read Ch. 7, “The Project Schedule and Budget”, of Information Technology Project Management: | | |
| |Providing Measureable Organizational Value. | | |
| |Read Ch. 10, “IT Project Quality Management”, of Information Technology Project Management: | | |
| |Providing Measureable Organizational Value. | | |
| |Read the Week Three Read Me First. | | |
| |Read this week’s Electronic Reserve Readings. | | |
|Participation |Participate in class discussion. | |2 |
|Discussion Questions |Submit DQ’s online | |2 |
|Learning Team |Complete a project task analysis, during which the project mission, goal, objectives, and | |5 |
|Instructions |approach developed in Week Two are further broken down into a hierarchical WBS at the second | | |
|Project Management Project |or third level. The final assignment is due in Week Five. | | |
|(Due Week Five) |Complete items 7 through 10 of the components described for the written report in Week One. | | |
| | | | |
| |Arrange second-level WBS elements (tasks) in the form of a task-flow network, using PERT or | | |
| |CPM techniques, to illustrate the earliest completion time, task, dependencies, and the | | |
| |critical path. | | |
| | | | |
| |Illustrate scheduled start and completion times for each second-level WBS task on a timeline | | |
| |in the form of a Gantt chart. Use Microsoft Project | | |
|Individual |Update the Huffman Benefits project by creating task dependencies among the sub- tasks added | |15 |
|Service Request SR-ht-001 |in Week Two. | | |
|Update | | | |
| |Add the resources to the Huffman Benefits project. Assign these resources to the appropriate | | |
| |sub-task added in Week Two. Refer to Table 1. | | |
| | | | |
| |Table 1: Resource data. | | |
| |Resource | | |
| |Wage/hour | | |
| |Wage/hour Overbudren | | |
| | | | |
| |Analyst | | |
| |$50.00 | | |
| |$15.00 | | |
| | | | |
| |Designer | | |
| |$40.00 | | |
| |$12.00 | | |
| | | | |
| |Developer | | |
| |$30.00 | | |
| |$9.00 | | |
| | | | |
| |Trainer | | |
| |$30.00 | | |
| |$9.00 | | |
| | | | |
| |Administrative | | |
| |$10.00 | | |
| |$3.00 | | |
| | | | |
| | | | |
| |Insert a plan from Microsoft Project, including a Gantt chart and budget, into a Word | | |
| |document for submission to your instructor. | | |
|Week Four: Project Human Resources and Procurement Management |
| |Details |Due |Points |
|Objectives | | | |
| |Explain project human resources management. | | |
| |Explain procurement management. | | |
|Readings |Read Ch. 4, “The Human Side of Project Management”, of Information Technology Project | | |
| |Management: Providing Measureable Organizational Value. | | |
| |Read Ch. 12, “Project Procurement Management and Outsourcing”, of Information Technology | | |
| |Project Management: Providing Measureable Organizational Value. | | |
| |Read Ch. 13, “Leadership and Ethics”, of Information Technology Project Management: Providing| | |
| |Measureable Organizational Value. | | |
| |Read the Week Four Read Me First. | | |
| |Read this week’s Electronic Reserve Readings | | |
|Participation |Participate in class discussion. | |2 |
|Discussion Questions |Submit DQ’s online | |2 |
|Learning Team Instructions |Develop a resource allocation. Include a cost plan, project baseline, project, evaluation, | |5 |
|Project Management Project |risk analysis reporting, and termination. Complete items 11 through 15 of the components | | |
|(Due Week Five) |described for the written report in Week One for the final project due in Week Five | | |
|Individual |Create a new project plan using Microsoft Project for a two-day training session in which | |20 |
|Training Session Project Plan |people are brought in from different parts of the country. Document everything involved, | | |
| |including preparation, presenter issues, participant issues, accommodations, and facilities | | |
| |in the plan. A major part of your grade for the plan is based on how detailed it is. | | |
| | | | |
| |Insert the plan from Microsoft Project, including a Gantt chart and budget, into a Word | | |
| |document for submission to your instructor | | |
|Week Five: Project Risk Management |
| |Details |Due |Points |
|Objectives | | | |
| |Explain project risk management. | | |
| |Develop a project management plan. | | |
|Readings |Read Ch. 8, “Managing Project Risk”, of Information Technology Project Management: Providing | | |
| |Measureable Organizational Value. | | |
| |Read the Week Five Read Me First. | | |
| |Read this week’s Electronic Reserve Readings. | | |
|Discussion Questions |Submit DQ’s online | |2 |
|Participation |Participate in class discussion. | |2 |
|Learning Team |Compile the previous weeks’ written report in to one final paper and turn it in as a Final | |7 |
| |Submittal. | | |
|Learning Team |Complete and present a PowerPoint® presentation of the project. | |10 |
|Project Management Project | | | |
Week One Discussion Questions
• Carton et al (2008) describe what they consider a “successful” enterprise resource planning (ERP) implementation. What aspects of the project made it “successful” in their definition? Would your organization describe this as successful? Why or why not?
