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Running head: ASSIGNMENT 2: PROJECT MOTORCYCLES
1
ASSIGNMENT 2: PROJECT MOTORCYCLES
2
Assignment 2: Project Motorcycles
M. Owens
Strayer University
Project Management BUS 375
Professor Puckett
October 31, 2013
Select one (1) of the types of project organization that would
suit the development of the larger touring class motorcycles.
The project management organization I would use for this
instance is pure project management organization. This helps to
separate this project from the home company. It will be an
independent segment. It will have its own technical staff and
administration, which would be linked to the home company's
administration. However, these links will not be strong, and it
will enjoy some autonomy. This segment will be able to
prepare its own reports on how the project is advancing, make
minor purchases, and deliveries without consulting the home
company. This will be in order to quicken the development of
the motorcycles. The project manager is the head of this
segment he will bear full responsibility for the project, although
he will report to the senior staff at the home company. This
decentralization will also lead to better communication in this
segment as the project manager will be able to make some
decisions without consulting senior staff in the home company.
Outline the process steps that your company would take in order
to develop the motorcycle. Provide a rationale for the response.
1. Team Assembly
The team tasked with assembling the motorcycles has already
been assembled. This team could be selected from within the
home company, or in this case of the skilled labour, experts
from outside could be included. The team should have
representatives from the clients, vendors, subcontractors, and
suppliers to give their opinions and views on the development
of the motorcycles (Archbold).
2. Definition of Project Objective
Once the team is together, it should come up with a clear
purpose and objectives to carry out the project. A phase-exit
review should also be conducted to determine whether the
project should continue to the next phase (Archbold).
3. Definition of Project Scope
The team should develop an appropriate Work Breakdown
Structure. This will ensure that all the stakeholders in the
project understand what's expected to be done throughout the
span of the project (Kerzner, 2013, p.529). Ensuring the
project's divided into small manageable sub-projects will assist
with an easier completion of the project.
4. Initial Plan
The tasks in the Work Breakdown Structure should be organized
into logical network diagrams. Estimated durations should also
be attached to the individual activities in the network diagrams.
These include the earliest start times and latest finish times.
This information will help the project manager to estimate the
completion times of the projects and assess the feasibility of the
targeted days (Kerzner, 2013, p. 537). With this information,
he will also be able to determine the critical path for the
project.
5. Ascertainment of Resources, Costs and Risks
The project team will then determine the resources required for
the project, how to obtain these resources and their cost.
Information, when cost occurs can assist in avoiding cash flow
problems during the project. Risk assessment should also be
made to ensure the project does not have a high risk. Risk
management should further be considered to be able to handle
problems that are beyond the capacity of the project team.
6. Obtain Stakeholder Buy-in
Support of all the stakeholders involved in the project should be
sought to ensure smooth implementation and completion of the
project. The initial plans should be reviewed in the presence of
all stakeholders and the project team should try to solicit buy-in
from each of the stakeholders (Hopkin, 2012). Finally, a phase-
exit review should be carried out to determine whether the
project is ready to continue to the next stage.
7. Publish the Plan
The plan for the entire project should be published either
through electronic means, hard copy, or both (Archbold). It is
important to communicate the details of the project effectively
to all the stakeholders. To ensure this communication is
effective, a communication plan should be developed, so plans
can be distributed accurately.
8. Collection of Progress Information
The project manager should closely monitor the project, his
team, and should collect project information from time to time.
This will assist in preparing progress reports that will include
details such as the projects completed within a specified
duration, projects planned for the next duration, resources used
in the duration, and a forecast of the resources used in the
following duration. The growth of the project can also be
measured in other ways such as activity float statistics and
earned value. If the project manager determines the completion
of the project, he will carry out the phase-exit review, and the
project will move into its final phase.
9. Analysis of Current Status
From the development information that the project manager has
received, he will be able to determine which parts of the project
require attention or are likely to cause problems in the future.
This will eventually enable the project manager to be able to
focus on the necessary parts of the project, so as to achieve
greater success.
10. Adjustment of Project Plan
With support from the project team and judging from the review
of the current status, the project manager should make
adjustments to the plan to reduce the risk to accommodate
changes, and make up for projects that have fallen behind
schedule. Once the project manager has achieved this, he will
republish the plan. This step is repeated over and over again as
deemed necessary until the projects completed.
11. Project Closure
Once setting out and achieving these objectives the project
manager will then close the project.
This closure will have two aspects: archiving project materials
and financial closure. The project team will also document the
lessons and experiences from the project to help in future
projects.
