THIS IS A 9 PART ASSIGNMENT POST, THE BID AMOUNT IS FOR THE ENTIRE POSTING HERE.  **********PLEASE READ ALL OF THE POST************ UNDER 20% OV SCORE CONSISTS OF 9 CONSECUTIVE ASSIGNMENTS FOR $140.00. ALL SHOULD HAVE VERIFIABLE REFERENCES AND REQUIRED LENGTH. EACH IS DUE DIFFERENT DATES, WHEN YOU ACCEPT PAYMENT IT IS TO FOLLOW DUE DATES OR POST AS ONE ON THE FIRST DUE DATE. EACH SHOULD BE NUMBERED AS THEY ARE HERE. PLEASE CONTACT ME IF THERE IS A QUESTION. #1 Due Date: 1/7/19  Deliverable Length:  Stakeholder analysis: 2–3 pages + title and references  The discussion on stakeholders went better than expected. Everyone seems to be on the same page. But now, the team is unsure of who should be included as stakeholders in the communication management plan. The team realizes that there are a lot more stakeholders on the project than expected. In addition to the team itself, there are other internal and external stakeholders who must be considered. Although all of your team members work in the sales and marketing function, they all bring unique skills and experiences to this project. Many have worked in other departments prior to their new role or have duel responsibilities in the company. "This is a make-or-break project for us at this point," says Jim. "We have to get it right the first time. If we miss any stakeholders in our communication, it could be devastating to the success of the project." Jim turns to you. "I need you to lead the team in conducting a stakeholder analysis. We need to make sure to include all of the stakeholders, their background, contribution to the project, and level of priority to the project communication. You will be working with your four teammates in performing the stakeholder analysis and transferring this information to the project charter for review." "Okay," you say. "Can everyone give me a little bit of background about work experience and education?" "Sure," says Jerry Lawson. "I have an MS in Business Management and several IT/PM certifications as well as 6 years with the company." "I have a lot of procurement and acquisition experience, but have an engineering background," says Sara Jenkins. "I earned an MBA and a BS in electrical engineering. I have been with the company for 4 years." "I have done business analysis, quality assurance, and risk management, but have a construction background," says Melissa Grant. "I have an MSM in project management and a BS in electrical engineering as well as 6 years with the company." Mike Green, a technician who previously worked in the public relations and marketing department says, "I have done a lot of hands-on electrical work and testing. I earned my MBA in marketing and two undergraduate degrees in electrical engineering and IT management. I have been with the company for 5 years." "Great, thanks," you say. Jim hands you a document, saying, "Here is a project charter, a stakeholder register, and SOW templates for you to use as a guideline." After .

1. THIS IS A 9 PART ASSIGNMENT POST, THE BID AMOUNT
IS FOR THE ENTIRE POSTING HERE.
**********PLEASE READ ALL OF THE POST************
UNDER 20% OV SCORE
CONSISTS OF 9 CONSECUTIVE ASSIGNMENTS FOR
$140.00. ALL SHOULD HAVE VERIFIABLE REFERENCES
AND REQUIRED LENGTH. EACH IS DUE DIFFERENT
DATES, WHEN YOU ACCEPT PAYMENT IT IS TO FOLLOW
DUE DATES OR POST AS ONE ON THE FIRST DUE DATE.
EACH SHOULD BE NUMBERED AS THEY ARE HERE.
PLEASE CONTACT ME IF THERE IS A QUESTION.
#1
Due Date: 1/7/19
Deliverable Length: Stakeholder analysis: 2–3 pages + title and
references
The discussion on stakeholders went better than expected.
Everyone seems to be on the same page. But now, the team is
unsure of who should be included as stakeholders in the
communication management plan. The team realizes that there
are a lot more stakeholders on the project than expected. In
addition to the team itself, there are other internal and external
stakeholders who must be considered.
Although all of your team members work in the sales and
marketing function, they all bring unique skills and experiences

