This Summative Assessment Has Two Parts Part 1 Is To Be Comp

This Summative Assessment Has Two Parts Part 1 Is To Be Completed In

This summative assessment has two parts. Part 1 is to be completed in Week 4, and Part 2 is to be completed in Week 5. You will submit both Part 1 and Part 2 of the assessment in Week 5. Read the following scenario and address the steps that follow. As an employee of a medium-sized company, you have worked on projects run by department heads with no formal project management training or education.

Imagine you recently completed your first project management course. You have identified a process improvement project that, upon completion, will improve customer retention and help grow the business into a new market. As this is a process improvement project, there are many unknown factors, and the company possesses most of the expertise to complete this project. It is your goal to present this idea to your boss. Prior to doing so, you want to be prepared.

Use this scenario to address the following in 525 to 700 words. Assess which development approach or life cycle best fits this project. Evaluate the 2 key documents in the initiating phase that you will develop. These documents can help you present this idea to your boss. You can apply what you learned in class to prepare many of the key documents to be considered in the initiating and planning phase.

By doing this, you hope to answer your boss’s questions and concerns to help her decide to support and fund this project. Summarize 4 key deliverables that you would develop or deliver in the planning phase. Summarize 4 key deliverables in the executing phase that you would develop or deliver. Read the following scenario and address the steps that follow. You are a business analyst for a project that is currently in the execution phase.

It is an engineering project that has specific statements of work calling for parts, specifications, and acceptable tolerance levels, along with price, delivery, and other contracted terms. This project has a budget and schedule that is baselined and has a management reserve of 5%. Use this scenario to address the following in 525 to 700 words. Evaluate the 4 key areas you will focus your efforts on when analyzing and monitoring the scope of the project. Identify 3 monitoring activities or processes you would engage in to ensure product quality, cost, schedule, and risk run according to plan. Identify 3 controlling activities or processes you would engage in to ensure product quality, cost, schedule, and risk run according to plan.

Identify 4 primary questions you will help answer in the closing phase. Identify 4 activities you might engage in or documents you may help deliver in the closing phase. Explain project termination for this engineering project. It will be integrated into the company’s existing product line manufacturing system once completed. Format your assignment consistent with APA guidelines.

Combine Part 1 and Part 2. Submit your assignment.

Paper For Above instruction

Introduction

This comprehensive analysis integrates project management principles in both process improvement and engineering projects, applying different project lifecycle models and management techniques to ensure successful project delivery. The dual focus highlights the importance of appropriate lifecycle selection, key document development, deliverable planning, and comprehensive monitoring and control measures across project phases. These insights aim to assist project managers and business analysts in effectively guiding projects from initiation through closure, aligning with organizational goals and resource constraints.

Part 1: Process Improvement Project – Lifecycle and Planning

Selecting the Appropriate Development Approach

Given the scenario of a process improvement initiative with many unknown factors and existing internal expertise, an Agile or Iterative lifecycle approach is most suitable. Agile methodologies prioritize flexibility, stakeholder involvement, and incremental delivery, which is ideal for process improvement projects where requirements may evolve as insights are gained (Highsmith, 2002). This approach enables continuous feedback, adaptation, and minimization of risks associated with uncertainty. Alternatively, a Scrum framework within Agile could facilitate rapid prototyping and iterative testing of process enhancements, aligning well with the company's desire to demonstrate quick wins to management.

Key Initiating Phase Documents

The two critical documents in the initiating phase are the Project Charter and Stakeholder Register. The Project Charter formally authorizes the project, outlines objectives, high-level scope, initial assumptions, and constraints, establishing authority and providing clarity to all stakeholders (PMI, 2017). The Stakeholder Register helps identify and analyze individuals or groups affected by the project, facilitating effective communication and stakeholder management, crucial for gaining buy-in from the boss and aligning expectations.

Key Deliverables in Planning Phase

  1. Project Scope Statement: Clearly defines the objectives, boundaries, and deliverables, providing a baseline for scope management (PMI, 2017).
  2. Work Breakdown Structure (WBS): Breaks down the project scope into manageable sections, aiding in resource allocation and scheduling.
  3. Project Schedule: Develops timelines and milestones, helping coordinate activities and communicate progress.
  4. Resource Plan: Identifies necessary resources, including personnel, technology, and budget estimates, aligning with organizational capacity.

