Module 05 Written Assignment - Forces of Change Leaders must identify and respond to the forces of change. In addition, one must determine what steps are needed to guide the organization in a unified manner to targeted improvement. For this assignment, research a case study that illustrates the forces of change and their impact on an organization. Then in a 2-3 page paper, · Provide an overview of the chosen case study · Assess the various forces of change that are present within the case study · Provide recommendations and examples of how you would mitigate these forces of change. · Describe how the use of tools such as SWOT analysis and action plans support leaders and managers toward analyzing and evaluating results of a change initiative · The paper should include an APA formatted cover page and reference page. · The paper should include at least 2 peer-reviewed sources, such as journal articles Module 05 Course Project - Finalize Project Schedule and Mitigate Any Delays Using the results of your work from week two project Identify Overall Scope/ Analysis of Unexpected Results; two additional events will be introduced. You will again analyze the impact of these events to the final project. In a 2- page Word document, discuss your analysis on the following events: 1. It is discovered the refrigerated module is too large for the designed refrigerated backpack pouch. What is your course of action? 2. The subcontractor assigned to build the radio module for the backpack has shut down. What is your course of action? In your analysis, you should discuss four areas affected by these unexpected events.Three of the areas of the project affected by the events should include changes to budget, human capital, and impact to schedule, and identify one additional area affected by these events. MAKE SURE YOU GO INTO GREAT DETAIL ON EACH AREA- AND IF USING BULLET POINTS- DETAIL EACH POINT! WEEK 2 ASSIGNMENT IS BELOW PROJECT SCOPE STATEMENT Written by: Toni Stewart Date: October 16, 2016 Position Held: Project Manager PROJECT OBJECTIVE The overall goal of the project is to design, develop, produce and deliver Backpacks which have built in refrigerated pouch and radio module. DELIVERABLES Project Description The project is initiated by a won contract from U.S. Army, Ground Forces, and Special Operations. It's a one year and a half duration contract with a projected contract price of $1,500,000. The delivery schedule is divided into three deliveries; the first one occurring twelve months after the contract award date, then the other two follow one after the other in an interval of three months. Project Assumptions · It is assumed that the · It is assumed that there will be no inflation during the contract period. · That the buyer will make payments on and as agreed. Project goals · To earn revenue for the company. · Deliver quality products to the buyer · To give customer satisfaction through customer care and timely delivery. Project constraints ( ...

1. Module 05 Written Assignment - Forces of Change
Leaders must identify and respond to the forces of change. In
addition, one must determine what steps are needed to guide the
organization in a unified manner to targeted improvement.
For this assignment, research a case study that illustrates the
forces of change and their impact on an organization. Then in a
2-3 page paper,
· Provide an overview of the chosen case study
· Assess the various forces of change that are present within the
case study
· Provide recommendations and examples of how you would
mitigate these forces of change.
· Describe how the use of tools such as SWOT analysis and
action plans support leaders and managers toward analyzing and
evaluating results of a change initiative
· The paper should include an APA formatted cover page and
reference page.
· The paper should include at least 2 peer-reviewed sources,
such as journal articles
Module 05 Course Project - Finalize Project Schedule and
Mitigate Any Delays
Using the results of your work from week two project Identify
Overall Scope/ Analysis of Unexpected Results; two additional
events will be introduced. You will again analyze the impact of
these events to the final project.
In a 2- page Word document, discuss your analysis on the
following events:
1. It is discovered the refrigerated module is too large for the
designed refrigerated backpack pouch. What is your course of
action?
2. The subcontractor assigned to build the radio module for the

2. backpack has shut down. What is your course of action?
In your analysis, you should discuss four areas affected by these
unexpected events.Three of the areas of the project affected by
the events should include changes to budget, human capital, and
impact to schedule, and identify one additional area affected by
these events.
MAKE SURE YOU GO INTO GREAT DETAIL ON EACH
AREA- AND IF USING BULLET POINTS- DETAIL EACH
POINT!
WEEK 2 ASSIGNMENT IS BELOW
PROJECT SCOPE STATEMENT
Written by: Toni Stewart
Date: October 16, 2016
Position Held: Project Manager
PROJECT OBJECTIVE
The overall goal of the project is to design, develop, produce
and deliver Backpacks which have built in refrigerated pouch
and radio module.
DELIVERABLES
Project Description
The project is initiated by a won contract from U.S. Army,
Ground Forces, and Special Operations. It's a one year and a
half duration contract with a projected contract price of
$1,500,000. The delivery schedule is divided into three
deliveries; the first one occurring twelve months after the
contract award date, then the other two follow one after the
other in an interval of three months.
Project Assumptions
· It is assumed that the
· It is assumed that there will be no inflation during the contract
period.
· That the buyer will make payments on and as agreed.

