B- -Smitty- Smith is a project manager for a large consumer electronic.docx
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B. "Smitty" Smith is a project manager for a large consumer electronics corporation. Although she has been with the company only four years, she has demonstrated an uncanny ability to bring projects in on time, meet technical specifications, and be close to budget. Her latest assignment is a project that will involve merging two existing technologies. She and her team have almost finished developing the proposal that will be presented to a management committee for approval. All that remains to be done is What project durations (in weeks) should Smitty include in the proposal to develop a time estimate for the project. The team has to construct a for these risks of not delivering the project on time: 5 percent, 10 pernetwork diagram for the project. It has three paths. The expected dura- cent, 15 percent? What are the pros and cons of quoting project times tions and standard deviations for the paths are listed in the following table. aggressively? Conservatively? .
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A detailed report on the project planning and management. Student Support Materials
CHAPTER 3PROJECT MANAGEMENTT.docx
CHAPTER 3
PROJECT MANAGEMENT
THE ESSENCE OF PROJECT MANAGEMENT
“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.”
—Aristotle, ancient Greek philosopher and scientist
THE BBC DIGITAL MEDIA INITIATIVE
In 2007, the British Broadcasting Corporation (BBC) launched the Digital Media Initiative, an IT project meant to digitize media production and media asset management across the organization. Originally estimated at a cost of £80 million ($128 million), DMI was intended to introduce a tape- less workflow—from raw footage to finished programs—and give BBC staff immediate desktop access to the entire BBC archive. It was predicted that the DMI would save the company 2.5 percent in media production costs per hour, bringing a return of £100 million ($160 million) by 2015. In 2008, the BBC awarded the contract to Siemens, its long-time technology partner; however, that partnership broke down in 2009, with neither company taking direct responsibility for the failure. Rather, the two companies issued a statement saying, “The media environment has changed a great deal since the DMI project began, and both organizations have been in discussions about the way forward. The BBC and Siemens have reached an agreement that allows the BBC to complete the
Chapter 3
project in-house.” DMI was dubbed the “Don’t Mention It” project and delegated to the BBC’s chief
62
technical architect and executive producer.
Once in-house, however, DMI ran into a series of obstacles. Behind schedule, the IT team struggled to get end users to commit to firm project requirements and priorities. “Throughout the project, the team informed me that the biggest single challenge facing the project was the changes to requirements requested by the business,” said the former chief technology officer John Linwood. The result was a constantly fluctuating project scope.
In addition, the technology team sought to adopt an agile development approach, so that the software would be produced bit-by-bit, with the business units exploring each incremental release as it was developed. Linwood claims, however, that the business units did not want to take the time to test the releases. Eventually, the IT team simply developed major system components with minimal business unit testing. Meanwhile, the project was falling further and further behind sched- ule. In addition, the BBC did not assign anyone the responsibility or the authority to oversee the adoption of the program by the business units, depriving the DMI of effective project integration management. Because the transition from tape-based production and asset management to digital production and asset management necessitated a significant shift in work processes, management of the adoption and integration of the DMI into business units was essential.
In May 2013, the B.
Planning & Scheduling of Commercial Building using Microsoft Project & Applic...
https://irjet.net/archives/V4/i7/IRJET-V4I7519.pdf
Recommended
Project Planning & Management
A detailed report on the project planning and management. Student Support Materials
CHAPTER 3PROJECT MANAGEMENTT.docx
CHAPTER 3
PROJECT MANAGEMENT
THE ESSENCE OF PROJECT MANAGEMENT
“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.”