Carton, F., Adam, F., & Sammon, D. (2008). Project Management: A case study of a successful ERP implementation. Retrieved on November 30, 2009 from http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=76A931C2 AF45A418C2B54D9DB95A9F0C?contentType=Article&hdAction=lnkpdf&content Id=1663078&dType=SUB&history=false.
• Based on the article by Anantatmula (2010), why is the project manager so critical to the success of the project?
Vittal S Anantatmula. Project Manager Leadership Role in Improving Project Performance Engineering Management Journal. Rolla: Mar 2010. Vol. 22, Iss. 1; p. 13
Week Two Discussion Questions
• Analyze the techniques discussed in the Guldemond et al. article (2008), and propose how you would apply them to your own skill set as a Project Manager.
Guldemond, T. A., Hurink, J. L., Paulus, J. J., & Schutten, J. M. J. (2008, April). Time-constrained project scheduling. Journal of Scheduling, 11(2), 137.
• In their 2009 article, Turner et al. describe the relatively low implementation rate of Gantt chart, CPM diagrams, etc. in projects. Does your organization use these tools? How does this data compare to the implementation of these tools in your organization? Why?
Turner, J. R., Ledwith, A., & Kelly, J. (2009). Project management in small to medium-sized enterprises: A comparison between firms by size and industry. Retrieved on November 30, 2009 from http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=76A931C2AF45A418C2B54D9 B95A9F0C?contentType=Article&hdAction=lnkpdf&contentId=1781098&dType=SUB&history=false
Week Three Discussion Questions
• In Hurley’s 2009 article, what type of costs should project managers be tracking to get an accurate total cost? Why is it critical to track these costs?
Hurley, L. (2009, April). How job-costing pays. Special Events Magazine, 28(4), 68.
• Why is cost and quality management so important to know how to successfully apply in project management? What are the potential consequences of a project manager not knowing these two valuable tools?
Week Four Discussion Questions
• In his 2008 article, Moore talks about contract project professionals. What does he believe is the role that contract project professionals play? Why/how are those roles important in managing a company’s human resources?
Moore, R. (2008, January). The project professional: Flexible human capital to enable growth. Strategic Finance, 89(7), 51.
• Based on the article by Swinarksi et al (2010), how would you go about making sure that team members have the required skill sets for the specific project?
Matthew E Swinarski, Diane H Parente, Kathleen Noce. Are all IT professionals created equally? Journal of Behavioral Studies in Business. Jacksonville: May 2010. Vol. 2; p. 1 (11 pages)
Week Five Discussion Questions
Based on the article by Kutsch, why is it important to conduct a project risk management process? What are some of the downfalls to not conducting one?
Kutsch, E., & Hall, M. (2009). The rational choice of not applying project risk management in information technology projects. Project Management Journal, 40(3), 72.
• In your own words, how would you explain project risk management? What are some real-life examples where project risk management would be imperative? Give details for each example.
| |College of Information Systems & Technology |
| |CMGT/410 Version 12 |
| |Project Planning & Implementation |
Course Description
This course provides the foundation for understanding the broad concepts of successful planning, organization and implementation …show more content…
within the realm of information technology. The course uses real-world examples and identifies common mistakes and pitfalls in project management. Topics covered include project scoping, estimating, budgeting, scheduling, tracking and controlling.
