Final report

QSO 640 Final Project Guidelines and RubricOverviewOrganizations continue to struggle with successful project implementations that support business goals. Strides in project management have been achievedthrough a consistent approach to project management as defined by the Project Management Institute (PMI)® A Guide to the Project Management Body ofKnowledge, (PMBOK® Guide), Fifth Edition, 2013. Specifically, the five phases of project management—consisting of initiating, planning, executing, controlling,and closing—provide a framework for achieving business goals through successful project implementations. At the completion of the course, you willunderstand the key deliverables and activities within each phase of this framework in order to achieve business goals.Your final project will be a complete project management plan. The plan will be comprised of standard templates used by organizations across all industries. Formilestones one and two, you will use two different case studies from your Mindedge resource. For your final project, you will be using a third case study fromMindedge, the HighTower Global Solutions case study, as the foundation for your plan. Each week you will move through the phases of the project managementlife cycle and develop components of the project management plan to address the organizational need within each of these different case studies. You willconsider stakeholder perspectives and communication needs as well as typical project risks and issues. At the end of the course, you will have a complete projectmanagement plan that supports a typical project for an organization.The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality finalsubmissions. Please note that you will use different case studies for each Milestone and for your final project in this course, all of which can be found in yourMindedge resource.Milestone One utilizes the Fabricant Manufacturing Project case study and will be submitted in Module Three.Milestone Two utilizes the ECO-Trans case study and will be submitted in Module Six.The final project utilizes the HighTower Global Solutions case study and will be submitted in Module Nine.In your final project, you will demonstrate your mastery of the following course outcomes:Develop project charters that illustrate the high-level scope of the project as it aligns to organizational strategic needsAnalyze internal and external stakeholder needs for efficiently navigating organizational structuresDetermine proper approaches to defining business requirements for aligning with business strategiesUtilize project management software for effectively developing project management plansDevelop key project management control documents for ensuring effective management plan scope descriptionsEvaluate agile and waterfall methods for successful project executionDetermine approaches for project closure that inform ongoing best practices in project management planningPromptThroughout the course, you have been working through the phases of the project management life cycle to develop components for a project management planthat addresses the organizational needs of the organization highlighted in two case studies: the Fabricant Manufacturing Project (Milestone One) and the ECO-Trans case study (Milestone Two). Your instructor and peers have provided feedback for you to consider along the way. Now, you have the backgroundknowledge and the information necessary to complete your project management plan, which utilizes the HighTower Global Solutions case study, available inMindEdge.Specifically, the following critical elements must be addressed:I. Project InitiationA. Identify the economic, technical, and organizational feasibility of the project. For instance, how is the project a viable fit within the organization?B. Explain how the project aligns to the organization’s strategic goals.C. Develop a project charter that includes a high-level scope of what is to be accomplished.D. Create a high-level timeline and cost estimate to complete the project.E. Identify the concerns of the internal and external key project stakeholders.F. Compare the level of support from all key project stakeholders to inform the course of action resulting in success of the project.G. Complete the stakeholder analysis template.II. Project PlanningA. Determine the business requirements for the successful development of the project. Justify your choices.B. Establish who will provide the business requirements. What approach will be used to solicit the requirements from the subject matter experts?C. Categorize and organize the business requirements in a standard requirements template.D. Explain why the format for capturing requirements is important to the overall success of the project. Why would we consider requirements’traceability?E. Leveraging the business requirements, translate these requirements into a project schedule using project management software through theprovided template.F. Estimate the duration of project tasks using common business knowledge, and assign resources to complete each task.G. Refine your estimate of the project cost based on the duration of tasks and resources needed.III. Project ExecutionA. Determine the best implementation approach—agile or waterfall project—for the organization based on its organizational structure. Provideexamples to support your rationale.B. Explain how the project schedule can be resource leveled, fast-tracked, or crashed if needed based upon execution results.C. Propose communication approaches and the frequency that should be used to keep leadership apprised of the project execution. Includeexamples to support your claims.IV. Project ControlA. Describe how you will handle changes in scope to your project management plan. What change management process will be used? What keyinformation will be required for change requests?B. Describe the risk management process that is the best fit for effective project control over your plan.C. Explain how you will document issues and what process will be used to manage the issue to completion. Include examples to support yourclaims.V. Project