2. to this project. Many have worked in other departments prior to
their new role or have duel responsibilities in the company.
"This is a make-or-break project for us at this point," says Jim.
"We have to get it right the first time. If we miss any
stakeholders in our communication, it could be devastating to
the success of the project."
Jim turns to you. "I need you to lead the team in conducting a
stakeholder analysis. We need to make sure to include all of the
stakeholders, their background, contribution to the project, and
level of priority to the project communication. You will be
working with your four teammates in performing the
stakeholder analysis and transferring this information to the
project charter for review."
"Okay," you say. "Can everyone give me a little bit of
background about work experience and education?"
"Sure," says Jerry Lawson. "I have an MS in Business
Management and several IT/PM certifications as well as 6 years
with the company."
"I have a lot of procurement and acquisition experience, but
have an engineering background," says Sara Jenkins. "I earned
an MBA and a BS in electrical engineering. I have been with the
company for 4 years."
"I have done business analysis, quality assurance, and risk
management, but have a construction background," says Melissa
Grant. "I have an MSM in project management and a BS in
electrical engineering as well as 6 years with the company."
Mike Green, a technician who previously worked in the public
relations and marketing department says, "I have done a lot of
hands-on electrical work and testing. I earned my MBA in

3. marketing and two undergraduate degrees in electrical
engineering and IT management. I have been with the company
for 5 years."
"Great, thanks," you say.
Jim hands you a document, saying, "Here is a project charter, a
stakeholder register, and SOW templates for you to use as a
guideline."
After Jim leaves, you and the rest of the team get busy
discussing how to conduct a stakeholder analysis and how to
justify stakeholders’ inclusion in the project communication.
You also begin to review the project background information to
develop your SOW.
Assignment
Back at your desk, you write the stakeholder analysis in an
essay-style format using MS Word or the
stakeholder register template
. Notes from your team discussion help you defend your
position on the stakeholders' inclusion. If you use MS Word,
your essay should outline who they are to the project, their
roles, responsibilities, and positions at the company (internal or
external), and their level of influence on the project.
Fill out all of the sections in the given templates with as much
information as possible. The goal is to document everything you
know and everything others need to know about this project thus
far.
#2
Due Date: 1/09/19

4. Deliverable Length: 400–600 words
*Process
. A systematic series of activities directed towards causing an
end result such that one or more inputs will be acted upon to
create one or more outputs. Processes will generally be
project processes
or
product processes
. Processes can also be either
iterative
or
integrative
. Last week, you defined what the project life cycle is. Based on
your readings and discussions this week, discuss the following:
· How do project management processes overlap with and
support success throughout the project phases?
· What is the difference between project processes and
product processes?
· According to the
PMBOK® Guide
, a
statement of work (SOW)
is a narrative description of products or services to be
supplied by the project. In comparison, the
project charter
is the document that formally authorizes a project.
o Discuss the importance of these project documents, and
why they should be produced.
o What 3 critical missions does the charter serve when it is

5. published?
o Why should every project have a work breakdown
structure (WBS)?
*This definition is taken from the Glossary of Project
Management Institute,
A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition
, Project Management Institute Inc., 2017
PMBOK is a registered mark of the Project Management
Institute, Inc.
#3
Deliverable Length: 5–7 pages
Due Date: Wed,1/13/19
Assignment Description
After completing your stakeholder analysis and developing your
stakeholder register, you started working on your next project,
which will be to develop a project charter. You started to gather
information from various stakeholders via interviews and e-
mails. The latest e-mail you sent caused quite a response.
Several meetings were centered on the project charter, statement
of work (SOW), work breakdown structure (WBS), and
enterprise environmental factors and organizational process
assets that you will use to complete the second and most
important deliverable at this stage, the project charter. Jim
comes to your desk one afternoon for further discussion.
"Our team meetings on the SOW, project charter, WBS, and

