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PROJ 600 Project Management Capstone – All 7 Weeks Discussions

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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 587 Advanced Program Management Course Project

http://www.devryonlinehelp.com/product/proj-598-contract-and-procurement-management-complete-course-all-weeks-material/

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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 Final Exam 2

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Robert Conner'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 586 Huntsville Course Project

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Robert Conner's insight:

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 598 Week 8 Final Exam

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Robert Conner'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 Advanced Program Management Course Project

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PROJ 587 Advanced Program Management Course Project

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PROJ 587 Entire Course

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Robert Conner'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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