Policies
Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents:
• University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum.
University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality.
Course Materials
Marchewka, J. T. (2009). Information technology project management: Providing measurable organizational value (3rd ed.). Hoboken, NJ: Wiley
Software
Microsoft Project® 2007 (Virtual Desktop)
Supplemental Resources
Microsoft. (2008). Microsoft Office Project 2007. John Wiley & Sons, Inc.
Element K. (2010). Microsoft® Office Project: Level 1.
Element K. (2010). Microsoft® Office Project: Level 2.
Element K. (2010). Microsoft® Office Project: Professional.
Article References
Carton, F., Adam, F., & Sammon, D. (2008). Project Management: A case study of a successful ER implementation. Retrieved on November 30, 2009 from http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=76A931C2AF45A418C2B54D9DB95A9F0C?contentType=Article&hdAction=lnkpdf&contentId=1663078&dType=SUB&history=false.
Guldemond, T. A., Hurink, J. L., Paulus, J. J., & Schutten, J. M. J. (2008, April). Time-constrained project scheduling. Journal of Scheduling, 11(2), 137.
Hurley, L. (2009, April). How job-costing pays. Special Events Magazine, 28(4), 68.
Johan Eveleens, Chris Verhoef. The Rise and Fall of the Chaos Report Figures IEEE Software. Los Alamitos: Jan/Feb 2010. Vol. 27, Iss. 1; p. 30
Kutsch, E., & Hall, M. (2009). The rational choice of not applying project risk management in information technology projects. Project Management Journal, 40(3), 72.
Matthew E Swinarski, Diane H Parente, Kathleen Noce. Are all IT professionals created equally? Journal of Behavioral Studies in Business. Jacksonville: May 2010. Vol. 2; p. 1 (11 pages)
Moore, R. (2008, January). The project professional: Flexible human capital to enable growth. Strategic Finance, 89(7), 51.
Turner, J. R., Ledwith, A., & Kelly, J. (2009). Project management in small to medium-sized enterprises: A comparison between firms by size and industry. Retrieved on November 30, 2009 from http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=76A931C2AF45A418C2B54D9DB95A9F0C?contentType=Article&hdAction=lnkpdf&contentId=1781098&dType=SUB&history=false.
Vittal S Anantatmula. Project Manager Leadership Role in Improving Project Performance Engineering Management Journal. Rolla: Mar 2010. Vol. 22, Iss. 1; p. 13
Vijayakumar, U. (2009). Top management control functions for information systems in small and medium enterprises. Informatica Economica, 13(4), 109.
All electronic materials are available on the student website.
|Week One: Project Management |
| |Details |Due |Points |
|Objectives |Define project life cycle. | | |
| |Identify types of management within project management. | | |
| |Explain project scope management. | | |
|Readings |Read Ch. 1, “The Nature of Information Technology Projects”, of Information Technology | | |
| |Project Management: Providing Measureable Organizational Value. | | |
| |Read Ch. 3, “Developing the Project Charter and Baseline Project Plan”, of Information | | |
| |Technology Project Management: Providing Measureable Organizational Value. | | |
| |Read Ch. 5, “Defining and Managing Project Scope”, of Information Technology Project | | |
| |Management: Providing Measureable Organizational Value. | | |
| |Read the Week One Read Me First. | | |
| |Read this week’s Electronic Reserve Readings | | |
|Participation |Participate in class discussion. | |2 |
|Nongraded Activities and |Read the course description and objectives. | | |
|Preparation | | | |
| |Ensure you have access to the required software: | | |
| |Microsoft Project 2007 (Virtual Desktop) | | |
| | | | |
| |NOTE: The Microsoft Project 2007 Virtual Desktop can be accessed on the left hand side of the| | |
| |Course Materials Page. | | |
| | | | |
| |Review the Learning Team Toolkit. | | |
|Learning Team Instructions |Resources: Text | | |
|Learning Team Charter |Create the Learning Team Charter | | |
|Learning Team Instructions |Select a project involving an IT requirement with multiple tasks and human resources. The | | |
|Project Management Project |project must come from a business situation—for example, hardware procurement and | | |
|(Due Week Five) |installation, network acquisition, implementation, or expansion—towards which each Learning | | |
| |Team member contributes background details. The Learning Team and instructor must carefully | | |
| |consider the scope of the project. | | |
| | | | |
| |Using Microsoft Project, Learning Teams create and present a project to demonstrate that the | | |
| |group members have command of project management concepts and tools. These include project | | |
| |definition, Work Breakdown Structure (WBS), scheduling or estimation, and costing and risk | | |
| |analysis. Project deliverables are required each week and the final presentation of the | | |
| |project is due in Week Five. Establish the plan’s needs, objectives, and approach or | | |