—Aristotle, ancient Greek philosopher and scientist
THE BBC DIGITAL MEDIA INITIATIVE
In 2007, the British Broadcasting Corporation (BBC) launched the Digital Media Initiative, an IT project meant to digitize media production and media asset management across the organization. Originally estimated at a cost of £80 million ($128 million), DMI was intended to introduce a tape- less workflow—from raw footage to finished programs—and give BBC staff immediate desktop access to the entire BBC archive. It was predicted that the DMI would save the company 2.5 percent in media production costs per hour, bringing a return of £100 million ($160 million) by 2015. In 2008, the BBC awarded the contract to Siemens, its long-time technology partner; however, that partnership broke down in 2009, with neither company taking direct responsibility for the failure. Rather, the two companies issued a statement saying, “The media environment has changed a great deal since the DMI project began, and both organizations have been in discussions about the way forward. The BBC and Siemens have reached an agreement that allows the BBC to complete the
Chapter 3
project in-house.” DMI was dubbed the “Don’t Mention It” project and delegated to the BBC’s chief
62
technical architect and executive producer.
Once in-house, however, DMI ran into a series of obstacles. Behind schedule, the IT team struggled to get end users to commit to firm project requirements and priorities. “Throughout the project, the team informed me that the biggest single challenge facing the project was the changes to requirements requested by the business,” said the former chief technology officer John Linwood. The result was a constantly fluctuating project scope.
In addition, the technology team sought to adopt an agile development approach, so that the software would be produced bit-by-bit, with the business units exploring each incremental release as it was developed. Linwood claims, however, that the business units did not want to take the time to test the releases. Eventually, the IT team simply developed major system components with minimal business unit testing. Meanwhile, the project was falling further and further behind sched- ule. In addition, the BBC did not assign anyone the responsibility or the authority to oversee the adoption of the program by the business units, depriving the DMI of effective project integration management. Because the transition from tape-based production and asset management to digital production and asset management necessitated a significant shift in work processes, management of the adoption and integration of the DMI into business units was essential.
In May 2013, the B.
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The 25/10 Concept - Improving the Probability of Success
Too often the last 10% of a project stretches on to become 15% or more . . .like the battery, the project just keeps going and going. The 25/10 concept was conceived on the premise that when the first 25% of the project is well planned and executed, the probability of the last 10% being just that - 10% - is greatly enhanced. Based upon studies of the Japanese "stand down" approaches, Lean Management, and other "best practices", a guide to the steps that should be undertaken in the first 25% was developed. This is the subject of this webinar.
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WRITTEN INTERVIEW QUESTIONS
PhD candidates should provide an authentic personal statements to each of the five following questions/prompts reflecting on their own personal interest. In the event that any outside resources are used, resources should be cited in APA format. Submissions should be a maximum of 500 words or 125 words per question/prompt. It is best to respond to each prompt/question individually for clarity of the reviewer. Documents should be submitted in Microsoft Word format.
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Why did you select to pursue a program at University of the Cumberlands instead of other institutions?
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Chapter 13
Project Management and SDLC
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Planning, Execution, and Budget
Project Monitoring, Control, and Closing
System Development Life Cycle
Project Management Concepts
Project Management Concepts
Deliverable
Items that you hand off to the client or management for their review and approval and that must be produced to complete a project or part of a project.
Project Portfolio Management (PPM)
Set of business practices to manage projects as a strategic portfolio.
Business Case
Identifies an opportunity, problem, or need and the desired business outcomes of the project.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Project Portfolio Management Path
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Map proposed projects to organizational strategies.
Assess the value that a proposed project brings to the company.
Assess the complexity of proposed projects.
Prioritize project proposals for project selection.
Project Management Concepts
Operations vs. Projects
Operations
Business as usual
Projects
Clearly defined scope, deliverables, and results.
Estimated time frame or schedule subject to a high degree of uncertainty.
Estimated budget subject to a high degree of uncertainty.
Requirement of extensive interaction among participants.
Tasks that may compete or conflict with other business activities.
Risky but with a high profit potential or benefits.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Chapter 13
Figure 13.3 Project success triple constraint.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Scope
Time
Pro ...
Running head UNIT III PROJECT1 UNIT III PROJECT2.docx
Running head: UNIT III PROJECT 1
UNIT III PROJECT 2
Unit III Project
Sonia I. Armstrong
Columbia Southern University
Part 1
Please complete Case Study 3.1: Keflavik Paper Company on pages 111-113, and respond to the questions for discussion. Please make sure that each question is answered thoroughly using a minimum of 200 words for each case study question.
