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IT project managers are often called to manage new projects, or to assume leadership over troubled projects. In this course, you will
IT 625 Final Project Guidelines and Rubric
Overview
Note: In order to successfully complete this project, you will need to carefully review the Final Project Guidelines and Rubric document and the Medical Informatics case study documents, located in the Assignment Guidelines and Rubrics section of the course in Blackboard.
IT project managers are often called to manage new projects, or to assume leadership over troubled projects. In this course, you will have the opportunity to resolve conflict within project teams for a fictitious project, determine strategies to improve the outcome of the project, and deliver a comprehensive project plan that will allow you to develop the skills necessary to become a successful IT project manager. For your final project, you will analyze a case that portrays a troubled information technology project, a project team experiencing conflict, and specific financial and timeline requirements. From this analysis you will develop a comprehensive project plan to attend to the team and communication issues and the project status issues. Throughout this course, we will refer to this fictitious project as the Medical Informatics case study.
Developing the comprehensive project plan will allow you the opportunity to apply the leadership, communication, and collaboration strategies you have learned during this course to a real-world situation. IT projects, like any other projects, can go off course for a variety of reasons, causing stress and strife in project teams. In addition, this assessment will allow you the opportunity to integrate the various strategies, practices, and concepts you have learned into a new project plan to get the failed project back on track. Your plan should carry the project through completion, and will contain all of the necessary sub-plans (i.e., scope plan, communication plan, schedule plan), tasks, information, and visual elements to ensure project success.
The project is supported by five milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Two, Three, Five, Six, and Seven. The final submission will occur in Module Nine.
This assessment will address the following course outcomes:
· Recommend suitable leadership strategies for resolving conflict, developing cohesive information technology project teams, and delivering high- performance results and improved business value
· Utilize appropriate analytical techniques for forecasting information technology project success and realizing the value of prospective technology projects
· Assess the extent to which various artifacts and strategies from technology projects impact actual project outcome and feasibility
· Create actionable information technology project solutions and deliverables for ensuring and monitoring project success
· Determine the extent of corrective actions necessary for the success of information technology projects through the application of project management software tools
Prompt
To ensure the IT project can continue on and meet success, you will recommend strategies for managing conflict, communication, and strengthening the team; evaluate the current state of the project; determine the extent to which corrective action must be taken; and address project planning and controls. You will create several artifacts during this course, such as Gantt charts, a work breakdown schedule, and a communications plan. These elements will be used to inform your final project. They should be included in the appendix of your project plan.
This project will be completed in stages called milestones. Each milestone you complete in this course will be used to build to the submission of your final project. Each milestone has a specific set of guidelines, with a separate document for each. Milestones should be completed in a draft format. Your instructor will provide feedback to you on all of the milestones, and you should use this feedback to create a final, polished project plan for your final submission. Many of the milestones will be done in outline or table form, but you should think of these as rough drafts or sketches that will contribute to your final project. Also, you should submit and retain any supporting documents, often referred to as “artifacts” in this document. These may include, but are not limited to, Gantt charts, work breakdown schedules, and/or a communication plan.
Specifically, the following critical elements must be addressed:
I. Conflict Resolution Plan
A. Team Dynamics: Analyze the team structure, dynamics, and conflict. Things to consider include:
1. The roles and titles, reporting structure, and history of the team
2. Stage of the five-stage team development model this team is in (forming, storming, norming, performing, adjourning)
3. Cause of conflict
4. Skills the team is lacking based on their roles
B. Conflict Resolution Leadership: Recommend appropriate leadership strategies to resolve the conflict within the team. Consider the following:
1. Leadership style for current stage of the team development (guiding, coaching, structuring, directing)
2. How to determine appropriate skills (soft and hard) for each role
3. A strategy to employ to resolve the conflict (assertiveness, accommodation, avoidance, or compromise)
C. Motivation and Confidence: Recommend strategies for motivating and strengthening that will allow you to develop a cohesive information technology team that will deliver high-performance results and add business value. Provide support for your recommendations.
II. Project Evaluation
A. Status Evaluation: Evaluate the project status to determine the current state of and issues with the project. You may need to evaluate the existing deliverable and tracking for the project, such as Gantt charts, to provide an accurate representation of the project’s state.
