Project Planning Management Essay Research Coursework
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In this Performance Task Assessment, you will use the St. Dismas Assisted Living Facility Case Study provided to create a project plan. Your project plan will be developed using the “Project Management Plan” template provided.
Professional Skills: Written Communication and Critical Thinking and Problem Solving are assessed in this Competency. You are strongly encouraged to use the Academic Writing Expectations Checklist when completing this Assessment.
Your response to this Assessment should:
Reflect the criteria provided in the Rubric.
Adhere to the required length.
Conform to APA style guidelines. You may use Walden Writing Center’s APA Course Paper Template.
This Assessment requires submission of one (1) document that includes your response to the Assessment. Save this file as PM003_firstinitial_lastname (for example, PM003_J_Smith).
When you are ready to upload your completed Assessment, use the Assessment tab on the top navigation menu.
Instructions
Before submitting your Assessment, carefully review the rubric. This is the same rubric the assessor will use to evaluate your submission and it provides detailed criteria describing how to achieve or master the Competency. Many students find that understanding the requirements of the Assessment and the rubric criteria help them direct their focus and use their time most productively.
Rubric
Read the case study. Create a project management plan based on the case study using the “Project Management Plan” template provided. Align the project plan with standards of project management in A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Sixth Edition.
Access the following to complete this Assessment:
Project Management Plan Template
St. Dismas Assisted Living Facility Case Study
Academic Writing Expectations Checklist
This section of the PMBOK® Guide describes the planning process for a project and lists the major output documents that are developed in this step.
Part 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
- Chapter 4: “Project Integration Management”
Time Estimate: 30 min
This section of the PMBOK® Guide provides a graphic depicting the process for planning a project.
Part 2: The Standard for Project Management
- Chapter 3, “Project Management Processes”
This section of the textbook provides an outline and description of the content that may be included in a project plan.
Part II: Planning Phase Documents
- Chapter 5, “Project Plan”
Rakos , J., Dhanraj, K., Kennedy, S., Fleck, L., Jackson, S., & Harris, J. (2015). The practical guide to project management documentation. Hoboken, NJ: John Wiley & Sons, Inc.
This video compares popular project management methodologies and explains when and why each is applicable to different types of projects.
Six Project Management Methodologies
Project Management Software. (2015, September 4). Six project management methodologies. Retrieved from https://www.youtube.com/watch?v=jIQwEsuydH0
This video compares popular project management methodologies and explains when and why each is applicable to different types of projects.
Why and How to Use Project Management Methodology
ProjectManager.com. (2012). Why and How to Use PM Methodology. Retrieved from https://www.youtube.com/watch?v=60BCIOD06lA
This article provides an overview of several project management methodologies and some factors to consider when choosing one that best fits an organization’s needs.
How to Pick the Best Project Management Methodology for Success
Alexander, M. (2018). How to pick the best project management methodology for success. CIO. Retrieved from https://www.cio.com/article/2950579/methodology-frameworks/how-to-pick-a-project-management-methodology.htm
This section of the PMBOK® Guide discusses the various tools and techniques that can be used in the planning of human resource management, including the RACI chart.
Part 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
- Chapter 9, “Project Human Resource Management”
Time Estimate: 20 min
This section of the PMBOK® Guide covers the process of planning for project communication activities based on the information needs of each stakeholder.
- Chapter 10, “Project Communications Management”
Time Estimate: 30 min
This section of the PMBOK® Guide discusses the various tools and techniques that can be used for identifying stakeholders.
- Chapter 13, “Project Stakeholder Management”
Time Estimate: 20 min
Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® guide). Sixth edition. Newtown Square, PA: Author.
This video provides a brief but concise explanation of how to develop and use a responsibility assignment matrix.
RACI. (2015, May 1). RACI explained modified [Video file]. Retrieved from https://www.youtube.com/watch?v=BE-aepU4SH4
This video uses a project example to explain how to develop a project communications plan.