CloseoutA. Identify what needs to be done to close your project management plan. Include examples supporting how you will minimize the chances ofoverlooking a step in the project process.B. Justify the need for a warranty period and how the project will transition to businessC. Complete a lessons-learned template for the case study project.MilestonesMilestone One: Project InitiationIn Module Three, you will submit the Project Initiation portion of your final project. Milestone One utilizes the Fabricant Manufacturing Project case study. Thismilestone will be graded with the Milestone One Rubric.Milestone Two: Project Planning and Project ExecutionIn Module Six, you will submit the Project Planning and Project Execution portions of your final project. Milestone Two utilizes the ECO-Trans case study. Thismilestone will be graded with the Milestone Two Rubric.Final Submission: Project Management PlanIn Module Nine, you will submit your final project, which utilizes the HighTower Global Solutions case study. It should be a complete, polished artifact containingall of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This submission will be graded withthe Final Project Rubric.Final Project RubricGuidelines for Submission: Your project management plan should be between 10 and 12 pages, double-spaced, have one-inch margins, and use 12-point TimesNew Roman font and the most recent version of APA format.Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,review these instructions.Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) ValueProject Initiation:FeasibilityMeets “Proficient” criteria anddemonstrates nuancedunderstanding of the specificorganizational parameters offeasibilityIdentifies the economic,technical, and organizationalfeasibility of the project andhow the project is a viable fitwithin the organizationIdentifies the economic,technical, and organizationalfeasibility of the project, butdoes not discuss how theproject is a viable fit within theorganization or is inaccurate orcursoryDoes not identify theeconomic, technical, andorganizational feasibility of theproject3.46Project Initiation:Strategic GoalsMeets “Proficient” criteria anddemonstrates insight intoproject alignment withstrategic goalsExplains how the project alignsto the organization’s strategicgoalsExplains how the project alignsto the organization’s strategicgoals, but explanation isinaccurate or cursoryDoes not describe how theproject aligns to theorganization’s strategic goals4.62Project Initiation:Project CharterMeets “Proficient” criteria anddemonstrates nuancedunderstanding of what is to beaccomplishedDevelops a project charter thatincludes a high-level scope ofwhat is to be accomplished andis detailed appropriatelyDevelops a project charter, butdoes not include a high-levelscope of what is to beaccomplishedDoes not develop a projectcharter4.62Project Initiation:High-Level TimelineMeets “Proficient” criteria anddemonstrates insight into thecomplexity of projectCreates a high-level timelineand estimate of cost tocomplete the projectCreates a high-level timelineand estimate of cost tocomplete the project, butresponse contains inaccuraciesDoes not create a high-leveltimeline or estimate of cost tocomplete the project4.62Project Initiation: KeyProject StakeholdersMeets “Proficient” criteria anddemonstrates insight into thedifferent stakeholder concernsIdentifies the concerns of keyproject internal and externalstakeholdersIdentifies the concerns of keyproject internal and externalstakeholders, but responseeither contains inaccuracies oris overgeneralizedDoes not identify the concernsof key project stakeholders3.46Project Initiation:SupportMeets “Proficient” criteria andshows a deep understanding ofhow to leverage stakeholdersfor the success of a projectCompares the level of supportfrom all key stakeholders toinform the course of action ofthe projectCompares the level of supportfrom all key stakeholders, butdiscussion contains gaps orinaccuraciesDoes not compare the level ofsupport from all keystakeholders3.46Project Initiation:Stakeholder AnalysisTemplateMeets “Proficient” criteria, andlevel of detail shows keeninsight into the scope and scaleof the projectCompletes the stakeholderanalysis templateCompletes the stakeholderanalysis template, but templatecontains inaccuraciesDoes not complete thestakeholder analysis template3.46Project Planning:BusinessRequirementsMeets “Proficient” criteria anddemonstrates insight into thebusiness requirementsnecessary for the successfuldevelopment of a projectDetermines the businessrequirements for the successfuldevelopment of the case studyproject and justifies choicesDetermines the businessrequirements for the successfuldevelopment of the case studyproject, but does not justifychoices, or determinationcontains inaccuraciesDoes not determine thebusiness requirements for thesuccessful development of thecase study project3.46Project Planning:Subject MatterExpertsMeets “Proficient” criteria anddemonstrates insight intosolicitation approaches forsubject matter expertsEstablishes who will providethe requirements and whatapproach will be used to solicitthe requirements from thesubject matter expertsEstablishes who will providethe requirements, but does notestablish what approach will beused or selection is illogicalDoes not establish who willprovide the requirements3.46Project Planning:StandardRequirementsTemplateMeets “Proficient” criteria andprovides level of detail andorganization that streamlinesproject developmentCategorizes and organizes thebusiness requirements in astandard requirementstemplateCategorizes and organizes thebusiness requirements in astandard requirementstemplate, but approach isillogical or lacks detailDoes not categorize andorganize the businessrequirements in a standardrequirements template3.46Project Planning:FormatMeets “Proficient” criteria anddemonstrates insight into theconnection of traceabilitythroughout projectdevelopmentExplains why the format forcapturing requirements isimportant to the overallsuccess of the project,including traceabilityExplains why the format forcapturing requirements isimportant to the