Team Simulation Project Written Report And Master Project ✓ Solved

Team simulation project written report and Master Project Ma

Team simulation project written report and Master Project Management Plan: Create a high-level narrative describing how your simulated project would be managed across the five PMBOK process groups (Initiate, Plan, Execute, Control, Close). Organize the report into sections for each process group, identifying key deliverables, processes, and subsidiary plans (for example: charter, requirements document, product backlog, schedule, budget). Address plans for all project management knowledge areas and describe activities and deliverables for each phase of the project life cycle. The report should be persuasive, targeted to high-level managers familiar with PMBOK, and explain how PMBOK concepts will be applied to your team’s project. Produce a Master Project Management Plan that aggregates individual knowledge-area plans, includes brief summaries of those plans, and references the subsidiary documents and artifacts to be produced.

Paper For Above Instructions

Executive Summary

This written report and Master Project Management Plan (MPMP) presents a concise, high-level narrative of how the team’s simulated project will be managed using the PMBOK five process groups: Initiate, Plan, Execute, Control, and Close. The plan integrates all project management knowledge areas and references subsidiary plans and artifacts (charter, requirements, backlog, schedule, budget, risk register, communications plan, procurement documents). The intended audience is senior managers and a steering committee familiar with PMBOK; the document explains how PMBOK concepts will be applied to ensure delivery of the project’s product and value (PMI, 2017).

Project Overview

Project objective: deliver a minimum-viable product (MVP) software solution that addresses a defined stakeholder problem, meeting scope, quality, schedule, and budget constraints. Key stakeholders include the sponsor, product owner, end-users, development team, operations, and key vendors. The project assumes an approved charter and preliminary stakeholder list. The MPMP aggregates individual knowledge-area plans (scope, schedule, cost, quality, resources, communications, risk, procurement, stakeholder engagement, integration) into a single, executive-level document.

Initiate

Primary deliverables: project charter confirmation, stakeholder register update, high-level business case validation, and initial assumptions log. Activities: validate the charter and project objectives with the sponsor, confirm stakeholder roles and governance, and update the high-level constraints and success criteria. The initiation phase will produce the initial scope statement and acceptance criteria that feed directly into planning (PMI, 2017). Governance and approval gates are defined here, including the steering committee’s decision criteria for proceeding to detailed planning.

Plan

The planning section is organized by knowledge area and produces the subsidiary plans that compose the Master Project Management Plan.

Integration and Scope

Deliverables: Master Project Management Plan, detailed scope statement, Work Breakdown Structure (WBS) and WBS dictionary, and requirements traceability matrix. Activities: consolidate individual knowledge-area plans into the MPMP; decompose deliverables into work packages (Kerzner, 2013). Acceptance criteria are documented to link scope to quality and testing.

Schedule and Cost

Deliverables: network diagrams, resource-loaded schedule (Gantt/critical path), cost estimates, and project budget with contingency. Activities: define activities, estimate durations and resources, apply schedule compression techniques as needed, and perform cost aggregation. Earned Value Management (EVM) metrics are defined for performance measurement (Fleming & Koppelman, 2016).

Quality, Resources, and Communications

Deliverables: quality management plan, resource management plan (roles/responsibilities/RACI), communications management plan including stakeholder communications matrix, and training plan. Activities: set quality metrics and testing approach, allocate human and physical resources, and define reporting cadence for status, risk, and issue escalation (Jiang et al., 2014).

Risk, Procurement, and Stakeholders

Deliverables: risk management plan, risk register with prioritized risks and response strategies, procurement strategy and standard contract templates, and stakeholder engagement plan. Activities: identify, analyze (qualitative and quantitative), prioritize, and assign owners for risks; define procurement milestones and selection criteria for vendors; determine stakeholder engagement tactics tied to project milestones (Hillson, 2017).

Execute

Execution focuses on coordinated resource mobilization, product development, and stakeholder collaboration. Deliverables include iterative product increments (for agile elements), integrated baseline (scope/schedule/cost), accepted change requests, status reports, and quality verification artifacts. Key processes: kick-off meeting, sprint or iteration cycles (if hybrid agile), configuration management, vendor onboarding, and team performance management. The integration manager ensures cross-knowledge-area alignment and that subsidiary plans are followed in practice (PMI, 2017).

Control

Control processes maintain alignment to plan through monitoring and corrective action. Deliverables: performance reports, EVM dashboards (CPI, SPI), change log, updated risk register, test reports, and corrective action plans. Activities: measure project performance against baselines, conduct regular variance analysis, manage scope change through a formal change control board (CCB), and implement risk responses. Quality control activities validate work results; quality assurance audits ensure process compliance (Fleming & Koppelman, 2016).

Close

Closure activities confirm acceptance, transition deliverables to operations, capture lessons learned, and release resources. Deliverables: final acceptance sign-off, project closeout report, archived project documentation, contractual closure proof, and post-implementation review plan. The close phase includes a lessons-learned workshop and a handover package for operations and maintenance teams to support product lifecycle continuity (Kerzner, 2013).

Master Project Management Plan (MPMP) Structure

The MPMP compiles approved individual knowledge-area plans into a single document. For each knowledge area the MPMP will include: a one-page executive summary, key deliverables and baselines, governance and approval thresholds, interfaces with other plans, key artifacts (links or appendices), and responsible owners. The MPMP provides a consolidated view to the steering committee for oversight and decision-making (PMI, 2017).

Governance, Ceremonies, and Change Management

Governance: steering committee meets monthly for stage-gate reviews; sponsor escalations handled through defined thresholds. Ceremonies: project kickoff, weekly status reviews, sprint planning and demos (if hybrid), monthly risk reviews, and quarterly steering updates. Change management: formal CCB processes, impact analysis templates, and change-communication plans ensure traceability and sponsor sign-off for scope or budget adjustments (Kotter, 1996; Verzuh, 2015).

Conclusion

This narrative plan translates PMBOK process groups and knowledge areas into concrete deliverables and activities tailored to the simulated project. By documenting subsidiary plans, governance, and measurement systems (EVM, quality metrics, and risk tracking), the MPMP demonstrates a clear, auditable path to deliver the product within agreed constraints. The MPMP will be maintained as the authoritative execution document and updated as approved changes occur to retain alignment with stakeholder expectations and organizational objectives (PMI, 2017).

References

  • Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition. Project Management Institute.
  • Project Management Institute. (2017). Agile Practice Guide. Project Management Institute.
  • Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.
  • Fleming, Q. W., & Koppelman, J. M. (2016). Earned Value Project Management (4th ed.). Project Management Institute.
  • Verzuh, E. (2015). The Fast Forward MBA in Project Management (5th ed.). Wiley.
  • Gray, C. F., & Larson, E. W. (2017). Project Management: The Managerial Process (7th ed.). McGraw-Hill Education.
  • Turner, J. R. (2014). Handbook of Project-Based Management (4th ed.). McGraw-Hill Education.
  • Hillson, D. (2017). Practical Project Risk Management: The ATOM Methodology (3rd ed.). Berrett-Koehler.
  • International Organization for Standardization. (2012). ISO 21500:2012 Guidance on project management. ISO.
  • Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.

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