Project Management: Creating A Communications Plan
ProjectManager.com. (2014, April 14). Project management: Creating a communications plan [Video file]. Retrieved from https://www.youtube.com/watch?v=DUE2GqpZbpw
This article provides a comprehensive overview of the importance of developing a detailed plan for project communications. It includes best practices for communications planning and examples of communications plan content.
Managing Communications Effectively and Efficiently
Abudi, G. (2013). Managing communications effectively and efficiently. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute. Retrieved from https://www.pmi.org/learning/library/managing-communications-effectively-efficiently-5916
These sections of the PMBOK® Guide describe the processes for collecting the requirements and defining the scope of a project.
- Chapter 5, “Project Scope Management”
Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Sixth edition. Newtown Square, PA: Author.
These sections of the textbook explain the concept of scope creep and provide an example of how scope creep can lead to project failure. The section on defining scope provides a graphic that depicts and explains the concept of a scope boundary.
Project Recovery: Case Studies and Techniques for Overcoming Project Failure
- Chapter 8, “Scope Creep”
- Section 8.0, “Understanding Scope Creep” (p. 257)
- Section 8.1, “Creeping Failure” (pp. 258–259)
- Section 8.2, “Defining Scope” (pp. 259–261)
Kerzner , H. R. (2014). Project recovery: Case studies and techniques for overcoming project failure. Hoboken, NJ: John Wiley & Sons, Inc.
These sections of the textbook explain how to collect the requirements for a project and define the scope based on the requirements.
- Chapter 4, “Determining What Your Project Will Deliver”
- “Collect Requirements” (pp. 49–52)
- “Define Scope” (pp. 52–54)
Wells , K., & Kloppenborg, T. (2015). Project management essentials. New York, NY: Business Expert Press.
This video explains and provides an example of what a project deliverable is and how project deliverables can be identified.
AJPconsulting. (2012, April 3). Project deliverables [Video file]. Retrieved from https://www.youtube.com/watch?v=1_jIO9drBwU
This video explains how to define the scope of a project, create a Work Breakdown Structure (WBS), and gain approval to baseline the project scope.
How to Baseline a Project Scope
ProjectManager.com. (2015, April 12). How to baseline a project scope [Video file]. Retrieved from https://www.youtube.com/watch?v=64bHiW6K77c
This article explains the difference between product scope and project scope and how to define each.
Product Scope vs Project Scope
Usmani, F. (2012). Product scope vs project scope. Retrieved from https://pmstudycircle.com/2012/01/product-scope-vs-project-scope/
Time Estimate: 20 min
This section of the PMBOK® Guide covers the process of subdividing project deliverables and project work into smaller, more manageable components.
Part 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
- Chapter 5, “Project Scope Management”
Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® guide). Sixth edition. Newtown Square, PA: Author.
his section of the textbook provides a comprehensive overview of two different methods for developing a Work Breakdown Structure (WBS), as well as examples of how to depict the WBS in graphical format.
Project Management Toolbox: Tools and Techniques for the Practicing Project Manager
Part III, “Project Planning Tools”
- Chapter 5, “Scope Development”
- “The Work Breakdown Structure” (pp. 11x–1197g)
Martinelli , R. J., & Milosevic, D. Z. (2016). Project management toolbox: Tools and techniques for the practicing project manager (2nd ed.). Hoboken, NJ: John Wiley & Sons, Inc.
This section of the textbook provides an overview of a Work Breakdown Structure (WBS) and an approach for creating it for a project. This section also provides examples of three different ways to depict a WBS.
- Chapter 4, “Determining What Your Project Will Deliver”
- “Work Breakdown Structure” (pp. 54–57)
Wells , K., & Kloppenborg, T. (2015). Project management essentials. New York, NY: Business Expert Press.
This video explains what a Work Breakdown Structure (WBS) is and provides an example of how to create one. As you watch this video clip, make some notes in the ePortfolio, to use as references for developing the WBS for your project.
