MGMT 404 Entire Course Week 1 to 8

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MGMT 404 DeVry Entire Course Week 1 to 8

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MGMT 404 DeVry Entire Course Week 1 to 8

 

 

MGMT 404 DeVry Week 1 Discussion 1 Latest

Case Study: Keflavik Paper Company (graded)

Read Case Study 3.1

The Keflavik Paper Company is a case with a problem in determining a project management process for new product development.

Answer the following questions:

  • What does this case demonstrate about the effect of poor project screening methods on a firm’s ability to manage projects effectively?
  • How would project portfolio management help to improve the situation at Keflavik?
  • If you think about it, all business problems are case studies. To effectively evaluate the situation, you must approach the problem in a methodological manner. A proven technique to do this is to do the following:
  1. list the facts;
  2. identify the issues;
  3. based on the facts of the case and your knowledge, analyze the issues of the case;
  4. prepare recommended solutions and their possible outcomes;
  5. implement the optimal solution (not always the one with the best outcome, because the cost or other things could be impractical); and
  6. monitor the implementation and outcomes.

So when you read and prepare to respond to this case, please follow the above guidelines. I don’t necessarily expect you to perform Steps 4–6, but I do expect your response to be based on the facts and your knowledge. Remember—your first impressions may not be correct!

 

MGMT 404 DeVry Week 1 Discussion 2 Latest

Case Study: Widgets ‘R Us (graded)

Read Case Study 2.4

The Widgets ‘R Us case study is a case with a problem of how the company is set up and how the company will handle operations with its projected growth.

Answer the following questions:

  • You have been called in as a consultant to analyze the operations at WRU. Based on the readings, what would you advise Widgets ‘R Us to do in order to sustain the competitive advantage in the widget market?
  • What structural design changes might be undertaken to improve the operations at the company?

 

MGMT 404 DeVry Week 2 Discussion 1 Latest

Project Scope (graded)

As we have seen this week, project scope creation is very different in traditional project management versus Agile project management. What advantages and disadvantages can you see with the process of scope creation in the traditional project management world? What advantages and disadvantages can you see with the process of scope creation in the Agile project management world? Share your experiences with projects that were created using either Agile or traditional project management techniques.

 

MGMT 404 DeVry Week 2 Discussion 2 Latest

Case Study: Project Management at Dotcom.com (graded)

Read Case Study 5.3:

Project Management at Dotcom.com. Dotcom.com is a software engineering and systems development consulting firm that needs some organizational improvements in the area of project management processes that will cut cost and potentially increase the profit margin for the company.

Answer the following questions:

  • Discuss how you would begin redesigning dotcom.com’s project management processes to minimize the problems it is experiencing with poor scope management.
  • Why do you think configuration management and project change control are difficult to perform in the middle of a complex software development project, such as those implemented at dotcom.com?
  • Share any experiences you have with project change requests.

 

MGMT 404 DeVry Week 3 Discussion 1 Latest

Project Schedule (graded)

To develop a schedule for a project, we will use the concept of a project network, which shows work activities taken from the work breakdown structure and is organized according to the logical flow in time and relationships governing when the work will be performed. By combining this network of work activities with estimates of the time duration for performing each of the activities, we can create a schedule for the project work. What types of information can we learn about the project by reviewing the project schedule and all the information used to generate it?

 

MGMT 404 DeVry Week 3 Discussion 2 Latest

Agile Schedule Development (graded)

As we have seen, traditional and Agile schedule developments are quite different. Agile project management was originally developed to do software development. Could a traditional process be successfully used to develop a new software program? Why or why not? Could an Agile methodology be used to build a strip mall in your home town? Why or why not?

 

MGMT 404 DeVry Week 4 Discussion 1 Latest

Risk Management (graded)

Assume you have just been assigned to a project risk team composed of five members. Your task, as project manager, is to develop a process for handling risks to the project. Because this is the first time your organization has formally set up a risk team for a project, it is hoped that your team will develop a process that can be used on all future projects. Your first team meeting is next Monday morning. Each team member has been asked to prepare for the meeting by developing, in as much detail as possible, an outline that describes how you believe the team should proceed in handling project risks. Each team member will hand out his or her proposed outline at the beginning of the meeting. Your outline should include, but not be limited to, the following information:

  • What methods should be used for identifying risks?
  • Who should be involved in identifying risks?
  • What should be considered when identifying risks?

