My Project Is Building A Daycare Weekly Tasks Or Assignments

My Project Is Building A Daycareweekly Tasks Or Assignments Individu

My project is building a Daycare. Weekly tasks or assignments (Individual or Group Projects) will be due by Monday, and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time. Overview Governmental and nongovernmental acquisition projects each have their own set of challenges, including extra regulatory activities. The basic project management scheduling and cost principles still apply. Cost and earned value analysis play an important role, just as they would in any project, to keep an acquisition project on track. In this course, you are asked to develop an Acquisition Project Scheduling and Cost Management Plan that allows you to select and integrate scheduling, performance, and cost-related tools to enhance the overall scheduling and cost control of an acquisition project. You will select a project that you may have developed in a previous class or a known project in an organization that is an acquisition-type project to create this plan for. Throughout this course, you will be working on developing several components of the final Key Assignment. Additional information and the deliverables for each Individual Project will be provided in the assignment description for this project.

In this first Individual Project, you are asked to develop the outline of the sections that will be included in the Acquisition Project Scheduling and Cost Management Plan document and a draft of a proposal to submit to your instructor. The other information you will include is a high-level description of the project that you will be developing for a small-acquisition project. You will also be setting up the final Key Assignment outline that you will add to each week. The combined Individual Project (IP) assignments will be your final Key Assignment deliverable.

Paper For Above instruction

The task at hand involves developing an acquisition project plan focused on scheduling and cost management, using the construction of a daycare as the project example. This comprehensive plan aims to facilitate effective project control by integrating various tools like Earned Value Management Systems, CPM (Critical Path Method), and PERT (Program Evaluation and Review Technique). As a preliminary step, selecting an appropriate real-life project that meets the criteria of being nontrivial and relevant is essential. The selected project, a daycare construction, exemplifies a suitable choice as it involves multiple phases, regulatory considerations, and detailed cost and schedule estimations.

In developing the plan, the initial step is creating an outline of the key sections and a preliminary proposal for the project. The outline will include critical areas such as project description, delivery expectations, cost estimation techniques, scheduling methods, and performance monitoring tools. The proposal draft should succinctly describe the project, referencing previously submitted proposals for consistency and approval. It should also highlight the scope, objectives, and anticipated outcomes.

The Schedule and Cost Management Plan should explicitly define methods for estimating costs, monitoring budgets, and adjusting schedules in response to project dynamics. Implementing tools like PERT and CPM will help identify critical activities and forecast project duration more accurately, considering uncertainties inherent in construction projects. Key influencers such as regulatory delays, resource availability, and contractor performance must also be assessed, with strategies outlined to mitigate potential negative impacts or leverage positive influences.

Effective communication of this plan to the project team and stakeholders is vital, emphasizing transparency and adaptability. The planning process involves multiple iterative steps, including developing schedule models, baseline plans, and performance indicators, all of which will evolve through weekly updates and detailed documentation. This structured approach ensures that by the project’s completion, a robust, comprehensive management plan is in place, supporting successful project delivery with controlled costs and schedule adherence.

References

  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
  • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition. Project Management Institute.
  • Cooke-Davies, T. (2002). The importance of influence, the management of stakeholders and the success of projects. International Journal of Project Management, 20(5), 6-7.
  • Meredith, J. R., & Mantel, S. J. (2014). Project Management: A Managerial Approach. Wiley.
  • Vogt, A. (2011). Practical Project Management: Techniques in Planning and Controlling Projects. CRC Press.
  • Fleming, Q. W., & Koppelman, J. M. (2010). Earned Value Project Management. ATS Publishing.
  • Haugan, G. (2016). Earned Value Management: A Global and Project Management Perspective. CRC Press.
  • Gido, J., & Clements, J. (2014). Successful Project Management. Cengage Learning.
  • Larson, E. W., & Gray, C. F. (2014). Project Management: The Managerial Process. McGraw-Hill Education.
  • Leach, L. P. (1999). Critical Chain Project Management. Armax Publishing.

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