Recommend one (1) strategy to the senior executives that the
organization might use to balance short- and long-term needs.
To balance short-term and long-term needs; I would suggest the
balanced scorecard. It consists of non-financial metrics, which
predict financial performance and not only reporting the past.
The balanced scorecard links long-term strategies to short-term
decisions and actions (Kaplan & Norton, 2007). This gives the
senior executives better quality information as compared to
financial data. Senior executives will not only rely on the
financial indicators, as the only indicators, of performance for
the company. The balanced scorecard consists of four
management processes: communication and linking, business
planning, translating the visioning communication and linking
(Kaplan & Norton, 2007). These processes will lead to the
linking of long-term objectives and effects to short-term
actions, as a result, the senior executives will be able to balance
their short-term and long-term needs.
Specify the crucial resources that you would need as a project
manager to run the existing business interests at the same time
that the business changes to the production of touring class
motorcycles.
One of the most important resources needed to run the existing
business would be the skilled technicians. Skilled technicians
will then be tasked to coming up with the prototype of a new
motorcycle for the target market. It is very important that they
come up with a design that will please the target market, or the
project would be a failure. The technicians will also be tasked
with maintaining the quality of the existing designs to be able
to hold on to the existing clientele.
The amount of money that will be available for this project and
for running the operations of the existing business interests is
also very important. Lack of money to fund research, to
manufacture and to purchase parts might lead to failure of the
project. Money should be divided into a proportional manner,
to avoid grinding any of the two undertakings to a halt.
Purchases should be made in a considerate manner and during
the right period to avoid cash flow problems.
Suggest the project management leadership style that is most
conducive to overseeing the operation of the business growth
plan.
The most conducive project management leadership style that
will oversee the operations of the business growth plan is the
democratic management style (Hopkin, 2012). This style is
mainly about building the team’s consensus. If the team does
not support the idea, there are high chances that the project will
not be a success. The project manager should listen to all the
views of team members before, during and after completion of
the project. He should be open to new ideas and suggestions.
Once hearing and considering the team’s views the team will
own the plan, then the project will most likely be a success. If
the team does not discuss their views, the project may not be a
success.
Recommend at least three (3) risk mitigation strategies to
address project plan details that might be forgotten or
overlooked. Justify the selection.
1. Risk Acceptance
The project team could decide to accept that they have
overlooked some parts of the plan and adjust the plan
accordingly. This approach is most viable when the cost of risk
management options like risk avoidance or risk limitation
outweighs the cost of the risk. Companies that do not spend a
lot of money to avoid high possibility risks may use this
strategy.
2. Risk Avoidance
This is the direct opposite of risk acceptance. The project team
in this case takes every possible measure to avoid the
occurrence of risk. However, it will cost a lot to avoid all the
risks. Therefore, this is the most expensive risk mitigation
strategy (MHA Consulting, 2013).
3. Risk Limitation
This is the most common form of risk mitigation. This involves
limiting the company’s exposure to risk, by performing a
certain action like having a disclaimer on its products or
suggesting ways of avoiding problems with its products; such as
using the right oil for the motorcycle to function well (MHA
Consulting, 2013).
Reference
Archbold, K. (2012). The simplified project management
process. Retrieved from
http://www.projectsmart.co.uk/simplified-project-management-
process.html
Kerzner, H. (2013). Project management: A systems approach to
planning, scheduling, and
controlling. (11th ed., pp. 529-537). Hoboken, NJ: John Wiley
& Sons, Inc.
Hopkin, M. R. (2012, October 20). [Web log message].
Retrieved from
management/"
http://leadonpurposeblog.com/2012/10/20/five-leadership-
styles-for-successful-project-
management/
Kaplan, R. S., & Norton, D. P. (2007, July). Using the balanced
scorecard as a strategic
management system. Retrieved from
http://hbr.org/2007/07/using-the-balanced-scorecard-as-a-
strategic-management-system/ar/1
MHA Consulting. (2013, May 17). Four types of risk mitigation.
Retrieved from http://mha-
it.com/2013/05/four-types-of-risk-mitigation/
11/15/2013, 2:10 PMCMPT 111/116 (13/14WT1): Assignment 7
Description
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CMPT 111/116 - Introduction to Computer Science and
Programming
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Assignment 7 Description
Lab session: Week of Nov 4 - Nov. 15
Due date: Nov 18th, 2013, 10:00 pm
Total marks: 35
Notes:
This assignment is individual work. You may discuss the
questions and problems
with anyone, but the work you hand in for this assignment
should be your own work.