 

MGMT 404 DeVry Week 4 Discussion 2 Latest

Risk Management Part II (graded)

As the work of your risk management team (from the first discussion question) continues, the discussion of your team’s risk management plan outline moves on and considers the following questions:

  • How should the risks be prioritized?
  • Who should do the prioritization of the project risks?
  • How should project risks be monitored and controlled?
  • Who should develop risk responses and contingency plans?
  • Who should own these responses and plans?

 

MGMT 404 DeVry Week 5 Discussion 1 Latest

Case Study: The Problems of Multitasking (graded)

Read Case Study 12.1: The Problems of Multitasking.

Answer the following questions:

  1. How does multitasking confuse the resource availability of project team personnel?
  2. In modern organizations, it is impossible to eliminate multitasking for the average employee. Why?
  3. How would resource loading or resource leveling help address multitasking situations?

 

MGMT 404 DeVry Week 5 Discussion 2 Latest

Reducing Project Duration (graded)

In your own words, describe crashing, fast tracking, and scope reduction as means of schedule compression.

  • When would each be appropriate?
  • Which methods would you consider better first-choice methods by most project sponsors?
  • Would any of these methods apply to Agile projects?
  • How does Agile address schedule compression?

 

MGMT 404 DeVry Week 6 Discussion 1 Latest

Project Communications (graded)

Discuss the importance of communication and information exchange to project success.

What are the crucial features and elements of effective communication and information exchange in successful projects?

How are key stakeholders involved in this process?

Are communication requirements different on an Agile project versus a traditional project?

 

MGMT 404 DeVry Week 6 Discussion 2 Latest

Case Study: Finding the Emotional Intelligence (graded)

Read Case Study 4.2: Finding the Emotional Intelligence.

  1. What are the differences between leaders and managers?
  2. Can anyone be a leader? Which would you prefer to work for: a leader or a manager? Why?
  3. Select one of the characteristics of an effective project manager and tell why it is important.
  4. Is leadership of a project different in an Agile environment than in a traditional project environment?
  5. Take the Future Time Perspective scale on page 129. Share your results and comments with the class.

 

MGMT 404 DeVry Week 7 Discussion 1 Latest

Project Baseline (graded)

We have now moved from the planning stage to the execution stage of project management. Following good project management practices, we have set a baseline. How is a project baseline used to guide the execution of the project’s work, to evaluate progress and performance, and to control the project? Also, as you continue to think about monitoring and controlling the project, specifically consider the question: How can the project baseline and the earned value approach for variance analysis be used to monitor and report project progress?

 

MGMT 404 DeVry Week 7 Discussion 2 Latest

Agile Project Control (graded)

In the first discussion, we looked at traditional project control. Is project control different in an Agile project? What is the role of a project manager in controlling an Agile project? What is the role of the project client, sponsor, or customer at controlling project changes?

 

 

 

MGMT 404 DeVry Week 4 Quiz Latest

Question 1. Question : (TCO 1) Which document is created during the initiation phase of a project?

  • The scope
  • The project schedule
  • The project charter
  • The project communication plan

Question 2. Question : (TCO 1) Projects have specific attributes. Which of the following is not an attribute of a project?

  • It is an ongoing endeavor.
  • It has a defined objective.
  • It requires resources.
  • It has a defined start and stop.

Question 3. Question : (TCO 2) Which step of the project life cycle defines all of the project deliverables?

  • Close out
  • Planning
  • Monitoring and control
  • Initiation

Question 4. Question : (TCO 2) Which statement is an example of a project deliverable?

  • “If the parts arrive late, we will not finish on time.”
  • “We must get permits before we start work.”
  • “I believe the contracts will be signed by the 15th.”
  • “The paving of the parking is lot is major piece of work for this project.”

Question 5. Question : (TCO 3) The critical path in a project describes which of the following?

  • The path containing the most important pieces of work
  • The longest path in a project
  • The activities with the highest risk
  • The activities with the highest cost to the project

Question 6. Question : (TCO 3) What values are calculated on the forward pass of a project network?

  • Early start; late start
  • Early start; early finish
  • Late start; late finish
  • Early finish; late finish

Question 7. Question : (TCO 5) In which process of risk management is the risk register initially created?

  • Plan risk management
  • Identify risks
  • Control risks
  • Qualitative risk analysis

Question 8. Question : (TCO 5) A risk matrix is used in _____ to _____. A risk register is a _____.

