documents containing project planning

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Assignment :

No	Learning Outcome covered by this assessment
1	Evaluate the processes followed by project initiation
2	Develop documents containing project planning including scope planning, scope definition, creation of WBS, and scope control
3	Develop cost profiles for a project and evaluate project performance against baseline estimates
4	Apply Quality Management principles to projects and analyse the impact of this on project success

ssssMarking Schedule

Question	Tasks	Your mark	Possible mark
1-3	Project Context & Influences		25%
4	Project Quality		5%
5-7	Documents		70%
Total		100%

Case Study #1

Broadly Speaking Ltd are a rapidly growing communications industry start-up, who produce a range of smart phones, Bluetooth accessories, and smart hand-held radio transceivers.

Their rapid growth has resulted in significant inefficiency in project delivery. Recently a multi-million-dollar project relocated significant facilities to a custom-built building in a transport hub, only to discover the custom building could not fit the intended equipment, and could not be used. The latest example of this was the installation of a brand-new conveying system in one project as part of their maintenance project portfolio, and its subsequent obsolescence due to another project delivered only 3 weeks later from their operations projects portfolio.

To improve oversight of their expansive growth projects and concurrent operational improvements, they have decided to unify their projects into two portfolios; a major projects portfolio managed out of their new Project Management Office (PMO) and minor projects portfolio to facilitate less significant initiatives. To allow different divisions within the organisation to track their own projects and goals, a program-oriented approach has been agreed to by all stakeholders.

The first three programs in the major project’s portfolio are:

• Atmospheric emissions improvement program: to improve the ‘green’ perception of the company
• Logistics streamlining program: improving delivery efficiency between production facilities and distribution centres
• Rejuvenation of production lines running beyond original design capacity

The agreed structure for the minor project’s portfolio includes the following programs:

• Operations Division program: to include projects effecting the day-to-day running of production facilities and distribution networks
• Maintenance Division program: to include projects to ensure reliability of production and distribution equipment.
• Support Services Division program: to include projects effecting peripheral areas of the company that don’t fall directly into operations or management (e.g. Research & Development, Human Resource Management, etc.).

Where any project falls under a major program and a minor program, it is to be managed out of the PMO as part of the relevant major program.

Questions

The following questions relate to the attached Case Study #1.

1. The site manager at the largest production facility hasn’t had time to plan work to handover to the new PMO, and asks you for help. She suggests that for each identified improvement, the following are options:
   1. Complete the work as a project outside of any program
   2. Complete the work as a project as part of one (or more) existing programs
   3. Complete the work in multiple projects within a new program, or as part of an existing program (or programs)

Provide a recommendation for each of the work requirements below, specifying which portfolio and program (or programs) would be most appropriate and why (a single sentence explanation is sufficient).

1. Replacement of the outfeed conveyor on production line 2 at the primary production facility due to reliability issues (2%)

2. Upgrade smokestack filters at all production sites to take advantage of recent advances in filter technology (2%)

3. Upgrade to accounting software at the company headquarters (2%)

4. Upgrade transport vehicles to a more environmentally hybrid electric technologies that are able to loaded and unloaded more quickly from new truck loading and unloading platforms (2%)

2. The site manager regretfully admits that she knows the budget will not be able to cover all of this work, and some kind of prioritisation will be required. For the work outlined from question 1 above some preliminary analysis has been prepared, ranking the projects from first to last in different priority areas (identified by the letter in question 1):

	a. Conveyor	b. Smokestack	c. Accounting software	d. Hybrid truck fleet
Net Financial Benefit	2nd	3rd	4th	1st
Legal & Compliance	3rd	2nd	1st	4th
Strategic Fit	4th	1st	3rd	2nd
Urgency	3rd	2nd	1st	4th
Environment	3rd	2nd	4th	1st

1. Explain how key stakeholders could be involved to directly contribute to the prioritisation process. (5%)

1. Using your process described in 2.a. to create a set of priorities. Assume five stakeholders and assign priorities as you see fit. Use these to prioritise the projects outlined in question 1 in a project prioritisation table. (5%)

