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PROJ 600 Project Management Capstone – All 7 Weeks Discussions

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Cindy Kaiser's insight:

Week 1 Team Charter – Project Team Charters

Week 2 Project Charter – Project Charters

Week 2 Project Charter – Project Feasibility Studies and Project Justification Methods

Week 3 Project Scope – Scope Statement

Week 3 Project Scope – Scope Statement—Stakeholder Analysis

Week 4 Project Plan – Estimating Methods

Week 4 Project Plan – RAM, RACI, and OBS

Week 5 Project Risk Management – Change Management

Week 5 Project Risk Management – Risk

Week 6 Managing and Controlling – Change Control

Week 6 Managing and Controlling – Monitoring and Controlling

Week 7 Monitoring and Controlling – Teamwork and Leadership

Week 7 Monitoring and Controlling – This Courses Takesaways

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PROJ 598 Contract and Procurement Management / Complete Course/ all weeks material

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Cindy Kaiser's insight:

All weeks discussions


Week 3 Quiz

Week 5 You Decide

Week 7 Negotiation Excercise

All three parts of course project

Week 8 Final Exam

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PROJ 587 Advanced Program Management Course Project

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PROJ 587 Advanced Program Management Course Project

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PROJ 586 Huntsville Course Project

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Project Background

Johann Seitz founded the SEITZ Corporation in 1984. The main products of the firm were small- to medium-sized plastic bottles and containers, used mainly in the food and dairy industries

As the company continues to grow, there are many projects that are identified and need to be prioritized based on the mission and strategic plan. The key elements of the strategic plan, ranked according to priority, with #1 being the top priority, are as follows:

#1. Double total sales within the next decade.
#2. Develop and market new products based on the company’s plastics experience.
#3. Reduce dependence on equipment suppliers.
#4. Reach first or second in regional market shares.
#5. Attain a national presence in the container industry.
#6. Increase productivity.

In January 2010, the board of directors of SEITZ Corporation decided to select an investment project that would best achieve the strategic goals in the next fiscal year. The project that was selected is the construction of a new plant in Huntsville, Alabama. Walter Seitz is the Project Sponsor. $2,750,000 has been budgeted for this effort, and it should begin by April 17, 2011 and should be fully operating by June 30, 2012.

For this project to be successful, the board expects the following deliverables to be in place:

Select resources such as: Architect, Real Estate Consultant, and General Contractor Recruit and Train Managers for Huntsville Plant Create a Pre-Production and Production Plan Create a Building Concept and Design Procure Building Site, Permits, and Appropriate Approvals Construct the Huntsville Plant Building Landscaping on Site Personnel Recruiting for Plant Operations Procure Equipment, Raw Material and Truck Fleet Install Equipment Create Product Distribution Plan and Pre-Production Plan Start Up Production and Distribution

This board does not expect the following items to be a part of this project:

Geothermal Heating Solar Powered Electric Feed Multi-Level Parking Garage In-House Food Court Construction of Separate Distribution Facility

To help launch this project, the preliminary project team consists of strong functional leaders. Steve Pokorski is the Vice President of Operations, and Joe Downs, is the Director of Plant Engineering. Rhonda Smith, the regional sales manager and her marketing director, Mary Doonan, have also been aligned to initiate this project.

Week

Deliverables

Week 1

Review course project Review MS Project tutorials

Week 2

Create Project Charter (15 points) Create Scope Statement (15 points) WBS (15 points)

Week 3

Create project schedule and align resources in MS Project (35 points) Answer Essay questions (40 points)

Week 4

Updated MS Project with Project cost (15 points) Answer Essay questions (30 points)

Week 5

Create Risk Matrix and Response Plans (15 points) Create Communication Plan & discuss (15 points) Create Meeting Agenda for Progress Meeting (15 points)

Week 6

Discuss Organizational Structures (20 points) Write a self reflection essay (20 points)

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PROJ 430 All Weeks Course Project on Customer Care Website Implementation

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Cindy Kaiser's insight:

PROJ 430 All Weeks Course Project on Customer Care Website Implementation

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PROJ 598 Week 8 Final Exam

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Cindy Kaiser's insight:

