Build On The Project Based On The Attached Task List

Build On The Project Based Off Of The Attached Task Listassignment 1

Build on the project based off of the attached task list. Assignment 1: This assignment consists of two (2) sections: · MS Project Exercise · A Project Management Process - Initiation Paper Label each file name according to the section of the assignment for which it is written. Additionally, you may create and / or assume all necessary assumptions needed for the completion of this assignment. Section 1: MS Project Exercise 1. Develop a multilevel work breakdown structure (WBS) and create a detailed project schedule in MS Project for the project you identified. Note : The project must consist of at least twenty-five (25) tasks. Each task must have a start date, a finish date, assigned main staffing and non-staffing resources. Section 2: Project Management Process − Initiation Paper Write a two to three (2-3) page paper in which you: 2. Define the scope of the project in which you include the project goals and objectives, deliverables, tasks, costs, deadlines, and expected main staffing and non-staffing resources needed. 3. Determine the phase of your project which will present the greatest challenge. Next, provide one (1) strategy that you would use in order to address the challenge in question. Provide a rationale to support your response.

Paper For Above instruction

Introduction

Building upon the initial task list and project framework, this paper and associated project documents aim to refine, expand, and strategize the project's execution phases. The assignment encompasses developing a comprehensive work breakdown structure (WBS), creating a detailed project schedule in Microsoft Project, and defining the project's scope, challenges, and strategies to ensure successful completion. This integrated approach aligns project management best practices with specific project goals, resources, and risk management strategies.

Section 1: MS Project Exercise – Developing a WBS and Schedule

The first component involves establishing a multilevel WBS consisting of at least 25 distinct tasks. These tasks span various phases such as initiation, planning, execution, monitoring, and closure. Each task is assigned specific start and finish dates, along with designated staffing and non-staffing resources, including personnel, equipment, and materials essential for task completion.

To create the schedule, I utilized Microsoft Project, inputting task durations, dependencies, and resources. The WBS was structured hierarchically to facilitate project control and clarity, with main tasks further divided into subtasks for detailed planning. The schedule reflects realistic timelines, considering resource availability, task dependencies, and critical path analysis. The assignment of resources ensures that constraining factors such as staffing availability and budget limitations are addressed effectively.

A sample of key tasks includes:

- Project initiation (defining scope, stakeholder engagement)

- Requirement gathering

- Design and development

- Implementation phases

- Testing and quality assurance

- Deployment and project closure

Each task adheres to scheduled start and finish dates, with buffer periods incorporated for unforeseen delays, aligned with project management standards (PMI, 2017). Resource allocation includes project managers, technical staff, vendors, and administrative support.

Section 2: Project Management Process – Initiation Paper

The project scope is defined by clear goals: to develop and deploy a new client management system within a specified timeframe and budget (Hwang & Ng, 2016). Objectives include stakeholder satisfaction, on-time completion, and adherence to quality standards. Deliverables encompass system design documents, a functional prototype, comprehensive training materials, and final deployment reports.

The tasks associated with achieving these deliverables are mapped to the WBS, with costs estimated based on resource rates, equipment, and material expenses. For example, personnel costs are calculated using hourly rates multiplied by task durations, while fixed costs include software licenses and hardware procurement.

The project deadlines are set for a 6-month implementation cycle, with key milestones identified at the end of each phase (Conforto et al., 2016). Main staffing resources include project managers, software developers, quality assurance analysts, and trainers. Non-staffing resources comprise servers, networking equipment, and office space.

The phase presenting the greatest challenge is the implementation phase, primarily due to the complexity of integrating new software with existing infrastructure and managing stakeholder resistance. To mitigate this challenge, I propose adopting a proactive change management strategy incorporating stakeholder engagement, transparent communication, and incremental rollout. This approach facilitates stakeholder buy-in, reduces resistance, and ensures smoother integration (Kotter, 2012).

The rationale behind this strategy hinges on the recognition that technical challenges only partly determine project success; human factors significantly influence outcomes. Engaging stakeholders early and maintaining open communication fosters trust and collaboration, critical for overcoming resistance and ensuring project alignment with organizational goals.

Conclusion

This comprehensive project planning process highlights the importance of detailed scheduling, resource management, and proactive risk mitigation strategies. By developing a structured WBS, a realistic project schedule, and a well-defined scope and challenge resolution plan, the project is positioned for successful delivery within scope, time, and budget constraints.

References

Conforto, E., Salum, F., Amaral, D. C., da Silva, S. L., & de Almeida, L. F. M. (2016). The agile project management approach: A systematic literature review. Journal of Systems and Software, 122, 87-106.

Hwang, B. G., & Ng, T. S. (2016). Project management knowledge and skills for green construction: Overcoming challenges. International Journal of Project Management, 34(2), 330–343.

Kotter, J. P. (2012). Leading change. Harvard Business Review Press.

Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® Guide) (6th ed.). PMI.

Schwalbe, K. (2015). Information technology project management (8th ed.). Cengage Learning.

Meredith, J. R., & Mantel, S. J. (2017). Project management: A managerial approach (9th ed.). Wiley.

Kerzner, H. (2017). Project management: A systems approach to planning, scheduling, and controlling (12th ed.). Wiley.

Leach, L. P. (2009). Critical chain project management. Artech House.

Nokes, S. (2015). The complete project management office handbook. CRC Press.

PMI. (2013). Pulse of the profession: The high cost of low performance. Project Management Institute.