5001 A few years ago I was part of project which consisted of ordering new vehicles to replace an old fleet my organization had. This process consisted of a small team of personnel with several assigned tasks in order to complete the project to standard. There was a project manager assigned and we had frequent meetings in order to make sure everyone was on the same page in the process. It was important to meet every so often so that everyone was on the right track to the objective. The project consisted of ordering a specific type of vehicle that would be able to carry a specific type of load and also be able to be air transportable. The toughest part of the project was making sure the vehicle could be transported by air with no issues. There are a lot of restrictions when putting vehicles on a plane. This is why we wanted to be that the specifications of the vehicles were correct at the time of coming up with the design. It was a government vehicle going on a government plane. This made the process even tougher. The project manager was the type of person who wanted to know every single detail of the project at all times. Even though we had regular meetings to see all the updates of the project, he wanted additional information in between the meetings because he was overall in charge of the project. The were some project-related factors that held the process of the overall project. The market research part of the project took longer than expected because we had to rely on private companies to give us quotes of the equipment we were planning to purchase. we were also help up trying to figure out the exact policies and restrictions of vehicles being air transported. The overall impact of this project to the organization was positive. It took a long time to order the right type of vehicle for the mission at hand but at the same time it was worth the wait because the right type of equipment was ordered and the teams were able to accomplish theirs missions with ease. 5002 In 2014, I participated in a capital project to upgrade the mill’s IT network to meet our corporate standards. Most of this aging equipment was unsupported by both the manufacturer and Microsoft. The scope of the project was to upgrade all L2/L3 switches and implement a Mosaic VMware solution to give the capability to virtualize all of the outdated network servers. These servers ran our production and quality reporting services and with our aging physical servers, fiber, and copper connections the mill was experiencing lost production and materials due to unreliable inventory reports and production data. Remote support capability was implemented to reduce machine downtime and improve the range of support. The importance of this project was high due to the issues it caused the planning team to schedule our assets properly. The project was six-month in length and enlisted help from the windows services, mosaic, and engineering teams along with the outside phone provider. The s.

1. 5001
A few years ago I was part of project which consisted of
ordering new vehicles to replace an old fleet my organization
had. This process consisted of a small team of personnel with
several assigned tasks in order to complete the project to
standard. There was a project manager assigned and we had
frequent meetings in order to make sure everyone was on the
same page in the process. It was important to meet every so
often so that everyone was on the right track to the objective.
The project consisted of ordering a specific type of vehicle that
would be able to carry a specific type of load and also be able
to be air transportable. The toughest part of the project was
making sure the vehicle could be transported by air with no
issues. There are a lot of restrictions when putting vehicles on a
plane. This is why we wanted to be that the specifications of the
vehicles were correct at the time of coming up with the design.
It was a government vehicle going on a government plane. This
made the process even tougher.
The project manager was the type of person who wanted to
know every single detail of the project at all times. Even though
we had regular meetings to see all the updates of the project, he
wanted additional information in between the meetings because
he was overall in charge of the project. The were some project-
related factors that held the process of the overall project. The
market research part of the project took longer than expected
because we had to rely on private companies to give us quotes
of the equipment we were planning to purchase. we were also
help up trying to figure out the exact policies and restrictions of
vehicles being air transported.
The overall impact of this project to the organization was
positive. It took a long time to order the right type of vehicle
for the mission at hand but at the same time it was worth the
wait because the right type of equipment was ordered and the
teams were able to accomplish theirs missions with ease.

2. 5002
In 2014, I participated in a capital project to upgrade the mill’s
IT network to meet our corporate standards. Most of this aging
equipment was unsupported by both the manufacturer and
Microsoft. The scope of the project was to upgrade all L2/L3
switches and implement a Mosaic VMware solution to give the
capability to virtualize all of the outdated network servers.
These servers ran our production and quality reporting services
and with our aging physical servers, fiber, and copper
connections the mill was experiencing lost production and
materials due to unreliable inventory reports and production
data. Remote support capability was implemented to reduce
machine downtime and improve the range of support.
The importance of this project was high due to the issues it
caused the planning team to schedule our assets properly. The
project was six-month in length and enlisted help from the
windows services, mosaic, and engineering teams along with the
outside phone provider. The switch over to the new equipment
was done in intervals on regularly scheduled downs to provide
the least impact to our stakeholders. With the previous system
trouble, ethics was not of an issue all parties were excited about
the change and thankful for the capital investment. This
excitement elevated the project participation and produced great
teamwork.
The project manager held weekly conferences with all teams to
review scope, cost, and timeline to ensure project health. The
ability of the project manager also my senior electrical engineer
to multitask and effectively use our corporate project
management tools led to a successful project. His vast
experience allowed him to select a cross-functional team that
was highly effective which delivered results.
The impact of this project had an immediate positive effect on
the mill financially. The interactive planning with all teams
allowed the project to meet all milestones and deliver on scope
and cost. The new solution significantly reduced technical

3. issues and improved data integrity by more than 30%. As we are
starting to learn not all projects go smooth, however selecting
the correct project manager is the first step in the right
direction.
5003
The project I chose to discuss was our battalion’s preparation
for a deployment. The battalion operations officer was the
project manager. Preparing for a deployment is a major
undertaking. The project manager was responsible for ensuring
that all pre-deployment activities were accomplished. The
planning began approximately one year before the expected
deployment date.
The project manager held monthly in progress reviews (IPR)
where every company commander updated the command on their
status. There was a multitude of tasks to accomplish such as
weapons qualification, drivers training, first aid training and
cultural awareness training. Every Soldier had to be trained or
certified for the battalion to be allowed to deploy. Failing to
accomplish this task would have meant that several senior level
leaders would have been relieved from their position.
The project manager was and excellent leader and very detail
oriented which was necessary for a project of this size. He was
responsible for ensuring 3,500 personnel accomplished each of
the 30 tasks required for deployment. His use of the IPRs was
critical to success. This allowed him to check each unit’s
progress and compare it to the expected glide path. If any units
were behind schedule he was able to address the issue early on
and devote more resources if necessary.
Selecting the right project manager for a project is critical to
mission success. Essentially the project manager orchestrates
all of the moving pieces to ensure everyone is working towards
the same goal. A lack of direction will likely lead to mission
failure.