B. Project Analysis: Examine the existing artifacts and determine current and potential problems that need to be addressed with them immediately. What information should be gathered to determine current variance and maintain control of project? You might consider these ideas in your analysis:
1. The impact of scope creep
2. The significance of the baseline
3. The impacts of baseline changes
4. The estimated vs. actual costs
C. Forecasting: Assuming the project issues persist, provide a detailed prediction of future performance in terms of timeliness and costs. The following ideas could be considered:
1. Assumptions that guide the forecasting
2. Projected end date of the project (schedule variance)
3. Cost to complete the project (cost variance)
4. Forecasted overrun at completion (estimates at completion)
D. Impact of the Past: To what extent, based on your project evaluation and analyses, did the past deliverables, strategies, and lack of effective project management influence the failure of the project?
E. Corrective Actions: To what extent will corrective actions be required to avoid project failure? Include supportive detail from your project evaluation and relevant resources. Things to consider include:
1. Immediate actions necessary to rescue the project
2. Target dates to rescue the project
3. Necessary steps to ensure the long-term success of the project
III. Project Charter
A. Project Objectives: Determine new project objectives based on an examination of company goals, needs, the project analysis, and corrective action requirements.
B. Project Strategy: Establish a general project strategy that will outline the overall path to the new project objectives and lead to successful completion, based on organizational and feasibility considerations. As you are developing your strategy, consider aspects such as:
1. The existing problem (description, impact, who is affected, cost of ignoring the problem)
2. The strengths and weaknesses of the internal environment
3. The opportunities and threats in the external environment
4. The best solution to the problem (feasibility study, alternatives)
5. The project payback period
6. The selection model
C. Project Communications Planning: Document who to keep informed about the project and how to keep them informed. Ideas to consider may include:
1. Who needs project information to make decisions and/or contribute to project progress (stakeholder analysis)
2. When the information will be provided
3. The information that is pertinent to stakeholders who contribute to the project’s progress (scope changes, action items, deliverables issues)
4. Where the information resides
5. How the information will be collected
IV. Project Planning and Controls
A. Project Scope Planning: Establish the project scope plan and controls. What are the business requirements? What are the system requirements (software and hardware)? In establishing your project scope plan, you might consider these aspects:
1. Requirements (requirements traceability matrix)
2. Existing work breakdown structure
3. Person responsible for each requirement (responsibility assignment matrix)
B. Project Schedule Planning: Develop a comprehensive project schedule plan outlining completion dates, tasks, and relevant milestones. You should include all relevant artifacts that pertain to scheduling aspects of the project plan. In your project schedule plan, you could consider:
1. Tasks that must be completed before others may begin
2. Tasks that can be done at the same time
3. Durations of each task
4. Planned vs. actual dates
C. Project Cost Planning and Control: Establish a cost control plan with strategies to help maintain prospective value of the new project with respect to expected expenditures and added business values. As you are developing your cost control plan, you could consider aspects such as these:
1. The cost–benefit analysis
2. The TCO
3. Budgeted vs. actual costs
4. The earned value of the project
D. Project Risk Planning: Craft a plan for identifying and monitoring risk. In your plan, you could consider:
1. The amount of uncertainty in the project and how to deal with it
2. The threats of greatest concern
3. How each threat should be dealt with
E. Risk Control: Determine corrective actions and controls to deal with uncertainty and its impact on the project, based on your risk plan. Ideas to consider may include:
1. Appropriate quantification of the risks (probability vs. impact)
2. Contingency funding or time buffers in place to handle threats
F. Project Quality Planning: Craft a plan for ensuring quality of the project outcomes that identifies acceptable performance standards and recommended recovery strategy. Ideas to consider may include:
1. Key performance indicators of quality
2. Important factors in defining quality
3. How to measure quality
Milestone One: Draft of Conflict Resolution Plan
Milestones
In Module Two, you will submit your draft of a conflict resolution plan based on the provided Medical Informatics case study. Given the case you have analyzed, construct a conflict resolution plan that addresses the various points of issue within the project team. You will be writing this plan for your management group. For the purposes of this milestone, you will complete a draft only. Your instructor will provide feedback, which you can incorporate into your final project in Module Nine. This milestone is graded with the Milestone One Rubric.
