Assessment 1:

Task:

Develop a project plan for an approved project of choice, implementing the material that you have covered and focusing on Scope, Time, Cost and Risk. The selected project preferably should be a real project example that you have been involved with previously or currently working on. The following is a list of areas that should be covered within the assignment, the Project Plan:

- Brief description of what the project is;

- Identification of owner, sponsor and project manager;

- Project objectives, deliverables and outcomes in terms of scope, time and cost;

- Who are the stakeholders are and showing the impact of the project on stakeholders;

- Requirements to be satisfied;

- Purpose of the project/business case;

- Roles and responsibilities;

- Illustrating the value proposition and project benefits;

- Risks and treatment;

- Work Breakdown Structure (WBS);

- Milestones and an activity schedule;

- Budget;

- Constraints and assumptions;

- Usage of any Enterprise Environmental Factors (EEF) or Organisational Process Assets;

- Showing statements/detailed plans of project control and monitoring action

Scope:

This assignment will assess your understanding of the Project Integration, Project Time Management, Managing Project Cost and Project Risk course topics. The report should emphasise how you are managing this as a project. This assignment is intended to be the application of theory and not the reproduction of theory - hence, I will be on a lookout for evidence showing attempts to apply theory to a real project example, within the report.

Length and Presentation:

Minimum length: 3,000 words. Additional marks will be awarded for comprehensive plans and use of appropriate proper management software/diagrams to articulate your points well and present the project plan professionally. The report should be clear and concise.

As part of the assessment, the translation of knowledge and understanding into skills in managing the key project elements of scope, time, cost, quality, risk, procurement, human resources and communications, and the integration of these, will be considered.

Learning outcomes:

Learning outcome 3 - Plan and control a project within resource and budgetary constraints using an appropriate project management software package.

Assessment 2:

Task:

Students will be formed into small groups to analyse a case study, answer a set of questions and present a written report.

Case study - Quantum Telecom

In June of 1998, the executive committee of Quantum Telecom reluctantly approved two R&D projects that required technical breakthroughs. To make matters worse, the two products had to be developed by the summer of 1999 and introduced into the marketplace quickly. The life expectancy of both products was estimated to be less than one  year because of the rate of change in technology. Yet, despite these risks, the two projects were fully funded. Two senior executives were assigned as the project sponsors, one for each project.

Quantum Telecom had a world-class project management methodology with five life cycle phases and five gate review meetings. The gate review meetings were go/no-go decision points based upon present performance and future risks. Each sponsor was authorised and empowered to make any and all decisions relative to projects, including termination.

Company politics always played an active role in decisions to terminate a project. Termination of a project often impacted the executive sponsor's advancement opportunities because the projects were promoted by the sponsors and funded through the sponsor's organisation.

During the first two gate review meetings, virtually everyone recommended the termination of both projects. Technical breakthroughs seemed unlikely, and the schedule appeared unduly optimistic. But terminating the  projects this early would certainly not reflect favourably upon the sponsors. Reluctantly, both sponsors agreed to continue the projects to the third gate in hopes of a "miracle".

During the third gate review, the projects were still in peril. Although the technical breakthrough opportunity now seemed plausible, the launch fate would have to be slipped, thus giving Quantum Telecom a window of only six months to sell the products before obsolescence would occur.

By the fourth gate review, the technical breakthrough had not yet occurred but did still seem plausible. Both project managers were still advocating the cancellation of the projects, and the situation was getting worse. Yet, in order to "save face" within the corporation, both sponsors allowed the projects to continue to completion. They asserted that, "If the new products could not be sold in sufficient quantity to recover the R&D costs, then the fault lies with marketing and sales, not with us". The sponsors were now off the hook, so to speak.

Both projects were completed six months late. The salesforce could not sell as much as one unit, and obsolescence occurred quickly. Marketing and sales were blamed for the failures, not the project sponsors.

Questions

1. How do we eliminate politics from gate review meetings?

2. How can we develop a methodology where termination of a project is not viewed as a failure?

3. Were the wrong people assigned as sponsors?

4. What options are available to a project manager when there exists a disagreement between the sponsor and the project manager?

5. Can your answer to the above question be outlined as part of the project management methodology?

6. If given a chance to implement change within the organisation, how would you go about doing it while minimising business disruption? Briefly explain your approach.

Length and Presentation:

5,000 words max

Higher marks will be awarded for using appropriate software/diagrams to articulate your points well, as well as for evidence of additional readings and integration of theory into your answers. The report should be clear and concise. Just send one copy for the group but ensure both or more names are clear.

Learning outcomes:

Learning outcome 1 - Critically analyse the key principles associated with effective project management. Learning outcome 2 - Critically analyse the strengths and weaknesses of different project management methodologies.

Learning outcome 4 - Critically evaluate issues surrounding the management of projects and alternate approaches to potential problem areas.