Tablet University [vacasanto]. (2011, August 26). Work breakdown structure [Video file]. Retrieved from https://www.youtube.com/watch?v=V_B-OYNtRM8
his article explains the purpose of a Work Breakdown Structure (WBS) and how it is different from a project schedule. The article also provides examples of the WBS for three different projects.
The ABC Basics of the WBS Paul Burek
Burek, P. (2013). The ABC basics of the WBS Paul Burek. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute. Retrieved from https://www.pmi.org/learning/library/work-breakdown-structure-basics-5919
These sections of the PMBOK® Guide discuss all of the processes required to manage the timely completion of the project.
Part 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
- Chapter 6, “Project Schedule Management”
Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® guide). Sixth edition. Newtown Square, PA: Author.
Time Estimate: 2 hr
This section of the textbook discusses the process for developing a project schedule in a Gantt chart.
Project Management Toolbox: Tools and Techniques for the Practicing Project Manager
Part III, “Project Planning Tools”
- Chapter 6, “Schedule Development”
- “The Gantt Chart” (pp. 1197p–1197u)
Martinelli , R. J., & Milosevic, D. Z. (2016). Project management toolbox: Tools and techniques for the practicing project manager (2nd ed.). Hoboken, NJ: John Wiley & Sons, Inc.
This section of the textbook provides a comprehensive overview of how to develop a project schedule. Topics include: defining work activities, sequencing work activities, estimating activity durations, network diagram forward and backward passes, identifying the critical path, and creating a Gantt chart.
- Chapter 5, “Project Scheduling” (pp. 65–75)
Wells , K., & Kloppenborg, T. (2015). Project management essentials. New York, NY: Business Expert Press.
This video demonstrates the process for drawing a Gantt chart.
Engineer4Free. (2014a, December 22). How to draw a Gantt chart [Video file]. Retrieved from https://www.youtube.com/watch?v=NcOmJSrXYoQ
This video demonstrates the process for drawing a Gantt chart that includes more complicated predecessors.
How To Draw A Gantt Chart With More Complicated Predecessors
Engineer4Free. (2014b, December 22). How to draw a Gantt chart with more complicated predecessors [Video file]. Retrieved from https://www.youtube.com/watch?v=cBa8YPJvTn0
How To Draw A PDM Network Diagram
Engineer4Free. (2014, December 23). How to draw a PDM network diagram [Video file]. Retrieved from https://www.youtube.com/watch?v=TmXBZk6y1lU
Finish To Start (FS) Network Diagram Example With Lag
Engineer4Free. (2015, January 7). Finish to start (FS) network diagram example with lag [Video file]. Retrieved from https://www.youtube.com/watch?v=G5sz_ucbb9A
These sections of the PMBOK® Guide cover the process for estimating project costs that will lead to the development of the project budget.
Part 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
- Chapter 7, “Project Cost Management”
Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® guide). Sixth edition. Newtown Square, PA: Author.
AJPconsulting . (2011, July 27). Project estimation [Video file]. Retrieved from https://www.youtube.com/watch?v=N66kA-J-9xI
ProjectManager .com. (2015, April 25). How to estimate your project [Video file]. Retrieved from https://www.youtube.com/watch?v=rN0FrDpQNUk
How to Create a Project Budget
ProjectManager.com. (2017, January 16). How to create a project budget [Video file]. Retrieved from https://www.youtube.com/watch?v=LwnLNMTOQFk
uCertify . (2012, January 2). PMP – Estimate project costs [Video file]. Retrieved from https://www.youtube.com/watch?v=IeZomK7l7Xc
4 Tools to Estimate Costs in the Project Management
Usmani, F. (2012). 4 Tools to estimate costs in the project management. Retrieved from https://pmstudycircle.com/2012/06/4-tools-to-estimate-costs-in-the-project-management/
These sections of the PMBOK® Guide cover the process of identifying quality and risk requirements and for developing risk responses. Make some notes in the ePortfolio as references for developing the risk response plan for your project.
