Heagney Chapters 9 And 10 Will Be Used To Guide Module ✓ Solved

Heagney Chapters 9 and 10 will be used to guide Modu

Heagney Chapters 9 and 10 will be used to guide Module 4 discussion. After actively reading and reflecting on the assigned module readings and videos, write an initial discussion post in three paragraphs that includes: (1) a summary of the key points of Heagney Chapters 9 and 10; (2) a substantial, original discussion of ONE of the "Key Points to Remember" (Heagney, pp. 124 or 139), using external sources as desired; and (3) a cross-reference of ONE "Key Points to Remember" to corresponding module material (videos, case studies, or PMBOK). Avoid plagiarism: quote appropriately and include a reference section.

Paper For Above Instructions

Summary of Heagney Chapters 9 and 10. Chapters 9 and 10 of Heagney emphasize the operational disciplines that translate project plans into controlled execution and measurable outcomes. Chapter 9 focuses on time and schedule management: defining activities, sequencing, estimating durations, developing the schedule, and using tools (Gantt charts, critical path method, and schedule compression techniques) to create and maintain a realistic timeline (Heagney, 2016). Attention is given to the importance of baselines, the monitoring of schedule variances, and corrective actions when slippages occur. Chapter 10 expands into cost management and control: estimating costs, establishing budgets, setting the cost baseline, and applying performance measurement such as Earned Value Management (EVM) to detect cost and schedule variances early (Heagney, 2016). Heagney underscores that planning artifacts—scope, schedule, and cost baselines—are only useful when paired with disciplined monitoring and disciplined change control. Together, these chapters stress proactive identification of deviations, transparent reporting to stakeholders, and the use of contingency and reserves for informed decision-making (Heagney, 2016; PMI, 2017).

Substantial discussion of one "Key Point to Remember": protecting the project baseline through formal change control. One salient Key Point to Remember (Heagney, p.139) concerns the necessity of protecting the project baseline via formal change control. Baselines for scope, schedule, and cost establish agreed-upon expectations; without formal mechanisms to manage changes, projects drift, accountability blurs, and performance measurement becomes meaningless (PMI, 2017). Formal change control provides a structured intake for proposed changes, a repeatable analysis process (impact on scope, time, cost, quality, and risk), and an authoritative decision point to accept, defer, or reject changes (Kerzner, 2017). Empirical studies and industry reports repeatedly link lack of disciplined change control to scope creep and project failure (Standish Group, 2015). Practically, robust change control balances flexibility with governance by: (1) documenting change requests; (2) conducting integrated impact assessments, including EVM forecasts where appropriate; (3) routing requests to a Change Control Board (CCB) or designated authority; and (4) updating baselines and communicating approved changes to all stakeholders (PMI, 2017; ISO, 2012). Implementing this practice reduces rework, preserves decision traceability, and enables accurate performance measurement (Heagney, 2016). Moreover, modern agile and hybrid approaches do not eliminate the need for change governance; they alter the cadence and mechanisms for authorizing scope evolution while still requiring transparency and prioritized decision-making (Schwalbe, 2015; Highsmith, 2013).

Cross-reference of the Key Point to module materials (PMBOK, videos, and case studies). The Heagney Key Point aligns directly with PMBOK’s Integrated Change Control process, which formalizes how proposed modifications are evaluated across cost, schedule, scope, quality, and risk before incorporation into baselines (PMI, 2017). Module videos that introduce “Top Terms Project Managers Use” and “Introduction to Project Management” reinforce that change control and baselines are foundational vocabulary and practice—project managers must “manage by exception” using baselines and only escalate approved deviations (PMI Learning, 2016). Case studies in the module and classic failures, such as those chronicled in the Standish Group CHAOS reports, illustrate how weak configuration and change control precipitate overruns and stakeholder dissatisfaction (Standish Group, 2015). Another instructive real-world example is the Mars Climate Orbiter loss where inadequate configuration control and communication of engineering units contributed to mission failure—highlighting that both technical and managerial change controls are essential (NASA, 1999). Therefore, protecting baselines with formal change control ties Heagney’s lessons to PMBOK standards and to the practical insights presented in accompanying videos and case studies; the convergence of these sources shows that rigorous, transparent change governance is consistently recommended to preserve traceability, maintain performance measurement integrity, and improve the probability of project success (Pinto, 2013; Kerzner, 2017).

References

• Heagney, D. (2016). Fundamentals of Project Management (5th ed.). AMACOM. (Referenced for chapters and Key Points to Remember.)
• Project Management Institute (PMI). (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition. PMI.
• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. John Wiley & Sons.
• Schwalbe, K. (2015). Information Technology Project Management. Cengage Learning.
• Pinto, J. K. (2013). Project Management: Achieving Competitive Advantage. Pearson.
• Standish Group. (2015). CHAOS Report 2015. Standish Group International. (Discusses causes of project failure related to scope creep and weak change control.)
• ISO. (2012). ISO 21500:2012 Guidance on project management. International Organization for Standardization.
• NASA. (1999). Mars Climate Orbiter Mishap Investigation Board Report. NASA. (Case illustrating configuration/change control failures.)
• Highsmith, J. (2013). Adaptive Software Development: A Collaborative Approach to Managing Complex Systems. Dorset House.
• PMI Learning. (2016). Introduction to Project Management [Video]. Project Management Institute. (Module video reinforcing baseline and change control concepts.)