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Assignment In our previous assignment we developed a project charter which completed the project's initiation phase. It is now time for our dream house project to enter into its planning phase. During this phase we will develop the project plan for our dream home. This assignment will take several hours to complete. Please start early! For this assignment, you can assume that the project charter has been approved and you can now take on the role of the project manager in planning the project. Assignment Purpose In this assignment you will develop an approximately 10-page project plan (also known as a Project Management Plan [PMP] or a Project Implementation Plan [PIP]) for the construction of the dream home project. "A project plan is a formal document designed to guide the control and execution of a project. A project plan is the key to a successful project and is the most important document that needs to be created when starting any business project."Assignment Objectives Learning objectives for this assignment are to: Develop an understanding of how a project plan is used within a project environment. Demonstrate a practical understanding of the actual information content needed within a project plan. Describe a project using project management terminology, concepts and industry best practices as outlined in the assignment glossary of terms. "Planning your Dream Home" Background Some information regarding this assignment: 1) While this assignment follows the same theme as your previous one (the project charter), it is intended to be a stand-alone assignment and it is not dependent upon your project charter. 2) If you encounter gaps in the information that has been provided, you are allowed to make assumptions (or if needed, simply make up the missing information). 3) For this assignment you are not expected to have any previous or specific knowledge of home building or of construction in general. The house construction scenario is intended purely as a way to provide you with an opportunity to demonstrate your understanding of project management principles.PROJECT MANAGEMENT PLAN WRITING GUIDE For this assignment, you are to use the information provided in the following template to demonstrate the project management industry best practices, tools, techniques and concepts to describe the project. The following template has been provided to guide you in your efforts. Your Project Management Plan shall contain the following sections: 1) Title Page: You can have fun with your title page (for example, you can include illustrations and graphics), but at a minimum, the title page must present the following information: (1) Your name (and names of the group members, if applicable); (2) Project name (you can make one up), and (3) The following statement: "All material prepared for this assignment was produced by the authors, and material from a third party (such as the internet) has been cited and referenced." 2) Table of Contents: The Table of Contents must be generated using your word processor's built-in 'Table of Contents' generation feature (found within the [Reference] Tab of WORD). 3) Project Background: Briefly summarize the relevant main points from your (previous assignment) Project Charter; do not re-publish the project charter - instead, just pick out and summarize the key highlights in a paragraph or so. 4) Project Scope: Provide a high-level description of the work to be done as part of this project.5) Work Breakdown Structure (WBS): WBS Item Dependencies Durations Based on the supplied 'Dream House Task 1.1 Landscape Table' (see below), create a project WBS. 1.1.1 Task A IN 1.1.2 Task B 1.1.1 N You are to use the information contained in 1.1.3 Task C 1.1.2 6 the following table for the tasks that are 1.2 House Structure needed to complete this project - the tasks 1.2.1 Task D 1.1.1 5 have placeholder names to identify the various 1.2.2 Task E 1.3.2 8 required tasks (note that you do not need to 1.2.3 Task F 1.3.2 4 use proper task names such as 'construct 1.3 Inside Work frame' or 'install roof)' 1.3.1 Task G 1.1.1 4 1.3.2 Task H 1.1.3, 1.6.1 4 Although you can think of the individual tasks 1.3.3 Task I 1.2.2, 1.2.3, N as being actual jobs that would be required on 1.4.3, 1.5.3 1.4 Infastructure a construction project, for this assignment 1.4.1 Task J 1.6.1 5 please use the generic placeholder task names 1.4.2 Task K as they appear in the following table when 1.3.2, 1.4.1, 1.5.1 1.4.3 Task L 1.4.2, 1.5.2 3 creating your schedule and any other section of the project plan that requires these tasks. 1.5 Management 1.5.1 Task M 1.6.1 4 1.5.2 Task N 1.5.1 IN The project-related information that has been 1.5.3 Task O 1.5.2 4 supplied is as follows: 1.6 Other 1.6.1 Inspection 1.1.2, 1.2.1, 1.3.1 2 1.6.2 Milestone #1 1.4.2 O 1.6.3 Milestone #2 1.2.2, 1.3.3, 1.4.3 0 Dream House Task Table6) WBS Dictionary: After creating your WBS using the placeholder names, select one house construction task that you feel would normally be associated with a home construction project and create a WBS dictionary entry for this task. Create a WBS dictionary for this selected task. The information provided in your example WBS dictionary should include the following topics (note that each topic needs to be included as its own sub-heading): Task Name: Identify your selected task and provide a short description of the task. Task Deliverables: O Provide two examples of task deliverables. O Provide a short description of each deliverable. O Note: Do not specify the 'work' that would be required to produce the deliverable - only identify the 'deliverables' themselves. . Task Requirements: Provide three examples of requirements appropriate for this task. . Task Quality Standard(s): Provide an example of a quality standard for this task. Task Mandatory Dependency: Identify one scheduling-related mandatory task dependency.. Task External Dependency: Identify any organizations, agencies or individuals who are outside the project manager's direct control, but whose cooperation, support or approval is required for this task to succeed. WBS Item Dependencies Durations 7) Project Gantt (Bar Chart) Schedule: Using 1.1 Landscape the information supplied in the Dream House 1.1.1 Task A 2 Task Table, create a Gantt chart showing the 1.1.2 Task B 1.1.1 2 6 project schedule. 1.1.3 Task C 1.1.2 1.2 House Structure You do not need to use any professional 1.2.1 Task D 1.1.1 5 1.2.2 Task E 1.3.2 8 scheduling software; if necessary, a 1.2.3 Task F 1.3.2 digital image of a hand-drawn Gantt 1.3 Inside Work chart will be acceptable. 1.3.1 Task G 1.1.1 4 1.3.2 Task H 1.1.3, 1.6.1 8) Critical Path (Network) Diagram: Prepare a 1.3.3 Task I 1.2.2, 1.2.3, N full network diagram (using the critical path 1.4.3, 1.5.3 method that includes both the forward and 1.4 Infastructure backward pass information) for the project. 1.4.1 Task J 1.6.1 1.4.2 Task K 1.3.2, 1.4.1, 1.5.1 You do not need to use any professional 1.4.3 Task L 1.4.2, 1.5.2 1.5 Management scheduling software; any drawing 1.5.1 Task M 1.6.1 4 package, Excel or, if necessary, even a 1.5.2 Task N 1.5.1 N digital image of a hand-drawn network 1.5.3 Task O 1.5.2 4 diagram will be acceptable. 1.6 Other 1.6.1 Inspection 1.1.2, 1.2.1, 1.3.1 2 1.6.2 Milestone #1 1.4.2 0 1.6.3 Milestone #2 1.2.2, 1.3.3, 1.4.3 0 Project schedule data9) RISK MANAGEMENT PLAN Risk represents uncertainty on a project. In this section you should demonstrate practical examples of events that may or may not happen on the project, and how you would deal with them based on the industry best practices. Overall Risk Plan Prioritization: Risk can affect many different project characteristics (budget, schedule, quality) - indicate which of these characteristics you feel should be prioritized to be protected within your risk plan, and why you feel that (for this particular project) it is best that the risk plan prioritize and protect this characteristic. . Contingency Fund and Managerial Reserve Fund: Briefly explain how you would determine the funding requirements of both the project's 1) contingency reserve fund and 2) managerial reserve fund for a project of this nature. It is important that you describe the formulas or approach that should be used in establishing both of these reserve funds. Risk Registry: Based on appropriate tasks for a project of this nature, develop a risk registry (also known as a risk log). Using the table format below, provide examples of risk information that would be appropriate for a project of this nature and that demonstrate your knowledge of risk- related terms:WBS Risk # Title / Description Likelihood Impact Strategy Response See the assignment's GLOSSARY OF TERMS for guidance on how to fill in your risk registry table. 10) QUALITY MANAGEMENT PLAN Based on the task that you described in your WBS dictionary, create a quality control checklist that demonstrates how the project could verify that your task's requirements were successfully achieved. 11) COMMUNICATION MANAGEMENT PLAN Based on the communication requirements of the task that you have previously identified, develop a communication plan that provides three examples of key required communication that the PM needs to track. Keep in mind that the project communication requirements should only include formal, contractually required communication that would be appropriate for a project of this nature. Use the table below as a communication plan template.Stakeholder Information to When and how Who will How the Who will communication be frequently the send the information will receive the requirements communicated information will information be information be communicated communicated 12) HUMAN RESOURCE MANAGEMENT PLAN For your human resource management plan, identify the following information: Demonstrate an example of your team's organizational chart. Create a RACI Responsibility Assignment Matrix (RAM) that assigns responsibility for all of your project's WBS entries to the project team members identified in your organizational chart. When the project first starts, team members need to know what they are doing. Provide two practical examples of how you would ensure that each team member knows what they are responsible for on the project. 13) PROJECT BUDGET: Develop a project budget - this budget must include sufficient detail to be able to monitor and control project expenditures and overall project progress. A basic budget table as shown below will be sufficient for the core financial information (additional rows will have to be added for each WBS item). Ensure that you fund each WBS level 3 task. WBS # Allocated Funds Total Material Labour 6Your budget should also include a line item for your project's risk management reserve and risk contingency reserve funds. Bibliography: You should not have to use third-party material to complete this assignment; however, if you do, it is important that you provide proper citation of all open-source resources that you have used in preparing your assignments.GLOSSARY OF TERMS: Use / demonstrate the following terms in this assignment: ACCEPTANCE CRITERIA: A set of conditions that is required to be met before deliverables are accepted. ASSUMPTIONS: A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration. BUDGET: The approved estimate for the project work breakdown structure level 3 tasks to be performed. CRITICAL PATH (Network) DIAGRAM: 6 5 10 B Critical Path: The sequence of tasks that 11 5 15 Path A-0-D - 25 1 5 5 16 15 30 represent the longest path through a Start Finish project schedule, which determines the 1 0 5 16 0 30 6 10 15 Path A-C-D - 30 (Critical Path) shortest possible schedule duration. 6 0 15 KEY Activity Nada Forward pass: A critical path method technique for calculating the early start NOTE: This example uses the accepted convention of the project Critical Path Link starting on day 1 for calculating start and finish dates. There are other accepted conventions that may be used. Non-Critical Path Link and early finish dates by working forward through the schedule model from the Network Diagram Example project start date or given point in time. Source: PMBOK Guide, 6th edition Backwards pass: A critical path method technique of calculating the late start and late finish dates by working backwards through the schedule model from the project end date. DELIVERABLES: A deliverable is any unique and verifiable product, result or capability to perform a service that is required to be produced to complete project process, phase, or fulfill a requirement.EXTERNAL DEPENDENCY: A relationship between project activities and non-project activities. This type of dependency usually cannot be modified. An external dependency for a task is a person, organization or agency who is outside the project manager's direct control, but whose cooperation, support or approval is needed for the task to succeed. GANTT CHART: A graphic display of schedule- .. . related information. In the typical Gantt chart: 7/25/16 7/30/16 8/4/16 8/9/76 814/16 8/19/16 8/24/76 8/29 76 9/3:76 Task One Task Two schedule activities or work breakdown Task Theee structure components are listed down Task Four Task Five the left side of the chart, Task Six Task Seven . dates are shown across the top, and Task Eight Task Nine Tank Ten . activity durations are shown as date- E Task Eleven placed horizontal bars. Example of a GANTT chart MANDATORY DEPENDENCY: A mandatory dependency is a relationship that is required or is inherent in the nature of the work. This can be thought of as the logical relationships between the various tasks on the project. Essentially, this section should define this task's schedule-related logical relationships to the other WBS tasks that need to be completed prior to this one beginning.ORGANIZATIONAL CHART: A graphical display of project PM team members and their reporting relationships. OOO 00 0 0 Organization Chart (hierarchical) Project organizational chart example PMBOK Guide, 6th edition PROJECT CHARTER: A project charter provides a high-level description of the project. A project charter is used to formally authorize the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. PROJECT SCOPE: Defines the work required to be performed to deliver a product, service, or result (with the specified features and functions) called for by the project.QUALITY: The degree to which a set of inherent characteristics fulfills requirements. STANDARD: A document established by an authority, custom, or general consent as a model or example. QUALITY STANDARD: A quality standard represents the (internal and external) processes and procedures that need to be followed in fulfilling the project. A quality standard on a project describes how work must be done - this is different from a project requirement that describes what needs to be done. RACI CHART: A common type of responsibility assignment matrix that uses: Responsible (R), Accountable (A), Consult (C) and Inform (1) statuses to define the involvement of stakeholders in the project activities. RESPONSIBILITY ASSIGNMENT MATRIX (RAM): RACI Chart Person A grid that shows the project resources assigned Activity Ann Ben Carlos Dina Ed to each level three WBS entry. To create a RACI RAM, you should: Define R Design A R C C Develop a table that lists (in the first Develop C C column) each of the tasks from the Test A R WBS. By linking the RAM to the WBS, R = Responsible A = Accountable C = Consult | = Inform you ensure that each project task has Example of RACI RAM been assigned to a team member. Source: PMBOK edition 6 . The vertical columns of your RAM should list the key project stakeholders as defined in your project org. chart. You should assign tasks to stakeholders within your RAM by utilizing a RACI taxonomy. A RACI RAM is where you identify which stakeholders: o Are (R) responsibleHave (A) authority O Need to be (C) consulted O Need to be (1) informed REQUIREMENT: Requirements specify "conditions or capabilities" that are required to be present in the project's output (product, service or result) in order to achieve the project's objectives. RESERVE: A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g. management reserve, contingency reserve) to provide further details on what types of risks are meant to be mitigated. Managerial reserve funds are established to handle as-of-yet unidentified risks and are usually formula based. . Contingency reserve funds set aside to address the risks that you have identified in your risk registry. The amount set aside should be based on the likelihood and cost impact of each risk. RISK: An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. Projects frequently encounter uncertainty due to their underlying assumptions, estimates or dependencies. Risk Probability is the determination of the likelihood of a risk occurring. This likelihood can be based on historical project information - does the risk typically occur? Or the likelihood of risks can come from interviews or meetings with individuals who would have knowledge of the probability of risks occurring. Risk Impact assessment is the evaluation of the impact of a risk if it were to occur. If the risk were to occur, would it be catastrophic to the project or a minor inconvenience? An impact assessment is generally conducted in meetings or in interviews with individuals who have the appropriate knowledge to evaluate the impact of a risk.Risk impact identifies what aspects of the project would be impacted - for example: budget, schedule or scope. . Risk Strategy specifies what strategy will be used to address the risk. For example: O Avoid risk: The risk is eliminated to protect the project from its impact. O Reduce or mitigate risk: Actions are taken to reduce the probability or impact of a risk. O Transfer risk: Risk is transferred to a new owner (a 3rd party). O Accept risk: Risk is acknowledged but no proactive action is taken. Risk Response provides a short description of what actions the project will take to address the uncertainty. Risk Probability and Impact Matrix: #/- IMPACT ON PROJECT OBJECTIVES SCALE PROBABILITY TIME COST QUALITY Very High -70% 26 months Very significant impact on overall functionality Specified definitions of probability and impact for High 51-70% 3-6 months SIM-55M Significant impact on overall functionality a specific project. Medium 31-50% 1-3 months $501K-SIM Some impact in key functional areas Low 11-30% 1-4 weeks $100K-$50OK Minor impact on overall functionality Very Low 1-10% I week $TOOK Minor impact on secondary functions Definitions of risk probability and impact NI No change No change No change in functionality levels are specific to the project context. Risk probability and impact example PMBOK 6th editionProjects may generate their own specific definitions of probability and impact levels. Risk Breakdown Structure: Provides a means for RBS LEVEL O RBS LEVEL 1 RBS LEVEL 2 grouping individual project risk sources. A 1.1 Scope definition 1.2 Requirements definition common way to structure risk categories is with a 1.3 Estimates, assumptions, and constraints risk breakdown structure (RBS), which is a 1. TECHNICAL R 1.4 Technical processes 1.5 Technology hierarchical representation of potential sources of 1.6 Technical interfaces Etc. risks on the project. 2.1 Project management 2.2 Program/portfolio management 2.3 Operations management 2. MANAGEMENT RISK 2.4 Organization 2.5 Resourcing 2.6 Communication 0. ALL SOURCES OF Etc. PROJECT RISK 3.1 Contractual terms and conditions 3.2 Internal procuremen 3.3 Suppliers and vendors 3. COMMERCIAL RISK 3.4 Subcontracts 3.5 Client/customer stability 3.6 Partnerships and joint ventures Etc. 4.1 Legislation 4.2 Exchange rates 4.3 Site/facilities 4. EXTERNAL RISK 4.4 Environmental/weather 4.5 Competition 4.6 Regulatory Etc Risk Breakdown Structure (PMBOK Guide, 6th edition)RISK THRESHOLD: The level of risk exposure above which risks are addressed and below which risks may be accepted. WORK BREAKDOWN STRUCTURE (WBS): Level 1 1 Project name A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the 1.1 Subsystem 1.2 Subsystem or deliverable or deliverable project objectives and create the Level 2 and 3 required deliverables. 1.1.1 Task #1 1.1.2 Task #2 1.2.1 Task #1 1.2.2 Task #2 A WBS should identify the tasks and activities at a level that will require formal project planning. For example, tasks that would: O Require the identification of requirements and acceptance criteria O Produce a deliverable or address a milestone O Require a risk assessment to be completed O Require a quality standards to be identified O Require the allocation of funds in order to complete the task O Require the allocation of resources (human, equipment, supplies, and facilities) O Need to be formally monitored and reported throughout the project lifecycle WBS DICTIONARY: A document that provides detailed deliverables, activity, and scheduling information about each component in the work breakdown structure