  • qualitative risk analysis; prioritize risks; list of risks
  • quantitative risk analysis; identify risks; way to categorize risks
  • qualitative risk analysis; create risk strategies; way to monitor negative risks
  • risk identification; simulate project risks; way to categorize risks
  1. Question : (TCO 1)Before one can begin writing a charter, one must consider the most appropriate organization for the project. You are the project manager for an organization that builds doors and windows for homes. Which organization structure of the five types is most suitable? Why?

Question 2. Question : (TCO 2) You are reaching the end of your graduate school program and are planning a large party to celebrate your success! You have rented out the local forest preserve as the venue for your party. Applying your project management skills, you want to ensure you have everything planned out and you’ve asked your family and friends to be a part of your team to hold this party. At your party, you have made it clear to your team what you want to have delivered. After all, it’s your party— you can have whatever you want! Some of the key items you want at your party include

  • ?????????graduation announcements;
  • ?????????party invitations;
  • ?????????live entertainment;
  • ?????????games (for adults and for children);
  • ?????????food; •?????????beverages; and
  • ?????????convenience for all (parking, restroom facilities, etc.).

Part 1: To ensure you have a clear scope for your team, create a 2-level WBS. Don’t forget to include your WBS numbering (15 points).

Part 2: In your WBS, how many work packages have been created? (5 points)

Question 3. Question : (TCO 3) Compare and contrast crashing and fast tracking as a means of schedule compression.

Question 4. Question : (TCO 5) A firm hosts data-mining servers and performs data mining for other companies that do not desire the costs of hardware, software, or expertise to data mine their data. The firm is planning to roll out faster data-mining software that will reduce the time to sift through customers’ data by a fraction of the present time.

Part 1: List and discuss the major risk management functions from a project management perspective for the data-mining software project. (15 points)

Part 2: Describe a positive and negative risk event, the consequences, and the risk-response plans for the data-mining software project. (15 points)

Question 5. Question : (TCO 9) List and describe at least three key differences between risk management in an agile environment and risk management in a traditional project.

 

MGMT 404 DeVry Week 7 Quiz Latest

Question 1. Question : (TCO 4) An example of resource leveling would be

  • fast tracking a project to finish early.
  • crashing a project to meet a critical deadline.
  • ensuring resource usage is balanced.
  • removing work from a project to compress its schedule.

Question 2. Question : (TCO 6) You are the project manager of a major IT project in Italy. You review your earned value report and you see that your SPI is .68. What does this mean to you?

  • The project is doing fine. No corrective actions are needed.
  • The project is slightly ahead of schedule. No corrections are needed.
  • The project is slightly behind schedule. Corrections are needed.
  • The project is very much behind schedule. Immediate corrections are needed.

Question 3. Question : (TCO 4) Which of the below is an example of an indirect cost to a project?

  • Concrete needed to complete a parking garage
  • A consultant for an IT project
  • Boats for a river rescue
  • Janitorial services for an entire building

Question 4. Question : (TCO 7) Which of the following is an example of a formal verbal form of communication?

  • Meeting notes made at a meeting with the VP of the company
  • A presentation by the project team to senior management
  • Contracts with a client that have been reviewed by lawyers
  • A memo from the senior VP of the company

Question 5. Question : (TCO 8) What document provides the project manager with information concerning what department and what individual is to provide HR support to his or her project?

  • The WBS
  • The OBS
  • The RAM
  • The RBS

Question 6. Question : (TCO 8) You are the project manager of a large, virtual financial project. You want to improve the functioning of the project team. Which of the techniques below would not likely improve the effectiveness and efficiency of the project team?

  • Establish a code of conduct for the project team.
  • Create a process to handle conflict.
  • Ensure all members of the team fully understand the project scope.
  • Hold face-to-face meetings whenever possible.

Question 7. Question : (TCO 9) Stand-up meetings in agile project management do all of the following except which?

  • Provide project status.
  • Report on anticipated issues.
  • Permit group problem resolution.
  • Enhance collaboration.

Question 8. Question : (TCO 6) To control your project, you decide to use milestone analysis. Which of the below is not a benefit of using milestone analysis to control a project?

  • Milestones eliminate unnecessary changes to a project.
  • Milestones align schedules with suppliers.
  • Milestones trigger other team members’ participation in the project.
  • Milestones allow for periodic review of the project.

 

Question 1. Question : (TCO 4) Compare and contrast top-down and three-point estimating techniques.