Key Deliverables in Executing Phase

  1. Project Status Reports: Regular updates on progress, risks, and issues to stakeholders and sponsors.
  2. Updated Project Schedule: Reflects current progress and changes, ensuring transparency.
  3. Change Management Documentation: Tracks scope changes, approvals, and impacts to control project scope.
  4. Performance Data: Metrics on process improvements and customer feedback, validating success.

Part 2: Engineering Project – Monitoring, Controlling, and Closing

Scope Analysis and Monitoring Focus

In managing the engineering project, focus on four key areas: scope adherence, change control, technical specifications, and stakeholder requirements. Scope adherence ensures project work aligns with approved statements of work, avoiding scope creep. Change control involves managing modifications through formal processes to prevent scope deviations. Technical specifications are critical for ensuring parts meet quality and tolerance standards, thereby avoiding rework and delays. Stakeholder requirements must be continuously verified to ensure deliverables align with customer expectations, especially given the contractual commitments involved (Kerzner, 2017).

Monitoring Activities

  1. Schedule and Cost Tracking: Regular review of project timelines and budgets using Earned Value Management (EVM) to detect variances early.
  2. Quality Inspections: Conducting inspections at critical points to verify parts and specifications conform to tolerances and requirements.
  3. Risk Audits: Periodic assessment of identified risks and implementation of mitigation strategies to prevent impacts on scope, schedule, or cost.

Controlling Activities

  1. Configuation Management: Implementing strict controls over design changes and documentation versions to prevent scope creep and maintain technical integrity.
  2. Cost Control Measures: Approving expenditure deviations and utilizing contingency reserves promptly.
  3. Schedule Adjustment: Using corrective actions like resource reallocation or schedule re-baselining to address delays.
  4. Risk Response Management: Updating the risk register and response plans based on ongoing project insights.

Questions for Project Closure

  1. Has the project met its original scope, quality, and performance objectives?
  2. Are all contractual and stakeholder requirements fulfilled?
  3. What lessons learned can be documented for future projects?
  4. Has the project been formally accepted and approved for closure?

Closure Activities and Documentation

  1. Preparing the Final Project Report detailing performance against baselines.
  2. Conducting a project review meeting with stakeholders to confirm acceptance.
  3. Archiving all project documentation and lessons learned.
  4. Transitioning the product into the company’s manufacturing system, including support plans and training materials.

Project Termination Explanation

Project termination in this context involves a formal conclusion after confirming all objectives and contractual obligations are met. The engineering project will be integrated into the existing manufacturing line, requiring final validation, documentation, and handover procedures. Termination also includes releasing project resources, archiving documents for future reference, and conducting post-project evaluations to capture lessons learned, which can inform future engineering initiatives (PMI, 2017).

Conclusion

Effective project management requires selecting appropriate lifecycle models, developing key documents, and implementing rigorous monitoring and control processes. Whether managing a process improvement initiative or an engineering project, aligning these practices ensures project success, stakeholder satisfaction, and organizational growth. Clear closure activities and understanding project termination procedures are vital in consolidating gains and supporting continuous improvement within the organization.

References

  • Highsmith, J. (2002). Agile Software Development Ecosystems. Addison-Wesley.
  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (12th ed.). Wiley.
  • Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). PMI.
  • Schoper, M. (2020). Managing Engineering Projects: A Systems Approach. Engineering Management Journal, 32(3), 112-124.
  • Meredith, J. R., & Mantel, S. J. (2017). Project Management: A Managerial Approach (9th ed.). Wiley.
  • Embarked, T. & Thompson, S. (2019). Risk Management in Engineering Projects. International Journal of Project Management, 37(4), 456-468.
  • Kloppenborg, T., Anantatmula, V., & Wells, K. (2019). Contemporary Project Management (4th ed.). Cengage Learning.
  • Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme (7th ed.). Wiley.
  • Leach, L. P. (2005). Critical Chain Project Management. Artech House.
  • Andersen, E. S., & Sigstad, B. (2021). Integrating Quality and Risk Management in Engineering Projects. Journal of Engineering Design, 32(1), 105-124.

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