| |methodology used to achieve the objectives. Include a project organization chart, using | | |
| |Microsoft Visio®, depicting team member functions and the organization’s chain of command. | | |
| |List the tasks to be accomplished during the course of developing the plan. Finally, the | | |
| |first part of the plan must outline all expected risks that might occur during the | | |
| |implementation of the project, including why the risks are expected to occur and the risk | | |
| |resolution process used for each situation. Include the following components in the written | | |
| |report: | | |
| |Background and Statement of Need: Background consists of a description of the organization, | | |
| |the problem, or problems, that need to be solved, and the event, or events, that led to the | | |
| |need for a management plan. Discuss the benefits the successful completion of the plan would | | |
| |have for the organization. | | |
| | | | |
| |Project Objectives: Quantify the measurable performance expectations of the plan to determine| | |
| |whether or not it meets the planned objectives. Performance must be defined in terms of | | |
| |product or process specification, total budget at the completion of the plan, and the | | |
| |timeframe for plan completion. The stated objectives become exit criteria in determining | | |
| |whether or not the plan is successful at completion. Identify the potential risks that would | | |
| |prevent the plan’s objectives from being met on time and within budget, and present a | | |
| |contingency plan that would reduce the risks if they actually occur. The risk mitigation plan| | |
| |must identify risks and the severity ranking for each. For the most severe risks, a risk | | |
| |mitigation strategy must be developed, including the triggering event and the responsible | | |
| |party. | | |
| | | | |
| |Mission and Goals of Project: The mission and goals of the project define the work that needs| | |
| |to be accomplished to satisfy the objectives. It consists of a list of tasks, their | | |
| |definitions and what needs to be accomplished, but it does not cite how the tasks are | | |
| |accomplished. The project mission and goals are usually integrated into the contract shared | | |
| |by the organization performing the work and the organization funding the work. | | |
| | | | |
| |Project (Plan) Approach: The project approach discusses the methodology used to satisfy the | | |
| |mission, goals, and objectives of the project. Whereas the mission, goals, and objectives | | |
| |state what work is done, and the approach states how the work is done. | | |
| | | | |
| |Project (Plan) Organization: This section must identify project team members. Define their | | |
| |functions, responsibilities, qualifications, and capabilities. Explain where each team member| | |
| |fits into the organizational structure. Project organization must also include each member’s | | |
| |reporting relationship. The individual supervising the project manager must be a manager in a| | |
| |position to resolve resource allocation issues. Include a project organization chart to | | |
| |illustrate all of the above relationships. | | |
| | | | |
| |Task or Responsibility Matrix: A task or responsibility matrix is a chart that lists | | |
| |Statement of Work (SOW) tasks on the left and key project team members on the top of the | | |
| |chart. Each person is identified as having responsibility for completing one or more tasks. | | |
| |Only one person may be responsible for each task to preserve accountability. Others may be | | |
| |identified as providing either support or approval of decisions made. | | |
| | | | |
| |WBS: A WBS chart must appear in this section with an explanation of the hierarchical | | |
| |relationship between each level appearing on the chart. Level one of the WBS is the | | |
| |result—product or service—of the project. Level two consists of the major tasks outlined in | | |
| |the SOW, and level three lists the subtasks contained within each SOW task. Use the series of| | |
| |charts available in Microsoft Project. | | |
| | | | |
| |Task Flow Network and Critical Path: In this section, arrange second-level WBS elements in | | |
| |the form of a task-flow network to determine various task dependencies. Determine the | | |
| |critical path along which necessary resources are allocated to achieve project objectives in | | |
| |the appropriate timeframe. Indicate earliest occurrence times and highlight the critical | | |
| |path. | | |
| | | | |
| | | | |
| |Project Schedule: For the project schedule, arrange second-level tasks on a timeline. Use a | | |
| |Gantt chart to illustrate the start and completion dates of each task. Take into | | |
| |consideration whether the tasks, due to task dependencies identified in the preceding | | |
| |task-flow network diagram, may be completed in parallel or must be done in serial.
