Running head PLANNING CONSIDERATIONS FOR THE HR PROJECT1PLANN.docx

Running head: PLANNING CONSIDERATIONS FOR THE HR
PROJECT 1
PLANNING CONSIDERATIONS FOR THE HR PROJECT
2
Planning Considerations for The HR Project
Student`s Name
Institutional Affiliation
PLANNING CONSIDERATIONS FOR THE HR PROJECT
In the quest to plan and ensure that a project has served its
purpose, it is important to evaluate the conduct of certain
facets. Project scheduling and scope are two fundamental
concepts that play an integral role in project planning. In
essence, each of the two is applicable diversely and serve a
different purpose. Scheduling is one of the critical processes
and part of the plan which ensures that the project is delivered
on time. It gives the project manager the consideration of the
duration to be used in accomplishing defined tasks within a
project. A well-formulated schedule gives practical guidance
throughout the project lifecycle (Al Wahshi et al. 2013). It
greatly helps in ensuring that the team stays on track until the
project is accomplished. On the other hand, the scope goes hand
in hand with the scheduling. It is executed with all the
stakeholders in consideration. The scope depicts and assesses
the intended or the expects results of the project. It also helps to
outline the requirements that are relevant in bringing the project

into completion.
While the scope seeks to identify the intended results,
scheduling helps to assess the expected period that it will take
to complete a given project. Therefore, when considering the
scope, it is also good to see the relevance of duration or time,
and that is where scheduling comes in handy. A project will
incorporate the planning of other minor processes (Al Wahshi et
al. 2013). In essence, the processes will then need a defined
timeframe under which each should be accomplished. Therefore,
when tabling them, it is good to understand the importance of a
fixed period under which they should be performed. Scheduling
is fundamental in the execution of the scope since it helps to
guide the team members on the importance of being time
conscious (Demilliere, 2014). Scheduling also helps to ensure
that time wastage is minimal in carrying out the tasks and duties
that are needed to ensure that the scope is met. In essence,
while the scope breaks the tasks down to make them
deliverables, scheduling helps to define how when the same will
be delivered. Figuratively, the statement of purpose in a defined
project would be to changing the channels of message delivery
and communication in a given organization.
Project resourcing is essential, and in order to understand the
dynamics under which it works, it is fundamental to consider
other underlying drivers. Essentially these enhancements help to
ensure that this part of the project is effective and yields the
maximum results. It is therefore vital to consider the most
effective behavioral skills. They include team-building,
communication, problem-solving and decision-making skills
(Marzagão & Carvalho, 2016). Team building skills play an
essential role in ensuring that a team becomes effective and
productive throughout the execution of tasks in project. When
team members exhibit proficient skills in team building, they
are able to work collaboratively which then yields better results
and pushes the project scope closer to completion. In
connection to that, every team member embraces shared
responsibilities and contributes maximumly to ensure that the

set objective is met.
Communication skills sometimes appear to be the most vital
when it comes to project resourcing and assigning of
responsibilities. Communication enhances the relaying of
information among the team members. As a project manager, it
is vital to ensure that both the stakeholders and the team
members are aware of what is expected from them including
their responsibilities and roles. All these are possible through
efficient communication. Receiving information is also enabled
by the use of excellent communication skills. For example,
obtaining information from regarding customer needs, risks,
plans, and the objectives will require excellent communication
(Marzagão & Carvalho, 2016). Effective communication skills
are also relevant in ensuring that change in a specific situation
is executed. In essence, project planning requires a good flow of
communication from the beginning to the end. However, some
challenges may arise in the midst of specific operations and in
order to execute change, communication skills are highly
needed.
In addition, having the ability to analyze and solve challenges is
key to successful project completion. This idea helps to explain
why problem-solving skills are essential. During the various
processes of a project, problems may arise in one way or
another. Encountering such does not mean that the project has
to stop or the operations regarding it halted. It is therefore
crucial for a project manager and the team members to possess
the appropriate problem-solving skills to serve the same
purpose as the need arises (Marzagão & Carvalho, 2016). It is
good to understand that problem-solving skills are essential in
boosting the confidence of team members. The ability to solve
problems reversely depends on the level of confidence since a
person will focus more on finding solutions more than worrying
about the challenges. In connection to that, using a systematic
approach goes a long way in determining how a problem will be
solved. It is, therefore, crucial to deviate ways of amicably
solving problems that may arise during the process of working

