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On the left side tool bar you will see Activity

Select: Click Courses

On the right click on Applied Project Management Case PRM 524 MBOL

On the left hand side click on content

Click on the left tool bar and where you see Module 1, 2, 3, 4, 5, 6, 7, 8

That is where you will find the assignments

Module 2 Assignment 1 was due last week

Module 3 Assignment 2 is due this week by Saturday

Please click on the boxes and read the module for the assignment directions.

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MODULE 3 DISCUSSION

PLEASE FOLLOW THE STUDENTS EXAMPLE

Option #2

Of the three Project Management Office (PMO) types (Supporting, Controlling, and Directive), have you seen either of these being used in your organization or in another business organization? Search the web and identify an organization that currently has a project management office. Describe the type of organization and why they may have chosen that type.

STUDENT EXAMPLE TO FOLLOW

PROFESSOR WANTS HOW IT RELATES TO MY JOB (HEALTHCARE PROFESSIONAL)

EXAMPLES ON HOW IT CAN BE USED IN THE REAL WORLD AND EMPLOYMENT SETTING

Discussion Post 1 Option 2- Zach Wright

Zachary Wright posted Oct 17, 2019 9:24 PM

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            While projects make up the smallest and narrowest focus of the project, program, and portfolio dynamic, within the project portion of the dynamic exists a complex series of activities and tasks that work together to make the project successful. This breakdown of a project ensures each portion of a project is labeled and assigned without individual project team members stepping on each other’s toes. Projects are dynamic short-term activities with the goal of providing a benefit to the company through new products or services or creating changes for long-term operations (Kaleshovska, 2014, pg. 154). To better understand and communicate the purposes behind these parts of a project, to those in our field without project management knowledge, I wanted to attempt an analogy to explain each part.

            The project life cycle is the collection of all tasks, activities, phases, and processes that are involved in a project from start to finish (PMI, 2017, pg. 18). This cycle for a project is much like the life cycle experienced by humanity. We all have a beginning and end with every experience, idea, opportunity, challenge, and accomplishment falling somewhere in between these two points.

            The phases within a project are defined by a group of activities designed to work towards a deliverable with the project life cycle (PMI, 2017, pg. 18). These phases are towards the collective goal of accomplishing tasks that help move a project forward. Projects consist of phases that are interdependent, each one relies on the others in order to progress the project successfully (Dinsmore & Cabanis-Brewin, 2018). In a project this could look like the collection of approvals from stakeholders on a project task while workers execute the task. While these activities are accomplished by different teams, and possibly from different departments, their joint effort to finish the deliverable share a unified goal (PMI, 2017, pg. 20). Throughout our lives we engage in a plethora of activities that require our attention and actions. In early childhood this takes shape as we learn our ABC’s, colors, and numbers. These individual experiences work together to build an achieved deliverable: our ability to understand the world around us and to communicate. These phases in human life are repeated throughout the lifecycle as we build a broader and deeper understanding of the world around us. Eventually these phases have different deliverables, such as achieving workplace success and starting a family. However, if we break these activities down to their simplest parts, we can see a multitude of smaller influences and tasks that build into these deliverable phases.

            Finally, with project process groups, we have a collection of phases, tools, techniques, lessons learned, input, and outputs that are used to categorize the project life cycle into groups (PMI, 2017, pg. 18). These process groups are independent of phases or the project life cycle as they can be applied to the start of a new project or new phase (PMI, 2017, pg. 23). These process groups categorize activities, tools, and deliverables into five potential groups: Initiating, Planning, Executing, Monitoring & Controlling, and Closing. Each of these groups serve a purpose while establishing how a project’s life cycle will progress and/or change throughout its existence. Whether we are discussing the human life as a whole or individual milestones within that life, we can categorize life’s experiences into similar process groups.

Initiating is that first idea or thought that pops into our heads that can inspire an action. It is that first spark of life and first breath we take in the world that opens the potential and possibility for new experiences.

The Planning process group is our rigorous attempt to follow these new ideas to the point of action by analyzing all the potential opportunities and threats that can occur as we follow our vision. It is the development of a child’s sense of self and knowledge as they take in the world around them and begin to understand their hopes and dreams.

             The Execution group is action. Applying all our knowledge and abilities to make our vision become reality. It is the observable experiences in life as we hone our skills, delve into academics, and make waves in the workplace. It is our conversation with others, the building of relationships, and cooperative actions we take with friends and family.

            The Monitoring & Controlling process group is the all-encompassing activity that goes on behind the scenes to formulate changes to the lifecycle to better ensure its success. As we strive at our goals, we observe our actions and the actions of others in order to better understand what is going right or wrong in each situation. Throughout life it is our conscious analysis of what we know, what we need to know and how to learn and adapt our activities to reach the milestones we wish to accomplish.

            And lastly, the closing process group gives us our lessons learned and helps us understand what we have achieved. It is the toast at the end of a hard day’s work as we celebrate our accomplishments with others and discuss what these achievements will garner us in the future and how we can learn from any mistakes we made throughout the task. It is the end of the life cycle, when we reminisce on all we had done in life and share those experience with our children, grandchildren, and the next generation so that they may learn from a life well-lived.

