Expert answer:project schedule
Expert answer:Develop Project ScheduleProject Schedule: Establish a project baseline at this time, define the tasks, start and finish dates, durations, predecessors (sequence of activities), resource names, and possibly cost. Project schedule should account for all of the activities that must happen. It must not be less than 30–50 activities and sub activities. Tips: Start by looking at the WBS activities that you defined last week. Think about how you could decompose your work packages into activities and subactivities to complete this coffee house project. You should use all of the project artifacts (deliverables) you produced so far and the given project scenario to identify all of the activities that are needed.You should be able to come up with 30–100 activities easily for your schedule baseline. Once those activities have been identified, finish your schedule by plugging in start and finish dates, durations, predecessor relationships, and adding cost and resource names. Resource names and cost can be added in the main summary page or directly in the resource sheet. Your project name must go in the first row, and all other activates should be indented under it. You should link all activities to summary tasks and subactivities to the main activity. You may make assumptions for any of this work, and estimates do not need to be real. You should save the finished project file as: “Week 3 deliverable_your name.”
stakeholder_register.xls
stakeholder_analysis.docx
project_charter_v.docx
project_charter_sow_template_.docx
Unformatted Attachment Preview
STAKEHOLDER REGISTER
Project Name: construction of engineering complex
Project Objective: create an engineering platform
Prepared by:
Sumitted to:
ID
Name
Organization
Role
0 John Doe
Title
Financier
construction
human resource human resource jerry@gmail.com
manger
cordinator
project
melissa@gmail.com
cordinator
team controller project team
mikeg@mail.com
manger
construction
Mellissa grant
team
management
Manager
Contact
Information
000-000-0000
john@doe.com
Finance
Jerry Lawson
Mike green
Project Manager: joe
Project Sponsor: john doe
Date Prepared: 11/22/2017
nager: joe
nsor: john doe
red: 11/22/2017
Communication
Types
Internal Status
Meetings
Communication
Stake In
Influence
Vehicles
Project
E-Mail
Has low interest in the High
project but has the
responsibility of
funding the project. Is
phone call
high interest in the projecthigh
to manage the team
Internal Status
Meetings
direct
phone call
communication
high in cordinating everything
High that occurs within the project
dierct
face to face communication
communication
high interest from projecthigh
start to the finish
Perspective Regarding
Project
Neutral
Comments
quality must be maintained
the project must be delievered on time
everything msut work as expected.
1
Running Head: STAKEHOLDER ANALYSIS
Project Management Processes in Organizations
Stakeholder Analysis
2
Running Head: STAKEHOLDER ANALYSIS
Stakeholder Analysis
Joe is the project leader. Joe works as the project director. The key responsibility of Joe is
ensuring that every aspect of the project is delivered to the end. Second is communicating with
the stakeholders and informing them of the project development process. The third is getting the
project goals which the team must deliver within a specified time. Joe position in the company is
the company manager. It is an internal job of overseeing everything within the organization. Joe
level of influence within the organization is very high. The level of influence on the project is
high as any decision that is made must come from Joe perspective. Joe makes an important
decision concerning the project. With this in mind, any decision that Joe makes has the weight
that it carries. The decision can compromise the project, or it can be essential for the final
delivery.
Jerry Lawson is the human resource manager within the project. Jerry role is to oversee
the human resources within the project. Jerry has to make sure that the team is working with the
emphasis on getting the project to the end. Jerry has to deal with any complaint from the project
team. Jerry is also involved in setting the wages and the compensation structure which is used by
the team. The position is part of the internal organization system. Jerry influence to the project is
very high. Jerry makes an important decision concerning all the employees who work within the
company. With this, any decision jerry makes high level effects on the project delivery plan.
Mellissa grant is the project coordinator. Melissa acts as the subset to the project
manager. In this case, if the project manager is not present then Mellissa takes over the
leadership of the project. The second role keeping the project and all the related operations
running smoothly without having any problem at the end. Melisa is also involved in the
3
Running Head: STAKEHOLDER ANALYSIS
coordination of the activities, resources and any information. Melissa role within the
organization is an external role. Mellissa level of influence on the project is very high. Project
success is dependent on the way Melissa works and coordinates different activities. As a
coordinator, Mellissa is always on the ground making sure that every aspect of the project is
delivered on time.