on the project. Decision-making is yet another facet that is
essential in a project especially from the initial stages to the
end. Making the right decisions goes a long way in deducing the
results to be expected in a project (Marzagão & Carvalho,
2016). A project manager ought to be equipped with the most
resourceful skills in decision making bearing in mind that he is
the overall team leader. The decisions implemented in the initial
stages will determine how the minor tasks will be carried out. In
connection to that decision-making skills help to articulate the
performance of a team carrying out a specific project. If the
skills are able to formulate workable ways of executing the
project are efficient, then it is possible to complete a project
and achieve the desired results.
Determining the budget associated with project costs is a
fundamental concept in a project. In essence, the costs to be
applicable to the project. Therefore, all project costs require to
be detailed gathering up cost estimates that will fit in the
budget. The first thing to do in creating a budget is to come up
with a rough estimate that will help to assess the expected
budget in the project. After that, it is vital to consider the
resource cost rates. In this bracket, a project manager works to
identify the cost of the materials that will be used in the project.
In connection to that, the resource costs go in line to determine
the rate for labor (Goh, 2005). Secondly, the vendor bid
evaluation helps to identify the costs to be incurred in case an
external contractor is hired for the project. Sometimes,
additional contractors may be required in case others fail to
work on their initially defined work. Reverse costs are setting
aside funds for any overruns to be used in case anything comes
up. An additional cost goes to cater for activities that work to
improve the quality of everything within the parameters of the
project. All these costs combined help to assess a definite
budget.
Various ways can be used by the project manager to identify
possible risks in a project. One of them is conducting a root
analysis. Using this method, one is able to find out what

actually caused the problem in the quest of ensuring that the
same is avoided. Project managers can also use a work
breakdown structure which is an effective way of viewing the
risk pop-ups. In essence, this way can be utilized the possibility
of incurring losses in case the risks end up being enormous.
This strategy works best especially where numerous huge tasks
are to be executed (Anca, Cezar & Adrian, 2015). Pre-Mortem
is a tactic that is employed by project managers by anticipating
for the unlikely but planning before facing the challenges that
may be encounter in a project.
In a nutshell, the aspect of project planning goes in line with
other underlying factors such as scope and scheduling,
resourcing risk identification and resourcing. It is therefore
essential as a project manager to understand the connection of
these facets and their fundamentality in planning a project. In
essence, an effective program comes to the completion of these
concepts are clearly analyzed and documented and applied
conveniently.
References
Al Wahshi, A. S., Omari, M., & Barrett, R. (2013). Human
Resource Planning: Sector Specific Considerations.
Demilliere, A. S. (2014). The Role of Human Resources in
Project Management. Romanian Distribution Committee
Magazine, 5(1), 36-40.
Marzagão, D. S. L., & Carvalho, M. M. (2016). The influence of
project leaders’ behavioral competencies on the performance of
Six Sigma projects. Revista Brasileira de Gestão de
Negócios, 18(62), 609-632.
Goh, E. (2005). A systematic approach to effective project cost
management. Paper presented at PMI® Global Congress 2005—
Asia Pacific, Singapore. Newtown Square, PA: Project
Management Institute.
Anca, U., Cezar, B., & Adrian, U. (2015, November). Risk
Identification in Project Management. In International
Conference on Economic Sciences and Business

