Each group is tasked to function as a group of consultants hired to advise the Sponsor and the Project Manager. There is a possibility that your advice might be taken, and you might be hired to replace the current Project Manager to put your advice into action. That would constitute a Handover and your report will become the direction to resolve the crisis. Each project is in crisis. The Sponsor is not ideal, and the current Project Manger might also be a problem. It doesnt look good! You are to provide ONE submission representing the groups ideas.

Your analysis is to specifically address BOTH the project, AND the Sponsor (and if you need, advise on ways the Project Manger could improve in other words, what you would do if you were the Project Manager).

Scenario------

Builders get a Lungful Shortly

after beginning the basement remodeling in the projects implementation phase, it is discovered that the house was constructed with large amounts of asbestos. Immediately after the discovery, the project sponsor became very concerned about the project teams health and safety. No insurance policies have been purchased that will cover the impacts of asbestos. When the homeowner found out, he researched the issue and emailed about concerns over the airborne effects invading the rest of the house and requested that any considerations of changes to scope must include the health and safety of the homes occupants. Because of the fear of its effects, half of the project team quit over concerns for their own health and a lack of confidence in the project management. The project sponsor is extremely upset at the project manager for not incorporating asbestos testing into their plans and threatens to sue if there is not an adequate solution to ensure that the basement remodeling project is completed on time and within scope. An action plan is needed to ensure that the project is delivered safely.

you are free to choose your preferred Sponsor from the list in Appendix 2. The sponsors have a biography included in Appendix 2 to help you understand the situation, since youre not able to conduct interviews with the stakeholders.

Appendix 2: Biographies of the Sponsors

Mr. Vector clearly has his own vision when it comes to your project. He re-wrote significant portions of both the projects charter and plan. He never seeks advice or asks for any opinions but has an answer to every issue before the explanation is barely introduced. The projects narrow focus clearly has been aimed at what matters most to him. Mr. Vector also rejected a request for a consultant to be hired to provide some necessary subject matter expertise, stating that he was able to provide whatever direction was necessary.

Mr. Friend knows everybody involved in the project since he has worked with them closely for many years. You, however, just met him recently when he returned to the organization after several years working abroad and getting promoted now he is your sponsor. He seems like a nice person but his close friendships with your team make for an awkward working relationship since your team looks to him for his inputs rather than to their own project manager (you!). To make it worse, his decisions frequently contradict the plan which the previous sponsor has already approved and which the other stakeholders have endorsed. He has made it very clear that he is promising his boss more than the project had planned in less time and with no more resources.

Mr. Loyal is your projects sponsor and is an honest, hardworking executive in the organization but has little interest in your project. Your project had started before Mr. Loyal was promoted to the sponsors position (Vice President) and it appears as though he lacks enthusiasm and has no more desire to help than he absolutely must. It may simply be that his new position is overly busy or perhaps he does not believe in your project. Whenever he is asked to garner needed resources for the project, he gives a No answer very quickly, as though he spent little effort championing our cause.

Miss Fangirl was promoted to Vice President a few years ago and has boundless energy and enthusiasm. She wants to be very involved to the point that she gets in the way and has been mistaken for the project manager on more than one occasion. She gets too involved in the details and the tactical project issues, making all the decisions that should be made by the project manager, but is reluctant to make any of the strategic or governance decisions

For help overview---

Purpose

The purpose of this assignment is to give you an opportunity to demonstrate your understanding of the lessons from the previous units and help you evaluate your ability to analyze a project that is going in the wrong direction.

Requirements

Prepare a maximum of a two-page proposal of how you will address your projects scenario. Some headings should include:

Project Title Executive Summary

Summarize the most important problems. [You would likely reflect upon Constraints to establish your list of problems.] What do you hope to accomplish if given the opportunity to take over the project? Project Challenges

What appear to be the root causes of the underlying problems?

What further challenges are posed by the sponsor?

Next Steps

Provide a summary of the next steps which you would recommend moving the project towards a successful resolution.

What steps should the project manager be taking to cope with the sponsor? How would you handle the interpersonal issues if you were the Project Manager? Updates to Key Plans

What plans will likely need to be updated? Provide an overview of necessary changes which can include, but is not limited to schedule, communication, budget, risk, or quality.

Select a maximum of two updates to key documents produced.

The flowchart above shows the process of developing your Project Management Plan. It is equally useful to review a project in crisis and consider your Courses of Action. The current project has a Scope, a Budget Plan, and a Schedule think of this as documenting the triple constraint. These documents form the projects Baseline.

o COA #1: If your crisis involves these three constraint areas (Scope, Budget, Schedule) then you must advise on the potential of Re-Baselining the project. That means going back to the beginning through Scope changes, WBS changes, Budget changes and a new Schedule a brand new Baseline. If this is the issue, focus on the baseline plans as they are key to the entire project.

o COA #2: If your crisis involves only the sub-plans1 that come after the Triple Constraint (Scope, Budget, and Schedule) then you could avoid Re-Baselining. If thats your problem, then choose the key sub-plans to resolve.

Baseline Procurement planning Scope planning Budget planning Risk management Preparing the Work Breakdown Structure Project schedule development Quality planning Resource planning Communication planning Sub-Plans Stakeholder management planning Baseline Procurement planning Scope planning Budget planning Risk management Preparing the Work Breakdown Structure Project schedule development Quality planning Resource planning Communication planning Sub-Plans Stakeholder management planning