Part 1
DQ 1: Uncontrolled scope creep can weaken or prevent a project from reaching a successful conclusion. Tell us about a project you have been a part of or read about that suffered from scope creep. How could an effective change management system have prevented the problem?
DQ2: Students come to this course from many different professional and educational backgrounds. Tell us about your career goals and the role that project management skills may play. Evaluate the possible value of a professional certification such as the Project Management Professional (PMP) from the Project Management Institute (PMI) in your career field.
Part 2
DQ1: The Work Breakdown Structure (WBS) is one of the most valuable and commonly used tools available to the project team. Select one task your department or group is responsible for in your current or a previous job . Alternatively you may select a company you are familiar with or desire to research. Using the process of decomposition list two subtasks. Further decompose one subtask into two work packages. As a final step provide two levels of effort for one of the work packages.
Present your WBS in a simple indented format. Discuss how you might use a WBS in other aspects of your job responsibilities, at home, or elsewhere.
DQ 2: A project manager has the responsibility to develop team members' skills and expertise. Read the Forbes article "4 Ways to Help Your Team Adapt to Change" by Jeff Boss. Which of these suggestions have you seen used in your organization? Which one do you think would be most beneficial to introduce to your current work group, and why?
Part 3
DQ1: Risk is present in nearly every human undertaking and projects are no exception. Recall a project that you have participated in and name at least one risk that was recognized before it happened. What, if anything, did you do to mitigate the risk? Was there a risk that emerged that was not seen in advance? What effect did it have on the project? What was a lesson learned from the surprise event?
DQ 2: We can easily look at a project schedule and quickly determine if we are ahead or behind of the plan. We can make a similar inference by examining the project budget and estimate if we have overspent or underspent, but do these two items by themselves tell the full and true story? What ambiguity exists in using these disconnected data points? Earned value management (EVM) integrates schedule and budget to tell us if what we are getting is what we are paying for. A beginning project manager needs to be at least familiar with EVM. Conduct research in the Ashford University Library or on YouTube and provide a citation or link to a short article or video that explains the basics of EVM. Summarize the findings of the article or video. Each class member is expected to supply a unique source.
Part 4
DQ 1: Kick-off meetings are commonly held for many types of events and occurrences; however, they play a critical role in project management. Select a project (real or proposed) that would benefit your current or a past employer. Prepare an agenda for use at the project kick-off meeting that shows the important points you will discuss.
Your PowerPoint presentation will consist of two slides. The first slide will feature bullet points that briefly describe the project and the benefit to the employer. The second slide will feature bullet points that describe the balance of the agenda for the meeting. Each of these slides must contain speaker notes and five to six bullet points. Add a title slide and a reference slide showing at least one source used to prepare your assignment. Attach your agenda to the discussion forum as a Microsoft PowerPoint presentation.
DQ2: Nearly all projects produce lessons learned, many of which have applications to other current or future projects. While these lessons may be shared at any point during a project, a lessons learned meeting should be held at the end of every project. Using the project from this Part's first discussion, prepare an overview for a final lessons learned meeting that shows the important points you will discuss.
Part 5
DQ 1: Project teams may be made up of members who come from a variety of disciplines, professions, and skills. Members may be recruited from a number of internal and external organizations. Project managers must bring together diverse teams to produce the expected business results while maintaining communications and relative harmony. The Jung Myers-Briggs test is often used to identify personality types that make up a team. Armed with this information project team members may have a better idea of how best to approach, work with, and communicate with other members.
If you have previously taken the Myers-Briggs test then you may use that information here. If you have not taken the test before then please take the Jung Typology Test, tell us your four letter Myers-Briggs description, and briefly describe its meaning. Tell us if you believe the result accurately describes you and the potential strengths and weaknesses your personality type has in working in teams and or in relationships. (There are sources that discuss this). Replies should contain at least 200 words and be supported by at least one professional or academic source other than the textbook.
DQ 2: A PMO can bring structure to larger and more complex project organizations. Tell us if your current or previous organization has a PMO. Alternatively, you may select an organization you are familiar with or desire to research. If your selected organization does have a PMO, tell us the advantages and disadvantages of your PMO. If your selected organization does not have a PMO, tell us if you would recommend the establishment of a PMO and why or why not.
Your initial post should contain at least 200 words and be supported by at least one professional or academic source other than the textbook. Respond to at least two other classmates. What other advantages or disadvantages might they want to consider? Your replies should be between 100 and 150 words in length.