Mike Green is the project team manager and also the logistics operator. Mike role is
acting as a link between the team and the project management. The second mike makes sure that
all the materials which are needed on the course of the project are delivered. The third mike
works closely with the project manager in developing the plan which should be used to make
sure that the project is delivered by the end. Fourth is the fact that mike must work to keep the
team motivated. Mike hold an external role in the company. Mike influence on the project is very
high. Mike role might seem limited, but it is mike who hold the delivery of the project.
Running head: PROJECT CHARTER
1
PROJECT CHARTER
Project Management Processes in Organizations
Professor Bunch
Vivek Thangella
November 29, 2017
Author Note
Information and data is gathered from the company clients’ stakeholder register and
analysis
PROJECT CHARTER
2
Table of Contents
Abstract ………………………………………………………………………………………………………………. 3
PROJECT CHARTER ………………………………………………………………………………………….. 4
Mission/ Purpose………………………………………………………………………………………………. 4
Objectives ……………………………………………………………………………………………………….. 7
The project is needed because of research and application projects of the Engineering
students and work members. Thus bringing up more and more engineers to the society. There is
actually no business beneficial interests in this project since it is purely on education purposes. . 7
What are the major limiting factors that affect the project? What 8–10 rules, regulations,
requirements, laws, processes, or procedures are you bound by on this project?……………………… 9
References …………………………………………………………………………………………………………. 14
PROJECT CHARTER
3
Abstract
Project management is the application of knowledge, skills, tools and techniques to project
activities to meet project requirements.
Project management is accomplished through the application and integration of the 42 logically
grouped project management processes comprising the 5 Process Groups. These 5 Process
Groups are
Initiating
Planning
Executing
Monitoring and Controlling, and
Closing.
Keywords: project management, costs,PMBOK
PROJECT CHARTER
4
PROJECT CHARTER
Project Name
CONSTRUCTION OF ENGENEERING
Project
Number
001
COMPLEX
Project Team
JOE,JOHN DOE,JERRY
Prioritization
high priority
Start Date:
11/22/2017
Scheduled
3/1/2018
LAWSON,MELISSA GRANT AND MIKE
GREEN
Owner(s)
JOHN DOE
Completion
Date:
Mission/
The aim of the project is to create an engineering platform.
Purpose
SOW: Project
The project is based on building of a modern engineering complex.
Description
On which the Engineering Complex will help the community by enabling
and Project
employment and also greatly support skills acquiring in students and
Product
scholars. At a high level completion of the job by a project manager if one
isn’t already selected to work on the task itself. With a project manager you
PROJECT CHARTER
5
can get someone experienced to work with the project to make sure it’s on
time and on budget.
Joe is the project leader. Joe works as the project director. The key
responsibility of Joe is ensuring that every aspect of the project is delivered
to the end. Second is communicating with the stakeholders and informing
them of the project development process. The third is getting the project
goals which the team must deliver within a specified time. Joe position in the
company is the company manager. It is an internal job of overseeing
everything within the organization. Joe level of influence within the
organization is very high. The level of influence on the project is high as any
decision that is made must come from Joe perspective. Joe makes an
important decision concerning the project. With this in mind, any decision
that Joe makes has the weight that it carries. The decision can compromise
the project, or it can be essential for the final delivery.
Jerry Lawson is the human resource manager within the project.
Jerry role is to oversee the human resources within the project. Jerry has to
make sure that the team is working with the emphasis on getting the project
to the end. Jerry has to deal with any complaint from the project team. Jerry
is also involved in setting the wages and the compensation structure which is
used by the team. The position is part of the internal organization system.
Jerry influence to the project is very high. Jerry makes an important decision
PROJECT CHARTER
6
concerning all the employees who work within the company. With this, any
decision jerry makes high level effects on the project delivery plan.
Mellissa grant is the project coordinator. Melissa acts as the subset to
the project manager. In this case, if the project manager is not present then
Mellissa takes over the leadership of the project. The second role keeping the
project and all the related operations running smoothly without having any
problem at the end. Melisa is also involved in the coordination of the
activities, resources and any information. Melissa role within the
organization is an external role. Mellissa level of influence on the project is
very high. Project success is dependent on the way Melissa works and
coordinates different activities. As a coordinator, Mellissa is always on the
ground making sure that every aspect of the project is delivered on time.