1. (TCO H) What is the maximum value of a verbal contract? (Points : 5)

$100
$200
$300
400
500

2. (TCO F) Which is not part of the award phase of the contract management process? (Points : 5)

Source selection
Contract negotiation
Contract formation
Contract administration
All of the above

3. (TCO D) What are two major types of authority applicable to a contract manager/project manager? Briefly explain each of these authorities. (Points : 16)

4. TCO A) Describe three techniques that build trust and a lasting partnership. Give an example for each technique and how it would impact an organization. (Points : 18)

5. (TCO B) Describe the seller’s pre-award stage of the contract management process. Give an example of the activity that takes place in each step. (Points : 16)

6. ((TCO E) Describe and explain some of the tools and techniques that should be used in source selection. For example, is negotiation the only effective tool for source selection or are there others?
a .Contract negotiation, weighing systems, screening systems, and independent estimates are all manners to select appropriate sources. Regardless of the source required, there should be a process to screen suppliers in a way to empirically select a source. This reduces personal bias and other factors from the process. Page 146 (Points : 16)

Page 2
1. (TCO C) Compare and contrast fixed price agreements with cost reimbursable agreements and with time and material agreements. Offer your opinion on which type of contract would best suit your organizational needs if you had to only select one type of agreement for all your suppliers and sub-contractors. (Points : 16)

2. (TCO F) What is source selection, and why is it important?(Points : 16)

3. TCO G) There are many misconceptions regarding global contract management. Describe three such misconceptions, and describe the reality of actual global contracts. (Points : 16)

4. (TCO H) One of the tools and techniques used in contract closeout or termination is compliance verification, briefly describe this tool. (Points : 16)

5. (TCO A) State and elaborate five actions to improve your use of contract incentives. (Points : 20)

6. (TCO C) Describe qualitative vs. quantitative evaluation criteria. (Points : 20)

Page 3

1. (TCO D) Performance-based contracts (PBC) contain five essential elements. (Points : 20)

2. (TCO E) It has been said that the side that does the most research and planning will often come out best in any negotiation? Do you agree with this statement? Do you disagree with this statement? Defend your position with examples and other information (Points : 20)

3. 3. (TCO F) What is an indefinite delivery indefinite quantity (IDIQ)? (Points : 20)

4. 4. TCO G) Describe and compare and contrast the buyer’s and seller’s post-award phase of the contract management process. Give an example for each step in the process for the buyer and for the seller. (Points : 20)

5. 5. (TCO H) Describe and explain the awakening phase in the evolution of a project management organization. Explain and defend why this phase is the most important of the process. Use examples to support your ideas. (Points : 20)

6. 6. (TCO B) What are the unique differences between cost plus incentive fee contracts and fixed price incentive contracts?(Points : 20)

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PROJ 587 Final Exam 2

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Cindy Kaiser's insight:

1. (TCO B) Some believe that a project management office (PMO) is nothing more than yet another level of management with the associated added cost and bureaucracy. Project Management experts tell us that this is a good thing. Which of these points of view is correct, and how do you (in your own words, though you may cite your readings to support your view as necessary) justify your conclusion? Remember that business thinks primarily in terms of dollars and benefit/cost ratios. (Points : 20)

2. (TCO B) One of the most traumatic decisions a project manager must sometimes make is to cancel a project. In an article titled “How to Fail In Project Management without Really Trying,” Business Horizons Reprint No. BH010, the following (whimsical but true) reasons that projects go out of control were identified:

1. Ignore the project environment, including stakeholders

2. Push a new technology to market too quickly

3. Don’t bother building fallback positions

4. When problems occur, shoot the one most visible

5. Let new ideas starve to death from inertia

6. Don’t bother conducting feasibility studies

7. Never admit a project is a failure

8. Over-manage project managers and their teams

9. Never, never conduct post-failure reviews

10. Never bother to understand project trade-offs

11. Allow political expediency and infighting to dictate crucial project decisions

12. Make sure the project is run by a weak leader

3. (TCO B) Your company has a PMO, and it has now decided to incorporate project portfolio management. Part 1: What is the difference between a PMO and a PPM? Part 2: Who should participate in implementing the PPM? (Points : 20)