References

Dinsmore, P. C., & Cabanis-Brewin, J. (2018). The AMA handbook of project management (5th ed.). New York: AMACOM, American Management Association.

Kaleshovska, N. (2014). Adopting project management offices to exploit the true benefits of project management. Economic Development / Ekonomiski Razvoj, (1–2), 151–165.

Project Management Institute, Inc. (2017). Guide to project management body of knowledge (Newest Edition). Newton Square, PA: Author.

Dorothy Module 2 PROJECT SCOPE MANAGEMENT

Project scope management can be used to determine the prediction for the current and future projects and can also be related back to ancient history projects. “Scope is the description of the boundaries of the project. It defines what the project will deliver and what it will not deliver. Scope is the view all stakeholders have from the project; it is a definition of the limits of the project. Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required to complete the project successfully. Project scope management’s primary concern is with defining and controlling what is and is not included in the project” (PM4DEV, 2016). For effective Scope Management, clear communication and transparency must be made to all the parties involved such as the stakeholders, employees and customers as well. Generally, the idea of the scope is to prevent any unforeseen challenges during project execution. This is done through the inclusion and exclusion of factors. Before execution, management has to ensure that the Scope is focused on achieving the company’s goal(s) and that of the customer as soon as possible. A good scope must include the interests of the customer because the change is all about increasing sales and profits.

During the execution period, the firm management must remain transparent and maintain integrity in whatever decisions they do. The management is accountable for the behavior and fairness of the work which might affect customers’ view about the organization. Therefore, the management has to fulfill all their promises to show that they are responsible people who deserve customers’ loyalty. Customers on their side get to reap excellent services and resources they deserve from the firm. “The project’s success is directly influenced by active stakeholder involvement in the discovery and decomposition of needs into requirements and by the care taken in determining, documenting, and managing the requirements of the product, service, or result of the project. Requirements include conditions or capabilities that are to be met by the project or present in the product, service, or result to satisfy an agreement or other formally imposed specification. Requirements include the quantified and documented needs and expectations of the sponsor, customer, and other stakeholders. These requirements need to be elicited, analyzed, and recorded in enough detail to be included in the scope baseline and to be measured once project execution begins”  (Project Management Institute, 2013).

If a scope keeps on waddling back and forth, its results will also have similar waddle movements. For a smooth project transition, there are six step by step components that can guide the management through the whole process. These include: Plan Scope Management, Collect Requirements, Define Scope, creating Work Breakdown Structure (WBS), validating the Scope and Controlling the Scope. “The processes used to manage project scope, as well as the supporting tools and techniques, can vary by project. The scope baseline for the project is the approved version of the project scope statement, work breakdown structure (WBS), and its associated WBS dictionary. A baseline can be changed only through formal change control procedures and is used as a basis for comparison while performing Validate Scope and Control Scope processes as well as other controlling processes” (Project Management Institute, 2013). However, the four major components/processes are:

1. Plan Scope Management: defines all the procedures required in the project, how the project will be validated and controlled. This component acts as guide or handbook of the whole project. The inputs, outputs and tools are usually defined here.

1. Collect Requirements & Define Scope: These two components can be combined because they involve determining, documenting, developing a detailed description of the project, services, and product and future outcomes. Define Scope describes what will be included and excluded during the project. The requirements of this scope are workshops, expert judgment and analysis of the product, and alternative methods of production. Collect requirements defines all the needs of the stakeholders. The two processes create a baseline for the WBS.

1. Create WBS: Creating WBS involves subdividing project deliveries and project work into smaller, more manageable components. The process provides a structure of what is to be delivered. The techniques for this process are decomposition and expert judgment.

1. Validating Scope: This component involves formalizing the acceptance of the finished project deliveries. It increases the results of the final product/services. Inspection is the key aspect of this component. Inspection ensures that all the needs of the stakeholders will be met by the final deliverables at hand. “The verified deliverables obtained from the Control Quality process are reviewed with the customer or sponsor to ensure that they are completed satisfactorily and have received formal acceptance of the deliverables by the customer or sponsor. In this process, the outputs obtained as a result of the Planning processes in the Project Scope Management Knowledge Area, such as the requirements documentation or the scope baseline, as well as the work performance data obtained from the Execution processes in other Knowledge Areas, are the basis for performing the validation and for final acceptance” (Project Management Institute, 2013).

References:

Martinelli, R. J. & Milosevic, D. (2016). Project Management ToolBox: Tools and Techniques for the Practicing Project Manager (Second edition). New Jersey, John Wiley & Sons Inc. ISBN 978-1-118-97312-7

Project Management for Development Organizations. (2016). Project Scope Management. PM4DEV. Retrieved 22 October 2019, from https://www.pm4dev.com/resources/free-e-books/7-project-scope-management/file.html

Project Management Institute. (2013). A guide to Project Management Body of Knowledge (PMBOK® guide) (Fifth edition). Project Management Institute, Inc. ISBN 978-1-935589-67-9. Retrieved 22 October 2019, from http://qwp3k4cxty.pdf-world.net/dl2.php?id=52288249&h=3159fc7923efd072cc74ec294525732a&u=cache&ext=pdf&n=A%20guide%20to%20the%20project%20management%20body%20of%20knowledge%20pmbokr

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