Project Management Plan and Analysis
Summary
The task is a 2500 word written report project management plan. The project management plan should include an analysis of the Work Breakdown Structure (WBS), project schedule and duration, and risk response plan.
Selecting two topic areas, identify and reflect on potential causes of success/failures for the project. Then, applying relevant project management principles and frameworks provide recommendations and guidelines for successful implementation in relation to the two topic areas.
Referencing is Australian Harvard (AGPS) and outlined in the AIB Style Guide.
Note: Insert this summary description when submitting a draft to Smarthinking.
Learning outcomes
⦁ 1. Demonstrate advanced understanding of project management principles, frameworks and contemporary topics.
⦁ 2. Critically analyse, reflect on, and synthesise complex information, problems, principles and frameworks related to project management.
⦁ 3. Research and apply relevant principles and frameworks to develop innovative, ethical, and evidence-based solutions for complex project management issues.
⦁ 4. Clearly, concisely and credibly communicate project management knowledge to specialist and non-specialist audiences to inform practice.
Task
Planning is a critical phase in the project management process as it is the key to successful project management. The purpose of this assessment is to provide you with the opportunity to develop a project management plan for the project that you defined in your first assessment and to provide recommendations and guidelines for successful implementation of the project.
Procedures
The maximum word count for this report is 2500 words (plus 10% tolerance).
In terms of structure, presentation and style, you are required to follow the AIB’s standard report format. You may use the report template provided to structure your report: 9011PMGT Capstone Assessment Template. The body of your report must include the following components:
⦁ To establish the context for this assessment, you are required to present a summary (maximum one page) of the project title, project’s objectives, deliverables, priorities and success criteria that you had defined in your first assessment. This section will NOT be included in the word count.
⦁ The project management plan and analysis:
⦁ A Work Breakdown Structure (WBS) plus a discussion on your preferred approach for creating an effective WBS. – discussed in week 2.
⦁ The project’s schedule plus a discussion on the strategies for reducing the project’s duration – discussed in week 3 and week 4. Note: using a Project Management Software is NOT a mandatory requirement for developing the project’s schedule.
⦁ Identification and evaluation of the major risks involved in the project plus a risk response plan. – discussed in week 5.
⦁ Recommendations and guidelines for the successful implementation of the project plan.
Reflect on the project plan that you have developed for this assessment, and identify the potential causes of success/failures for the project in relation to any of the two topic areas below. Then, provide recommendations and guidelines for reinforcing/avoiding the causes of the project’s success/failure in relation to the two topic areas you have selected.
⦁ Managing project teams – discussed in week 5
⦁ Project progress and performance evaluation – discussed in week 6
⦁ Project closure – discussed in week 6
⦁ Benefits realisation – discussed in week 6
⦁ Project governance – discussed in week 7
⦁ Ethics in project management – discussed in week 7.
⦁ Use the AIB-preferred Microsoft Word settings (see ⦁ AIB Style Guide )
⦁ Use author-date style referencing (which includes in-text citations and a reference list), see AIB Style Guide.
⦁ Reference lists for AIB assessments normally contain the following number of relevant references from different sources: 6–12 (for MBA assessments).
⦁ All references must be from credible sources such as books, industry-related journals, and recent academic articles.
⦁ Your grade will be adversely affected if your assessment contains no/poor citations and/or reference list, and if your assessment word length is beyond the allowed tolerance level (see ⦁ Assessment Policy available on AIB website).
Note
⦁ It is recommended to develop the project plan for the project that you have defined in your first assessment. However, you can still consider a different project for your capstone assessment.
⦁ While using the content from your first assessment to write the one-page summary of the project’s definition document, please cite your first assessment to avoid self-plagiarism.
⦁ Using a Project Management Software is NOT a mandatory requirement for developing the project’s schedule.
Grading criteria and feedback
Your assessment will be marked according to the following grading criteria:
⦁ Understanding and application of the project planning concepts and techniques (20%)
⦁ Analysis and evaluation of the project management plan (40%)
⦁ Relevant, integrated and actionable recommendations and guidelines for successful implementation of the project plan supported by research (30%)
⦁ Communication, structure and referencing (10%).
⦁ References
⦁ APM, What is agile project management, viewed 26 July 2021, https://www.apm.org.uk/resources/find-a-resource/agile-project-management/.
⦁ Association for Project Management 2017, Introduction to benefits mapping, online video, viewed 26 July 2021, https://www.youtube.com/watch?v=fOijc2PYDHw.
⦁ Caccamese, A & Bragantini, D 2012, Beyond the iron triangle: year zero. Paper presented at PMI® Global Congress 2012—EMEA, Marsailles, France. Newtown Square, PA: Project Management Institute.
⦁ Capterra, Project Management Software, viewed 26 July 2021, https://www.capterra.com/project-management-software/.
⦁ Clayton, M 2019, What is Earned Value Management – EVM? PM in Under 5, online video, viewed 26 March 2020, https://youtu.be/sAZZ5av9kk0.
⦁ Discenza, R & Forman, JB 2007, ‘Seven causes of project failure: how to recognize them and how to initiate project recovery’, Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square, PA: Project Management Institute.
⦁ Gido, J, Clements, J & Baker, R 2017, Successful project management, 7th edn, Cengage Learning, Boston.
⦁ Hillson, D 2012, Risk management basics: What exactly is it?, online video, viewed 26 March 2020, https://youtu.be/BLAEuVSAlVM.