Each question indicates what to hand in. Usually, it will be a
single document for
each question. You must give your document the name we
prescribe for each
question. You should make sure your name and student number
appear at the top of
every document you hand in. These conventions assist the
markers in their work.
Failure to follow these conventions will result in needless
effort by the markers, and a
deduction of grades for you. Do not submit folders, zip files,
even if you think it will
help.
Hand in your work using Moodle. This page here shows you
how to do this.
Moodle will not allow you to submit work after the due date. It
is advisable to
hand in each answer that you are happy with, as you go. You
can always revise and
resubmit as many times as you like before the deadline.
Questions are annotated use descriptors like "easy" "moderate"
and "tricky". All
students should obtain perfect grades on "easy" problems. Most
students should
obtain perfect grades on "moderate" problems. The problems
marked "tricky" may
require significantly more time, and only the top students
should expect to get perfect
grades on these. We use these annotations to help students be
aware of the
differences, and also to help students allocate their time wisely.
This assignment will require you to write C++ code using the
Eclipse software. The
main page has several short videos on using Eclipse. Your lab
TA will be able to help
you learn to use it productively.
When you hand in your C++ programs, hand in the .cpp file
only, not the whole
project. To find your .cpp files that you create as part of your
projects, open up
Explorer/Finder/Dolphin and navigate to the folder/directory
that you selected as
your 'workspace.' Within that folder you'll see folders for each
of the projects
that you created. Navigate into the appropriate one, and then
into the "src"
folder; you'll see your .cpp file there.
Your assignment should consist of a total of 8 files uploaded to
the course Moodle.
Question 1 (5 marks)
Introduction
Computer vision is a subfield of computer science that explores
algorithms for interpreting
visual information such as images from cameras, such as trying
to automatically recognize
certain kinds of objects. A common task is to measure the
amount of overlap between
shapes represented by two images. For example, suppose we
have two images containing
leaf-like shapes:
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Running head ASSIGNMENT 2 PROJECT MOTORCYCLES1ASSI.docx

  • 1. Running head: ASSIGNMENT 2: PROJECT MOTORCYCLES 1 ASSIGNMENT 2: PROJECT MOTORCYCLES 2 Assignment 2: Project Motorcycles M. Owens Strayer University Project Management BUS 375 Professor Puckett October 31, 2013 Select one (1) of the types of project organization that would suit the development of the larger touring class motorcycles. The project management organization I would use for this instance is pure project management organization. This helps to separate this project from the home company. It will be an independent segment. It will have its own technical staff and administration, which would be linked to the home company's administration. However, these links will not be strong, and it will enjoy some autonomy. This segment will be able to prepare its own reports on how the project is advancing, make minor purchases, and deliveries without consulting the home company. This will be in order to quicken the development of the motorcycles. The project manager is the head of this segment he will bear full responsibility for the project, although he will report to the senior staff at the home company. This decentralization will also lead to better communication in this
  • 2. segment as the project manager will be able to make some decisions without consulting senior staff in the home company. Outline the process steps that your company would take in order to develop the motorcycle. Provide a rationale for the response. 1. Team Assembly The team tasked with assembling the motorcycles has already been assembled. This team could be selected from within the home company, or in this case of the skilled labour, experts from outside could be included. The team should have representatives from the clients, vendors, subcontractors, and suppliers to give their opinions and views on the development of the motorcycles (Archbold). 2. Definition of Project Objective Once the team is together, it should come up with a clear purpose and objectives to carry out the project. A phase-exit review should also be conducted to determine whether the project should continue to the next phase (Archbold). 3. Definition of Project Scope The team should develop an appropriate Work Breakdown Structure. This will ensure that all the stakeholders in the project understand what's expected to be done throughout the span of the project (Kerzner, 2013, p.529). Ensuring the project's divided into small manageable sub-projects will assist with an easier completion of the project. 4. Initial Plan The tasks in the Work Breakdown Structure should be organized into logical network diagrams. Estimated durations should also be attached to the individual activities in the network diagrams.