1. Pinto discusses four different methods to screen projects, they are as follows: checklist model, simplified scoring models, analytical hierarchy process, and finally profile models. Each one of these models can be used in different project situations. All of the methods have pros and cons, therefore you must carefully select the method that best fits the project. For example, “the scoring model has a limitation that for a new user, ease of use may blind novice users to the false assumptions that underlie” (Pinto, 2016, p. 84). One advantage of the profile model is “it offers another method by which to compare project alternatives, in terms of risk/return trade-off” (Pinto, 2016, p. 85). Constantly relying on the same screening method leads to tunnel vision or a one-size fits all type of mentality. Keflavik company was selecting projects that were diverse and not matched to their strategic goals and applying the same screening method which lead to difficulty in management.
2. There are six criteria when screening models according to Pinto that should be considered and they are as follows: realism, capability, flexibility, ease of use, cost and comparability. Realism says that the project must fit into the firm or companies strategic goals. Selecting projects that are outside the company’s strategic goals lead to loss of resources. Capability says “the project must be flexible enough to respond to changes in the conditions which projects are carried out” (Pinto, 2016, p. 78). Flexibility says that the project must be able to change easily when the situation requires. Ease of use says the model must be easy to use, even for the most junior employees working on the project. Cost says that the model must be cost effective. Finally, comparability allows for the model to be used in multiple projects.
3. The case of the Keflavik Paper Company demonstrates or confirms how dangerous the method of using the same screening method for a number of different projects can be for a company. The choices to select projects that did not fit into the company’s mission or goal bled into other areas causing negative effects such as projects being over budget, late projects, and performance has been inconsistent. The project manager found it difficult to manage all the different projects because they were so mismatched. Project managers could not apply lessons learned from project to project because of how diverse the projects were from each other. This caused a lot of failure in keeping projects within time and budgets constraints.
Part 2
Please complete the Case Stud.
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extremely skilled project management. BP Chemicals implemented Aspentech’s
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was a huge, highly successful project, largely because of excellent project
management.
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Assignment 1
ITECH 2250
IT Project Management Techniques
Page 1 of 6 CRICOS Provider No. 00103D ITECH 2250 Assignment 1 Semester 2 2015– Project Charter
Due Date: Week 5 – Monday 5:00 pm
Weight: 10%
This is an individual assignment. There is an expectation that no two submissions will be the same.
Objectives
This assessment task relates to the following course objectives:
Observe real world information technology problems and apply project management
principles and techniques to solve these problems;
Employ a systems thinking approach to identify critical roles and stakeholders in
information technology projects;
Demonstrate decision-making processes to solve a range of information technology
project issues;
Utilise a range of organisational and self-management skills, emulating real world
practice of information technology project managers.
value the importance of effective communication to solve problems on information
technology projects
Task
During the Project Initiation phase, an important artefact is the Project Charter. This artefact clearly indicates
for the project team and all stakeholders the project objectives, scope and vision. In this assignment, you are
provided with a case study project description below. You will create a Project Charter for this project that
will be managed following the adaptive methodology of Agile Scrum. In a project managed using
traditional project management methodologies, the Charter would be a document of just a few pages (around
4) formally outlining the key objectives, schedule and stakeholders. In an Agile project, this artefact would
be displayed in the project team room.
Background
After top management determines which projects to pursue, then it becomes important to notify the organisation
about the projects. The Project Charter is used to authorise the project and nominate the project manager. The
Project Charter formally recognises the project and provides a summary of the details of the project.
Assignment 1
ITECH 2250
IT Project Management Techniques
Page 2 of 6 CRICOS Provider No. 00103D ITECH 2250 Assignment 1 Semester 2 2015– Project Charter
Requirements
For this assessment task, students are required to create a Project Charter for the case study provided:
Green Computing Research Project. The Project will be managed using the Agile SCRUM PM
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developing the research report to the senior leadership committee meeting in order to get approval for the
project. You presented a Business Case to the committee to secure their approval for this project. The
Business Case includes many of the details that will form the Project Charter.
At the conclusion of the presentation, the committee authorised you to implement the project. To get the project
started, you need to draw up a Project Ch ...
