cmgt 410 Project Planning &
Implementation
This course outline is based upon the University of Phoenix module, CMGT410r1, and has been adapted by the instructor to address special topics and to meet students’ specific needs. It is intended as a guideline only; it is possible that some topics listed below will not be covered.
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This course provides the foundation for understanding the broad concepts of successful planning, organization, and implementation within the realm of information technology. This course uses real-world examples and identifies common mistakes and pitfalls in project management. Topics covered include project scoping, estimating, budgeting, scheduling, tracking and controlling.
· Define Project Life Cycle.
· Identify roles in project management.
· Identify project manager's skills.
· Demonstrate project management software.
· Examine Request for Proposal (RFP).
· Define and apply Work Breakdown Structure (WBS).
· Examine and apply durations.
· Examine and apply precedence relations.
· Develop a WBS using Microsoft Project.
· Examine project management charts: Gantt, PERT, and CPM.
· Examine and apply resource estimation and assignment.
· Examine project budgets.
· Examine project control and evaluation.
· Examine budget management.
· Compare and contrast subcontracting and outsourcing.
· Identify Critical Success Factors (CSF) in project management.
· Demonstrate a working knowledge of project management tools to include Microsoft Project.
1. Project Life Cycle
a. Concept
b. Development
c. Implementation
d. Close-out
2. Roles in project management
a. Project manager's role
b. Management's role
c. Project team's role
3. Project manager’s people skills
a. Active Listening
b. Managing expectations
c. Resolve conflict
d. Overcoming fears
e. The art of interviewing
f. Facilitating meetings
g. Motivating team members
4. Demonstrate basics of Microsoft Project
1. Request for Proposal (RFP)
2. Work Breakdown Structure (WBS)
a. Task identification
1) Top-down
2) Bottom-up
3) Analogy
4) Guidelines
b. Task descriptions
1) Verb noun
2) Milestones
3) Deliverables
4) Subtasks
c. Task sequence
d. Task numbering
e. Task Precedence
1) Start to end
2) Start to start
3) End to end
4) Overlap
5) Gap
f. Task roll-up
3. Project Scheduling
a. Estimating duration
1) Stochastic approach
2) Deterministic approach
3) Modular technique
4) Benchmark job technique
b. Units of Duration
1) Day is most common
2) Shorter than days only if critical
3) Rollup to longer periods than days
1. Project Management Charts
a. Gantt
b. PERT
c. Critical Path Method (CPM)
2. Resource estimation and assignment
a. Triple Constraint
1) Resources
2) Time
3) Money
b. Resources
1) Human
2) Non-human
3) Leveling
4) Allocating
3. Application of Project Budgets
a. Budgeting
1) Top-down
2) Bottom-up
3) Iterative
4) Overburden
b. The budget
1) Baseline
2) Projected
3) Actual
c. Budget analysis
1) Cost/benefit analysis
2) Break-even analysis
3) Return on investment
d. Tracking costs using Microsoft Project
1. Project Control and Evaluation
a. Project Tracking
1) Project Reporting
2) Change Control
3) Configuration Control
b. Standards
c. Quality Assurance
d. Testing
2. Project budget management
a. Baseline
b. Projected
c. Actual
d. Slack
e. Crashing
f. Subcontracting
g. Outsourcing
1. Project critical success factors (CSF)
a. Managing people
b. Dealing with politics
c. Managing risk
d. Managing a disaster
e. Subdividing large projects
f. Terminating a project
2. Learning Team Project Presentations
The project for this course consists of a project of the learning team’s choice, involving an IT requirement with multiple tasks and human resources. The project must come form a business situation, e.g. hardware procurement and installation, network acquisition, implementation or expansion, toward which each learning team member will contribute background details. The learning team and instructor should carefully consider the scope of the project.
Demonstrate a working knowledge of project management tools to include Microsoft Project.
Using Microsoft Project, learning teams will create and present a project to demonstrate that the group members have command of project management concepts and tools. These will include project definition, WBS, scheduling/estimation, costing and risk analysis. Project deliverables will be required at each Week, with a final presentation of the project due in Week Five.
Establish the plan’s need(s), objectives, and the approach or methodology to be used to achieve the objectives. Also include a project organization chart, using Microsoft Visio, depicting team member functions and the organization’s chain of command. List the tasks to be accomplished during the course of developing the plan. Finally, the first part of the plan should outline all expected risks that might occur during the implementation of your project, why the risks are expected to occur, and the risk resolution process that will be used for each situation. Include the following components:
1. Background and Statement of Need.
Background consists of a description of the organization, the problem or problems that need to be solved, and the event or events that led to the need for a management plan. Discuss the benefits the successful completion of the plan would have for the organization.