  • 3. These include the earliest start times and latest finish times. This information will help the project manager to estimate the completion times of the projects and assess the feasibility of the targeted days (Kerzner, 2013, p. 537). With this information, he will also be able to determine the critical path for the project. 5. Ascertainment of Resources, Costs and Risks The project team will then determine the resources required for the project, how to obtain these resources and their cost. Information, when cost occurs can assist in avoiding cash flow problems during the project. Risk assessment should also be made to ensure the project does not have a high risk. Risk management should further be considered to be able to handle problems that are beyond the capacity of the project team. 6. Obtain Stakeholder Buy-in Support of all the stakeholders involved in the project should be sought to ensure smooth implementation and completion of the project. The initial plans should be reviewed in the presence of all stakeholders and the project team should try to solicit buy-in from each of the stakeholders (Hopkin, 2012). Finally, a phase- exit review should be carried out to determine whether the project is ready to continue to the next stage. 7. Publish the Plan The plan for the entire project should be published either through electronic means, hard copy, or both (Archbold). It is important to communicate the details of the project effectively to all the stakeholders. To ensure this communication is effective, a communication plan should be developed, so plans can be distributed accurately.
  • 4. 8. Collection of Progress Information The project manager should closely monitor the project, his team, and should collect project information from time to time. This will assist in preparing progress reports that will include details such as the projects completed within a specified duration, projects planned for the next duration, resources used in the duration, and a forecast of the resources used in the following duration. The growth of the project can also be measured in other ways such as activity float statistics and earned value. If the project manager determines the completion of the project, he will carry out the phase-exit review, and the project will move into its final phase. 9. Analysis of Current Status From the development information that the project manager has received, he will be able to determine which parts of the project require attention or are likely to cause problems in the future. This will eventually enable the project manager to be able to focus on the necessary parts of the project, so as to achieve greater success. 10. Adjustment of Project Plan With support from the project team and judging from the review of the current status, the project manager should make adjustments to the plan to reduce the risk to accommodate changes, and make up for projects that have fallen behind schedule. Once the project manager has achieved this, he will republish the plan. This step is repeated over and over again as deemed necessary until the projects completed. 11. Project Closure Once setting out and achieving these objectives the project
  • 5. manager will then close the project. This closure will have two aspects: archiving project materials and financial closure. The project team will also document the lessons and experiences from the project to help in future projects. Recommend one (1) strategy to the senior executives that the organization might use to balance short- and long-term needs. To balance short-term and long-term needs; I would suggest the balanced scorecard. It consists of non-financial metrics, which predict financial performance and not only reporting the past. The balanced scorecard links long-term strategies to short-term decisions and actions (Kaplan & Norton, 2007). This gives the senior executives better quality information as compared to financial data. Senior executives will not only rely on the financial indicators, as the only indicators, of performance for the company. The balanced scorecard consists of four management processes: communication and linking, business planning, translating the visioning communication and linking (Kaplan & Norton, 2007). These processes will lead to the linking of long-term objectives and effects to short-term actions, as a result, the senior executives will be able to balance their short-term and long-term needs. Specify the crucial resources that you would need as a project manager to run the existing business interests at the same time that the business changes to the production of touring class motorcycles. One of the most important resources needed to run the existing business would be the skilled technicians. Skilled technicians will then be tasked to coming up with the prototype of a new motorcycle for the target market. It is very important that they come up with a design that will please the target market, or the project would be a failure. The technicians will also be tasked with maintaining the quality of the existing designs to be able to hold on to the existing clientele. The amount of money that will be available for this project and