| | |
| | | | |
| |Project Reporting: In this section, describe the project reporting structure used on the | | |
| |project. For example, every project member must complete a weekly status report. Select and | | |
| |complete a report template from Microsoft Project. | | |
| | | | |
| |Cost Plan: Develop a cost plan for your project that identifies the allocation and cost of | | …show more content…
|
| |resources for your project. | | |
| | | | |
| |Project Baseline: Develop a baseline for your project plan. All project variances are | | |
| |recorded against this baseline.
| | |
| | | | |
| |Performance Measurement: Performance measurement defines which variables are measured, how | | |
| |they are measured, and when they are measured to determine if the project is meeting its | | |
| |stated performance objectives. The measurable objectives must be identified as milestones on | | |
| |the Gantt chart developed. | | |
| | | | |
| |Project Evaluation and Reporting: This section describes the reports that your group uses to | |
|
| |track the project. Project evaluation and reporting also explain how the project manager | | |
| |communicates performance evaluation results to both management and the customer. This | | |
| |includes the following: | | |
| |Results of the cost and schedule variance analyses. | | |
| |Risk analysis. | | |
| |Formulating cost, schedule, or performance alternatives. | | |
| |Forecasting budget and schedule completion. | | |
| |Methods of corrective action taken. | | |
| |Managing expectations. | | |
| | | | |
| |Project Termination: The final section describes the method for determining when the project | | |
| |has met its objectives and the method in which it is terminated. Include a | | |
| |project-termination checklist used for closing out the project, reassigning personnel, | | |
| |delivering materials purchased under the contract, and proposing follow-up work to obtain | | |
| |future business. Finally, provide a summary of lessons learned in developing the Project | | |
| |Management Plan along with recommendations. | | |
|Week Two: Project Time Management |
| |Details |Due |Points |
|Objectives | | | |
| |Explain project time management. | | |
| |Compare and contrast Gantt charts, Program Evaluation Review Technique (PERT), and Critical | | |
| |Path Method (CPM). | | |
|Readings |Read Ch. 6, “The Work Breakdown Structure and Project Estimation”, of Information Technology | | |
| |Project Management: Providing Measureable Organizational Value. | | |
| |Read the Week Two Read Me First. | | |
| |Read this week’s Electronic Reserve Readings | | |
|Participation |Participate in class discussion. | |2 |
|Discussion Questions |Submit DQ’s online | |2 |
|Learning Team Instructions |Develop a project introduction with the establishment of the plan’s needs, objectives, and | |5 |
|Project Management Project |the methodology to be used. Complete items 1 through 6 of the components described for the | | |
|(Due Week Five) |written report in Week One, due in Week Five. | | |
|Individual |The individual project for this course is in the form of a Service Request from Huffman | |15 |
|Service Request SR-ht-001 |Trucking. | | |
| | | | |
| |Access Service Request: SR-ht-001. | | |
| | | | |
| |Create a Benefits Election System based on your review of the Service Request SR-ht-001 | | |
| |Update the Huffman Benefits Template located in Week One of the student website with more | | |
| |detailed tasks—subtasks under the major tasks already provided—to accomplish the project | | |
|Week Three: Project Cost and Quality Management |
| |Details |Due |Points |
|Objectives | | | |
| |Explain project cost management. | | |
| |Explain project quality management. | | |
|Readings |Read Ch. 7, “The Project Schedule and Budget”, of Information Technology Project Management: | | |
| |Providing Measureable Organizational Value. | | |
| |Read Ch. 10, “IT Project Quality Management”, of Information Technology Project Management: | | |
| |Providing Measureable Organizational Value. | | |
| |Read the Week Three Read Me First. | | |
| |Read this week’s Electronic Reserve Readings. | | |
|Participation |Participate in class discussion. | |2 |
|Discussion Questions |Submit DQ’s online | |2 |
|Learning Team |Complete a project task analysis, during which the project mission, goal, objectives, and | |5 |
|Instructions |approach developed in Week Two are further broken down into a hierarchical WBS at the second | | |