2. Project Objectives.
Quantify the measurable performance expectations of the plan in order to determine whether or not it meets the planned objectives. Performance should be defined in terms of product or process specification, total budget at the completion of the plan, and the timeframe for plan completion. The stated objectives become exit criteria in determining whether or not the plan is successful at completion. Identify the potential risks that would prevent the plan’s objectives from being met on time and within budget, and present a contingency plan that would manage the risks should they actually occur. The risk mitigation plan should identify risks and the severity ranking for each. For the most severe risks, a risk mitigation strategy should be developed, including the triggering event and the responsible party.
3. Mission and Goals of Project.
The mission and goals of the project define the work that needs to be accomplished in order to satisfy the objectives. It consists of a list of tasks and their definitions, as well as what needs to be accomplished, although it does not cite how the tasks will be accomplished. The project mission and goals are usually integrated into the contract shared by the organization performing the work and the organization funding the work.
4. Project (Plan) Approach.
The project approach discusses the methodology that will be used to satisfy the mission, goals, and objectives of the project. While the mission, goals, and objectives state what work will be done, the approach states how the work will be done.
5. Project (Plan) Organization.
This section should identify project team members and define their functions, responsibilities, qualifications, and capabilities, as well as explain where each team member fits into the organizational structure. Project organization should also include each member’s reporting relationship. The individual supervising the project manager should be a manager in a position to resolve resource allocation issues. Include a project organization chart to illustrate all of the above relationships.
6. Task/Responsibility Matrix.
A task/responsibility matrix is a chart that lists SOW (Statement of Work) tasks on the left and key project team members on the top of the chart. Each person is identified as having responsibility for completing one or more tasks. Only one person can be responsible for each task in order to preserve accountability. Others can be identified as providing either support or approval of decisions made.
7. Work Breakdown Structure (WBS).
A WBS chart should appear in this section with an explanation of the hierarchical relationship between each level appearing on the chart. Level One of the WBS is the end result (product or service) of the project. Level Two consists of the major tasks outlined in the Statement of Work (SOW), and Level Three lists the subtasks contained within each SOW task. Use the series of charts available in Microsoft Project.
8. Task Flow Network/Critical Path.
In this section, arrange second-level WBS elements in the form of a task-flow network in order to determine various task dependencies. Determine the critical path along which necessary resources are allocated in order to achieve project objectives in the appropriate timeframe. Indicate earliest occurrence times and highlight the critical path.
9. Project Schedule.
For the project schedule, arrange second-level tasks on a timeline. Use a Gantt chart to illustrate the start and completion dates of each task. Take into consideration whether the tasks can be completed in parallel, or must be done in serial, due to task dependencies identified in the preceding task-flow network diagram.
10. Project Reporting.
In this section, describe the project reporting structure that will be used on the project. For example, every project member must complete a weekly status report. Choose and then complete a report template from Microsoft Project.
11. Cost Plan.
Develop a cost plan for your project that identifies the allocation and cost of resources for your project.
12. Project Baseline.
Develop a baseline for your project plan. This will be the baseline that all project variances will be recorded against
13. Performance Measurement.
Performance measurement defines which variables will be measured, how they will be measured, and when they will be measured to determine if the project is meeting its stated performance objectives. The measurable objectives should be identified as “milestones” on the Gantt chart developed.
14. Project Evaluation and Reporting.
This section describes the reports that your group will use to track its project. Project evaluation and reporting will also explain how the project manager will communicate performance evaluation results to both management and the customer. This will include the results of the cost and schedule variance analyses, risk analysis, formulating cost/schedule/performance alternatives, forecasting budget and schedule completion, methods of corrective action taken, and managing expectations.
15. Project Termination.
The final section describes the method for determining when the project has met its objectives, and the method in which it will be terminated. Include a project-termination checklist used for closing out the project, reassigning personnel and delivering materials purchased under the contract, and proposing follow-up work in order to obtain future business. Finally, provide a summary of lessons learned in developing the Project Management Plan, along with recommendations.
Project introduction with the establishment of the plan’s need(s), objectives, and the methodology to be used. Complete items 1-6 of the components described for the written report.
Project task analysis, during which the project mission, goal, objectives, and approach developed in Week Two are further broken down into a hierarchical work breakdown structure at the second or third level.
1. Complete items 7-10 of the components described for the written report.
2. Arrange second-level WBS elements (tasks) in the form of a task-flow network, using PERT or CPM techniques, to illustrate the earliest completion time, task, dependencies, and the critical path.
3. Illustrate scheduled start and completion times for each second level WBS task on a timeline in the form of a Gantt chart (Use Microsoft Project).
Develop a resource allocation, involving a cost plan, project baseline, project, evaluation, risk analysis reporting, and termination. Complete items 11-15 of the components described for the written report.
Prepare a 10-15-page paper (350 words per page) and a Microsoft PowerPoint presentation of the project.
The learning teams will be graded on the scope and depth of research, the quality of analysis, and recommendations. Refer to syllabus for more details on assessment criteria.