Administration (Vol. 2, No. 1, pp. 259-266). Spiru Haret
University.
1
Running Head: Leading and Managing HR Project
7
Leading and Managing HR Project
Leading and Managing HR Project
Introduction
Effective leadership is all about communicating effectively.
While hiring a manager, good communication skill is a primary
component to put into consideration. Helping a manager to
make sure that persuasion, responsibility, creativity, and

management of value system as well as providing support and
motivation to teams. They should have the power to inspire and
convince teams to work extra hard to achieve the targeted goals
of the organization. Made possible by effective leading. Sound
planning, monitoring and communicating. Effective
communication acts as an added advantage for a leader to lead
effectively (Armstrong & Michael, 2016). The question, what
are the key points managers must keep vividly in their minds
while communicating with their teams and suggestions to
improve communication to make leadership more effective is a
topic of discussion in every organization. Thus, forms the basis
of our discussion.
Effective and accurate communication act as an essential
factor to grow an efficient and successful leader or manager. To
accomplish professional success, managers must be active and
convincing communicators. It is very vital for managers and his
team to learn how to communicate effectively and to aid in
successfully completing projects and enable the organization to
achieve success and grow. As if that is not enough,
communication allows every employee to share what they have
and give their opinions. Good communication yields better
understanding and trust among people, empower them to follow
core principles and values that their leaders want to inculcate in
them (Armstrong & Michael, 2016). Lack or absence of
excellent communication leads to failure to reach goals and the
overall decline of the organization. Interacting with the team
freely, a manager will increase the potential of having the work
done in time. Good leaders are always aware that effective
communication is obtained through just a single process. It is
through listening and speaking that managers are said to have
good communication. Managers should hence set aside objective
that they must achieve after communicating.
Review and understand the types of project manager power
listed and defined in the textbook and select and define any two
you feel would be relevant to your current project and explain
why. Be specific

There are five types of project power manager; formal or
legitimate power, reward power, punishment power, expert
power, and relational power. One can have all these powers, but
to complete the project, I will need to have at least four of them
(Heldman & Kim, 2018). Since am doing my final project on
leading and managing the Human Resource project, I will
consider expert and reward powers. Formal power will help me
to establish my own authority as the lead of the project, while
expert power will help me gain trust and support for my
decisions from team members. With expert power, team
members will respect me and trust my decisions. Nonetheless,
this trust may not translate into motivation; it can only
contribute to hygienic factor but cannot be a motivating factor.
A raise in performance and efficiency is not obtained without
having a motivating factor. A willing team member will work
hard for better results, and encouragement to do work comes
from reward power. Group members will be more energetic to
commit themselves if as a manager, I will reward their
performance. In summary, it is important to understand all types
of power that a project manager can practice in various
situations and different types of organizations. This is mainly
because, styles of management are dependent on situation and
nature of organization one is working with. Most preferable,
punishment and reward powers are more suitable for projected
organization although, expert power is also needed.
Identify and briefly discuss a minimum of four outcomes
resulting from managing projects and address how you might
resolve the issues. Be clear with your rationale.
Most organizations have gone through projects that did not end
on time (Thomas & Gary, 2017). There are several pitfalls that
can sink projects. Here we are going to focus on four main
reasons that cause projects to fail.
A common reason why most projects fail is lack of visibility to
all projects. As a project manager, we often lack visibility
which resources should work. Many at times, managers in
various departments share team members. Thus, they might not