Mike Green is the project team manager and also the logistics
operator. Mike role is acting as a link between the team and the project
management. The second mike makes sure that all the materials which are
needed on the course of the project are delivered. The third mike works
closely with the project manager in developing the plan which should be
used to make sure that the project is delivered by the end. Fourth is the fact
that mike must work to keep the team motivated. Mike hold an external role
in the company. Mike influence on the project is very high. Mike role might
seem limited, but it is mike who hold the delivery of the project.
PROJECT CHARTER
Objectives
7
This project is designed to meet objectives like creating engineering
platform for all engineers and aspiring engineers and also to cut cost for
proper balance of resources. Cut of costs and ensuring of delivery of quality
work. The costs in this case is going to be cut by 25 to 35%
Business Need
The project is needed because of research and application
projects of the Engineering students and work members. Thus bringing
up more and more engineers to the society. There is actually no business
beneficial interests in this project since it is purely on education
purposes.
Milestones
What are the key milestone dates associated with the project?
Milestones may show the completion of a set of major deliverables or
phases. List at least 10 milestones and provide estimated end dates for each.
Milestones must have associated dates.
Budget
Project estimate is close to $7000000
PROJECT CHARTER
8
Estimated Labor
100000
Estimated Materials
300000
Estimated Contractors
100000
Estimated Equipment and
150000
Facilities
Estimated Travel
Total Estimated Cost
User Acceptance
1. Ineffective decision making in managing changes
Criteria
Organization quality
2. Project schedules with unachievable delivery dates
Process quality
3. Excessive ‘scope creep’
Product quality
5000
700000
PROJECT CHARTER
9
4. Ineffective coordination with subcontractors and suppliers
Organization quality
5. Ineffective control and communication over progress, and
concealment of project status until it is too late
Process quality.
What are the assumptions on which the project is based?
High-Level
Project
PERFECTION OF THE PROJECT. What 7–10 Understanding of the risk,
Assumptions
data available about the risk, quality of the risk, reliability and integrity of the
data
High-Level
What are the major limiting factors that affect the project? What
Project
8–10 rules, regulations, requirements, laws, processes, or procedures are
Constraints
you bound by on this project?
Exclusions and
Boundaries
What are the boundaries of the project? Out sourcing of resources To
ensure that your project scope is properly constrained, identify 8–10 things
PROJECT CHARTER
10
that will be excluded from the project plans. What items will be not be
included in the project? The items that will not b
Major Risks
What are the major risks affecting the project? List a minimum of 7 to
10 risks. These risks must occur during the project, not after the project
finishes or before the project starts. The risks defined should be directly
associated with the project implementation.
PROJECT CHARTER
11
Work Breakdown Structure
Project: Remodel Laboratory Room
– 1.0 Project Management
– 2.0 Structural Work
•
2.1 Frame walls and door
•
2.2 Install wallboard and tape/sand
•
2.3 Install egress window
– 3.0 Electrical Work
•
3.1 Install additional circuit
– 3.1.1 Upgrade electrical service
– 3.1.2 Install separate circuit for computer and lighting
•
3.2 Run wiring
•
3.3 Install outlets and ceiling lights
– 3.4.1 Install GFI outlets
– 3.4.2 Install track lighting opposite window
– 3.4.3 Test
– 4.0 Paint Room
– 5.0 Lay Carpet
_____________________________________________________________________
KEY STAKEHOLDERS
JOE,JOHN DOE,JERRY LAWSON,MELISSA GRANT AND
MIKE GREEN
PROJECT CHARTER
12
Project Core Team
John Doe
Subject Matter
Experts (SMEs)
(What resources will
Foreman, site over seer and accountant
you need with
special expertise?)
APPROVALS
Type Name
Signature
Project Manager Approval
Date
11/30/20
F.N
17
Customer/Sponsor Approval
B.M.M
3/1/2018
PROJECT CHARTER
13
PROJECT CHARTER
14
References
Hallinger, P., & ERIC Clearinghouse on Educational Management. (1999). Charter schools:
Problem-Based Learning Project. Eugene, OR: ERIC Clearinghouse on Educational
Management, University of Oregon.
Inter-American Juridical Committee. Pan American Union., & International American
Conference. (1948). Project of Inter-American charter of social guarantees. Washington:
Pan American Union.