4. (TCO E) Part 1: List the five levels of maturity in the Project Management Maturity Model (PMMM). Part 2: Describe each level and discuss whether each level can overlap with another level, and also define its level of risk. (Points : 20)

5. (TCO G) Part 1: What are the basic principles behind the AGILE process? Part 2: What is the PM’s role under the AGILE process? (Points : 20)

6. (TCO C) You have been hired to establish a PMO in your IT department. You will report directly to the CIO. You have been a member of a failed PMO. You understand why PMOs fail and what you will do to enhance the success of your PMO. Make sure to discuss at least four reasons that contribute to a failure and how you will overcome it. Also provide recommendations for assuring the success of a PMO implementation. (Points : 40)

7. (TCO D) Two of your best program managers are in a heated debate on the best way to resolve the situation to recover a project. Neither is willing to budge from his or her stand. What are some of the steps you will take to diffuse the situation? Explain your answers. In your answer, make sure you focus on the modes of conflict and conflict resolution. (Points : 40)

8. (TCO E) You have just been assigned to a program. Your team will be responsible for building a new financial system. You have just gone over the program charter and discovered that your program will have to integrate completely with another company’s customer service, network, marketing, legal, new development, procurement, and your own, IT.

The program must include a WEB-enabled customer interface that will allow for online bill paying, review, and changes. Your company does not currently have a corporate Web page. You know this will be new technology for your developers. Last of all, the implementation schedule for this program is very aggressive; you have 24 months from today to have the product up and running.

Fortunately, management is behind you 100% and willing to allow you to set up your team in any way you like. Let’s start with the organizational structure.

Would you recommend a pure project, matrix, or functional team? Why?

What are some important organizational considerations when forming the project team? What are the key advantages and disadvantages of your choice? (Points : 40)

9. (TCO F) Your company just finished delivering a software product to the client. In writing a summary report and checking a minor discrepancy, you uncover an error made by the testing team. It looks like an honest mistake. You realize that you could have caught it earlier had you checked out the discrepancy when it first appeared. You know enough about the software to understand that it will take approximately $30,000 to make the correction, making the project over budget and, of course, late. As designed now, there is the likelihood everything will perform successfully. If there would be a failure, with a remote possibility of patient injury, an investigation could reveal the obvious design error. How would you approach this problem from an ethical and code of conduct point of view? (Points : 40)

10. (TCO G) Critical Chain implementation requires a culture shift within an organization to make it successful. Part 1: Why is this statement true? Part 2: What about Critical Chain makes it unique from other scheduling techniques? Part 3: How does it address some of the “human nature” aspects of traditional project scheduling? (Points : 40)

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PROJ 587 Entire Course / Advanced Program Management / Graded A

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Cindy Kaiser's insight:

All weeks discussion questions


Week 3 and 6 Quiz

Week 5 UltraMAX Case Study

Week 8 Final Exam

Course Project

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PROJ 430 Week 1-7 All Checkpoints 100% Correct Answers

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Cindy Kaiser's insight:

1. Provide a synopsis of the Jones and Shephard case.

2. Highlight three enterprise management causes/considerations and three project management causes/considerations for the situation. Include what seemed to be missing.

3. Consider that you are the systems manager who is now responsible for redesigning the organizational structure. What areas need to be addressed for the transition and how will they benefit the company? How will you interact with the upper managers in the company? How do you make this a transition with the least impact on the employees and the customers?

4. How should the transition to a new project management operation be accomplished? Consider what the enterprise should need to know about project management and the new structure. How much time do you recommend for the transition to the matrix organizations? Be sure to include your rationale.

5. What other organizational changes should be made? How do you work with the manager of operations to gain his/her support for your organizational changes?

PROJ430 Week 2 Checkpoint The Trophy Project (Chapter 5, pp 264 – 266) 100% Correct Answers

1. Provide a synopsis of the Trophy Project case study. Highlight your observations about the project.

2. Did the project appear to be planned correctly? Why or why not? Relate your answers to the expected documents for proper project planning.

3. Citing evidence from the case, do you think functional management teams were committed to the project? What evidence do you have from the case study to substantiate your views?