BMIS 460Plan and PowerPoint InstructionsLogisticsThrough.docx
BMIS 460
Plan and PowerPoint Instructions
Logistics
Throughout this course, you will be working on a Group Project. The Instructor will put you into specific groups, and then each group will select a team leader. After the team leader is chosen, he/she must develop a plan for organizing the team and must assign individual members' responsibilities and activities. Each group will develop and submit a Project Plan and PowerPoint presentation for establishing a Project Management Office within an organization. The team will be consultants to Galaxy Industries and develop a Project Management Office (PMO) for this company. The Project Plan must address all PMI process groups and knowledge areas.
· Project Plan: The plan should address all plan components, sub-plans, and knowledge areas. Specifically, the project plan should incorporate references to all of the plan components (Project Charter, Work Breakdown Structure), sub-plans and knowledge areas (Cost Management Plan, Quality Management Plan, Human Resource Management Plan, and Communications Management Plan). The length of the project plan will vary according to the length of your supporting documents. Refer to the provided Project Plan template and modify it to meet the needs of your group and use it as a resource to show you the appearance of a typical Project Plan.
· PowerPoint: The PowerPoint presentation should support the Project Plan. It is recommended that you provide 2 PowerPoint slides per topic addressed in your Project Plan. There are 6 plans and components, and the project plan itself that you are describing, along with a title slide and a reference slide. With this in mind, your presentation should be at least 16 slides.
Introduction
Galaxy Industries, a traditionally organized company, has asked your consulting firm, Project Management Consultants (PMC) to define and implement a Project Management Office (PMO) within the company. The sponsor for the project is the CEO, John Smith. The CIO is Joe Brown, and the COO is Sue White.
Mr. Smith wants Galaxy to assist him in developing the Project Charter and Mr. Brown will be working with Galaxy to develop the Project Plan (and sub-plans). Mrs. White has requested that the plan include the development of a Project Management Intranet Site so that internal staff will be well informed as related to project progress, problems/risks, and issues.
Galaxy Industries Environment
Galaxy is a small company that sells home accessories such as lamps, pictures, end tables, rugs. They purchase many of their products from manufacturers in the US, England, France, Italy, and China. They sell to gift shops in the US and have an Internet site that sells to worldwide customers. Their Internet sales are now exceeding their US sales. The company is in a solid financial condition, with sales expected to rise 25% within the next year (because of the success of their on-line sales). Because of their revenue and sales growth, they have hired new staff ...
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The 25/10 Concept - Improving the Probability of Success
Too often the last 10% of a project stretches on to become 15% or more . . .like the battery, the project just keeps going and going. The 25/10 concept was conceived on the premise that when the first 25% of the project is well planned and executed, the probability of the last 10% being just that - 10% - is greatly enhanced. Based upon studies of the Japanese "stand down" approaches, Lean Management, and other "best practices", a guide to the steps that should be undertaken in the first 25% was developed. This is the subject of this webinar.
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WRITTEN INTERVIEW QUESTIONS
PhD candidates should provide an authentic personal statements to each of the five following questions/prompts reflecting on their own personal interest. In the event that any outside resources are used, resources should be cited in APA format. Submissions should be a maximum of 500 words or 125 words per question/prompt. It is best to respond to each prompt/question individually for clarity of the reviewer. Documents should be submitted in Microsoft Word format.
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What are your research interests in the area of Information Technology? Why do you think it is important to research in this area?
Why did you select to pursue a program at University of the Cumberlands instead of other institutions?
As an individual, what are your strengths and weaknesses? How will these impact you as a doctoral information technology student?
Where do you see the future of Information Technology heading?
How can obtaining a doctorate impact your contribution to the practices of information technology? Where do you see yourself after obtaining a doctorate from UC?
Chapter 13
Project Management and SDLC
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Project Planning, Execution, and Budget
Project Monitoring, Control, and Closing
System Development Life Cycle
Project Management Concepts
Project Management Concepts
Deliverable
Items that you hand off to the client or management for their review and approval and that must be produced to complete a project or part of a project.