Part 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
- Chapter 8, “Project Quality Management”
- Chapter 11, “Project Risk Management”
Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK® guide). Sixth edition. Newtown Square, PA: Author.
ProjectManager.com. (2014, November 24). What is project risk? [Video file]. Retrieved from https://www.youtube.com/watch?v=nbhLDJkNnzY
Positive vs Negative Risks on Projects
ProjectManager.com. (2017, January 9). Positive vs negative risks on projects [Video file]. Retrieved from https://www.youtube.com/watch?v=pRUF2Uwu62U
How To Meet Your Quality Targets — Project Management
ProjectManager.com [projectmanagervideos]. (2012, January 13). How to meet your quality targets—project management [Video file]. Retrieved from https://www.youtube.com/watch?v=TDj0RBjYAdk
Quality Planning vs Quality Assurance vs Quality Control
Simplilearn Training. (2012, March 1). Quality planning vs quality assurance vs quality control | Project quality management [Video file]. Retrieved from https://www.youtube.com/watch?v=iCgzbYi_Iw8
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PROJECT DESCRIPTION
This project is the St. Dismas Assisted Living Facility. This facility will be able to provide shelter and medical services for 110 to 150 people in the elderly population. This will be located beside the St. Dismas Medical Center, another advantage regarding the medical needs of the patients, both scheduled treatment or sudden emergencies. Programs that will be beneficial for the well-being of the geriatric population in the St. Dismas Assisted Living Facility such as physical therapy, behavioral management, and occupational therapy programs will be available, as well as preventive and wellness programs for those included in the healthier population. The facilities and services will be catered to the geriatric population ranging from healthy elderly patients to those who require assistance and professional medical care with their activities of daily living.
In the business perspective, this project will also be another opportunity for St. Dismas Medical Center that is experiencing a significant decrease in the number of admissions for the past months, resulting to the need of providing cost-effective care and new services that can be built with the present competent rehabilitation therapy team, and the excellent reputation of St. Dismas in the area. The success of the project will be measured using the number of patients in the facility, but mainly in the amount of revenue that is generated by running the St. Dismas Assisted Living Facility
The objectives of this project are to provide high-quality assisted living facility equipped with competent staff and medical services, catering both long-term and short-term needs of the middle-class geriatric population in the region, while also generating revenues for the St. Dismas business and its stakeholders.
PROJECT MANAGEMENT APPROACH
Similarities and Differences Between Approaches
There are various project management methodologies that can be used depending on the type of project, the culture of the target market, and the qualities of the management team. This is important to identify in order to have a smooth and efficient plan, project development, and implementation within a given time period for completion. There are many methodologies, ranging from the way it handles and manages the people involved and their responsibilities in the project itself. Two examples that are included in the first versions of project management methodologies that are used up to now are the waterfall and agile project management methodology.
The waterfall project management methodology is considered as a traditional rigid type of approach in project management. This requires the use of a well-defined process with step by step procedure planned out and followed. The project requirements are defined at the beginning, and in this methodology, minimal to no changes in the plans are made. There is a linear movement in the execution of plans and this is followed by the whole team handling the project. The whole concept of this methodology is sticking to the plan (Project Management, 2017).
The agile project management methodology on the other hand is a more flexible approach when it comes to planning and execution. This allows innovation in the planned process if it will be beneficial for the business, unlike the rigid and strict structure of the waterfall project management methodology (Project Management, 2017). This also promotes teamwork and collaboration within the members of the project management team as well as the stakeholders, providing feedback from the people in charge of the different aspects of the project.
Project Management Approach
For the St. Dismas Assisted Living Facility, the appropriate approach will be the agile project management methodology considering the qualities and characteristics of the project team, as well as the nature of the business and target market. The project management is led by Fred Splient, MD who is the president and chief executive officer of St. Dismas Medical Center, as well as this project. The project management team for the St. Dismas Assisted Living Facility consists of various people in charge of different specialties with regards to putting up and running this kind of facility. There are people responsible for the construction, finances, telecommunication, staffing, medical services, patient-care concerns, etc.