Project Charter
Project
Name
Project
Team
Owner(s)
Project
Number
Prioritization
Start Date:
Scheduled
Completion
Date:
NOTE: Remove this note and all instructions in the template for a business professional
document.
Mission/
Purpose
What is your project going to accomplish? How does this project
relate to overall strategic goals and objectives of the company? Is it
part of a program or larger project?
SOW: Project
Description
and Project
Product
What will this project create? What are the outcome products being
created with this project? At a high level, how do you plan on
completing the work required for this project? List at least five highlevel deliverables (outputs) that will be generated from the execution
of this project. This section will help to prepare for your project scope
and WBS later in the course.
The SOW must contain an appropriate level of detail so all parties clearly understand what
work is required, the duration of the work involved, what the deliverables are, and what is
acceptable. This section should provide a general description of the project as well as
highlight the project’s background and what is to be gained by the project. As the SOW
often accompanies a request for proposal (RFP), the SOW introduction and background is
necessary for bidding vendors to familiarize their organizations with the project.
Objectives
What objective is this project designed to meet? List a high-level
objective statement for the overall project and at least three to five
goals required to meet this objective. These must be measurable. For
example, if an objective of the project is the cut cost, then by how
much will costs be cut?
Business
Need
Why should we do this project? What will be gained, changed, or
modified? Is there a financial or business reason to do this project?
Project Charter
Explain, in detail, how this project will be beneficial to the project
owner.
Milestones
What are the key milestone dates associated with the project?
Milestones may show the completion of a set of major deliverables or
phases. List at least 10 milestones and provide estimated end dates
for each. Milestones must have associated dates.
Budget
What is the estimated budget for this project? Do not research your
project cost; this is an estimate. This does not need to be close to
your project’s actual costs when your project planning is complete in
Week 6. This is an order of magnitude estimate.
Estimated Labor
Estimated Materials
Estimated Contractors
Estimated Equipment and
Facilities
Estimated Travel
Total Estimated Cost
User Acceptance
Criteria
High-Level
Project
Assumptions
What are the minimum success criteria as defined by the key
stakeholders? How will you monitor and measure the project
quality? How will the project owners determine if the project is a
success or not? These must be detailed and measureable.
What are the assumptions on which the project is based? What 7–10
statements do you believe to be true or will become true about the
project during project execution but cannot be sure at this time?
Project Charter
High-Level
Project
Constraints
What are the major limiting factors that affect the project? What 8–10
rules, regulations, requirements, laws, processes, or procedures are
you bound by on this project?
Exclusions
and
Boundaries
What are the boundaries of the project? To ensure that your project
scope is properly constrained, identify 8–10 things that will be excluded
from the project plans. What items will be not be included in the
project?
Major Risks
What are the major risks affecting the project? List a minimum of 7 to
10 risks. These risks must occur during the project, not after the
project finishes or before the project starts. The risks defined should
be directly associated with the project implementation.
Project Charter
Work Breakdown Structure The PMBOK defines the WBS as “a deliverable-oriented
hierarchical decomposition of the work to be executed by the project team to
accomplish the project objectives and create the required deliverables”. So your WBS
should start by outlining those major deliverables you outlined in your SOW or in your
scope document, if one has been developed. The lowest level of your WBS is called a
work-package. Please review your textbook and the PMBOK on ways you can create
your WBS. You should keep your WBS here at a very high-level. Here is a simple
example of a WBS.
Project: Remodel Basement Room
– 1.0 Project Management
– 2.0 Structural Work
•
2.1 Frame walls and door
•
2.2 Install wallboard and tape/sand
•
2.3 Install egress window
– 3.0 Electrical Work
•
3.1 Install additional circuit
– 3.1.1 Upgrade electrical service
– 3.1.2 Install separate circuit for computer and lighting
•
3.2 Run wiring
•
3.3 Install outlets and ceiling lights
– 3.4.1 Install GFI outlets
– 3.4.2 Install track lighting opposite window
– 3.4.3 Test
– 4.0 Paint Room
– 5.0 Lay Carpet
_____________________________________________________________________
KEY STAKEHOLDERS
Project Charter
Project Core
Team
Subject Matter
Experts (SMEs)
(What resources
will you need with
special expertise?)
Type Name
Project Manager Approval
Customer/Sponsor Approval
APPROVALS
Signature
Date
…
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