know the actual resources that are working on days. Project
managers frequently mix schedules and plans at the outset of
the main project. Also, managers are at times occupied with
managing issues, to re-organize resources; they lack enough
time to update these tasks on schedule and review their effects.
To overcome this issue, a combination of tools, process, and
people-based changes must be implemented. Tools mean having
a team with a central location; process inspires team members
to update their work in a central system. An easy solution is to
post project files in a network folder, and team members should
only get access to them.
Unclear project objectives is another challenge. A couple of
organizations have opportunities and project initiatives than
their potential to achieve. Project managers are more often
given many projects to manage yet they cannot realistically
achieve. Lack of vision and sound leadership from the top
management to project managers have a negative impact on
their projects. A solution to this is always to consult project
managers when weighing these initiatives. They should
preferably use the available resources and embark on projects
with the highest priority levels.
Following lack of project, prioritization is usually overloaded
resources. Project managers see executive management as not
having an idea on the amount of workload they always assign to
them. There are, however, many ways to uncover the resource
that is working on them and on what occasions. The simplest
way is to adhere to whiteboard with a daily-based grid that
shows the kind of task undertaken by your team.
Lastly, another common issue is communication. Most team
members communicate with the project manager via emails, and
this has proven to be less effective. The majority will respond
to the manager directly instead of all team members. Thus,
leading to miscommunication, or some members will not access
some information. A solution to this is to have a centralized
communication to resolve questions and issues pertaining to
projects and tasks. May include clarifying scope, goals and

other decisions related to the on-going projects.
Discuss some increased challenges a project manager may face
when leading virtual or global project teams. Recommend a few
strategies to deal with the challenges.
Managing a virtual team requires managers to focus on the
fundamental of good management, including, setting clear
goals, proper communication and general teamwork (Gilson, et
al., 2015) .
The first and main challenge is communication. This factor is
vital in any workplace. Miscommunication always arises when
there is the use of the inappropriate method to communicate, for
instance, the use of emails. The best solution is to choose the
proper tools. Technology makes a virtual team possible and easy
to handle. You can create a web and video conferencing like
zoom, workflow automation like Microsoft flow.
The second pitfall is trust. Trust is vital in any relationship.
When employees trust their managers and work towards a
shared vision, collaboration and engagement will occur
automatically. There are several ways to overcome this issue.
These include establishing a mission statement, inspire
collaboration and team building, and establishment of a
common goal.
Finally, productivity is among the increased challenges faced by
the project manager when handling a virtual team. Low
productivity is risky when employees work outside the main
office. Employees may fail to use their time wisely. Ensuring
accountability, the formation of positive structures and
developing processes to follow up every day are among the
solutions to this problem.
Identify and explain your overall plan for communication
management during the project. The plan must be
comprehensive and at a minimum address: structure, purpose,
method, and timing.
A communication management plan refers to a policy-driven
approach that is used to facilitate communication with
stakeholders. Communication plan plays a significant role in

change management, it battens visibility of the project and its
status, raises the productivity of team meetings, and ensure the
project proceeds to align with its goal (Kerzner & Harold,
2017). There are four main steps to follow when establishing a
project communication plan as discussed below;
Choosing a communication method: it depends on how you will
agree with the group members, whether to meet one in a week to
discuss updates or the discussion board using emails is of
satisfactory. As a project manager, you should think of how best
you can bring your team members together and be in a loop
while being productive. If your team members prefer being in
touch through a phone call, you must build it in your plan
because it is through it that you going to achieve the best
results.
Defining the purpose: calling for too many meetings and
sending unnecessary emails to members may make them do a
shoddy job. Working under pressure will always give the worst
results. Always learn to be purposeful in your communication
plan and have in mind that any communication you include has
a good reason.
Structure: a project communication plan must be
structured. Several elements that must interact with each other
should be included, and all information reaches all affected
individuals. The elements contained in a communication plan
are the identification of an audience, the structure of the
message, a sample of a communication plan, objectives of
communication plan and rules.
Timing: for successful communication, you need to plan and
time your steps for better outcomes. Depending on your
research and related resources, establish a solid timing strategy
to execute the steps of your communication plan.
In conclusion, effective leadership and communication
together give effective leadership communication.
Communication makes a leader useful in developing a better
understanding of teams. A project manager is faced with many
challenges, and they should opt to look for solutions by