3. Project goals
· To earn revenue for the company.
· Deliver quality products to the buyer
· To give customer satisfaction through customer care and
timely delivery.
Project constraints (if any)
· Sources of finance are constrained since there are no other
mentioned sources to start the project.
Project limitations
· The project is limited to the contract amount that is
$1,500,000
· Given that the contract was awarded on 1 Sep 2015, A three-
month delay on customer funds would compromise our first
delivery schedule.
Project milestones
· First delivery: September 1, 2016
· Second delivery: December 1, 2016
· Last delivery: March 1, 2017
· First milestone payment (from customer): October 30, 2015
· Second Milestone Payment: January 30, 2017
· Final Milestone payment: May 30, 2017
· Initial Program review (at the client's site): November 16,
2015
· Subsequent Program Reviews: 6 months after the initial
review
Project risks (initial assessment)
· Financial risks
· Inflation risk
· Delay risk
TECHNICAL REQUIREMENTS
· On-time delivery for the three stated product deliverables
· Desire to complete the total program under the stated budget
of $1,500,000
· All milestones accomplished by due dates listed
· Supplemental (follow-on) contract for future additional units
(backpacks)

4. LIMITS AND EXCLUSIONS
· List all limits and or exclusions to the project
· The milestones will not be accomplished by listed due date
because of the unexpected events occurring.
CUSTOMER REVIEW
· The client is supposed to review the quality of the products
delivered to his or her company.
Unexpected events and their impacts
Oct 15, 2015, Customer notifies you that the first milestone
payment will be three months delayed. What is your course of
action? The optimal course of action is to secure another source
of finance like so as not to delay the project's start time. The
source of funding can be sales credit from another supplier
since we are not sure about the financial position of the
company.
March 15, 2016. The material pattern for the backpack will not
be available to meet your initial production start date. What’s
your course of action? Change the initial delivery schedule due
to the change in material availability for the first delivery. I
must notify the executive and the customer about the
unexpected change in schedule so that we allow time to get a
good flow of primary materials from another supplier or until
the current provider sorts the supply issues.
May 15, 2016, Customer notifies you they would like to
increase the initial delivery from 100 backpacks to 150. What's
your course of action? An increase in the initial delivery
quantity necessitates an increase in the factors of production.
An additional budget will be required to increase materials and
human capital.

5. Module 05 Activity - Review a Project Schedule and Evaluate
for Potential Issues/Cost Impacts
In a 1-page Word document, consider the following activities
and their durations. The original project schedule, using early
activity starts, is shown below.
Activity
Task

6. Predecessors
Duration
Activity Cost
A
Sign Contract
None
5 days
$5,000
B
Design Survey
A
3 days
$1,500
C
Identify Audience
A
7 days
$1,000
D
Run Survey
B, C
30 days
$6,000
E
Analyze Results
D
5 days
$3,000
F
Create Presentation
E
5 days
$1,000
G
Present to Client
E, F

7. 2 days
$3,000
· Reconfigure the chart above into a critical path diagram for
project scheduling similar to the diagram shown in this module's
lecture.
· What is the duration of the project?
· How much slack is currently available in the non-critical path?
· How long are the project and feeder buffers?
USE WHAT INFO YOU NEED FOR ABOVE PROJECT
LISTED BELOW
Scenario
Your company was recently awarded a delivery contract on a
new product (see below). You were newly hired by the
company; you will assume the role as the assigned program
manager overseeing the design, development, production and
delivery of the new product. The details below provide a
summary to the course project:
· Company BOECORE- A small defense contractor located in
the United States of America
· Company size (employees): 100
· Product: Backpack with built in refrigerated pouch and radio
module
· Awarded quantity: 200 units (100 assigned to Ground Forces /
100 assigned to Special Operations)
· Program Budget: Proposed award: $1,500,000
· Customer: U.S. Army, Ground Forces and Special Operations
· Award date: September 1, 2015
· Completion date: March 1, 2017
· Delivery schedule: 100 units 12mths ARO (after receipt of
order). 50 units every 3 months after first delivery
· Milestone Schedule:
·
· First delivery: September 1, 2016
· Second delivery: December 1, 2016
· Last delivery: March 1, 2017
· First milestone payment (from customer): October 30, 2015