Question 2. Question : (TCO 6) You are comparing two projects. Using the data below, calculate the CV, SV, SPI, and CPI. Second, use the values to provide the status of each project. All values are in dollars.

Project A Project B

EV 450 550

PV 465 575

AC 425 650

Question 3. Question : (TCOs 4 and 6) Describe the 4-step general model of project control. Provide examples of each step.

Question 4. Question : (TCO 8) All projects suffer from some form of conflict at one time or another. List and describe four common sources of conflict on a project and provide examples of each from either a recent project or from your personal life.

Question 5. Question : (TCO 9) Agile project teams are typically co-located. Why is this so important to an agile project and what does it facilitate on an agile project?

 

MGMT 404 DeVry All Weeks Course Projects

Due Week 2: Project Charter

Provide a project charter of your selected project in accordance with the charter template found in Doc Sharing. The project will be the project your team will use for the remainder of this course.

For your new project, please develop a project team (citing names, e-mail addresses, and telephone numbers).

Be certain to include the following.

  1. Project Objectives
  2. Project Statement of Work
  3. Milestones
  4. All other sections as required in the project charter

Please put this in proper business writing format. Consider me to be your boss.

If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.
Deliverables:

  • Project charter (in MS Word)
  • If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.

Due Week 3: Scope Statement

Prepare a scope statement using either the model on pages 144-145 in the text as a template or the scope template in DocSharing. Remember to be tangible, measurable, and specific. Be sure to include all sections required in the Practitioner section of the Week 2 Lecture.

Deliverables:

  • Project scope statement (in MS Word)
  • If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.

Due Week 4: Work Breakdown Structure and Network Diagram

According to the PMBOK® Guide, “the WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, to accomplish the project objectives and create the required deliverables.” In other words, it lists the project’s tasks, the subtasks, the sub-subtasks, and so on.

For this phase, you will create a work breakdown structure (WBS) for the project you selected during phase one. Remember that the WBS starts with your major deliverables (that you stated in your scope management plan) at the highest level. The lower levels have the tasks required to complete those deliverables. You should have at least three tasks under each deliverable, but you may have as many tasks as needed to ensure that the deliverables are complete. Review the textbook (and the PMBOK® Guide, if you have it) for some suggestions on how best to create a WBS. From your work breakdown structure, develop a project task list with dependencies, add durations, and then submit a network diagram (using MS Project) and a project schedule.

Develop the Work Breakdown Structure

  • Your WBS should have a minimum of 25–30 tasks and be three subtasks deep.
  • Make sure to use verb-object task names (for example, “Develop software”).
    • Enter tasks in MS Project.
    • Create the predecessor relationships to create a network diagram.
    • DO NOT LINK SUMMARY TASKS!
    • In the Gantt Chart Tools tab, check the box marked Outline Number in the Show/Hide group.

Deliverables:

  • In MS Project, print the following.
    • Gantt Chart Entry Table on no more than three pages [View > Tables > Entry]
      • Include Task Name, Duration, Start, Finish, and Predecessor columns with Gantt Chart.
    • Schedule Table on one page [View > Tables > Schedule]
      • Include only the default columns (Task Mode, Task Name, Start, Finish, Late Start, Late Finish, Free Slack, Total Slack) and do not include the Gantt Chart. Make sure that all columns are wide enough to read completely.
    • Network Diagram ononepage [Task tab > View group > Network Diagram]
      • Highlight Critical Path and Circle Milestones.
      • Justify why you chose your milestones. (Hint: use milestones from the scope statement or look for key merge or burst activities.)
      • Also print out the network diagram on two to three pages so that task information can be read.
    • Using the Resource Sheet (View > Resource Sheet), develop and print a list of resources required for your project. Include Max.Units and Costs (Std. Rate, Ovt. Rate, Cost/Use).
  • If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.

DO NOT ASSIGN RESOURCES AT THIS TIME!