6. environmental factors and organizational process assets have
been very productive," says Jim. "Thanks for getting this
project charter moving in the right direction."
"Anytime," you say.
"So, based on our last team meeting, do you think we are ready
to write a concise SOW and the project charter?" asks Jim.
"I think we have enough information to assess risks,
assumptions, define scope inclusions and exclusions, objectives,
business need, milestones, high-level budget breakdown,
acceptance criteria, and constraints," you say.
"Have you ever prepared a WBS before?" asks Jim<.>
"I have," you say. "Prior to working at ACH, I was an associate
project manager for an engineering firm on the West Cost."
"Oh, that's great!" says Jim, handing you a document, saying,
"Here is a simple template that combines all three deliverables:
the SOW, the project charter, and the WBS. Do you think you
can update the project charter for me with all of the required
information?"
"Sure," you say, looking at the document. "You know, in my
previous job, we developed three separate documents for these
three deliverables.”
Jim smiles and says, “Oh, believe me I know that, but as you
know we’re a small organization and have developed our own
ways of managing project records within the overall project
management
PMBOK® Guide
framework. Remember, the

7. PMBOK® Guide
framework is a tool kit and we’ve taken from it what works
well for us here.”
PMBOK is a registered mark of the Project Management
Institute, Inc.
Assignment
Click
here
for the Project Charter Template.
Project Name
Project Number
Project Team
Prioritization
Owner(s)
Start Date:
Scheduled Completion Date:
NOTE:
Remove this note and all instructions in the template for a
business professional document.
Mission/ Purpose
What is your project going to accomplish? How does this
project relate to overall strategic goals and objectives of the

8. company? Is it part of a program or larger project?
SOW: Project
Description and Project Product
What will this project create? What are the outcome products
being created with this project? At a high level, how do you
plan on completing the work required for this project? List at
least five high-level deliverables (outputs) that will be
generated from the execution of this project. This section will
help to prepare for your project scope and WBS later in the
course.
The SOW must contain an appropriate level of detail so all
parties clearly understand what work is required, the duration of
the work involved, what the deliverables are, and what is
acceptable.
This section should provide a general description of the
project as well as highlight the project’s background and what
is to be gained by the project.
As the SOW often accompanies a request for proposal (RFP),
the SOW introduction and background is necessary for bidding
vendors to familiarize their organizations with the project.
Objectives
What objective is this project designed to meet? List a high-
level objective statement for the overall project and at least
three to five goals required to meet this objective. These must
be measurable. For example, if an objective of the project is
the cut cost, then by how much will costs be cut?
Business Need

9. Why should we do this project? What will be gained, changed,
or modified? Is there a financial or business reason to do this
project? Explain, in detail, how this project will be beneficial
to the project owner.
Milestones
What are the key milestone dates associated with the project?
Milestones may show the completion of a set of major
deliverables or phases. List at least 10 milestones and provide
estimated end dates for each. Milestones must have associated
dates.
Budget
What is the estimated budget for this project? Do not research
your project cost; this is an estimate. This does not need to be
close to your project’s actual costs when your project planning
is complete in Week 6. This is an order of magnitude
estimate.
Estimated Labor
Estimated Materials
Estimated Contractors
Estimated Equipment and Facilities
Estimated Travel
Total Estimated Cost
User Acceptance Criteria

10. What are the minimum success criteria as defined by the key
stakeholders? How will you monitor and measure the project
quality? How will the project owners determine if the project
is a success or not? These must be detailed and measureable.
High-Level Project Assumptions
What are the assumptions on which the project is based? What
7–10 statements do you believe to be true or will become true
about the project during project execution but cannot be sure at
this time?
High-Level Project Constraints
What are the major limiting factors that affect the project? What
8–10 rules, regulations, requirements, laws, processes, or
procedures are you bound by on this project?
Exclusions and Boundaries
What are the boundaries of the project? To ensure that your
project scope is properly
constrained, identify 8–10 things that will be excluded from the
project plans. What items will be not be included in the
project?
Major Risks
What are the major risks affecting the project? List a minimum
of 7 to 10 risks. These risks must occur during the project, not
after the project finishes or before the project starts. The risks
defined should be directly associated with the project
implementation.
Work Breakdown Structure