8. · Second Milestone payment: January 30, 2017
· Final Milestone payment: May 30, 2017
· Initial Program review (at the customer's site): November 16,
2015
· Subsequent Program reviews: 6 months after the initial review
Expected Result from Senior Management:
· On-time delivery for the three stated product deliverables
· Desire to complete the total program under the stated budget
of $1,500,000
· All milestones accomplished by due dates listed
· Supplemental (follow-on) contract for future additional units
(backpacks)
Schedule analysis is the practice of assessing schedule results
and evaluating the overall impact of the baseline schedule to the
actual project schedule. That is done how, you may ask? By
using various scheduling techniques that allow the project
manager / project team to evaluate the project schedule by
constantly reviewing the project's critical path, critical chain
and the scheduled tasks for the project.
When a project schedule is developed, there are many factors
taken into account before scheduling the first task:
· What resources are available to work the project?
· Will a project software tool be utilized for the project? If so,
what tool?
· Are the project milestones documented?
· Project risk calculated and documented
· How detailed does the project schedule need to be?
The list can be as detailed as the project team requires it to be.
The fact is, the areas listed above have an impact on the project
schedule and the team supporting it. The project schedule is the
'vehicle' used to describe and graphically explain, at any point

9. in time, status of the project. A complex schedule may become
too cumbersome to use and difficult to decipher for the team.
The project software scheduling tool, such as Microsoft Project,
should be rather simple to use and follow, yet complex enough
to alert the user when potential issues arise. Project schedule
analysis allows the project team / management team to assess
continued progress as well as the health of the program.
Techniques for Analyzing Project Schedules
Critical Path:
· The critical path method is used to determine what the longest
time is to complete the project or phase of a project. The tasks
located on the critical path have no 'delay' or slack time
associated with them. What that means is any delay in either
performing or completing the task, may potentially cause a
delay in the completion of the project.
Here is an example of a project critical path:
Project Critical Path
Critical Chain (Method):
· A scheduling method technique utilized that modifies the
project schedule to account for limited project resources. The
use of 'buffers' or 'slack time' when developing a project
schedule allows the project manager to 'protect' the project
schedule for unplanned delays. The technique concentrates on a
projects task start and completion time. The adjustments are
made to accommodate for insufficient project resources.
PERT:
· A technique for project estimating that uses estimates of the
following categories: 'Optimistic', 'pessimistic', and 'most
likely' to address any and all uncertainty when estimating
individual activities. The technique is used when the activity is
difficult to define, or unknown to the project team performing
the task. The project team assigns 'values' to the task addressing
each of the three categories listed.
Here's an example:

10. · Task 1
· Optimistic duration: 3 days
· Pessimistic duration: 6 days
· Most Likely duration: 4 days
When scheduling the task example below, the project manager /
project team would more than likely take the average of the 3
durations and load that duration into the schedule.
Resource Leveling:
· A technique used to adjust the resource level available when
developing a project schedule. The availability of resources
changes throughout a project's lifecycle, resource leveling is
used when project tasks utilize a higher and lower level of
resources to work on or complete the tasks. The project manager
'levels' or adjusts the project resources for the project so there
are less adjustments needed for adequate resources working on
the project.
Note: Utilizing this technique should be done in corroboration
with the functional management team. As discussed in previous
modules, the functional manager is responsible for their direct
staff. Assuring the project has adequate resources to address the
task needs should be done by both the project manager and
functional management team.
Schedule Acceleration:
· Completing a project prior to its scheduled completion date is
usually a goal of every project manager. To accomplish this, a
project manager / functional manager may employ various
techniques to accomplish this:
·
· Crashing the schedule: reducing the duration of a project task
as well as assigning a higher number of project resources to the
task.
· Fast Tracking: Adjusting task start times as well as working
multiple project phases at the same time.
· Buffer management: Adjusting or removing scheduled 'buffers'
in tasks to accommodate increasing schedule completion dates.

11. A technique used by the project team when crashing the project
schedule. The technique removes any delay associated with a
project task.
The techniques mentioned are utilized under consideration by
the project manager and will more than likely impact both the
schedule and the project budget. Risk analysis should always be
taken into consideration when utilizing the mentioned tasks.
Impacts to the project schedule and budget should be fully
recognized and understood by the project manager before
utilizing any of the mentioned techniques.
Techniques for Analyzing Project Schedules
Critical Path
The Critical Path method is used to determine what the shortest
time is to complete the project, or a phase of the project. The
method analyzes every possible sequence of tasks � based
upon the network diagram � to determine which sequence is
the longest. This sequence is called the critical path because it
sets the minimum time in which the project can be completed. A
caution when using critical path � it assumes that you have
all the resources you need at all times. This is seldom a valid
assumption, so the minimum time indicated by the critical path
is seldom actually achieved on a project. To determine the
critical path, the network diagram is created for the project with
the maximum amount of parallel task as your risk sensitivity
can tolerate. Each task duration is estimated, assuming the task
will have the desired resources available when needed. With the
durations and relationships from the network diagram, calculate
first the earliest possible start date and finish date for each task.
Then using the calculated project finish date, determine the
latest possible start and finish date for each task that still
supports that date. This set of calculations is normally done by
project management software. The sequence of tasks with

12. identical dates for early start and latest start are the critical
path. The tasks have no float or slack � a one day delay on
one of these tasks immediately translates into a one day delay
on the project.