Project Portfolio Management (PPM)
Set of business practices to manage projects as a strategic portfolio.
Business Case
Identifies an opportunity, problem, or need and the desired business outcomes of the project.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Project Portfolio Management Path
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Map proposed projects to organizational strategies.
Assess the value that a proposed project brings to the company.
Assess the complexity of proposed projects.
Prioritize project proposals for project selection.
Project Management Concepts
Operations vs. Projects
Operations
Business as usual
Projects
Clearly defined scope, deliverables, and results.
Estimated time frame or schedule subject to a high degree of uncertainty.
Estimated budget subject to a high degree of uncertainty.
Requirement of extensive interaction among participants.
Tasks that may compete or conflict with other business activities.
Risky but with a high profit potential or benefits.
Chapter 13
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Project Management Concepts
Chapter 13
Figure 13.3 Project success triple constraint.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Scope
Time
Pro ...
Running head UNIT III PROJECT1 UNIT III PROJECT2.docx
Running head: UNIT III PROJECT 1
UNIT III PROJECT 2
Unit III Project
Sonia I. Armstrong
Columbia Southern University
Part 1
Please complete Case Study 3.1: Keflavik Paper Company on pages 111-113, and respond to the questions for discussion. Please make sure that each question is answered thoroughly using a minimum of 200 words for each case study question.
1. Pinto discusses four different methods to screen projects, they are as follows: checklist model, simplified scoring models, analytical hierarchy process, and finally profile models. Each one of these models can be used in different project situations. All of the methods have pros and cons, therefore you must carefully select the method that best fits the project. For example, “the scoring model has a limitation that for a new user, ease of use may blind novice users to the false assumptions that underlie” (Pinto, 2016, p. 84). One advantage of the profile model is “it offers another method by which to compare project alternatives, in terms of risk/return trade-off” (Pinto, 2016, p. 85). Constantly relying on the same screening method leads to tunnel vision or a one-size fits all type of mentality. Keflavik company was selecting projects that were diverse and not matched to their strategic goals and applying the same screening method which lead to difficulty in management.
2. There are six criteria when screening models according to Pinto that should be considered and they are as follows: realism, capability, flexibility, ease of use, cost and comparability. Realism says that the project must fit into the firm or companies strategic goals. Selecting projects that are outside the company’s strategic goals lead to loss of resources. Capability says “the project must be flexible enough to respond to changes in the conditions which projects are carried out” (Pinto, 2016, p. 78). Flexibility says that the project must be able to change easily when the situation requires. Ease of use says the model must be easy to use, even for the most junior employees working on the project. Cost says that the model must be cost effective. Finally, comparability allows for the model to be used in multiple projects.
3. The case of the Keflavik Paper Company demonstrates or confirms how dangerous the method of using the same screening method for a number of different projects can be for a company. The choices to select projects that did not fit into the company’s mission or goal bled into other areas causing negative effects such as projects being over budget, late projects, and performance has been inconsistent. The project manager found it difficult to manage all the different projects because they were so mismatched. Project managers could not apply lessons learned from project to project because of how diverse the projects were from each other. This caused a lot of failure in keeping projects within time and budgets constraints.
Part 2
Please complete the Case Stud.
Best Practices: Implement Massive SCM Projects
Managers currently regard large, multi-site, multi-year Supply Chain Management
(SCM) implementations as too risky. Indeed, such projects require
extremely skilled project management. BP Chemicals implemented Aspentech’s
MIMI supply chain management solution across 17 businesses. It
was a huge, highly successful project, largely because of excellent project
management.