Milestone Two: Project Evaluation Draft
In Module Three, you will submit a draft of a project evaluation based on the provided Medical Informatics case study. Given the case you have analyzed, draft a project evaluation that includes a status evaluation, project analysis, forecasting for the future, evaluating the impact of the past, and discussing what corrective actions will be required to avoid project failure. This milestone is graded with the Milestone Two Rubric.
Milestone Three: Project Charter Draft
In Module Five, you will submit a draft of the project charter based on the provided Medical Informatics case study. Given the case you have analyzed, you will draft a charter including the project objectives, project strategy, and a communications plan. This milestone is graded with the Milestone Three Rubric.
Milestone Four: Scope, Cost, and Quality Planning Report Draft
In Module Six, you will submit a draft of a scope, cost, and quality planning report based on the provided Medical Informatics case study. Given the case you have analyzed, you will draft a report including plans for the scope, cost, and quality controls. This milestone is graded with the Milestone Four Rubric.
Milestone Five: Project Schedule Planning, Risk Planning, and Risk Control Report Draft
In Module Seven, you will submit a draft of a schedule planning, risk planning, and risk control draft based on the provided Medical Informatics case study. Given the case you have analyzed, you will draft a report including project schedule planning, project risk planning, and risk control strategies. This milestone is graded with the Milestone Five Rubric.
Final Submission: Comprehensive Project Plan
In Module Nine, you will submit a comprehensive project plan. This plan will include information from all of your milestone assignments, brought together into a cohesive, well-written project plan that incorporates instructor feedback received throughout the course on your various milestones. Your final plan will include a conflict resolution plan, project evaluation, project charter, and project planning and controls. This final project is graded using the Final Project Rubric (below).
Deliverables
Milestone
Deliverable
Module Due
Grading
One
Draft of Conflict Resolution Plan
Two
Graded separately; Milestone One Rubric
Two
Project Evaluation Draft
Three
Graded separately; Milestone Two Rubric
Three
Project Charter Draft
Five
Graded separately; Milestone Three Rubric
Four
Scope, Cost, and Quality Planning Report Draft
Six
Graded separately; Milestone Four Rubric
Five
Project Schedule, Risk Planning, and Risk Control Report Draft
Seven
Graded separately; Milestone Five Rubric
Comprehensive Project Plan
Nine
Graded separately; Final Project Rubric
Final Project Rubric
Guidelines for Submission: The comprehensive project plan should be clearly and professionally written and organized, with appropriate citations in APA format. All artifacts relevant to your plan should be included in the appendix.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.
Critical Elements
Exemplary (100%)
Proficient (90%)
Needs Improvement (70%)
Not Evident (0%)
Value
Conflict Resolution Plan: Team Dynamics
Meets “Proficient” criteria and evidences insight into the causes and relationships between dynamics and conflict within the team
Accurately analyzes the team structure, dynamics, and conflict
Analyzes the team structure, dynamics, and conflict, but with gaps in accuracy or detail
Does not analyze the team structure, dynamics, and conflict
6.4
Conflict Resolution Plan: Conflict Resolution Leadership
Meets “Proficient” criteria and draws insightful conclusions or inferences about the leadership style, the conflict type, and gaps between team roles and skill sets needed
Recommends appropriate leaderships strategies to resolve conflict
Recommends leadership strategies to resolve conflict, but recommendations are not appropriate for the team
Does not recommend leadership strategies to resolve conflict
6.4
Conflict Resolution Plan: Motivation and Confidence
Meets “Proficient” criteria and evidences keen insight into the relevance of motivation and expectations on team trust
Recommends strategies for motivating and strengthening the team that are appropriate based on supporting information
Recommends strategies for motivating and strengthening the team, but accompanying explanations are not supportive of recommendations or lack detail
Does not describe recommended motivational strategy to set team expectations
6.4
Project Evaluation: Status Evaluation
Meets “Proficient” criteria and evidences keen insight into status evaluation
Accurately evaluates the project status to determine the current state of and issues with the project
Evaluates the project status to determine the current state of and issues with the project, but with gaps in accuracy or detail
Does not evaluate the project status to determine the current state of and issues with the project
6.4
Project Evaluation: Project Analysis
Meets “Proficient” criteria and evidences keen insight into recognizing potential issues from existing evidence