approaching the top management and the employees as well.
References
Armstrong, & Michael. (2016). Armstrong's Handbook of
management and leadership for HR: Developing effective
people skillls for better leadership and management. Kogan
Page Publishers.
Gilson, Lucy, Maynard, T., Nicole C, J. Y., Vartiainen, &
Hakonen, M. (2015). Virtual teamsnresearch; 10 years, 10
themes, and 10n opportunities. Journal of management, 41(5),
1313-1337.
Heldman, & Kim. (2018). PMP: project management
professional exam study guide. John Wiley & Sons.
Kerzner, & Harold. (2017). Project management: a system
approach to planning, scheduling, and controlling. John Wiley
& Sons.
Thomas, & Gary. (2017). How to do your research project: A
guide for students. Sage.
Jia-chen Chuo. Proceedings of the Multidisciplinary Academic
Conference. 2018, p254-261. 8p. , Database: Academic Search
Complete
Moodley, Dylon; Sutherland, Margie; Pretorius, Pieter. South
African Journal of Economic & Management Sciences. 2016,
Vol. 19 Issue 1, p103-117. 15p. DOI: 10.17159/2222-
3436/2016/v19n1a7. , Database: Business Source Complete
Sparrow, Paul. Basingstoke : Palgrave Macmillan. 2010.
eBook., Database: eBook Collection (EBSCOhost)
Running Head: STRATEGIC PLANNING 1
STRATEGIC PLANNING 4

Strategic planning
Strategic planning
Introduction
The human resource is an essential department of an
organization whose primary role is to manage the workforce.
They hire, motivate and maintain the workforce within the
organization. Sometimes the human resource might face
problems as a result of poor strategic planning or through the
implementation of an ineffective model of delivering human
resource services. The model that the organization use, for this
case, has resulted in human resource associated issues which
include high cost and frustration of the business units through
straining of business units. This paper seeks to evaluate the
suggestion to implement a new centralized model of delivering
human resource services and establish a team to initiate the
proposed changes.
Steps of strategic planning
Successful propositions implementation depends entirely on an
effective strategic plan. The business managers in the process of
deciding on the execution must consider the stages of strategic
management and figure how to use them. Therefore, it is crucial
for the organization to deliberate on the necessary steps and use
the objective to implement a centralized budget-sustainable
human resource model which will significantly reduce the cost.
The vision and mission statements are the first step to provide
guidelines that will enable the organization to understand the
contribution of the model towards the attainment of the
company goals and in line with the mission. The clarity of the

vision which should define both short – and long-term goals
will enable the organization to rate the importance of the
project.
It is vital for the organization’s management to understand the
internal and external business environment to determine if they
could sustain the implementation. The internal environment
will access the necessary internal resources, and the external
environment evaluates factors that the business does not control
over but are critical for determining the success of the company
(Bojeun, 2013). The SWOT analysis will enable the
organization to assess these factors and thus determine if they
will lead to the success of the plan.
The mission and the business environment analysis will guide
the firm to identify the vital firm’s goals and objectives and
also roll out the implementation to achieve those goals. The
information gathered from all the five steps must meet the
threshold required for the organization to determine the
feasibility of the plan (Bojeun, 2013). Each step narrows the
goals of the program so that the individual objectives are clear
and concise, and the team selected can work on them without
any significant issue. It is the attainment of each goal that will
result in the success of the overall plan.
Project vision and mission statement
The project vision and mission provide guidance and motivation
to the project team members towards the attainment of the goal.
Problems associated with the human resource management
generalist model has propelled the team towards proposing a
new model that would significantly reduce the cost also reduce
the budget strains. The team t requires vision and mission
statements that will motivate them to the achievement of the
goals. This declaration will also let the team understand the
primary purposes of the project.
The vision and mission of the project team are to implement
centralized human resource model, following the laid down
rules and guided by the project, which will improve the overall
functions of the human resource by solving the currently

