Reference no: EM132304204
Topic - Communication plan, WBS, and RACI
4.1 Stakeholder Prioritization Matrix
Based on your selected project, examples from the book and your own interpretation, please identify as many stakeholders as possible. Rank their power, Interest, Influence, Impact, Urgency and legitimacy on a scale of 1 to 3 (1 = low, 2 = medium, 3 = high) and add them in column ‘Total'.
4.2 Project Communications Matrix
Based on your project, examples from the book and your own interpretation, complete the communication matrix below. (It is possible that certain cells might be left open)
4.3 Work Breakdown Structure
Based on your selected project, examples from the book and your own interpretation, complete the WBS. Use activity 1.3, the milestones, to guide you. Start with the first milestone after ‘Charter signoff' and finish with the ‘Project completion'. The number of sub-packages needed per milestone is up to your discretion and the context of the project.
While you are working on the WBS you might start to indicate which parts depend on the completion of a previous part. This dependency will be needed later in topic 3.
[Project Name]
1. Charter signed off
2. [First milestone]
2.1. [First work package needed to complete the first milestone]
2.2. [second]
2.3. Etc.
3. [Second milestone]
3.1. [First work package needed to complete the first milestone]
3.2. [second]
3.3. Etc.
4. Etc.
4.4 The RACI chart
Based on the project brief and the WBS, as well as example from the book, finish the RACI chart below. You decide how many persons should be added to the table, this could be more or less.
5 Topic 5: Scheduling projects
5.1 AoN
Using a computer program such as MS PowerPoint or MS Visio, create an Activity on Node diagram based on your WBS. Make sure you save your work as it will change as we advance through the activities.
5.2 Time estimation
Based on the information provided, give a best estimate of the duration of each activity. Make sure you mention which unit you use (i.e., months weeks or days). Not each activity will have a clear answer, so use your best educated guess. Give a short explanation to each activity why you think it will take as long as you've estimated. Keep your explanation as short and succinct as possible.
5.2.1 Time estimation - Enumeration method
You can now update the AoN diagram with the time estimates. This is your basic project schedule.
5.2.2 Time estimation - Two Pass method
Now use Exhibits 8.11, 7.13 -8.15 (Pages 260-263) to create a Two-Pass schedule for your project
5.3 Critical path
Identify the critical path in your project:
The critical path in my project is________________________________________, and takes ___________ (hours, days, weeks)
5.4 Gantt chart
Decide what tools you will use for your Gantt chart development:
• Microsoft Project is available on all University lab computers. The downside of this is that you need to be on-campus to access it.
• Project Libre is a free, open-source software that can be set up on your computer. It is not as powerful as MS Project, but is sufficient for this assignment.
• There are many other tools and Excel templates available to use.
Now use your WBS, AoN and the durations identified to create the Gantt chart.
6 Topic 6: Resources and budgeting
You will need to assign resources to your Gantt chart, whether in Excel or in MS Project or Project Libre. Don't forget that resources are not only human and financial - is there specialised equipment that you need to use on your project that may have conflicting demands?
6.1 Resource Loading
In your project, assign your resources to the activities and optimise the project schedule as best as possible. For the assignment, you should first construct your project so that at least one resource is overloaded. You should then demonstrate your understanding of loading resolution strategies by correcting the overloading. You will thus need to provide an adjusted Gantt.
6.2 Budget
By now you should have some idea of the budget for your project. You will need to use Project, Libre or Excel to calculate this. It needs to be detailed against each WBS work package, and include human resources as well as equipment, services, and materials. Pages 345-349 provide a tutorial on using MS Project for budgeting.
Note the table in Exhibit 10.9, p. 343. You are required to insert such a table in your second assessment task. If you are receiving staggered finance for your project, you will also need the table in Exhibit 10.11 p. 344, in order to demonstrate your understanding of cash flow on your project.
The "Project Budget Aggregation" will be a useful tool for this exercise.
6.3 Reporting
6.3.1 Earned Value Management (EVM)
Using the information in pages 476-480, develop an Earned Value Management table for your project. Note, you may also one of the use the templates found under Week 8 resources.
Planned value (PV) is "the authorized budget assigned to scheduled work."
Earned value (EV) is "the measure of work performed expressed in terms of budgetauthorized for that work."
Actual cost (AC) is the "the realized cost incurred for the work performed on anactivity during a specific time period."
Budget at completion (BAC) is "the sum of all budgets established for the work to beperformed."
Schedule variance (SV) is "a measure of schedule performance expressedas the difference between the earned value (EV) and the planned value (PV).
Cost variance (CV) is "the amount of budget deficit or surplus as a given point intime, expressed as the difference between earned value (EV) and actual cost (AC)."
Schedule performance index (SPI) is "a measure of schedule efficiencyexpressed as the ratio of earned value (EV) to planned value (PV)."
Cost performance index (CPI) is "a measure of cost efficiency of budgeted resourcesexpressed as the ratio of earned value (EV) to actual cost (AC)."
Estimate to complete (ETC) is "the expected cost needed to finish all the remaining project work."
6.3.2 Timeline reporting
Based upon pages 465-468, develop a report for your project.
7 Topic 7: Risk management
7.1 Risk identification I
In the Charter, you identified a number of risks. Are those risks still relevant? Have you identified more risks? How have you identified them? What method will you use to rank them? Quantitative or qualitative, and why?
8 Topic 8: Quality management &project closure
Identify at least three quality tools based on the above list that are applicable to your project and explain why.
Next, select three work packages from your project, and explain how you would maintain its quality, as well as identify who is responsible for what:
8.2 Change management
Think about how you will manage changes to your baseline. Using Exhibit 7.14 p. 232, complete a change request form, considering all the various issues listed in the exhibit.
9 Project close
Using the checklist in Exhibit 15.1 p. 502, construct a closeout checklist that is applicable to your project.
9.1 Transition plan
The transition plan should take into account any information required for the end-user to operate make full use
9.2 Close procurements
"Close procurements is "the process of completing each procurement."2 In some organisations, particularly government organizations, a formal procurement audit is conducted on large projects. This is to ensure that tax money is spent correctly. While the formality may be less on smaller and nongovernmental projects, the concept of a procurement audit is still valid. Someone in the parent organization (often not the project manager) verifies that proper methods were used for all purchasing and that all contracts have been successfully completed. Actually closing the contracts includes confirming that all deliverables were accepted, all money has been properly distributed and accounted for, and all property has been returned."
What needs to be taken into account to appropriately manage procurements closure?
9.3 Knowledge management
How will you capture knowledge discovered during your project, and what do you need to keep?
9.4 Lesson learned
Once again, revisit the Charter Lessons Learned and consider how these can be strengthened.
9.5 Customer feedback
Obtaining feedback from customers is one of the best ways to improve our processes. It tells us where our gaps are. There are many types of forms that may be used, and you should customise one to suit your project. See Exhibit 14.2 p. 504 for an example, or the template.
Attachment:- Project development.rar