⦁ Kirkwood, P 2014, Ethical theories kept simple!, online video, viewed 26 March 2020, https://youtu.be/Z7pnuZod8Cg.
⦁ Larson, E & Gray, C 2020, Project management: the managerial process, 8th edn, McGraw-Hill, New York.
⦁ Larson, E, Honig, B, Gray, C, Dantin, U & Baccarini, D 2014, Project management: the managerial process, 1st edn Australian edition, McGraw-Hill.
⦁ Levin, G 2015, ‘Benefits – a necessity to deliver business value and a culture change but how do we achieve them?’, Paper presented at PMI® Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.
⦁ Loo, R 2002, ‘Tackling ethical dilemmas in project management using vignettes’, International Journal of Project Management, vol. 20, no. 7, pp. 489–495.
⦁ Laufer, A, Hoffman, EJ, Russell, JS & Cameron, WS 2015, ‘What successful project managers do’, MIT Sloan Management Review, vol. 56, no. 3, pp. 43–51.
⦁ McGannon, B 2016, Identifying and managing stakeholders, LinkedIn Learning video, viewed 25 March 2020, https://www.linkedin.com/learning/project-management-technical-projects/identifying-and-managing-stakeholders.
⦁ Monnnappa, A 2020, ‘Project Management Learning Series: Fast Tracking Versus Crashing’, Simplilearn, viewed 9 November 2020, https://www.simplilearn.com/fast-tracking-vs-crashing-article.
⦁ Mossalam, A & Arafa, M 2016, ‘The role of project manager in benefits realization management as a project constraint/driver’, HBRC journal, vol.12, no 3, pp. 305–315.
⦁ Mungikar, S 2017, Identify Stakeholders—What is it?, online video, viewed 25 March 2020, https://youtu.be
/8uZiGB8DeJg.
⦁ Norman, ES 2005, ‘Creating effective work breakdown structures—or how to recognize a quality work breakdown structure when you see one’, Paper presented at PMI® Global Congress 2005—EMEA, Edinburgh, Scotland. Newtown Square, PA: Project Management Institute, viewed 16 July 2020, https://www.pmi.org/learning/library/creating-effective-wbs-recognize-quality-7541.
⦁ O’Connell, K 2019, Transitioning from Waterfall to Agile Project Management, Linkedin Learning course, viewed 9 November 2020, https://www.linkedin.com/learning/transitioning-from-waterfall-to-agile-project-management-6/build-a-successful-transition-to-agile.
⦁ Orlando, D 2013, ‘Scope and stakeholder management: pain points, perils and prosperity’, Paper presented at PMI® Global Congress 2013 – North America, New Orleans, LA. Newtown Square, PA: Project Management Institute, viewed 1 November 2019, https://www.pmi.org/learning/library/stakeholder-management-pain-points-perils-prosperity-5955.
⦁ ProjectLibre project management software 2019, ProjectLibre: How to introduction demo (Project management software), online video, viewed 26 July 2021, https://www.youtube.com/watch?v=9xwR4JCBaIU.
⦁ ProjectManager 2014, Critical chain project management, online video, viewed 26 March 2020, https://youtu.be/mpc_FdAt75A.
⦁ PMI 2016, Benefits Realization Management Framework, viewed 8 August 2019, https://www.pmi.org/learning/thought-leadership/series/benefits-realization/benefits-realization-management-framework.
⦁ PMI, Code of ethics & professional conduct website, viewed 6 August 2021, https://www.pmi.org/codeofethics
⦁ PM Learning Solutions 2014, Project Management Concept #19: Fast Tracking v Crashing,online video, viewed 26 March 2020, https://youtu.be/kXSDBdLgeqc.
⦁ Project Management Institute [PMI], 2017, A guide to the project management body of knowledge (PMBOK Guide), 6th edn, PMI, PA.
⦁ Rose, D 2019, Prioritize the stakeholders, LinkedIn Learning video, viewed 11 January 2021, https://www.linkedin.com/learning/project-management-foundations-communication-3/prioritize-the-stakeholders.
⦁ Rowe, SF & Sikes, S 2006, ‘Lessons learned: taking it to the next level’, Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.
⦁ Shenhar, AJ, Dvir, D, Levy, O & Maltz, AC 2001, ‘Project success: a multidimensional strategic concept’, Long Range Planning, vol. 34, no. 6, pp. 699–725.
⦁ Shouche, S 2008, ‘Ethical project management’, Paper presented at PMI® Global Congress 2008—Asia Pacific, Sydney, New South Wales, Australia. Newtown Square, PA: Project Management Institute.
⦁ Stretton, A 2014, ‘Series of project success and failures: Some deficiencies in data on project successes and failures’, PM World Journal, vol. 3, no. 12, pp. 1–11.
⦁ Stretton, A 2018, ‘Relating causes of project failure to an organizational strategic business framework’, PM World Journal, vol. 7, no. 1, pp. 1–10.
⦁ Tekes, G & Cavarec, Y 2013, ‘Benefit realization in execution focused companies vs. project management excellence: what really matters?’, Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.
⦁ VisualParadigm 2017, Lessons Learned Template – Project Management, online video, viewed 26 March 2020, https://youtu.be/qXHduGCAiIA.
⦁ Zang, X 2018, Ethical Dilemma for Project Management, online video, viewed 26 March 2020, https://youtu.be/1li9JxjpBAI.