  • 6. for running the operations of the existing business interests is also very important. Lack of money to fund research, to manufacture and to purchase parts might lead to failure of the project. Money should be divided into a proportional manner, to avoid grinding any of the two undertakings to a halt. Purchases should be made in a considerate manner and during the right period to avoid cash flow problems. Suggest the project management leadership style that is most conducive to overseeing the operation of the business growth plan. The most conducive project management leadership style that will oversee the operations of the business growth plan is the democratic management style (Hopkin, 2012). This style is mainly about building the team’s consensus. If the team does not support the idea, there are high chances that the project will not be a success. The project manager should listen to all the views of team members before, during and after completion of the project. He should be open to new ideas and suggestions. Once hearing and considering the team’s views the team will own the plan, then the project will most likely be a success. If the team does not discuss their views, the project may not be a success. Recommend at least three (3) risk mitigation strategies to address project plan details that might be forgotten or overlooked. Justify the selection. 1. Risk Acceptance The project team could decide to accept that they have overlooked some parts of the plan and adjust the plan accordingly. This approach is most viable when the cost of risk management options like risk avoidance or risk limitation outweighs the cost of the risk. Companies that do not spend a lot of money to avoid high possibility risks may use this strategy. 2. Risk Avoidance This is the direct opposite of risk acceptance. The project team in this case takes every possible measure to avoid the
  • 7. occurrence of risk. However, it will cost a lot to avoid all the risks. Therefore, this is the most expensive risk mitigation strategy (MHA Consulting, 2013). 3. Risk Limitation This is the most common form of risk mitigation. This involves limiting the company’s exposure to risk, by performing a certain action like having a disclaimer on its products or suggesting ways of avoiding problems with its products; such as using the right oil for the motorcycle to function well (MHA Consulting, 2013). Reference Archbold, K. (2012). The simplified project management process. Retrieved from http://www.projectsmart.co.uk/simplified-project-management- process.html Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling. (11th ed., pp. 529-537). Hoboken, NJ: John Wiley & Sons, Inc. Hopkin, M. R. (2012, October 20). [Web log message]. Retrieved from management/" http://leadonpurposeblog.com/2012/10/20/five-leadership- styles-for-successful-project- management/ Kaplan, R. S., & Norton, D. P. (2007, July). Using the balanced scorecard as a strategic management system. Retrieved from http://hbr.org/2007/07/using-the-balanced-scorecard-as-a-
  • 8. strategic-management-system/ar/1 MHA Consulting. (2013, May 17). Four types of risk mitigation. Retrieved from http://mha- it.com/2013/05/four-types-of-risk-mitigation/ 11/15/2013, 2:10 PMCMPT 111/116 (13/14WT1): Assignment 7 Description Page 1 of 6https://moodle.cs.usask.ca/moodle/mod/page/view.php?id=142 5 Home My Courses My Forums My Profile Home ▶ My courses ▶ CMPT ▶ CMPT 111/116 (13/14WT1) ▶ Assignments & CodeLab ▶ Assignment 7 Description CMPT 111/116 - Introduction to Computer Science and Programming You are logged in as Ghazi Al Hilal (Logout) Assignment 7 Description Lab session: Week of Nov 4 - Nov. 15 Due date: Nov 18th, 2013, 10:00 pm Total marks: 35 Notes: This assignment is individual work. You may discuss the questions and problems with anyone, but the work you hand in for this assignment should be your own work.
  • 9. Each question indicates what to hand in. Usually, it will be a single document for each question. You must give your document the name we prescribe for each question. You should make sure your name and student number appear at the top of every document you hand in. These conventions assist the markers in their work. Failure to follow these conventions will result in needless effort by the markers, and a deduction of grades for you. Do not submit folders, zip files, even if you think it will help. Hand in your work using Moodle. This page here shows you how to do this. Moodle will not allow you to submit work after the due date. It is advisable to hand in each answer that you are happy with, as you go. You can always revise and resubmit as many times as you like before the deadline. Questions are annotated use descriptors like "easy" "moderate" and "tricky". All students should obtain perfect grades on "easy" problems. Most students should obtain perfect grades on "moderate" problems. The problems marked "tricky" may require significantly more time, and only the top students should expect to get perfect grades on these. We use these annotations to help students be aware of the differences, and also to help students allocate their time wisely. This assignment will require you to write C++ code using the Eclipse software. The main page has several short videos on using Eclipse. Your lab TA will be able to help you learn to use it productively.
  • 10. When you hand in your C++ programs, hand in the .cpp file only, not the whole project. To find your .cpp files that you create as part of your projects, open up Explorer/Finder/Dolphin and navigate to the folder/directory that you selected as your 'workspace.' Within that folder you'll see folders for each of the projects that you created. Navigate into the appropriate one, and then into the "src" folder; you'll see your .cpp file there. Your assignment should consist of a total of 8 files uploaded to the course Moodle. Question 1 (5 marks) Introduction Computer vision is a subfield of computer science that explores algorithms for interpreting visual information such as images from cameras, such as trying to automatically recognize certain kinds of objects. A common task is to measure the amount of overlap between shapes represented by two images. For example, suppose we have two images containing leaf-like shapes: Navigation Home Site pages My profile Current course
  • 11. CMPT 111/116 (13/14WT1) Participants Badges General Midterm 2 Information Course Resources Week 10 - November 12 to November 15 Week 9 - November 4 - November 8 Week 8 - Oct 28th to Nov 1st Week 7 - Oct. 21st to Oct. 25th Week 6 - Oct. 15th to Oct. 18th Week 5 - Oct. 7th to Oct. 10th Week 4 - Sept. 30th to Oct. 4th Week 3: Sept 23 - Sept 27 Week 2: Sept 16-20 Week 1: Sept 9-13 Week 0: Sept 5-6 Assignments & CodeLab My home Assignment 1 Discussion Hand in Assignment 1 Assignment 1 Description
  • 12. Assignment 1 Solution and Marking Scheme Lab #1 Assignment 2 Discussion Hand in Assignment 2 Assignment 2 Description Assignment 2