New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
project management
An Introduction To Project Management. 5th Edition Kathy Schwalbe - Solutions
Performing configuration management activities, such as initiating, analyzing, authorizing, tracking, and reporting changes to requirements
Planning, tracking, and reporting requirements
controlling how requests for changes to the project scope statement will be processed
obtaining acceptance of the completed project deliverables
creating, maintaining, and approving the WBS
preparing a detailed project scope statement
References to other project planning documents
Budget information
Schedule information
Work to be performed
Management and technical processes
Project organization
Introduction/overview of the project
What gets measured gets managed
If you don’t know where you’re going, any road will take you there.
If you fail to plan, you plan to fail.
Create a scope statement and project documents updates to define project scope
Discuss different ways to collect project requirements, and prepare requirements documentation and a requirements traceability matrix
Explain the purpose and contents of a scope management plan and requirements management plan
Describe the four project scope management planning processes
Explain the purpose and contents of a team contract and a project management plan
Discuss the project integration management planning process
Describe the importance of creating plans to guide project execution, and list several planning processes and outputs for project integration and scope management
5. As a team, research two different project management methodologies(other than using the PMBOK® Guide), such as PRINCE2, RUP, Six Sigma, Agile, etc. Summarize your findings in a two- to three-page paper or a short presentation. Try to include examples of projects managed using each methodology
Create a scope statement and project documents updates to define project scopeapplicable pre-initiating and initiating tasks for that project. Be sure to work closely with your project sponsor to get the project off to a good start.
Discuss different ways to collect project requirements, and prepare requirements documentation and a requirements traceability matrix
Explain the purpose and contents of a scope management plan and requirements management plan
Describe the four project scope management planning processes
Explain the purpose and contents of a team contract and a project management plan
Discuss the project integration management planning process
4. Perform the initiating tasks for one of the case studies provided in Appendix C. If you are working on a real team project, perform the• Describe the importance of creating plans to guide project execution, and list several planning processes and outputs for project integration and scope
3. Using the information you developed in Team Project 1 or 2, role-play the kick-off meeting for this project. Follow the sample agenda provided in this chapter.
2. You are part of a team in charge of a project to help people in your company (500 people) lose weight. This project is part of a competition, and the top “losers” will be featured in a popular television show. Assume that you have six months to complete the project and a budget of $10,000.
1. Your organization has decided to initiate a project to raise money for an important charity. Assume that there are 1,000 people in your organization. Use the pre-initiating tasks described in this chapter to develop a strategy for how to proceed. Be creative in describing your organization; the
6. Watch the videos about Scrum and kanban described in the Video Highlights feature in this chapter. Summarize your findings in a short paper or presentation.
5. Watch the videos called “How to Kickoff a Project” and “Starting a New Project” from www.projectmanager.com. Also search for examples of good and bad kickoff meetings. Summarize key points in these videos and your opinion of them in a short paper or presentation.
4. Review the project charter for the Just-In-Time Training project. How does this document help clarify what work will be done on the project? Is the success criteria clear for this project? What questions do you have about the scope of the project? Write a one-page paper or prepare a short
3. Search the Internet for “project charter.” Find at least three good references that describe project charters. Write a one-page paper or prepare a short presentation summarizing your findings.
2. Review the business case for the Just-In-Time Training project. Do you think there is solid business justification for doing this project?Why or why not? What parts of the business case do you think could be stronger? How? Rewrite a section that you believe can be improved. Write a one-page
1. Find an example of a large project that took more than a year to complete, such as a major construction project. You can ask people at your college, university, or work about a recent project, such as a major fundraising campaign, information systems installation, or building project. You can
7. Discuss the process for holding a project kick-off meeting. Who should attend? What key topics should be on the agenda?
6. Why should projects have a project charter? What is the main information included in a project charter?
5. What is the main purpose of developing a stakeholder management plan? What information in it might be sensitive and kept confidential?
