IFSM 438 Entire Course NEW

MaryIand University IFSM 438 ITP-6 Presentation
NEW
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IFSM 438 ITP-6 Presentation NEW

MaryIand University IFSM 438 ITP-1 Project
Charter Final NEW
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IFSM 438 ITP-1 Project Charter Final NEW

MaryIand University IFSM 438 ITP-3 WBS Word
Document NEW
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IFSM 438 ITP-3 WBS Word Document NEW

MaryIand University IFSM 438 ITP-4 Project
Resources and Cost Final NEW
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IFSM 438 ITP-4 Project Resources and Cost Final
NEW

MaryIand University IFSM 438 ITP-5 Project Risk
Assessment NEW
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IFSM 438 ITP-5 Project Risk Assessment NEW

MaryIand University IFSM 438 TPP-1 Team
Process Plan and Schedule NEW
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IFSM 438 TPP-1 Team Process Plan and Schedule
NEW

MaryIand University IFSM 438 Week 1 Discussion
NEW
http://www.assignmentcloud.com/ifsm-438-
week-1-discussion-new
http://www.assignmentcloud.com/
How can we define project success?
Based on what you have seen in your own
experience, and based on what you have read so
far, how would YOU define a successful project?
What do you think contributes to a project being
unsuccessful? And, when you read about HUGE
failures, do you believe they are, in fact, failures?
Please provide examples and explain your
answers. One or two paragraphs is all that is
required. Remember that the quality of your
participation and contributions to these
discussions can and does make a difference in
your overall course grade.
(As a model for excellence, please consider this
process, courtesy of Dr. Donna McKalip):

• Answer the question in your own words.
• Provide a quote, paraphrase or reference from
our textbook or other source.
• Provide examples that demonstrate your answer
and understanding of the concept.
This is a good model you can use in this class and
ALL of your classes as a way to work toward
excellence and the corresponding grade.)

MaryIand University IFSM 438 Week 2 Discussion
Project Scope Management NEW
week-2-discussion-project-scope-
management-new
Scope Creep
(1) What is scope creep?
(Note: The textbook seems to have a partial
definition, leaving out some factors. So while you
may wish to start with the textbook, don't end
there. Do a little research on the Internet or in a
library, for instance, to see what factors are
involved. Then give a better definition of Scope
Creep in your own words (but also properly citing
any references you used).)
(2) Is scope creep inevitable? That is, is it
normal? Will we always (or at least, usually) have

to deal with scope creep on any given
project? Why or why not?
(3) How can we deal with scope creep? What can
we do to prevent it, and especially what can we do
to handle it if and when it does occur?

MaryIand University IFSM 438 Week 3 Discussions
Project Time and Schedule Management NEW
week-3-discussions-project-time-and-
schedule-management-new
First, consider the following case study scenario:
You are the newly appointed PM for a major new
project in your company. You just stepped in and
haven't yet had a chance to analyze the
project. This project has significant executive
support and an engaged executive sponsor. The
project's executive sponsor catches you in the
hallway on your day first or so on the job and asks
you whether you will be able to complete the
project in less than 6 months.
Then answer the following questions:

a) Based on what has been presented in this
Module, can you give the executive sponsor an
answer at this time?
b) Why or why not?
c) So what do you say to the sponsor? How can
we respond?
d) More specifically: Describe to the executive
sponsor what you must do from a project Time and
Scheduling* perspective before you can give an
answer.

Project Cost and Resources Management NEW
week-4-discussions-project-cost-and-
resources-management-new
Estimation InaccuraciesEstimation Inaccuracies
Consider a situation you've experienced when you
made an inaccurate estimation for the duration of
some activity. It doesn't necessarily need to be
during a project (though that would be desirable if
possible).
a) What was the situation?

b) Describe how you made the estimate. Discuss
your reasoning for estimating the duration of the
activity the way you did.
c) In what way was it inaccurate? Discuss the
factors that caused your estimate to be inaccurate.
d) What was the outcome of the situation?
e) What were the consequences of the
inaccuracy?