experienced issues (M.Putti, 2015). The current system is not
efficient and has many financial strains that the organization is
not able to account. Therefore, the organization on getting rid
of this generalist system will be able to improve the delivery of
the human resource services and also save on some costs
associated with the organization.
Project charter
The implementation of the plan cannot succeed unless a
document stating and listing all that pertains its execution is
drafted. This document is called project charter and is crucial
for the project execution and briefly indicates the project scope,
objectives, and the participants. Its design must be detailed and
vision and mission oriented. It is signed by the project sponsor
to initiate the project kick off. The document should, therefore,
not be confused with the project plan; it minimal content about
the project tasks and the responsible parties, and is usually less
than five pages.
This document is essential to all project stakeholders; it gives
them the overall picture of the project. It communicates in
detail projects shared vision of the primary parameters and the
structures which ensure that project managers make decisions
that lead to the attainment of the objectives.
The stakeholders, depending on their interest in the project,
hold several meeting to assess the progress of the project.
Therefore, the project manages to use the project charter to
explain the crucial points in the discussion which assist with
change control and the scope of the management.
Project constraints risk and dependencies are some of the
factors that might jeopardize their execution. Obstacles include
factors, internal and external, that hinder projects success; risks
involved things that affect the efficiency in delivering the target
goals, and dependencies include parts of the project that
happens before the achievement of the project within the team
control (M.Putti, 2015). Therefore, the project chatter lists all
these factors within each objective so that the team can plan on
how to tackle them. For example, the budget constraint makes

the management and the team aware so that they devise ways to
improve them. Also, the project team needs to understand the
project assumption to avoid giving much time to some issues
that not necessary.
Sometimes during the project execution, the team might drift
from the main course of the project which may lead to the
emergence of the problems such as scope creeping, financial
mismanagement, and misalignment with the goals of the
organization, and missing the projects deadline. The occurrence
of these problems might hamper the overall projects execution
leading to the project failure. Therefore, the executors always
refer to the project chatter to assess whether the implementation
is on the right track.
A project involves numerous sub-projects with individual goals
that align with the overall project goals. A team is assigned to
these subprojects which they must meet independently within
the required time and budget. Therefore, through the use of the
project charter, the units can make a crucial decision to achieve
their goals. Also, the executive can use the document for
decision-making and authorization depending on the urgency of
the matter according to the prioritization. The signing off of
the project chatter signifies the commitment of the management
to the success of the project and also the trust they have on the
project manager.
Statement of emphasis
The project execution of the project depends on the achievement
of every goal assigned to the individual team. Also, the team
should be aware of other factors within the project that have an
impact either negative or positive. A centralized human
resource model project execution calls for all the concerned
stakeholders to keep details of every aspect of the project so
that every decision and action results in the achievement of the
goals.
The strategic planning is essential for giving the breakdown of
everything about the achievement of the project goals.
Therefore, each of its steps must be done exhaustively and in

detail to avoid any emerging issues associated with missing
projects details. Also, project mission and vision is vital and
should be able to guide the project stakeholders especially the
team responsible for its implementation. The statement should
be placed on strategic position for the projects team to see every
time during the execution (Marion, 2018).
The project charter should be given much emphasis because it
contains everything about the project. It has both vision and
mission statements, and the strategic plan. Therefore, it is like a
mini project plan. Each team should be given a copy to refer to
during the entire period of the project execution which will
enable them to assess the progress of the project.
Conclusion
The implementation of the organization's important project
needs a serious and comprehensive plan which show every
project details and the way to implement them. This paper dealt
with how the organization will implement a centralized plan the
will improve the delivery of services by human resources. We
have addressed the importance of strategic planning steps,
vision and mission statements, and the project charter. Then we
accessed the important statement crucial for the project
implementation.
References
Bojeun, M. (2013). Program Management Leadership. Best
Practices and Advances in Program Management Series.
doi:10.1201/b15815
M.Putti, J. (2015). Human Resource Management a Dynamic
Approach. Laxmi Publication.
Marion, J. W. (2018). Project Management: A Common-Sense
Guide to the PMBOK Program, Part Two–Plan and Execution.