11. The PMBOK defines the WBS as “a deliverable-oriented
hierarchical decomposition of the work to be executed by the
project team to accomplish the project objectives and create
the required deliverables”. So your WBS should start by
outlining those major deliverables you outlined in your SOW
or in your scope document, if one has been developed. The
lowest level of your WBS is called a work-package. Please
review your textbook and the PMBOK on ways you can create
your WBS. You should keep your WBS here at a very high-
level. Here is a simple example of a WBS.
Project: Remodel Basement Room
– 1.0 Project Management
– 2.0 Structural Work
• 2.1 Frame walls and door
• 2.2 Install wallboard and tape/sand
• 2.3 Install egress window
– 3.0 Electrical Work
• 3.1 Install additional circuit
– 3.1.1 Upgrade electrical service
– 3.1.2 Install separate circuit for computer and lighting
• 3.2 Run wiring
• 3.3 Install outlets and ceiling lights

12. – 3.4.1 Install GFI outlets
– 3.4.2 Install track lighting opposite window
– 3.4.3 Test
– 4.0 Paint Room
– 5.0 Lay Carpet
KEY STAKEHOLDERS
Project Core Team
Subject Matter Experts (SMEs)
(What resources will you need with special expertise?)
APPROVALS
Type Name
Signature
Date
Project Manager Approval
Customer/Sponsor Approval
After Jim leaves, you start working on the project charter for
the next meeting. You use all of the information you gathered
and follow the direction under each section of the Project
Charter Template to ensure completeness.
#4

13. Due Date: 1/17/19
Deliverable Length: 400-600 words
Now that you have completed your stakeholder analysis and
developed the stakeholder register, project charter, SOW (scope
document), and your WBS, it is time to start building your
project schedule baseline.
Schedule Baseline. The approved version of a schedule model
that can be changed using formal change control procedures and
is used as the basis for comparison to actual results.
Project Schedule. An output of a schedule model that presents
linked activities with planned dates, durations, milestones, and
resources.
These definitions are taken from the Glossary of Project
Management Institute,
A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition
, Project Management Institute Inc., 2017.
The project schedule should include start and finish dates for all
activities. Remember, if an activity is not in the schedule, it
will not be done. Establishing the schedule will allow you to
estimate activity cost, and thus help you develop a budget.
Therefore, a schedule helps you establish a time and a cost
baseline for your project.
· Discuss how you would go about assigning or completing
the schedule elements, such as dates, durations, milestones,
predecessors, and resources.
· How would you go about completing resource assignments,
both human and material? How would you determine to buy

14. (acquire) or make your resources?
· Discuss the importance of building slack in your project
schedule.
· Once your schedule is fully developed, what information
would any of your stakeholders learn from it?
· Looking back at the agile versus waterfall methodologies,
how does this traditional schedule development differ from
agile schedule development?
#5
Due Date: 1/20/19
Additional Information
At the next meeting, you and the team had a very productive
discussion on your findings related to the identification of all of
the project activities that must happen to start and finish your
project. You even took a step further in working with your team
members to estimate resources and cost for each of the
activities. Everyone feels that it is time to present your findings
to Sam and Gloria and provide them with a baseline estimate of
how long this project will most likely cost in terms of time and
dollars.
"Thanks for educating us on the schedule development
planning," says Jerry to you. "We have some great information
here, but I think it is too much detail to present to Sam and
Gloria."
"I agree," says Melissa. "Does anyone have any ideas on how
best to present this information?"

