PM,Week10,Professor comments about all of papers

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Arizona State University *

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TGM489

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Management

Date

Nov 24, 2024

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docx

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Uploaded by ChefChinchillaPerson972

For all the papers, the lowest score was for this part of the rubric: Context, Audience, and Purpose of Assignment. Week 2: Assignment - Project Manager Role Assignments Comments: 1- You provided a good description of how your organization will select a PM candidate, but this assignment was to create a job posting for that position. There are no criteria describing education, experience, or specific skill sets that you will use to evaluate and rank candidates. 2- This job posting is too wordy to use as a job posting. Candidates and recruiters will tend to get lost in all the prose and not focus on whether they qualify or how they might be ranked against others. Week 3: Assignment - Project Draft Scope Assignments Comments: 1- This paper is more about what a scope should entail instead of being an actual scope. There’s too much text describing what a scope should entail. Please look at this week’s announcements about bullet lists and conciseness for some guidance. A scope needs to specifically indicate what is to be provided and not so much th theory of a scope. 2- There is no charter presented. The resources needed look more like the stakeholders. The risks and issues are stated so that mitigation is not foreseeable. No schedule is addressed to be able to determine If the project is feasible. The language of this paper is too general and not specific enough to qualify as a legitimate scope. Week 4: Assignment - Work Breakdown Structure Assignments Comments: 1- Your flow chart is mainly a list of things that could be done, but doesn't have the WBS steps necessary to do the blue box activities. Each of the yellow box activities needs an end activity, I.e, meeting suppliers or establishing proper communication describes an overall goal, but not

work activities. I would expect that you will need to write a plan that gets approved, then develop scopes, conduct cost estimates, compare alternatives, prepare a cost-benefit analysis, then present a summary report to the customer for each of your top line activities. You spent way too much time describing how a WBS should be done and how it would benefit the project that I got lost in all the prose. A brief description of the project is the only intro that is required, then each activity or task header should be an action that is going to happen followed by what is the final deliverable for that activity. You may want to reconsider this WBS and its format as the upcoming scheduling and cost modules may become quite difficult. Week 5: Assignment - Project Milestones Assignments Comments: 1- No milestones identified that signify the completion of a string of tasks. 2- While you provide 2 references, they are not noted in the text of the document. Providing references, but not attributing elements in your paper to them is contrary to the Turabian standards Week 6: Assignment - Project Schedule Assignments Comments: 1- This paper should have started with an intro paragraph to say what the project is and what it's base components consist of. 2- The task table is a bit confusing. The activity main headers are a general description of the work that is to follow, but they have individual durations and are predecessors to the tasks that are intended to be the work package. Because they are identified as predecessors with a duration, they delay the start of the work package by 1 to 2 weeks. I.e., Task A is the site history research which consists of determining data sources and collecting the data. But they don't start until Task A is complete, even though A doesn't have any actions. Same for B, C, D, and E. Then none of the activities have a deliverable identified. Usually that would be a task with zero duration so that it produces a specific date for that deliverable, which then shows up as a diamond on the Gantt chart. The client is interested in the deliverables and the Gantt chart is what we present to them (and the project team) to show them when to expect them. You indicate that a lot of the work packages have deliverables, but none of them are identified in the schedule or work package development. You Gantt chart shows Task E beginning on 1 Jan, but the task table has it starting on 1 April. And all the sub tasks below the main headers are shown to start on 1 Jan as well, which is different from all the scheduling and task tables in the report.

The documents and graphics just don't align and since these are client facing could present a communications problem with the customer and with the project team. Week 7: Assignment - Project Budget Assignments Comments: 1- The concept of using fully loaded rates in the buildup of the budget is not present in this evaluation. Even the prompt to the assignment and discussion states that one problem PMs have is not including all the costs in the budget. We then did extensive discussion about using G&A, Benefits, and profit in the cost of labor to the job. With these included, your budget will be way over the contract limits. 2- The table you build is robust, but it fails to include the true labor costs to the job. In your discussion topics this week you finally zoned in on adding the required costs, but this effort doesn't demonstrate that you included them in your specific project estimate. Week 8: Assignment - Project Risk Register Assignments Comments: 1- The description of risks and strategies doesn't seem to align with your stated scope of work. Since you didn't include a summary as the intro to this risk analysis, I went back to your original scope, which is to provide a study of utility and waste costs and alternatives. So including running out of funds and delayed delivery of supplies doesn't seem to be in alignment with a study. 2- Your action plan presents some pretty good business strategies for retaining employees and securing data, but these seem peripheral to the project. If the project team loses a member, then request another from the resource manager. If the project runs out of money, then fire the PM for not doing a good job and get a recovery manager in place, or evaluate changed conditions that caused the budget excursion. This risk evaluation needs to focus on the project and not on the more general business concerns. Failure to secure interviews is good, data security is good, political interference is probably out of bounds in terms of this study, and supplies availability appears to not have any relevance to a study. 3- relying on crowd funding for a commercial building project is not rationale. The interested community is probably not interested in supporting a commercial building enterprise that doesn't impact them. Even if it is a good idea globally. 4- Include an intro so the reader knows what your scope is.