Project Risk Management NEW
week-5-discussions-project-risk-management-
new
First, consider the following case study situation:
Risk management often brings up ethical issues
for project managers. For instance, software
testing can be done in several different ways and
with several different levels of rigor and
comprehensiveness. Simpler tests may be faster
and cheaper and may involve less system
downtime, possibly using fewer test cases and
fewer test runs. More robust testing may be rather
expensive and time consuming, including
extensive and rigorous test cases, many test runs,

regression testing of previously completed
production software, and so forth.
The PM often must balance robustness of testing
with time and cost. (Recall the multi-way balance
of the triple constraint.) Sometimes, it can boil
down to a trade-off between acceptable quality
and delivering a system on schedule and on
budget. Either way it goes, that is a risk. The
approach usually depends on both the criticality
and the context of the system.
Then answer these questions:
a) From a risk management and project
management point of view, in what situation(s)
should a system be more robustly tested?
b) In what situation(s) might less testing be
acceptable?
c) Suppose you were the project manager facing
pressure from your customer or executive sponsor
to reduce testing time when you believe more
robust testing was needed. What approach would
you use to try to convince the executive manager
to follow your advice?

Project Quality Management NEW
week-6-discussions-project-quality-
management-new
First, consider the following case study
background:
In this modern economic era of tight budgets,
cutbacks, and shortfalls in both budgets and staffs,
most organizations are pressured to "do more
with less". Customers and executive sponsors
push projects tocomplete earlier and cheaper,
with less budget funding, but with the same scope
and quality. Rapid Application Development

(RAD) and Agile and Extreme development
methods are pushed. The problem, as always, is
with the balance of the triple constraint (this time,
with the added factor of quality).
There is also a trade-off between the short-term
benefits of quality (and of projects themselves, for
that matter), and their long-term strategic benefits
to the corporation.
These economic and strategic forces often result in
executives pressuring PMs to take shortcuts in IT
projects. While such shortcuts may seem
attractive, they usually have highly adverse
consequences to the company in both the short
term and the long term. One example, of many, is
that poor quality could be publicized and have
adverse consequences for the company.
These pressures from executives, and the related
economic pressures, are project risks, and the
risks often manifest themselves as quality issues.
Now answer these questions:
a) If faced with increasing pressure to get a
project done ahead of time, what steps should a
project manager take if he feels this will
jeopardize project quality?

b) Suppose that rather than time, the pressure is
to do more with less, that is to accomplish the
same scope with staff cuts and budget cuts. Does
that change your answer? That is, what steps
should a PM take if he feels this will jeopardize
project quality?
c) In addition to the effects that a rushed project
might have on project quality, what kind of short-
term and long-term effects might it have on project
team members?
d) What kind of short-term and long-term effects
might it have on the organization or corporation
itself?

Project Execution Management NEW
week-7-discussions-project-execution-
management-new
First, consider the following case study situation:
You are the PM managing a project in which,
during project execution, some tasks actually take
longer than planned, some go over the planned
budget, and the occasional task takes less time
than planned. What's more, some of each of these
changed tasks are on the critical path and some
are not. Due to astute monitoring, you, as PM, have
noticed these changes from the plan.
Now, answer the following questions:

a) What would have happened if you had not
been monitoring the status of the project?
b) Suppose that it is crucial that the project
complete on time at all costs (e.g., a Mars mission
launch window, which, if delayed, will cause the
rocket to miss Mars entirely, and for which there is
not another launch window for the next 3
years). However, with such a critical project,
suppose that changes in actual performance
occurred which greatly affected the duration of the
project. What could you do about it?
c) Would taking these remedial actions depend
on when you detected the changes? That is, do
they require knowing in advance that there is
going to be a slippage or speed-up of a task, or not?
d) What else should you do during project
execution if such changes made a large change in
project duration if there was nothing you could do
to remediate it?
e) What else should you do during project
execution if such changes made a large change in
project duration if youcould successfully
remediate it?

MaryIand University IFSM 438 ITP-7 Word
Document NEW
itp-7-word-document-recent
Brief Overview of Our Changes to the WBS
What was the effect of the changes on your project
cost? How much did it increase? Are you still on
budget or are you over budget now?

What was the effect of the changes on your project
cost? How much did it increase? Are you still on
budget or are you over budget now?
What would you recommend doing to handle these
changes and risks, assuming that the client cannot
get any more money (it's a fixed grant) and that it
still has to be installed by the original deadline
(before? Do not make changes in your project
schedule .mpp or budget or documents to reflect
this recommendation. Simply state what things
you would recommend doing to handle the
situation.

IFSM 438 Entire Course NEW

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