15. "We should go ahead and plug this information into a project
schedule that both Sam and Gloria know and will appreciate.
We ought to establish a project baseline at this time. We should
define the tasks, start and finish dates, durations, predecessors
(sequence of activities), resource names, and possibly cost,"
says Sara.
"The project schedule should account for all of the activities
that must happen. It must not be less than 30–50 activities and
subactivities," you say.
"Oh, that's great!" says Jim. "Do you think you can prepare it
for the team by next week?"
Assignment
Tips:
Start by looking at the WBS activities that you defined last
week. Think about how you could decompose your work
packages into activities and subactivities to complete this coffee
house project. You should use all of the project artifacts
(deliverables) you produced so far and the given project
scenario to identify all of the activities that are needed.
You should be able to come up with 30–100 activities easily for
your schedule baseline. Once those activities have been
identified, finish your schedule by plugging in start and finish
dates, durations, predecessor relationships, and adding cost and
resource names. Resource names and cost can be added in the
main summary page or directly in the resource sheet. Your
project name must go in the first row, and all other activates
should be indented under it. You should link all activities to
summary tasks and subactivities to the main activity. You may
make assumptions for any of this work, and estimates do not
need to be real. You should save the finished project file as:
"Week 3 deliverable your name."

16. #6
Due Date: 1/24/19
Deliverable Length: 400–600 words
Quality. The degree to which a set of inherent characteristics
fulfills requirements.
*This definition is taken from the Glossary of Project
Management Institute,
A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017.
*This definition is taken from the Glossary of Project
Management Institute, A Guide to the Project Management
Body of Knowledge,
(PMBOK® Guide)
– Sixth Edition, Project Management Institute Inc., 2017
Alternately, a project manager wears many hats. Every one of
these roles involves dealing with people. If a project manager
has these roles (leader, communicator, negotiator, problem
solver, influencer, integrator), it obviously means they must
develop the skills in these areas. That is why soft skills for
project managers are absolutely critical. A project manager
spends 90% or more of his or her time communicating.
Why is quality important in a project? Who should be in charge
of quality on any given project?
· Discuss how you would go about developing a quality
management plan for the course project you have been
working on. What quality assurance tools would you use?

17. Why? How would you measure and monitor quality control?
· For your given course project, discuss how you would go
about obtaining the human
resources needed to complete the project (both material and
people)?
#7
Due Date: 1/28/19
Deliverable Length: 1–2 pages
Additional Information
You will need to use MS Project Software for this assignment.
The team returned and discussed their ideas about the budget
impacts on the project scope. The brainstorming session went
very well, with a lot of input from the entire team. You now
have more than enough project cost information to share with
Sam and Gloria. The discussion again turns to the best way to
present the information. Jim shares some insight on Sam and
Gloria with the team.
"Sam and Gloria will have different concerns and issues on
project human resources and quality management," says Jim.
"Sam will focus more of his attention on the qualifications of
people, while Gloria will be concerned with the cost of
additional resources and services and quality for the project."
"Sam and Gloria really liked our MS Project schedule
presentation," says Jerry.
"I agree, we should just continue to build our MS Project

18. schedule and this time assign cost and human resources for all
activities," says Sara. "We should include a plan on how we’re
going to manage quality; otherwise, they will ask us how we
plan to handle that. Let’s just prepare a simple 1-page quality
management plan using this template and present it with the
updated MS Project schedule” says Jerry.
"The MS Project cost should include the salary and budget
information that we shared in our team discussion," you say.
"We should also consider the cost of possible overtime pay. And
yes Jerry, I can fill out this simple quality management plan
document."
"Don't forget the cost of additional people, equipment, and
technology for team members and the cost of the services
rendered by the vendors," says Sara. "It should include
additional maintenance and training costs as well."
"Oh, that's great!" says Jim, turning to you. "Do you think you
can prepare another version of the MS Project Plan and the
Quality Management Plan for the team? You did such a great
job the last time."
"Sure," you say. "I'll have it ready to review at our next
meeting."
Assignment
During your final check of your MS Project schedule, you
review your notes from the meeting to be sure you have covered
salary and budget information from your discussions, and the
cost of overtime, additional people, equipment, and technology.
Also include the cost of services rendered by the vendors.
For your quality management plan, please find any template or
ask your instructor for one. Just make sure you focus on the