Escaping the Waterfall: Reducing Risk with Agile Development with Scrum
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Advocates of agile development claim that agile software projects succeed more often than plan-driven projects. Unfortunately, attempts to validate this claim statistically are problematic, because "success" is not defined consistently across studies. This paper addresses the question through a mathematical analysis of these projects. We model agile and plan-driven software projects with identical requirements, and show how they are affected by the same set of unanticipated problems. We find that that the agile project provides clear benefits for return-on-investment and risk reduction, compared to the plan-driven project, when uncertainty is high. When uncertainty is low, plan-driven projects are more cost-effective.Assignment 1 ITECH 2250 IT Project Management Techniques.docx
Assignment 1
ITECH 2250
IT Project Management Techniques
Page 1 of 6 CRICOS Provider No. 00103D ITECH 2250 Assignment 1 Semester 2 2015– Project Charter
Due Date: Week 5 – Monday 5:00 pm
Weight: 10%
This is an individual assignment. There is an expectation that no two submissions will be the same.
Objectives
This assessment task relates to the following course objectives:
Observe real world information technology problems and apply project management
principles and techniques to solve these problems;
Employ a systems thinking approach to identify critical roles and stakeholders in
information technology projects;
Demonstrate decision-making processes to solve a range of information technology
project issues;
Utilise a range of organisational and self-management skills, emulating real world
practice of information technology project managers.
value the importance of effective communication to solve problems on information
technology projects
Task
During the Project Initiation phase, an important artefact is the Project Charter. This artefact clearly indicates
for the project team and all stakeholders the project objectives, scope and vision. In this assignment, you are
provided with a case study project description below. You will create a Project Charter for this project that
will be managed following the adaptive methodology of Agile Scrum. In a project managed using
traditional project management methodologies, the Charter would be a document of just a few pages (around
4) formally outlining the key objectives, schedule and stakeholders. In an Agile project, this artefact would
be displayed in the project team room.
Background
After top management determines which projects to pursue, then it becomes important to notify the organisation
about the projects. The Project Charter is used to authorise the project and nominate the project manager. The
Project Charter formally recognises the project and provides a summary of the details of the project.
Assignment 1
ITECH 2250
IT Project Management Techniques
Page 2 of 6 CRICOS Provider No. 00103D ITECH 2250 Assignment 1 Semester 2 2015– Project Charter
Requirements
For this assessment task, students are required to create a Project Charter for the case study provided:
Green Computing Research Project. The Project will be managed using the Agile SCRUM PM
methodology. You (project manager – PM) has made a presentation about your proposed approach for
developing the research report to the senior leadership committee meeting in order to get approval for the
project. You presented a Business Case to the committee to secure their approval for this project. The
Business Case includes many of the details that will form the Project Charter.
At the conclusion of the presentation, the committee authorised you to implement the project. To get the project
started, you need to draw up a Project Ch ...
BMIS 460Plan and PowerPoint InstructionsLogisticsThrough.docx
BMIS 460
Plan and PowerPoint Instructions
Logistics
Throughout this course, you will be working on a Group Project. The Instructor will put you into specific groups, and then each group will select a team leader. After the team leader is chosen, he/she must develop a plan for organizing the team and must assign individual members' responsibilities and activities. Each group will develop and submit a Project Plan and PowerPoint presentation for establishing a Project Management Office within an organization. The team will be consultants to Galaxy Industries and develop a Project Management Office (PMO) for this company. The Project Plan must address all PMI process groups and knowledge areas.
· Project Plan: The plan should address all plan components, sub-plans, and knowledge areas. Specifically, the project plan should incorporate references to all of the plan components (Project Charter, Work Breakdown Structure), sub-plans and knowledge areas (Cost Management Plan, Quality Management Plan, Human Resource Management Plan, and Communications Management Plan). The length of the project plan will vary according to the length of your supporting documents. Refer to the provided Project Plan template and modify it to meet the needs of your group and use it as a resource to show you the appearance of a typical Project Plan.
· PowerPoint: The PowerPoint presentation should support the Project Plan. It is recommended that you provide 2 PowerPoint slides per topic addressed in your Project Plan. There are 6 plans and components, and the project plan itself that you are describing, along with a title slide and a reference slide. With this in mind, your presentation should be at least 16 slides.
Introduction
Galaxy Industries, a traditionally organized company, has asked your consulting firm, Project Management Consultants (PMC) to define and implement a Project Management Office (PMO) within the company. The sponsor for the project is the CEO, John Smith. The CIO is Joe Brown, and the COO is Sue White.
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