Due Week 5: Risk Management Plan

    1. Establish the project’s priority matrix (constrain, enhance, accept).
    2. Identify a minimum of 10 project risks and when each will occur in the project life cycle, and then determine their impact and probability of occurrence.
    3. Create a matrix similar to the one from the your text (Pinto, Figure 7.5 Classifying Project Risk on page 222), making sure that it is consistent with your priority matrix, or use the risk management process in the Practitioner section of Week 3.
    4. Justify the use of your risk scoring matrix or use the risk management process in the Practitioner section of Week 3.
    5. Assess your risks according to your matrix.
    6. Rank the risks according to their total risk score.
    7. Prepare the Risk Response Matrix for each risk—Risk, Response, Contingency, Trigger, Responsible Person—Using the Risk Management Analysis Template in doc shr

Deliverables:

  • Use the Risk Management Analysis Template spreadsheet (risk management analysis template.xls) found in Doc Sharing (there is a separate tab for each portion of the risk management plan) or use the risk management process in the Practitioner section of Week 3.
  • If working in a team, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.

Due Week 6: Resource Management Plan

A project plan cannot be considered complete until the resources have been assigned (including the bottom-up cost estimate) and leveled, ensuring that the resources are available to complete the work.

Tasks:

  1. Assign resources to tasks.
  2. Printout the resource sheet.
  3. Identify resources that are over-allocated.
  4. Printthe Gantt chart and entry table.
  5. Printreports (or tables) showing the costs of the resources and the cost by work package. Is this an acceptable cost for your project? That is, is it within the budget proposed in the scope statement?
  6. Level the project within available slack.
  7. Printthe new entry table (do not include the Gantt chart).
  8. Identify resources that remain over-allocated.
  9. If resources are still over allocated, clear leveling and then re-level without the slack constraint.
  10. Identify how this has affected the project duration (the number of days and the new completion date).
  11. Assume that no other resources are available. What will your team do to complete the project on time? Instead of assigning overtime, add a new resource for a cost 1.5 times the normal labor cost. What is the cost for the additional resource and the total project? Is this revised cost within the amount developed in the scope statement? If you choosenotto add a resource, your project completion may be delayed. Is a delay in the project due date acceptable? Why or why not? Submit supporting documentation from MS Project as needed.

Deliverables:

  1. A journal of project activity. Describe what you did on each step, and the results of your actions.
  2. MS Project printouts (as above). Please indicate on the printouts which step they support.
  3. Final time and cost results. Describe how these meet the needs as defined in the scope statement. If your team believes that the original scope statement needs to change, describe the changes, why the changes were necessary, and include the modified scope statement in the deliverables.
  4. Include a copy of your original (and revised, if necessary) scope statement with the deliverables.
  5. If working in a team, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.

Due Week 7: Communication Plan

According to the PMBOK® Guide, “the Communications Planning process determines the information and communications needs of the stakeholders; for example, who needs what information, when they will need it, how it will be given to them, and by whom.” In other words, it lists the general communication requirements for the project.

This week, you will create a simple communication plan for the execution of your project. This plan should have the following information: contact information for all affected parties, major deliverables and how progress on the deliverables will be communicated to the affected parties (as well as who the affected parties are and when communication will take place), and any other miscellaneous information about communication on the project (see the Communications Plan template in DocSharing).

Deliverables:

  • Business memo summarizing the submission for the week
  • Communication plan

If working in a team, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.

Due Week 8: Final Project Package

You will need to create a project plan. This plan should be completely integrated and presented in a logical order. It should be written professionally and should be mistake-free in terms of spelling and grammar. The final project plan should incorporate any changes that occurred along the way, including corrections and advice given by colleagues or your professor.

Any tables and/or graphs should be labeled correctly. Your final project plan should consist of the following items.

  • Table of contents
  • Project charter
  • Scope statement
  • Work breakdown structure
  • Network diagram
  • Risk management plan
  • Resource management plan
  • Communication management plan

Deliverables:

Project plan consisting of the following items

  • Business memo summarizing the submission for the week
  • Complete project plan, including the project charter
  • Lessons learned document (to be completed individually, even if the balance of the project was performed as part of a team)
    • 1. What went well in the project? What could have gone better?
    • 2. If working in a group
      • What did you learn from working in a project group? How did the interpersonal dynamics affect your participation?
      • If there were conflicts, how were they resolved?
    • 3. What did you learn in completing this project about yourself and how you work in a team environment?
    • 4. What could have made this project a better learning experience?

If working in a group, include a statement of participation, describing how each person contributed to this project deliverable. Please have each person sign the statement.

 

 

 

 

MGMT 404 Week 1 iLab

MGMT 404 Week 2 iLab

MGMT 404 Week 3 iLab

MGMT 404 Week 4 iLab

MGMT 404 Week 5 iLab

MGMT 404 Week 6 iLab

MGMT 404 Week 7 iLab