overallsuccess of the project, butresponse lacks traceability,contains inaccuracies, or iscursoryDoes not explain why theformat for capturingrequirements is important tothe overall success of theproject3.46Project Planning:Project ScheduleMeets “Proficient” criteria anddemonstrates a complex graspof predecessor relationshipsTranslates the requirementsinto a project schedule thatcontains appropriate andlogical predecessorrelationships using projectmanagement software throughthe provided templateTranslates the requirementsinto a project schedule usingproject management softwarethrough the provided template,but relationships areinappropriate or illogicalDoes not translate therequirements into a projectschedule using projectmanagement software throughthe provided template4.62Project Planning:EstimateMeets “Proficient” criteria anddemonstrates nuancedunderstanding of businessknowledge and resources inproject managementEstimates the duration of theproject tasks using commonbusiness knowledge andassigns resources to completeeach taskEstimates the duration of theproject tasks using commonbusiness knowledge andassigns resources to completeeach task, but estimation isinaccurate or overgeneralizedDoes not estimate the durationof the project tasks4.62Project Planning:Refine EstimateMeets “Proficient” criteria anddemonstrates deepunderstanding of project costsRefines estimate of the projectbased on the duration of thetasks and resources neededRefines estimate of the project,but estimate is inaccurateDoes not refine estimate of theproject4.62Project Execution:ImplementationApproachMeets “Proficient” criteria anddemonstrates deepunderstanding of how theselected implementationapproach supportsorganizational structureDetermines whichimplementation approach isthe best for the organization,using examples to supportrationaleDetermines an implementationapproach for the organization,but response lacks examplesthat support rationale or iscursoryDoes not determine animplementation approach4.62Project Execution:Project ScheduleMeets “Proficient” criteria anddemonstrates deepunderstanding of relationshipbetween schedule techniquesand project executionExplains how the projectschedule can be resourceleveled, fast-tracked, orcrashed if needed based uponexecution resultsExplains how the projectschedule can be resourceleveled, fast-tracked, orcrashed, but response isinaccurate or overgeneralizedDoes not explain how theproject schedule can beresource leveled, fast-tracked,or crashed4.62Project Execution:Keep LeadershipApprisedMeets “Proficient” criteria anddemonstrates insight into theappropriate communicationneeded to keep leadershipapprisedProposes communicationapproaches and frequency tokeep leadership apprised of theproject execution, usingexamples to support claimsProposes communicationapproaches and frequency tokeep leadership apprised of theproject execution, butresponse lacks examples thatsupport claims or isinappropriateDoes not proposecommunication approachesand frequency to keepleadership apprised4.62Project Control:Change ManagementMeets “Proficient” criteria anddemonstrates nuancedunderstanding of the changemanagement processDescribes a changemanagement process that isthe best fit for the project,including key informationrequiredDescribes a changemanagement process that isthe best fit for the project, butresponse lacks key informationor process containsinaccuracies or gapsDoes not describe a changemanagement process that isthe best fit for the project4.62Project Control: RiskManagementMeets “Proficient” criteria anddemonstrates insight into howrisk management positivelyimpacts project controlDescribes the risk managementprocess that is the best fit foreffective project control overthe planDescribes the risk managementplan, but description has gapsor inaccuraciesDoes not describe the riskmanagement plan4.62Project Control:IssuesMeets “Proficient” criteria, andprocess is exceptionallydetailedExplains how issues will bedocumented and what processwill be used to manage theissue to completion, includingexamples that support claimsExplains how issues will bedocumented and the processto manage the issue, butresponse contains inaccuraciesor is cursoryDoes not explain how issueswill be documented and theprocess to manage the issue4.62Project Closeout:CloseMeets “Proficient” criteria anddemonstrates a deepunderstanding of project planclosureIdentifies what needs to bedone to close the project plan,including examples to supporthow to minimize the chancesof overlooking stepsIdentifies what needs to bedone to close the project plan,but response containsinaccuracies, is cursory, or doesnot include examplesDoes not identify what needsto be done to close the projectplan4.62Project Closeout:Warranty PeriodMeets “Proficient” criteria, anddiscussion demonstratesnuanced understanding of theproject transitionJustifies the need for awarranty period and processfor transitioning project tobusinessJustifies the need for awarranty period and processfor transitioning project tobusiness, but responsecontains inaccuracies or iscursoryDoes not justify the need for awarranty period and processfor transitioning project tobusiness as usual4.62Project Closeout:Lessons-LearnedTemplateMeets “Proficient” criteria anddemonstrates nuancedunderstanding of using alessons-learned template forcontinuous improvementCompletes a lessons-learnedtemplate for the project planCompletes a lessons-learnedtemplate for the project plan,but template containsinaccuraciesDoes not complete a lessonslearnedtemplate4.62Articulation ofResponseSubmission is free of errorsrelated to citations, grammar,spelling, syntax, andorganization and is presentedin a professional and easy-toreadformatSubmission has no major errorsrelated to citations, grammar,spelling, syntax, or organizationSubmission has major errorsrelated to citations, grammar,spelling, syntax, or organizationthat negatively impactreadability and articulation ofmain ideasSubmission has critical errorsrelated to citations, grammar,spelling, syntax, or organizationthat prevent understanding ofideas3.02Total 100% 

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