Comprehensively analyzes existing artifacts to determine current and potential problems that need to be addressed
Analyzes the existing artifacts to determine current and potential problems that need to be addressed, but with gaps in detail
Does not analyze existing artifacts to determine current and potential problems that need to be addressed
6.4
Project Evaluation: Forecasting
Meets “Proficient” criteria and evidences keen insight into the impact of certain assumptions on certain what-if scenarios
Logically predicts the future performance of the project based on a set of assumptions to reveal project costs and timeline issues
Predicts the future performance of the project based on a set of assumptions to reveal project costs and timeline issues, but with gaps in logic or detail
Does not predict the future performance of the project based on a set of assumptions to reveal project costs and timeline issues
6.4
Project Evaluation: Impact of the Past
Meets “Proficient” criteria and evidences keen insight into the influence of interplaying forces in project management
Logically assesses the extent to which past deliverables, strategies, and lack of management influenced the failure of the project
Assesses the extent to which past deliverables, strategies, and lack of management influenced the failure of the project, but with gaps in logic
Does not assess the extent to which past deliverables, strategies, and lack of management influenced the failure of the project
6.4
Project Evaluation: Corrective Actions
Meets “Proficient” criteria and evidences intuitive insight into project corrective needs
Accurately determines the extent to which corrective action will be required to avoid project failure, including support from project evaluation and relevant resources
Determines the extent to which corrective action will be required to avoid project failure, but with gaps in accuracy, detail, or support
Does not determine the extent to which corrective action will be required to avoid project failure
4.75
Project Charter: Project Objectives
Meets “Proficient” criteria and evidences keen insight into determining objectives to drive project success
Determines new project objectives comprehensively and logically based on examination of company goals, needs, and the project analysis and corrective action requirements
Determines new project objectives, but they are not comprehensively or logically based on examination of company goals, needs, and the project analysis and corrective action requirements
Does not determine new project objectives
4.75
Project Charter: Project Strategy
Meets “Proficient” criteria and evidences keen insight into strategic methods for integrating the various interests of an IT project
Establishes a general project strategy outlining the overall path to achieve project objectives based on organizational and feasibility considerations
Establishes a general project strategy outlining the overall path to achieve project objectives, but it is not based on organizational and feasibility considerations
Does not establish a general project strategy outlining the overall path to achieve project objectives
6.4
Project Charter: Project Communications Planning
Meets “Proficient” criteria and articulation exemplifies the integration of best project management practices for the management of information among various project stakeholders
Crafts a communication plan that documents who and how to keep everyone informed about project
Crafts a communication plan that documents who and how to keep everyone informed about project, but lacks detail
Does not craft a communication plan that documents who and how to keep everyone informed about project
4.75
Project Planning and Controls: Project Scope Planning
Meets “Proficient” criteria and articulation exemplifies the integration of best project management practices for the capture and tracking of scope and requirements
Establishes a detailed, applicable, and actionable plan to capture and control project scope
Establishes a plan to capture and control project scope, but lacks detail, or plan is not applicable or actionable
Does not establish a plan to capture and control project scope
4.75
Project Planning and Controls: Project Schedule Planning
Meets “Proficient” criteria and articulation exemplifies the integration of best project management practices for schedule creation and tracking
Crafts a comprehensive and logical project schedule plan outlining completion dates, tasks, and relevant milestones
Crafts a project schedule plan outlining completion dates, tasks, and relevant milestones, but with gaps in necessary artifacts, detail, or logic
Does not craft a project schedule plan outlining completion dates, tasks, and relevant milestones
6.4
Project Planning and Controls: Project Cost Planning and Control
Meets “Proficient” criteria and articulation exemplifies the integration of cost practices for ensuring project value
Establishes cost control plan with appropriate strategies to help maintain prospective value of the new project as the project develops