The agile methodology is fit for the project team because the work is done simultaneously, with those in charge of working together to make progress and for it to meet the given amount of time for completion. Adjustments are made to best fit the current situation, similar to what happened with the construction and finances. In addition to this, the whole facility is not yet 100% complete at the end of the given time frame and there will still be changes, although not major ones but continuous innovation to cater to the needs and wants of the target market in the area will be done. The stakeholders involved in the project are also providing input and deciding for themselves what they think is the best move and decision regarding the department or responsibility assigned to them which is a characteristic of agile project management methodology, very much different from following a strictly planned process. Although the team is led by one person, there is continuous feedback and updates, not only to one person but to all those who are part of the project management team. This enables cross-checking of duties and responsibilities appropriate to the kind of project which is worked on by multiple stakeholders at once, especially with the possible positive or negative effect of one aspect to the progress of the whole project.
PROJECT ASSUMPTIONS AND CONSTRAINTS
Project Assumptions
* The project team will follow their responsibilities and team guidelines for this project.
* The contingency budget will be enough to cover for the speeding up of the construction process of the facility to meet the set deadline.
* The correct number of materials will arrive on time for the construction process of the facility.
* The medical assessment for the patients will be available and standardized upon the target completion date.
* The medical equipment from the St. Dismas Medical Center will be enough to cater for the needs of the patients in the St. Dismas Assisted Living Facility.
Project Constraints
* The slowing down of the construction due to the personal concerns of the workers causing delays on the schedule.
* The expected completion of the interiors of the facility by the interior designer.
* The differences present between the money spent and the budget reflected in the report of the Chief Financial Officer.
RESPONSIBILITY ASSIGNMENT MATRIX
Responsibility Assignment Matrix
Task
Fred Splient
President & CEO
Kyle Nanno
Construction Project Manager
Chief Operations Officer (COO)
Chief Financial Officer (CFO)
Information Services Director
VP of Business Development
Dr. Marc Alison
Medical Director
Manage project
R, A
C, I
C, I
C, I
C, I
C, I
C, I
Construction of the facility
C, I
R, A
I
C
I
I
I
Building Design
C, I
R, A
I
I
I
I
I
Food, Housekeeping, Staffing
C, I
R, A
C
Policy and Procedure Development
C, I
I
R, A
I
I
I
I
Operating Budget
C, I
I
C, I
R, A
I
I
I
Payroll
C, I
I
I
R, A
I
I
I
Accounting System
C, I
I
C, I
R, A
I
C, I
I
Telecommunications
C, I
I
I
I
R, A
I
I
Information Systems
C, I
I
I
I
R, A
I
I
Preliminary Marketing Plan
C, I
I
I
I
I
R, A
I
Communication Package
C, I
I
I
I
I
R, A
I
Medical Needs Assessment
C, I
I
I
I
I
I
R, A
Develop Management Structure
R, A
I
I
I
I
I
I
Identify governmental regulations
R, A
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Identify industry standards
R, A
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Minutes of meeting
I
R, A
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Communication Plan
Consulting the team members/stakeholders
In an organization, two-way communication within the team members and stakeholders is important. Various aspects of the project plan require consultation of different people managing these departments to obtain feedback and continuous improvement but some factors such as the speed of execution, opportunity for an exchange of ideas, cost, level of engagement, etc. are also considered. In the team handling the project of St. Dismas Assisted Living Facility, the ways that are appropriate to consult stakeholders and other team members would be public meetings and individual meetings, with the possibility of surveys if seen as beneficial.
In consulting the team members, public meetings are good to promote the opportunity of exchanging and sharing ideas, as well as building consensus in decision-making. During the process of planning and execution, the public meetings will also enable more feedback such as audio and visual, as well as an opportunity to show the crowd plans or physical materials involved in the project. It is also a good strategy to gather people at once for a cost-effective approach.
Another option th...
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