BADM 633 University of the Cumberlands Project Management & Compression Paper Task-1(650+words min) Reflect on the assigned readings for task-1 from ppt(a

BADM 633 University of the Cumberlands Project Management & Compression Paper Task-1(650+words min)

Reflect on the assigned readings for task-1 from ppt(attached) and then type 650+ words min of what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding. Define and describe what you thought was worthy of your understanding in half a page, and then explain why you felt it was important, how you will use it, and/or how important it is in project planning.

TASK- 2 is Problem Set (Min 5 page paper required for task-2 and cover all the below things)

Question I – Go online and find at least two sites with definitions of fast tracking and crashing a project schedule.

Prepare proper reference citations for the sites you located, using APA style.
In your own words, write definitions for project fast tracking and project crashing.
Consider the plan you prepared for the software system testing project in question 1 above. If you were informed by management that you must reduce the planned duration of the project by five days, describe how you, as a project manager, could crash or fast track this project. Be specific in identifying exactly what could be changed in the project plan for each option.
(continuation of question 2.3) If the request to speed up the project occurs after day 25 of the original schedule, what is the only option available?

Question II – Go online and research the difference between total slack and free slack.

Prepare proper reference citations for the sites you located, using APA style.
Write definitions of total slack and free slack in your own words.
Why would the distinction between different forms of slack be important to a project manager

Textbook Information

Watt, A. (2019). Project Management, 2nd Edition. BCcampus Open Education.

