Solved by verified expert:Please create a final PM plan (scenario and rubric is attached).
final_project_guidelines_and_rubric.docx
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Final Project Guidelines and Rubric
Overview Organizations continue to struggle with successful project implementations that support
business goals. Strides in project management have been achieved through a consistent approach to
project management as defined by the Project Management Institute (PMI)® A Guide to the Project
Management Body of Knowledge, (PMBOK® Guide), Fifth Edition, 2013. Specifically, the five phases of
project management—consisting of initiating, planning, executing, controlling, and closing—provide a
framework for achieving business goals through successful project implementations. At the completion
of the course, you will understand the key deliverables and activities within each phase of this
framework in order to achieve business goals.
Your final project will be a complete project management plan. The plan will be comprised of standard
templates used by organizations across all industries. For milestones one and two, you will use two
different case studies from your Mindedge resource. For your final project, you will be using a third case
study from Mindedge, the HighTower Global Solutions case study, as the foundation for your plan. Each
week you will move through the phases of the project management life cycle and develop components
of the project management plan to address the organizational need within each of these different case
studies. You will consider stakeholder perspectives and communication needs as well as typical project
risks and issues. At the end of the course, you will have a complete project management plan that
supports a typical project for an organization.
The project is divided into two milestones, which will be submitted at various points throughout the
course to scaffold learning and ensure quality final submissions. Please note that you will use different
case studies for each Milestone and for your final project in this course, all of which can be found in your
Mindedge resource. Milestone One utilizes the Fabricant Manufacturing Project case study and will
be submitted in Module Three. Milestone Two utilizes the ECO-Trans case study and will be submitted
in Module Six. The final project utilizes the HighTower Global Solutions case study and will be
submitted in Module Nine.
In your final project, you will demonstrate your mastery of the following course outcomes:
Develop project charters that illustrate the high-level scope of the project as it aligns to organizational
strategic needs Analyze internal and external stakeholder needs for efficiently navigating
organizational structures Determine proper approaches to defining business requirements for aligning
with business strategies Utilize project management software for effectively developing project
management plans Develop key project management control documents for ensuring effective
management plan scope descriptions Evaluate agile and waterfall methods for successful project
execution Determine approaches for project closure that inform ongoing best practices in project
management planning
Prompt Throughout the course, you have been working through the phases of the project management
life cycle to develop components for a project management plan that addresses the organizational
needs of the organization highlighted in two case studies: the Fabricant Manufacturing Project
(Milestone One) and the ECOTrans case study (Milestone Two). Your instructor and peers have provided
feedback for you to consider along the way. Now, you have the background knowledge and the
information necessary to complete your project management plan, which utilizes the HighTower Global
Solutions case study, available in MindEdge.
Specifically, the following critical elements must be addressed:
I. Project Initiation A. Identify the economic, technical, and organizational feasibility of the project. For
instance, how is the project a viable fit within the organization? B. Explain how the project aligns to the
organization’s strategic goals. C. