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I need guidance in completing my assignment in MS Project. I have no clue what to start with in MS Project. Attached are the screenshot for the assignment.

Prompt Using your downloaded version of MS Project, create a new project file (MPP). In the first MS Project exercise, you learned your way around the software and developed the basic WBS. In this exercise, you will expand your use of the tool to turn the initial WBS into a project schedule with assigned resources, updated project calendar, and proper task sequencing. You will create a summary task, rearrange the sub-tasks, add predecessors for tasks, assign resources to tasks, and update the work calendar in the schedule. Submit your MPP file for grading. After completing the module readings, update the Exercise I project file you submitted in Module One as follows: . Add a summary task called ERP Project in the beginning of the schedule. . Rearrange the tasks in the following order: 1. Defining (14 days); 2. Planning (21 days); 3. Executing (40 days); 4. Closing (7 days); 5. Project Completion (0 days). . Add predecessor for each task (e.g., predecessor for task #2. Planning should be task #1. Defining). . Add yourself and three others as resources to the schedule. . Assign yourself to every task in the schedule. Assign each of the other resources to tasks #2, #3, and #4. . Add the following calendar days as holidays in the file: New Year's Day (January 1); Independence Day (July 4); Thanksgiving Day (November 26); Christmas Day (December 25). If a holiday falls on a Saturday use the preceding Friday. If it falls on a Sunday use the following Monday.Background Medical Informatics, a leading health services company, embarked on a new product development project. Medical Informatics needs to expand its clinical data warehouse {CDW} to ingest third-partyr data feeds from wellness vendor and onsite clinic data to incorporate this information to downstream employer group analytics and reporting processes. This expansion will also be used to develop new activity reports to message value on these products. The nature of the company's business is that it operates in an extremely competitive environment that necessitates fast delivery to market so as to prevent competitor companies from gaining dominant market share with similar competitive products. Therefore, the key success factors of the project were time to market and quality. Cost of delivery was not a major concern. Scope The scope of the project was to create a modular software package to handle wellness vendor data to ensure appropriate preventative care is being tracked for members, including the systems changes, the vendor wellness database tables, and wellness vendor reporting. The project was divided into modules consisting of: wellness DB tables, promote tables, and wellness vendor reporting. A project manager was appointed, but has since left due to personal reasons. Time Scales The launch date was set as December 21, 201?. The product had to be ready for launch on this date, as all the marketing material would reflect this date and the launch had to precede the launch of similar products from competitors. The project kickoff was May 5, 2017. The tasks that had been completed prior to May 5, 2017 were the business case compilation and approval and the project team establishment. Case Study Summary of Events Business Case Development The product development department developed the business case for the proposed new product, including projected cost/benefit analysis based on previous similar products and current market share. The business case was reviewed by executive management and approved Requirements Definition The product development department developed the requirements specification for the new product. These requirements were specified based on the understanding level of the project team, which had many years of experience in the company and an extremely good understanding of the systems. Some of the finer details of the requirements, such as the reporting requirements and the final policy document wording, were not defined at this initial stage. The outstanding requirements would be agreed upon during the project, once the users had decided exactly what they wanted in this regard. Project Team Appointment John was appointed as the overall project manager. John had been with the company for 23 years and been involved in numerous projects for new product developments in the past. He knows the existing systems intimately and had good working relationships with all the various departments involved in product development and launch. The project team appointed consisted of people from various departments, all of whom had been involved in previous product development projects. Their knowledge of the systems and applications is extensive. After delivery of Module Two, John left due to personal reasons. Project Kick-off The product development executive, the sponsor of the project, chaired the project kick-off meeting, held on May 5, 2017. She emphasized the importance of the project to the company, as it would ensure good returns by getting the new product to market before its competitors. She stressed that the delivery date must not be compromised in any way, as this would open the doors for competitive products and the opportunity would be missed. The project manager and the team were asked to get busy immediately with their planning, and a follow-up meeting was set for August 5, 2017 to review the project plans.Progress for Period May 5, 2017 - August 5, 2017 Initial progress was good, with all team members working well together. Programming started almost immediately, since the team knew the systems so well that they were able to make some of the required changes immediately. Some issues were identified with the user requirements, since not enough detail was in the requirements document. These issues were resolved between the programmers and the users. Some of the programmers experienced problems when they discovered they were working on the wrong version of the user requirements. This was resolved when the users printed out the current version of the requirements for all the team members to make sure they were all working on the current version. Progress was not as fast as desired, due mainly to users changing their minds about the requirements. The programmers were very accommodating with such changes and tried their utmost to keep the users satisfied. Unfortunately, the number of changes and additional requirements requested by the users caused the work to fall behind schedule. When some of the programmers complained to the project manager, he said that it was essential that users received what they wanted, so their changes must be accommodated, even if it meant having to work extra hours to catch up. The programming was also delayed from time to time due to technical problems experienced with the new development environment. The company did not have anyone experienced in the new development software, thus had to rely on vendor support, which was a bit lacking due to their commitments at other companies.Progress for Period August 5, 2017 - October 5, 2017 (two months before live date) The sponsor became concerned with the project progress, since she felt there was a risk of not meeting the required delivery date. The programmers were working long hours to try catch up on the project work, as well as doing their required maintenance and problem fixing of the live systems. The legal department said that they may not be able to provide the policy document wording in time for the live date, due to other priorities. They said they may have been able to if they had known about it sooner. The user department said they may have a problem getting the test packs ready for user testing, as some staff were going on leave over the Thanksgiving period. Initial testing revealed that the performance of some of the modules was very slow. This was resolved to some extent when it was found that some of the programmers had used inefficient coding, as they were new to the programming language being used. There were also a number of bugs reported, one of which causes the product to crash at least once a week. There are numerous change requests submitted by users for enhancements to the product.1 _ ..- John, the project manager, has left, and the project team is in complete disarrav, and there seem to be issues between the architect and database administrators on just how the database supports the vendor reports. As of now the two areas are not working together to develop solutions for the issues. There also seems to be a loss of a defined testing strategv, which has cropped concerns with development and user acceptance. There is no existing method of capturing reported issues, or how to handle changes. Management is unhappvr about the project and there is no established communications method to inform them about the project status. The project is over budget by 29%. The vendor is asking for pre pavment in order to deliver the third and final module for the final payment of $?5,DUD, which was T596 ofthe total vendor cost. The module has not been tested 1vet. There is no communications plan, no risk plan, no svstems implementation plan {to define how svstem implementation testing is handled}, and no total cost of ownership {TED} fee schedule. There is a conflict within the project team [e.g., team members have conflicting roles, or experience time pressure as a result of working in two positions within the organization simultaneously]