Establishes cost control plan with strategies to help maintain prospective value of the new project as the project develops, but strategies are not appropriate given project information
Does not establish cost control plan with strategies to help maintain prospective value of the new project as the project develops
4.75
Project Planning and Controls: Project Risk Planning
Meets “Proficient” criteria and evidences intuitive insight regarding IT project risk
Crafts a risk plan that accurately explores probability for relevant risk prevention strategies
Crafts a risk plan that explores probability for risk prevention strategies, but with gaps in accuracy or relevancy
Does not craft a risk plan that explores probability for risk prevention strategies
4.75
Project Planning and Controls: Risk Control
Meets “Proficient” criteria and evidences keen insight into best project management practices to handle unexpected risks
Accurately and comprehensively integrates aspects from risk planning into controls for risk
Integrates aspects from risk planning into risk controls, but with gaps in detail or accuracy
Does not integrate aspects from risk planning into risk controls
4.75
Project Planning and Controls: Project Quality Planning
Meets “Proficient” criteria and evidences keen insight regarding quality standards related to IT projects
Crafts a quality plan to identify acceptable performance standards and recommended recovery strategy
Crafts a quality plan to identify acceptable performance standards and recommended recovery strategy, but with gaps in accuracy or detail
Does not craft a quality plan to identify acceptable performance standards and recommended recovery strategy
4.75
Articulation of Response
Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format
Submission has no major errors related to citations, grammar, spelling, syntax, or organization
Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas
Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas
4.4
Total
100%
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********* ** *** ********* project ********* MI ** ******** ******** ********* ** *** form ** ***** *** ******** ******** ******* ** *** ******* **** ** leadership to take *** new ******* *********** ** ************ MI ** ****** *** *********** ** ******* *********** ** a ****** competitive ****** **** *** lead ** *********** **** ** market ******* ** *** **** ******* **** ** *** long *** if ** ** *** able ** operate *********** ** a highly *********** ****** **************** ***** are **** ******* ** *** ******** ******* **** **** have several ***** of ********** **** ** *** also ********** working ** ******* projects **** will ** ******** ** *** ********** ** *** ******* *** product *********** Those *********** team member ********* can ** ******* ** bear ** *** process ** ********** the ******* ******* quicklyWeakness * ******* ******** ** **** MI ******** **** ***** *** ******** but *** information ******** ** not ****** **** ** the wordings of the ***** ******* ** *** project ************ ***** ** ********* ************ *** ***** policy document wording) are *** *** ************ ******* an *********** ****** ** ****** **** *********** *********************** ******** ******* development **** ********* *** functional will **** ** * *********** **** over its *********** by efficient ** gathered *********** *** ********* *** ** ******** *********** **** lead ** a ****** level of ******** service ******** ********* *** ******* ** ******* * larger share ** *** *************** *** ******** ******* is ********* ** ***** **** lost *********** ********* *** be ** a *********** ************ **** compared ** *** *********** ** *** current ******* continues ** ******** ** ** ********* MI *** **** **** ** its ******** *** *********** ********* to *** ***************************** ******** ******** to ******** *** ******* project *********** assign * *** ******* ******* with a ******* ****** control ******* ** **** ************ **** a ********** **** ** **** 30th 2016C project ************** ************ newly assigned ******* ******* will lead *** ******* *** ******* *** ********** *** ************* ** information ** *** ******* **** ********** **** ******* * list similar to *** *** ******** ***** will be created *** provided ** *** stakeholdersNameTeam Contactproject ***************** Vendor Systems ******************** Operators Finance ************************ employ · · ******* correct email addresses or contact *********** ** communication ** ****** ****** Regularlyattend ********* ******* meetings *** information ******** *** *************** ******* and minutes ** ********* ******** **** ** ******** ** *** project *** ******** to all **** members ** *** ********* ********* ** **** ************ COST *** ******* ******** ********** ******* ** *** ***** ********* *** project scope **** *** controls for the Medical *********** **** *** project *********** The scope ** the project ******** *** ******* started project ** ****** * ******* ******** ******* ** ****** ******** ****** **** ** ****** appropriate ************ care ** ***** ******* *** ******* ********* *** ******* ******* the vendor ******** ******** ****** *** ******** ****** reporting (case study)Project Scope ********* *** System requirements ** ******** in *** case ***** ******* *** ******** ****** ******* **** ********* **** *** ******** System located ****** the intranet *** *** ******* will ******* *** ****** *** ******** SQL ** *** ***** *** *********** *** ****** will control *** ******** ****** *** ********* ********* *** the ******* *** *********** **** then send the ******** ********** ** ******** in ***** ** ******** *** **** of the ********************** Database ******** ** *** ****** **** R2o ******** **** ********* ******** *** ****** will *** ** SSRS ********** ******** *********** Toolso ** Visual ****** 2014 ****** SQL ****** ******** Intelligence *********** ******* SQL ****** Management ************** RequirementsThe new product application System will display *** ******** ****** ******* *** System ********* *** Server ********* Services (SSRS) reports based on ************* ********** Users *** ****** ** **** ******* ** ***** formats: ***** ******* ***** Portable ******** ****** ***** ** ***** ********* ***** (CSV)· *** ******** **** ****** ***** ** *** ***** will ******* “user-friendly” headers and *** database ****** ********* ******* will execute ** * ****** basis ** import **** ******* *** ***** ****** ******* **** *** target ******** ******* **** ******* on a ******* basis to ****** the ****** ****** ******** into *** ****** ******** ****** sends daily data ***** **** for ****** *********** ** will **** ****** ****** output ********* **** ************** of ****** ************* ****** evaluates *********** *** approval on correctness ** **** ******** ********** files upon request sent to/from ******** ****** *********** System reporting ********* report **************** **** breakdown ********* ***** ** ** ******* ** the ******* *** can ** presented **** different ****** ** ****** *** of *** WBS ***** Managers ****** **** ******** *** **** ******** *** identified to ********* *** ******* **** *** current organization *** to ********* a ***** *** ******** ********************** ***** *** *********** ** ********************** ** **** *** in *** ****** *** ********** ** any case a **** ********* for *** *** is not ******* ********* ** the ****** *** other staff *** read ***** *** ******** ** ******** ****** *** ********* trader ******* ** ****** ****** ************** *** endeavor it ** ******** **** three ******* *** ***** into ****** **** are **** ****** ********* in *** ***** ** *** ********* *** *** ********** for *** accompanyingperiod Scope ************ : *** ******* **** ** ** check *** ***************************** ** the *********** ******* *** ****** degree ******** *** ****** ** the ********* ex Planation *** Work Breakdown ********* *** ** *** wellbeing ****** ******* *** ******* **** **** ***** *** ********* for *** formalendorsement ** *** ************************************************* BThe ******** ******** ** ****** *** ******* to the ******* ***** Evaluates the requirement *** ****** requests- Approves ******* deliverablesNew ******* ******* ******** ******** and checks *** ******* ***** *** ******** ******** ******* ******* and keeps ******* of the ******** *********** *** requests *** *** **** *********** changes- Organizes *** facilitates *** ******* ********* ******** *** ****** control- communicates the extension ** *** ******* demand resultsMs ***** **** *** ******* development ***** ******** *** ****** *** ******* scope- *********** **** *********** ******** Takes **** in *** ****** ********** ** *** ****** *************** communicates ** *** ***** the ******* ** *** ****** *************** *********** *** ***** level ************ ******** Responsible for *********** *** ************ ************ MatrixMr ***** lead *** programmers- ************ programming changes ** *** programming ***** ******** *** ****** user *********** ****** ********* lead the *** product developed ******* *** ************ ***** Member *** ****** ******** Takes part ** *** bi-weekly ******** and ************ and ******* ************ ** *** ******* ********* *** **** *** *** ********* ******* and ****** the ******* ******* about the **** ** needed B ******* **** ******** *** ************* ******* is *** obligation of *** ******* ******* **** ******* ** ************ *** *** toward ************* and ********** *** ******* **** s so as ** anticipate or ********* ****** the ****** of **** Cost ******* ******** ******* **** *** ********* ******* as **** ** also ******** and *** ***** for ********* ******* ******* *** **** 2013) Risks can *** ******** **** *** ** ***** even ******* ********* **** * ******** *** ***** ************ *** spare **** ***** **** *** possibly cash (Wrikecom) ** *** MI **** * Cost ********** investigation approach is ********* and * month to ***** *********** of ******** Cost s ****** ******* *** month ** ***** ******** **** ****** ******* *********** **** uncover to *** ******* ******* ******* the Cost of developing this *** ******* is working *** ** ******* *** deviations **** the ********* ******* *** be ********* or ************* *** ** **** ** the ******** allowance ** oblige ********* ******* ******* ******** *** IM ** **** ****** ************* **** ** ************* ********** *** ****** *** *** ****** ** the ******* *********** **** ** ********* ** **** and **** Encourage ****** ************ ******* **** ******* *** endorsement ** the ******* ******* and the ******* ********** ******* ******* *************** Management ** *** ******* *** ******** **** all ******* ********** necessary ** design **** *** implement a ******* *** ********* *** ********* with ******* ** *** ******* ** *** ********* *** its performance ************ *** *********** ********** ** ********** * *** performance ********* is ******* **** ********** testing (UAT) *** ************* *** ******* **** the ******* ********* ***** *** ******** *********** Further ****** ******* ************* **** enable others ** ****** *** program ***** ** anything **** wrong **** *** ******* ********* factors in ******** quality *** ************** * ******* of ******** ******* ** to determine ******* **** acceptance ******* ******* *** *** ******* development ****** is operating ** *********** ************ ******* measure ** ******* of *** *** ******* development ****** ***** ** if ** ******** ******** *********** **** the ***** ***** **** on in the ******* ** making ******** decisions• Consistency: * ******* ** quality ***** also ** if *** *** ******* developed ******** ************ ** users ****** on ** *** ***** **** ******* over ** extended ****** of ***** **** ** ***** years 3 How ** measure ********** ** ****** ******* quality ** ***** ** whether the *** ******* ********* ***** *** initial ********* ***** User ********** ******* ** the ****** ** ********* **** **** to ****** **** *** *** ******* ********* tool ***** *** ******** requirements ** ** recommended *** MI ** **** * ******* ******* The ******* **** ******** *** procedures to ****** **** *** ******* standards are ***** followed *** Plan also ******** the ***** ******** to ******* *** ******* ******* *** *** ******** ******* ** make ******* to *** ******* ********* *** *** ******* **** (pm4devcom) SCHEDULE PLANNING **** ******** AND RISK *********** ******* ** *** ***** ********* the ******** ******** Risk ******** *** Risk Control for *** ******* *********** (MI) *** project developmentA ******* project schedule Plan *** *** ** *** project *********** *** **** ******** and attached ** **** report using ** project ******** programProject **** ***************** ** ****** *** Grey ****** **** Management ** a ********* ******** *** * preventive process ******** to ****** that ********* *** reduced *** **** ******** consequences ********** with undesirable ****** *** ********* Further **** ************** ****** ** ********** a **** ** all ******** ***** **** could ****** *** ******* ******* and **** ********* **************** Informed ********* *** ** made ** ******** identified **** on the *** ******* *********** *** **** risk ***** facing the MI *** ******* development *** ********* **************** ******* ********* ******* danger *********** this *** project development ** *********** hazard ** ***** **** *** *********** were *** **** ** ******* ******** MS Visual ****** programming ******* *** **** ** ** **** **** ** ********* ** ****** out *** to program ********* ** SQL ****** *** ******* ** **** ****** is **** *** ******* of **** need ** *** *********** to manufacture **** new ****** will **** ****** ****** than if *** programmers didn't need ** take ** * *** *********** ******* ******* **** of specialized **** ** that ***** *** ******* *** ******* ******* *** ** *** rolling *** *********** ****** to ***** ** *** project *********** The ** Managed change ************* **** ****** the ******* of **** ***** ** programmer ******** *** new ******* ****** **** a specific end **** to avoid over *** top re-work ** the *********** *** ****** *** ******* **** ** taken care ** to ********** endorsement ******* before execution ******* **** of *********** ****** is **** ** *** ******** ******** *************** **** **** chipped **** ** ******* ******** previously *** specialized *** ********* ********** **** by ***** ***** *********** ** ******* ******* *** *** archived *** most significant ************ ** ** *** ******** ******* Manager that **** *** organization An approach ** **** this ****** ** introduction ** **** appropriate ********* *** example a ****** –staff ** ***** **** *** ****** ******* **** * ***** **** ****** the ************ Assets ** **** **** and ***** ***** ** ***** ** ***** individuals to ** ** ******* * ************* position *** ***** ***** ********* ******* ***** to ** ******** ** ****** ***** **** they utilize ** ****** *********** **** *** goal that *********** **** ******** **** *** ***** then **** *** **** ***** *** ** be **** ************* **** *** ******* **** ****** *** MI product *********** ******* is ********* **** * **** ** ***** to **** the risk ** ********* Cost ** that *** time ** this ******* *** ******* ** **** ****** ** ****** ******* ******* *** ********* ***** ********* ******* ***** *********** *** ********* because ** *** ** *********** **** ** ******* ** continue