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I have added the highlighted paragraphs so you can use them for the final paper for this section. Action Plan  Workers quitting- Workers may quit the project for different reasons. However, carrying out regular team meetings will help the project manager understand the team members’ concerns whenever they arise. To ensure that the project team members do not quit, the project manager should ensure they get what they need at the right time and appreciate them individually and collectively. In addition, the team manager should ensure they are rewarded significantly for their work and every member is presented with the opportunity to develop their career. In summary:  Offer competitive salaries and benefits.  Create a positive work environment.  Provide opportunities for professional development.  Cross-train employees so that they can cover for each other.  Have a plan in place to fill vacant positions quickly.  Depletion of funds: The project is at risk of depleting the available funds before it is complete. The project manager should seek donor fund sources early enough so that in case the allocated funds are depleted, well-wishers who are beneficiaries of the project can help. Such sources can be sought by making arrangements for crowdfunding, for example, when the time comes. Once it becomes clear that the available funding will not be enough, the project manager can then initiate the process of crowdfunding to avoid the project coming to a halt. Crowdfunding can work because community members would be willing to contribute to a project that would help them in the future.

In summary:  Create a detailed budget and track spending closely.  Set aside a contingency fund for unexpected expenses.  Look for ways to save money, such as negotiating better prices with vendors or using less expensive materials.  Seek additional funding from the client or other stakeholders, if necessary.  Political interference- creating awareness among the local authority members on the project's significance would be an ideal course of action. Creating awareness means that the project manager will take the initiative to educate the local authority members on the significance of the project and its overall impact. Making the local authorities understand this can significantly change the minds of those who were thinking of disrupting the project by interfering with it politically. In summary:  Keep stakeholders informed of the project's progress and get their buy-in early.  Develop a communication plan for handling negative feedback or opposition.  Be prepared to compromise and adjust the project as needed.  Delayed schedule due to late delivery of supplies- holding consultative meetings with suppliers in advance to iron out any pending issues that could result in unnecessary delays can help. For suppliers not to delay any deliveries, the project manager must ensure that their invoices are in order on time, for example. This will ensure that the suppliers make any necessary prior arrangements on time. In addition, the project manager must reach suppliers to ensure they are aware of any hindrances and plan on how to address them to avoid delays.

In summary:  Order supplies well in advance and deliver them to the project site early.  Identify alternative suppliers in case of delays.  Have a plan to work around delays, such as adjusting the project schedule or using alternative materials.  Loss of collected data ensures enough backup for collected data. The project can consider investing in cloud storage to ensure that if the data available in hard copy accidentally disappears, then they can always refer to the cloud storage. This will help avoid unnecessary breaks to a project because of losing information. Data loss can impact the entire project and risk the project’s collapse. In summary:  Back up data regularly.  Use secure storage methods for data.  Train employees in data security protocols.  Have a plan to recover data in the event of a loss.  Failing to secure interviews- creating awareness among current and previous building owners regarding the project’s significance would help secure the interviews. The project team can fail to secure interviews for various reasons, including the parties involved declining to take part in the same. However, the team, through the project manager, can convince the owners to participate in the interview by helping them understand how important it is for them to be part of the project. Such is what is referred to as creating awareness. Once owners understand the significance of the project, there is a high probability that they will consent to the interviews.

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In summary:  Reach out to potential interviewees well in advance.  Be flexible with scheduling and location.  Offer incentives for participation, such as honorariums or gift cards.  Use multiple methods to recruit interviewees, such as social media, email, and phone calls .

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