Momentum Press.
Points: 145
Assignment 4: Progress, Results, and Finalizing the HR Project
Criteria
Unacceptable
Below 70% F
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
1. Explain what it means to successfully direct and manage
project work and identify and discuss 3-4 strategies you might
use to manage and sustain progress in your HR project. Be
specific.
Weight: 20%
Did not submit or incompletely explained what it means to
successfully direct and manage project work and identified and
discussed 3-4 strategies you might use to manage and sustain
progress in your HR project.
Partially explained what it means to successfully direct and
manage project work and partially identified and discussed 3-4
strategies you might use to manage and sustain progress in your
HR project.
Satisfactorily explained what it means to successfully direct and
manage project work and satisfactorily identified and discussed
3-4 strategies you might use to manage and sustain progress in
your HR project.
Thoroughly explained what it means to successfully direct and

manage project work and thoroughly identified and discussed 3-
4 strategies you might use to manage and sustain progress in
your HR project.
2. Identify and discuss a minimum of 3 strategies that could be
used to address and resolve any risks within the control of the
project. HINT: See Exhibit 14.5 in the text book. Is any one of
the strategies you selected more important than the others?
Why?
Weight: 20%
Did not submit or incompletely identified and discussed
a minimum of 3 strategies that could be used to address and
resolve any risks within the control of the project. Is any one of
the strategies you selected more important than the others?
Why?
Partially identified and discussed a minimum of 3 strategies that
could be used to address and resolve any risks within the
control of the project. Is any one of the strategies you selected
more important than the others? Why?
Satisfactorily identified and discussed a minimum of 3
strategies that could be used to address and resolve any risks
within the control of the project. Is any one of the strategies
you selected more important than the others? Why?
Thoroughly identified and discussed a minimum of 3 strategies
that could be used to address and resolve any risks within the
control of the project. Is any one of the strategies you selected
more important than the others? Why?
3. Describe 2-3 actions a project manager may take as they
begin to close out the project. Be sure to justify using the
actions you discuss.
Weight: 20%
Did not submit or incompletely described 2-3 actions a project
manager may take as they begin to close out the project and did

not justify using the actions discussed.
Partially described 2-3 actions a project manager may take as
they begin to close out the project and partially justified using
the actions discussed.
Satisfactorily described 2-3 actions a project manager may take
as they begin to close out the project and satisfactorily justified
using the actions discussed.
Thoroughly described 2-3 actions a project manager may take as
they begin to close out the project and thoroughly justified
using the actions discussed.
4. Review Project Management in Action: The Power of Lessons
Learned(pages 518-520 in the textbook) and provide an
overview to the project team on the significance of the
information. Be specific.
Weight: 20%
Did not submit or incompletely reviewed Project Management
in Action: The Power of Lessons Learned (pages 518-520 in the
textbook) and provided an overview to the project team on the
significance of the information.
Partially reviewed Project Management in Action: The Power of
Lessons Learned(pages 518-520 in the textbook) and provided
an overview to the project team on the significance of the
information.
Satisfactorily reviewed Project Management in Action: The
Power of Lessons Learned(pages 518-520 in the textbook) and
provided an overview to the project team on the significance of
the information.
Thoroughly reviewed Project Management in Action: The Power
of Lessons Learned(pages 518-520 in the textbook) and
provided an overview to the project team on the significance of
the information.
5. Three (3) References
Weight: 10%
No references provided.

Does not meet the required number of references; some or all
references poor quality choices.
Meets number of required references; all references high quality
choices.
Exceeds number of required references; all references high
quality choices.
6. Clarity and writing mechanics
Weight: 10%
More than 6 errors present
5-6 errors present
3-4 errors present
0-2 errors present

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