4. Describe the purpose of a business case and its main contents
3. What pre-initiating tasks were performed for the Just-In-Time Training project? Does it make sense to do these tasks? What are the main initiating tasks?
2. Why is it helpful to follow a project management methodology? What do you think about agile project management?
1. Briefly describe what happens in each of the five project management process groups (initiating, planning, executing, monitoring and controlling, and closing). On which process should team members spend the most time? Why?
Holding a kick-off meeting
Creating the project charter
Identifying stakeholders
Determining if the project should be divided into two or more smaller projects The main processes normally involved in project initiation are the following:
Meeting with the project manager to review the process and expectations for managing the project
Developing a business case for the project, if required
Selecting the project manager
Identifying the project sponsor
Determining the scope, time, and cost constraints for the project
A section to document the date and time of the next meeting
A section for documenting action items, who they are assigned to, and when each person will complete the action
Agenda (lists in order the topics to be discussed)
Meeting objective
A comments section in which stakeholders can provide important comments related to the project
A sign-off section for signatures of key project stakeholders
A roles and responsibilities matrix
A summary of the planned approach for managing the project, which should describe stakeholder needs and expectations, important assumptions and constraints, and should refer to related documents, such as a communications management plan, as available
Project success criteria, including project approval requirements and who signs off on the project
A brief description of the project objectives, including the business need or other justification for authorizing the project
A summary of the project’s estimated cost and budget allocation
A summary schedule or timeline, including the planned start and finish dates; if a summary milestone schedule is available, it should also be included or referenced
The project manager’s name and contact information
Stakeholder classification: Internal/external, supporter/resistor, etc
Assessment information: The stakeholders’ major requirements and expectations, potential influences, phases of the project where there is the most interest
Identification information: The stakeholders’ names, positions, locations, roles in the project, and contact information
External project stakeholders include the project’s customers (if they are external to the organization), competitors, suppliers, and other external groups that are potentially involved in or affectedby the project, such as government officials and concerned citizens.
Internal project stakeholders generally include the project sponsor, project team, support staff, and internal customers for the project. Other internal stakeholders include top management, other functional managers, and other project managers. Because organizations have limited resources, projects
Determine if the project should be divided into two or more smaller projects
Meet with the project manager to review the process and expectations for managing the project
Develop a business case for the project, if required
Select the project manager
Identify the project sponsor
Determine the scope, time, and cost constraints for the project
Develop and provide a formal career path for project managers
Develop or coordinate training in various project management topics
Develop and maintain templates, tools, standards, and methodologies
Research, develop, and share best practices in project management
Collect, organize, and integrate project data for the entire organization
As the next sprint begins, the team chooses another chunk of the product backlog and begins working again.
The sprint ends with a sprint review and retrospective.
At the end of the sprint, the work should be potentially shippable:ready to hand to a customer, put on a store shelf, or show to a stakeholder.
Along the way, the ScrumMaster keeps the team focused on its goal.
The team has a certain amount of time — a sprint (usually two to four weeks) — to complete its work, but it meets each day to assess its progress (daily Scrum).
During sprint planning, the team pulls a small chunk from the top of that wish list, a sprint backlog, and decides how to implement those pieces.
A product owner creates a prioritized wish list called a product backlog.
Organizations that follow good project management methodologies have lower direct costs of project management (6−7 percent) than those that do not (11−20 percent).
Project management maturity is strongly correlated with more predictable project schedule and cost performance.
Organizations with more mature project management practices have better project performance, which result in projects being completed on time and within budget much more often than most projects.
Close project or phase (during the closing process group).
Monitor and control project work and perform integrated change control (during the monitoring and controlling process group).
Direct and manage project work (during the executing process group).
Develop project management plan (during the planning process group).
Develop project charter (during the initiating process group).
Showing 1700 - 1800
of 5801
First
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Last
Step by Step Answers
Get 50% OFF
Claim Now