19. quality management processes shown in the
PMBOK® guide
.
PMBOK is a registered mark of the Project Management
Institute, Inc.
#8
Due Date: 01/31/19
Deliverable Length: 400–600 words
As with everything else in our lives, the way in which projects
are managed has evolved and will continue to evolve as
technology and customer demands and expectations change.
Whether you are managing a local or an international project,
culture usually shapes the way in which organizations transform
themselves and the way in which team members work with one
another. Despite cultural differences, a PM must recognize
these differences and learn how to appraise cultural issues to
avoid pitfalls that could impact the delivery of the project.
Agile project management has been one of the most important
emerging trends in project management. It is about doing more
with less, working with the customer side by side, delivering
something to the customer on a constant basis, working as a
focused team, and managing change better. Agile is gaining
more attraction in the technology sector but has recently been
used in non-IT sectors.
Communications management
is the processes required to ensure timely and appropriate
generation, collection, dissemination, storage, and ultimate
disposition of project information.
Plan communications management

20. is the process of developing an appropriate approach and plan
for project communications based on stakeholders' information
needs and requirements and available organizational assets.
Alternatively,
risk management
is the process of managing negative or positive project risks to
ensure the heath and wealth of project status and delivery. It
includes the process of conducting risk management planning,
identification, analysis, response planning, and controlling
project risks.
· Based on your readings and research, explain the general
difference between the agile and waterfall (traditional)
project management methods. Why would you use one method
over the other? Name and describe one of the agile methods
you came across.
· Why is it important to manage project communications?
How would you go about preparing a project
communications management plan? What information would
you want to account for and include, and why?
· Why is it important to create a risk register to identify and
manage project risks as soon as a project is assigned to you?
What are the differences between negative project risks and
positive project risks? Provide examples of each. What are some
of the strategies to handle either risk type?
#9
Due Date: 02/04/19
Additional Information
Jim asked you to join him to present the team's leadership
discussion to Sam and Gloria. The meeting got a little heated,

21. but nothing went beyond your control. Overall, the meeting
went very well. You addressed your concerns, highlighted some
key problem areas that were shared by the rest of the team, and
connected everything back to how their actions are impacting
the success of the project. They now realize that their behaviors
and actions are putting the project at risk along with many
project risks you and the team have identified.
They were also pretty embarrassed with the type of behaviors
they displayed in the meeting as the company leaders. Both Sam
and Gloria were very receptive to the ideas that you presented
to them. In fact, so receptive that they both said they see a lot
of leadership potential in you.
"We are both sorry about the whole ordeal. We will both work
together to control our emotions and not let it take over us
again," says Sam.
"Yes I agree. I will approve the project budget, but to ensure
everyone is on the same page and that project risks are managed
properly, we need to see a simple project communication plan
and a risk register. We need to understand your approach better
going forward," says Gloria.
Jim turns to you, handing you a template for both the risk
register and the communications plan. "You have done such an
excellent job throughout this entire project. Would you be
willing to complete these plans?"
"Of course." you say.
"Because of this incident and the leadership that you have
displayed over the past few months, we would like you to take
over Jim's position as the new project manager," says Sam to
you.

22. Assignment
Back at your desk, you start filling out the
risk register template
. For your risk register, you will need to define 5 negative risks
and 5 positive risks and fill out the rest of the information in
the template. For your communications management plan,
please find any template or ask your instructor for one. You
need to account for all communication types with your
stakeholder. Please follow the instructions in the template for
both deliverables.