3. A number of other factors can influence both which projects are selected, and how decisions are made during the project. For each of the following potential project influences, indicate whether it is an Enterprise Environmental Factor (EEF), or an Organisational Process Asset (OPA). (7%)

No.	Influence	EEF	OPA
–	e.g. laws of the country	
1.	Company owned project documentation templates
2.	Worksafe NZ guidelines
3.	Company internet broadband connection
4.	The past project archives
5.	That manager who stubbornly makes decisions without looking at the evidence, and frequently gets it wrong
6.	The “Production First” signs in every production area, that instil a sense of urgency
7.	The history of product quality measurements filed in a dusty cabinet

Project Quality

4. Explain in your own words the difference between Quality Assurance and Quality Control. Your answer must include an example of each. (5%)

Case Study #2

Milton’s is a top-ranked US retail pharmacy with more than 8,000 stores nationwide. The company is secretly considering delivering prescriptions by flying drone. CalDrone, a small firm in San Francisco, CA announced the approach in March, and Milton’s has made an agreement with CalDrone to prototype this project in the San Francisco area. CalDrone will provide the drone technology as well as the drone piloting and delivery systems, but will customize its systems and business process to conform to Milton’s requirements.

You are the project manager assigned to lead this project for CalDrone Engineering. There will also be Project Managers for Milton’s IT and Milton’s Pharmacy Operations.

• Milton’s has limited the project expenditures to a maximum of US$1,750,000 for this prototype project and will implement it first in only four stores.
• The project begins next January 5 and the first customer delivery flight should take place no later than November 30 to avoid harsh weather in the San Francisco area.
• You will need to plan tasks and assign team members to them from a list of people involved in the project. Regular meetings need to be held with the team and stakeholders as well as other forms of communication.
• Approval points are needed through the project sequence.
• Risks, testing, quality control and provision issues may develop.
• Issues in security, reliability, integrity, interfaces between the systems of the two organizations and customer interaction are all considerations that must be made as you plan the project.
• User training and other preparations will be required for system implementation. The Milton’s Change Management Team will assist you in this effort.

Final schedules need to show a certain level of completion based upon a given date.

Problem Case details (Engineering):

Milton’s is a top-ranked U.S. retail pharmacy company based in St. Louis, MO with more than 8,000 stores nationwide and in all 50 states, and employing more than 244,000 people overall. The company has engaged in a number of innovative business practices, and now they are once again secretly considering breaking ground with an even newer concept – delivering prescriptions and drugstore items by flying drone.

The concept isn’t new – your company is a small firm named CalDrone in San Francisco, CA and your firm announced the approach in March, and is looking to develop a relationship with drugstores nationwide to launch the concept for real. Milton’s may be the big break your firm is looking for!

The Operations Vice President (George Cranston) of Milton’s wants to develop a pilot project to get something moving and see how this works. He will provide the funds and will oversee all aspects of this initiative. Mr. Cranston has made an agreement with CalDrone CEO and founder Jordan Kempler to prototype this project in the San Francisco area, which is the home location of the CalDrone organization where it developed the system. CalDrone will customize its systems, interfaces, and business process to conform to project requirements from Milton’s. You are the Project Manager for CalDrone who will manage the CalDrone customization project generally and serve as CalDrone’ point of contact for Milton’s. You report directly to Jordan Kempler, as this is a visible project that could mean the future for CalDrone. While your company’s drones will fly with Milton’s markings, a successful long-term relationship with a large-scale company like Milton’s will make CalDrone a stable company in any measure.

Questions

The following questions relate to the attached Case Study #2.

5. Develop a project charter. This must be consistent with class notes and the PMBOK ed.6. (40%)
   
   
6. 1. Develop a Work Breakdown Structure (WBS). This must:
      • Include at least 10 tasks beyond those defined in the case study.
      • Must be ordered within an appropriate deliverable-based hierarchy.
      • Must include product tasks, and project tasks. (15%)
        
        
   2. Assign realistic costs to tasks where no estimate is given. (0%)
      
      
7. Using your WBS, the information supplied, and your estimates, create a budget. (15%)
   
   

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