|Project Management Project |or third level. The final assignment is due in Week Five. | | |
|(Due Week Five) |Complete items 7 through 10 of the components described for the written report in Week One. | | |
| | | | |
| |Arrange second-level WBS elements (tasks) in the form of a task-flow network, using PERT or | | |
| |CPM techniques, to illustrate the earliest completion time, task, dependencies, and the | | |
| |critical path. | | |
| | | | |
| |Illustrate scheduled start and completion times for each second-level WBS task on a timeline | | |
| |in the form of a Gantt chart. Use Microsoft Project | | |
|Individual |Update the Huffman Benefits project by creating task dependencies among the sub- tasks added | |15 |
|Service Request SR-ht-001 |in Week Two. | | |
|Update | | | |
| |Add the resources to the Huffman Benefits project. Assign these resources to the appropriate | | |
| |sub-task added in Week Two. Refer to Table 1. | | |
| | | | |
| |Table 1: Resource data. | | |
| |Resource | | |
| |Wage/hour | | |
| |Wage/hour Overbudren | | |
| | | | |
| |Analyst | | |
| |$50.00 | | |
| |$15.00 | | |
| | | | |
| |Designer | | |
| |$40.00 | | |
| |$12.00 | | |
| | | | |
| |Developer | | |
| |$30.00 | | |
| |$9.00 | | |
| | | | |
| |Trainer | | |
| |$30.00 | | |
| |$9.00 | | |
| | | | |
| |Administrative | | |
| |$10.00 | | |
| |$3.00 | | |
| | | | |
| | | | |
| |Insert a plan from Microsoft Project, including a Gantt chart and budget, into a Word | | |
| |document for submission to your instructor. | | |
|Week Four: Project Human Resources and Procurement Management |
| |Details |Due |Points |
|Objectives | | | |
| |Explain project human resources management. | | |
| |Explain procurement management. | | |
|Readings |Read Ch. 4, “The Human Side of Project Management”, of Information Technology Project | | |
| |Management: Providing Measureable Organizational Value. | | |
| |Read Ch. 12, “Project Procurement Management and Outsourcing”, of Information Technology | | |
| |Project Management: Providing Measureable Organizational Value. | | |
| |Read Ch. 13, “Leadership and Ethics”, of Information Technology Project Management: Providing| | |
| |Measureable Organizational Value. | | |
| |Read the Week Four Read Me First. | | |
| |Read this week’s Electronic Reserve Readings | | |
|Participation |Participate in class discussion. | |2 |
|Discussion Questions |Submit DQ’s online | |2 |
|Learning Team Instructions |Develop a resource allocation. Include a cost plan, project baseline, project, evaluation, | |5 |
|Project Management Project |risk analysis reporting, and termination. Complete items 11 through 15 of the components | | |
|(Due Week Five) |described for the written report in Week One for the final project due in Week Five | | |
|Individual |Create a new project plan using Microsoft Project for a two-day training session in which | |20 |
|Training Session Project Plan |people are brought in from different parts of the country. Document everything involved, | | |
| |including preparation, presenter issues, participant issues, accommodations, and facilities | | |
| |in the plan. A major part of your grade for the plan is based on how detailed it is. | | |
| | | | |
| |Insert the plan from Microsoft Project, including a Gantt chart and budget, into a Word | | |
| |document for submission to your instructor | | |
|Week Five: Project Risk Management |
| |Details |Due |Points |
|Objectives | | | |
| |Explain project risk management. | | |
| |Develop a project management plan. | | |
|Readings |Read Ch. 8, “Managing Project Risk”, of Information Technology Project Management: Providing | | |
| |Measureable Organizational Value. | | |
| |Read the Week Five Read Me First. | | |
| |Read this week’s Electronic Reserve Readings. | | |
|Discussion Questions |Submit DQ’s online | |2 |
|Participation |Participate in class discussion. | |2 |
|Learning Team |Compile the previous weeks’ written report in to one final paper and turn it in as a Final | |7 |
| |Submittal. | | |
|Learning Team |Complete and present a PowerPoint® presentation of the project. | |10 |
|Project Management Project | | | |
Week One Discussion Questions
• Carton et al (2008) describe what they consider a “successful” enterprise resource planning (ERP) implementation. What aspects of the project made it “successful” in their definition? Would your organization describe this as successful? Why or why not?
