Write a Lessons Learned document. Lessons can be on any aspect of PM, but should be specifically based on your work in the simulation. In particular, how does what you have learned about cost and schedule estimation affect your running of the simulation and/or the lessons learned. Lessons learned are an important part of the closing of a project.

Until recently, the only effective way for aspiring and current project managers to practice their project management skills has been to work on real, live projects. Although this is the best way to learn, not everyone has the opportunity to lead complex projects. Even when the opportunity is available, lack of training or experience can result in mistakes that have a negative effect on the project and the project manager's career. The primary objective of this simulation is to provide aspiring and current project managers with a hands-on tool that allows them to put project management industry standards to practice. It utilizes a project scenario of localizing a software product into multiple languages for international markets. The focus of the simulation is on project management fundamentals and does not require domain knowledge. The simulation provides the opportunity to apply the PMBOK Guide framework to a real world project, using various metrics to gauge the effectiveness of your decisions. Just like flying an airplane, managing a large project is comprised of hundreds - if not thousands - of interrelated, complex tasks that must be managed in concert to ensure success and prevent failure. As pilots are trained to fly an array of aircraft and read different types of flight instruments, project managers need to be exposed to different project scenarios and learn to use different tools and techniques to manage those projects. For example, airline pilots undergo hundreds of hours training on simulators before they can start logging their flight time in order to gain experience as a pilot. Just as you would never board an airplane with an inexperienced pilot, taking on a project without the proper training or experience could be disastrous. Double Masters envisions a future where all project managers, just like airplane pilots, will train on virtual simulators to improve their skills, reduce the potential for costly errors, and successfully deliver projects on time and on budget. Overview This simulation corresponds directly to the PMBOK Guide Sixth Edition Knowledge Area of Project Integration Management. There are seven processes in this knowledge area which include: Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase These processes will appear throughout the simulation as they occur within the project. In practice, these processes overlap and interact in ways that cannot be completely detailed in this simulation. Simulation Lesson Objectives Introduction At the conclusion of this simulation you will be able to: Describe the 7 processes in the project integration management knowledge area Identify stakeholders Identify project requirements, constraints, concerns and expectations Balance competing project constraints; budget, schedule, risk, quality, resources and scope Identify the contract type used in this project Apply stakeholder needs to a communication plan Interpret proposed project changes for feasibility Recognize activities necessary for project closure Lesson 1 At the conclusion of this lesson you will be able to: Explain the purpose of undertaking the project Define the high level priorities of the project based on preliminary planning Recognize the major stakeholders and their needs Lesson 2 At the conclusion of this lesson you will be able to: List the project priorities Select a localization vendor based on profile criteria Identify the components in the WBS Lesson 3 At the conclusion of this lesson you will be able to: Identify the critical path in the project schedule Practice manipulating the schedule and budget Recognize the interconnectedness of cost, schedule and risk Illustrate how contingency and management reserves are applied Lesson 4 At the conclusion of this lesson you will be able to: Identify the enterprise environmental factors impacting this project Determine the contract type being used Lesson 5 At the conclusion of this lesson you will be able to: Demonstrate the management of a schedule slip and its impact Analyze a scope change proposal for financial feasibility Create a communication dealing with a conflict Decide if the team resources assignments in this organizational structure impact the requirements for your team Lesson 6 At the conclusion of this lesson you will be able to: Demonstrate how management reserves are used Determine work performance information for your project stakeholder meetings Apply knowledge of a vendor contract to management of a deliverable delay*** Lesson 7 At the conclusion of this lesson you will be able to: Identify the format for acceptance of final deliverables Determine appropriate team rewards Recognize the phase for project closure ***NOTE: Depending on how you set up your schedule within the simulation, you will encounter this objective in either Lesson 6 or 7. Assessment The following criteria must be met for you to be considered as having adequately completed the simulation: Review of 100% of the simulation scenes: As you progress through the simulation, you are presented with a series of scenes that provide information relevant to the simulation scenario or provide directions on what to do next. There are also decisions you must make in several scenes that impact the path you take through the scenario. You must make sound decisions and review all scenes until you arrive at the scene clearly marked 'The End'. Thorough review of documents and mail messages: The simulation exposes a broad range of documents and mail messages that are critical to effectively managing the project. Reasonable effort at managing your schedule and budget: The simulation scenario requires you to manage a schedule and budget as efficiently as possible to meet project priorities. You will be assessed on your schedule delivery date as well as how you manage your budget. At the end of the simulation, a Scorecard view will appear under the Simulation Overview menu, detailing your project management performance within the simulation. The scorecard will also tabulate the results of your performance and assign a score out of 100. Simulation Scenario The Project Integration Management Simulation utilizes a project scenario of localizing a software product into multiple languages for international markets. Since the focus is on project management fundamentals, there are no prerequisites for this simulation. You will play the role of a project manager that has just been hired at a software company in the early planning stages for a localization project. The company develops its flagship product in English, but needs to localize it into French, German, and Japanese. The localization project begins at the later stages of the initial English product development process. The hypothetical company has completed similar localization projects in the past. As such, there are many model documents covering several PMBOK Guide processes you are exposed to but do not have to author yourself. As these documents are presented, the simulation narrator provides appropriate context to assist you in analyzing how the PMBOK Guide can be applied to a real world project. All documentation in the simulation is assumed to be correct. In the final planning stages for the project, you are required to fine-tune a model schedule and budget that is provided for you. Since localization requires specialty language skills, external localization vendors also have to be selected to perform large portions of the project. You must select vendors based on historical information provided on past performance. Once the project work actually begins, you are then faced with many of the challenges that can occur in the real world such as inaccurate task estimations, cost overruns, unsolicited requests for change of scope, human resource issues, and many others. In each case, you are required to make decisions on how best to deal with the challenge. There are also several instances where the initial schedule and budget need to be adjusted to keep the project on track with its stated priorities. You are provided with extensive tracking tools including Earned Value Management (EVM) metrics to help you make the best decisions possible during the executing, monitoring and controlling phases. As the project comes to an end, you will accept the final deliveries and close out the project. When you come to the scene labeled The End, you will be able to see your scorecard detailing your project performance.