4. Citing evidence from the case, do you think senior management managers were supportive and committed? What evidence do you have from the case study to substantiate your views?

5. What would you have done differently?

PROJ430 Week 3 Checkpoint Habitat for Humanity – Simulation

1. When the project first started, you were asked to order the tasks to build the WBS. How did you decide the order tasks should appear in for the WBS? In a typical project, how do you think a WBS should be created, and what stakeholders or team members should be involved?

2. What challenges did you face during the simulation, and what solutions did you propose? Indicate any research that you did In order to gain your own knowledge about remodeling a bathroom and how it helped you.

3. When faced with the challenges, what information did you use to make your decision, and what tradeoffs did you contemplate?

4. How did your decisions impact the project’s critical path? How was the critical path impacted as you tried different options?

5. Based on the simulation and on what we discussed this week in class, what additional information or resources would have helped you make better project decisions?

PROJ430 Week 4 Checkpoint The Reluctant Workers (Chapter 6, Page 294) 100% Correct Answers

Tim Aston had a normal expectation to be the “best project manager” in his new assignment. What seems to have caused him to change his outlook? What approaches would you take to improve communications between Tim and the team members?If you were in Tim’s position and were listening to his manager, Phil Davies, refer more than one time to the average age of the staff, what would be your reaction? How would you use this information to improve your working relationships with the staff?Tim seems positioned to respect the customer’s wishes to attend a test. How would you (as his manager) counsel him about honoring or rejecting that request? Support your answer with examples of managing customer relations.Phil Davies said, “…peoplethink that they come first and that the project is second.” What message is he really conveying? What does Tim seem to be missing in his next statement or reply?

PROJ430 Week 5 Checkpoint Crosby Manufacturing Corporation (Chapter 12, pp. 552 – 554) 100% Correct Answers

Livingston made some mistakes initially. Describe at least two of them and provide how you would handle the situations. How do you think the functional employees feel? Support how you might feel if you were in their position by citing points from the case study? Are there any other alternatives? Explain at least three alternatives. Explain your thoughts about the appointment of Tim Emary as project manager. Consider what is expected of a project manager and senior managers’ support for projects. How long do you think it should take to develop a detailed project schedule and why?Is a completion date in as short as 18 months realistic? Why or why not? Analyze this question using the information from Exhibit 12-2 (Typical schedule in months). Explain what other areas may suffer as time constraints increase.

PROJ430 Week 6 Checkpoint The Bathtub Period (Chapter 15, pp. 708 – 709) 100% Correct Answers

Should Jerry go to the General Manager? Why or why not? Think back to what is expected of a project manager and the project charter. Should the key people be supported on overhead? Why or why not? If this were a cost-plus program, would you consider approaching the customer with your problem in hopes of relief? Why or why not? If you were the customer of this cost-plus program, what would your response be for additional funds for the bathtub period, assuming cost overrun? Why or why not? Would your previous answer change if the program had the money available as a result of being under budget? Why or why not?How do you prevent this situation from recurring on all yearly follow-on contracts?

PROJ430 Week 7 Checkpoint 100% Correct Answers

Will project management work in all companies? Why or why not? Provide examples of companies or industries to support your answer. Consider a project in which all project planning is performed by a group. After all planning is completed, including the program plan and schedule, a project manager is selected. Is there anything wrong with this arrangement? The director of project management calls you into his office and informs you that one of your fellow project managers had a severe heart attack midway through a project. You will be taking over his project, which is well behind schedule and overrunning costs. The director of project management then “orders” you to complete the project within time and cost. How do you propose to do it? Where do you start? Should you shut down the project to re-plan it? Do cost overruns just happen, or are they caused? Once the functional manager and project manager agree on a project schedule, who is responsible for getting the work performed? Who is accountable for getting the work performed? Why the difference, if any?

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theresa hart's curator insight, October 29, 2015 2:34 AM

There are unnecessary layers, between director of ISD and project managers. Additional director position is unnecessary. 

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PROJ 430 Advanced Program Management / Complete Course / Graded A+

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Cindy Kaiser's insight:

All Weeks Dicussions

All Weeks Checkpoint

All Weeks Course Project

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