Carton, F., Adam, F., & Sammon, D. (2008). Project Management: A case study of a successful ERP implementation. Retrieved on November 30, 2009 from http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=76A931C2 AF45A418C2B54D9DB95A9F0C?contentType=Article&hdAction=lnkpdf&content Id=1663078&dType=SUB&history=false.
• Based on the article by Anantatmula (2010), why is the project manager so critical to the success of the project?
Vittal S Anantatmula. Project Manager Leadership Role in Improving Project Performance Engineering Management Journal. Rolla: Mar 2010. Vol. 22, Iss. 1; p. 13
Week Two Discussion Questions
• Analyze the techniques discussed in the Guldemond et al. article (2008), and propose how you would apply them to your own skill set as a Project Manager.
Guldemond, T. A., Hurink, J. L., Paulus, J. J., & Schutten, J. M. J. (2008, April). Time-constrained project scheduling. Journal of Scheduling, 11(2), 137.
• In their 2009 article, Turner et al. describe the relatively low implementation rate of Gantt chart, CPM diagrams, etc. in projects. Does your organization use these tools? How does this data compare to the implementation of these tools in your organization? Why?
Turner, J. R., Ledwith, A., & Kelly, J. (2009). Project management in small to medium-sized enterprises: A comparison between firms by size and industry. Retrieved on November 30, 2009 from http://www.emeraldinsight.com/Insight/viewContentItem.do;jsessionid=76A931C2AF45A418C2B54D9 B95A9F0C?contentType=Article&hdAction=lnkpdf&contentId=1781098&dType=SUB&history=false
Week Three Discussion Questions
• In Hurley’s 2009 article, what type of costs should project managers be tracking to get an accurate total cost? Why is it critical to track these costs?
Hurley, L. (2009, April). How job-costing pays. Special Events Magazine, 28(4), 68.
• Why is cost and quality management so important to know how to successfully apply in project management? What are the potential consequences of a project manager not knowing these two valuable tools?
Week Four Discussion Questions
• In his 2008 article, Moore talks about contract project professionals. What does he believe is the role that contract project professionals play? Why/how are those roles important in managing a company’s human resources?
Moore, R. (2008, January). The project professional: Flexible human capital to enable growth. Strategic Finance, 89(7), 51.
• Based on the article by Swinarksi et al (2010), how would you go about making sure that team members have the required skill sets for the specific project?
Matthew E Swinarski, Diane H Parente, Kathleen Noce. Are all IT professionals created equally? Journal of Behavioral Studies in Business. Jacksonville: May 2010. Vol. 2; p. 1 (11 pages)
Week Five Discussion Questions
Based on the article by Kutsch, why is it important to conduct a project risk management process? What are some of the downfalls to not conducting one?
Kutsch, E., & Hall, M. (2009). The rational choice of not applying project risk management in information technology projects. Project Management Journal, 40(3), 72.
• In your own words, how would you explain project risk management? What are some real-life examples where project risk management would be imperative? Give details for each example.