customer change ******** *** **** ***** that can ** ******************** *** ** addition ** *** **** **** ******* *** MI project ***** *********** that ****** ** ******** ** ********** *** **** ** preventing *********** ** **** challenging ******* ***** ** ** *** to ******** ****** **** *** yet ******* ********* to ******** (nd) *********** ****** ** eliminated ** *** ********** ******* ** ****** ****** because ** ********* ********* of **** ** do *** how **** ** should take *** ****** ******* ** unpredictable ****** Thompson further ******** **** *** ************** and fixed-scope ******** buffer **** should ** ***** in *** ******** *** the ** project *** ***** will ****** ***** ** limiting ******** ****** ******** *** ****** time for ********* ******** **** ** added ** the ******* *************** of ******** ******* *** *** ****** **** ********** ** *** ** project ** **** the project will ** ************* **** budget *** since *** ***** module *** *** **** *** ******* **** ******* **** *** ******* being *********** *** not **** **** specificationRisk ControlAccording ** Larson and **** ****** **** ******* ******** ********* *** **** **************** ********** ********** ****** and ********** *********** Plans *** ******** for *** ***** ******* establishing a ****** ********** ****** to **** **** ****** **** ******* formal changes ** ***** budget ****** ******** of *** project ** ** ********* ******* of **** ********************* ** RisksFor *** ** ********** quantification ** the risks ** *** project *********** ** **** *** ******** ****** **** *** shown ** the ***** below 5 Risks Contingency ************************************************************************************* **** may ** ****** *** ** changes ** user **************** ******** to ***** ********************* **** ********** **** ***** over ********* ****** ************ ***** into projectSchedule7535JCOpen53Other *********** ****** **** ********* ** ***** ****** docs andTesting **** requiredAgree ***** **** otherDepartments8648JCOpen 6 Issues Impact(1-10) Actionee DueDate/Status Action61Changestorequirementsrequestedbytheusersarecausingdelaysin ************************* ***** ************ **** *** **************** ****** schedule with some tasks but ****** ****** ** ***** up ******* affecting *** ********* ********************* ************* ***** ****** document wording from ************************* date with ***** ********** **** ******* are ********* for ******** ******* *************** resources *** ***** ********** with **** ************** Probability *** ****** Matrix **** ** *** ***** ********* ***** *** ** ** * **** *** *** ******* **** ** *** ** prioritizing risks ******** ***** *************** ****************************************************************************************************************************************** Funding ** **** ******* *** * *** ** ****** *********** for *** ** ** to add **** ******* to *** ******* **** ** ********* the ******* conveyance **** by *** ****** **** the first *** date Extra staffing **** ** ******** ***** ********* workers **** *** help *** ******* programmers ** **** *** ******** set due date ********** *** ******* ***** might ** ******** ** work ********** time with a ******** *** **** ** **** *** ******** *** *** date ***** ********* **** ******** ** ******** ** ***** the ********* ** ******** **** of *** $80K ****** ******* ******* ***** ** the ******* with * ******** *** **** to *** it to ********** for *** new target **** of June **** 2016 BibliographyRowitz L ****** Public ****** ********** Burlington *** ***** ***** ******** PublishersUsmani F **** conflict Resolutiontechniques ********* ******* ** **** **** ************************************** conflict-resolution-technique/Larson * ***** ******** F (2014) ******* *********** The ********** ******* **** *** *** **** NY:McGraw-HillWatson * * ********* * 2010) Effective project *********** *** *** ** Creating ***** Statements Retrieved ******** * **** from ************************************ ******** ****************************************************** **** ******** ***** ********* ******** * 2017 **** http://u Pland ********************************************* **** what is **** ******* ** project *********** ********* ***** * **** from ******************** project- ***************************** **** ************ project- ***************** * Gray * ******** 2013) ******* *********** *** ********** Process *** ******* [MBS **************** **** ******* ******* ********** Retrieved March 1 **** **** file:///C:/Users/BFT5697/Downloads/PM4DEV_ project_Quality_ ********************* * **** * ******** ***** ******* *********** *** Managerial ******* *** ******* **** *************** K **** How *********** ***** ********* March * 2017 **** ************************************************************************************* * **** *** ** ***** ******* ******* Through project ******** *** ********* ******* ******** ********* February * **** from *********** ****************************** ************************ ******** Planning-and-effective- *************************