https://opentextbc.ca/projectmanagement/ Framework for
Project Management
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Project Management
Chapter 4: Framework for Project Management
Framework for Project
Management
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Project Management as a profession
The Project Management Institute (PMI)
Project Management Knowledge Areas
Project Management Certifications
Scrum development
The Project Management Office
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Project Management
Chapter 4: Framework for Project Management
Project Management as a
Profession
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Body of knowledge
Standards
Professional organizations
Currently, anyone can call him or herself a project
manager
• Unresolved issue: to what extent can an expert PM
move from one industry to another?
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Project Management
Chapter 4: Framework for Project Management
Project Management
Standards
• Standards organizations
• PMI
• Project Management Institute: http://www.pmi.org/
• CAPM, PMP and other professional standards
• IPMA
• International Project Management Association: http://ipma.ch/
• Several certifications
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Project Management
Chapter 4: Framework for Project Management
Project Management Institute
(PMI)
• Established in 1969
• Certifications: most popular is PMP
• Also offer CAPM, for novice PMs, and several specialized
certifications
• Currently over 590,000 PMPs in the world
• Have published the Project Management Body of
Knowledge or PMBOK, now in its 5th edition.
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Project Management
Chapter 4: Framework for Project Management
Project Management
Professional (PMP)
• Requirements:
• 5 years of project management experience
• pass a rigorous exam
• maintain ongoing professional development
• Currently over 590,000 PMPs in the world
• The CAPM or Certified Associate in Project
Management only requires an exam and is considered
to be a step along the way to a PMP
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Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas
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Managing Integration
Managing Scope
Managing Time/Schedule
Managing Costs
Managing Quality
Managing Human Resources
. . . continued on next slide
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Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas
(continued)
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Managing Communication
Managing Risks
Managing Procurement
Managing Stakeholders
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Project Management
Chapter 4: Framework for Project Management
Project Integration
• Very active during the startup
• Coordinates all activities in all other knowledge areas
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Project Management
Chapter 4: Framework for Project Management
Project Scope
• Scope generally defines what the project is all about
• Forms the basis of agreement between the project
SPONSOR and the project team
• Changes in the scope may be proposed at any time
during a project, but should follow a clearly defined
approval process
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Project Management
Chapter 4: Framework for Project Management
Scope Statement
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Description of the scope
Acceptance criteria
Deliverables
Exclusions
Constraints
Assumptions
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Project Management
Chapter 4: Framework for Project Management
Scope and the WBS
• A Work breakdown structure or WBS is the breakdown
of the deliverables into manageable units of work.
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Project Management
Chapter 4: Framework for Project Management
Schedule and Time
Management
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Based on the units of work defined by the WBS
Resources required are identified
Time durations are estimated
Dependencies are identified (such as, what task must
be completed before another task can begin)
• And a schedule can be created
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Project Management
Chapter 4: Framework for Project Management
Schedule and Time
Management
• Several methods are available—details in a later
chapter
• Software is frequently used to assist with managing the
time schedule
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Project Management
Chapter 4: Framework for Project Management
Project Costs
• Develop a budget
• Several methods can be used to estimate
• Plan for the cash flow
• Track the expenditures
• Explain deviations and make adjustments where
required
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Project Management
Chapter 4: Framework for Project Management
Project Quality
• Quality plan defines
• The quality standards
• The methods that will be used to achieve the standards
• The methods that will be used to measure the standards
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Project Management
Chapter 4: Framework for Project Management
Human Resources
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Identification of HR requirements
Selection of project team
Development of project team
Motivation and management of the project team
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Project Management
Chapter 4: Framework for Project Management
Communication
• Communication includes within the team and with
others outside the team
• The project should have a communication plan
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Who needs to be communicated with
What methods will be used
What frequency
Who within the project will be responsible
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Project Management
Chapter 4: Framework for Project Management
Risk
• Risk represents the likelihood of the occurrence of an
event that will negatively or positively impact the
achievement of the project goals
• Processes:
• Identify risks
• Analyze risks
• Manage risks
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Project Management
Chapter 4: Framework for Project Management
Procurement
• Contracting to obtain supplies or services required to
carry out the project
• May be extremely complex
• Time schedules can be crucial
• On complex projects, almost always involves additional
experts such as lawyers
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Project Management
Chapter 4: Framework for Project Management
Stakeholder Management
• Stakeholders are people or organizations who either
will be impacted by the project or who can impact the
project.
• Always include: project sponsor, project team
• May include: customers, suppliers, vendors, the public,
land owners, voters, other departments within the
organization, government, etc.
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Project Management
Chapter 4: Framework for Project Management
Stakeholder Management
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Major tool is the stakeholder register
Lists stakeholder, role, all communications
Updated regularly throughout the project
New stakeholders can appear at any time
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Project Management
Chapter 4: Framework for Project Management
PMI Process Groups
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Project Initiating
Project Planning
Project Executing
Project Monitoring and Controlling
Project Closing
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Project Management
Chapter 4: Framework for Project Management
Knowledge Areas (PMBOK 5)
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Project Management
Chapter 4: Framework for Project Management
Knowledge Areas (PMBOK 5)
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
• Known as an Agile method
• Used when requirements are difficult to define or
subject to rapid change
• Iterative approach
• Uses sprints or 2 to 4 week cycles
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
• Roles
• Product owner
• Scrum Master
• Development Team
• May include specialist roles such as developer, subject matter
expert
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
• Priorities: stories are either on the:
• Front burner (currently working on)
• Back burner (next up)
• Fridge (for later)
• Priorities are revisited before each new sprint
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Overview
• Daily stand-up meeting (short meeting with fixed
agenda)
• What was done yesterday
• What will be done today
• Are there any problems the scrum master must address, such
as resource issues out of the control of the team
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Project Management
Chapter 4: Framework for Project Management
Scrum Development Caveats
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Requires committed, mature developers
Major work must still be done up front
Needs commitment and involvement of Product Owner
Best for products that require frequent updates
Not so good for large, totally new products that will not
allow frequent updates after release
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Project Management
Chapter 4: Framework for Project Management
The Project Management
Office (PMO)
• Medium and large organizations
• Typical objectives
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Align projects with organizational objectives
Set standards for projects
Provide resources to project managers
Provide training and mentorship
Provide facilitation
Stay abreast of best practices in Project Management
Repository for project reports and lessons learned
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Creative Commons Attribution 3.0 Unported License (CC-BY).
Project Management
Chapter 4: Framework for Project Management
Framework for Project
Management
•
•
•
•
Project management as a profession
The Project Management Institute
Project Management Certifications: PMP, CAPM
PMBOK overview: ten knowledge areas; five process
groups
• Scrum methodology
• The Project Management Office
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Project Management
Chapter 4: Framework for Project Management
Questions?
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Chapter 4: Framework for Project Management

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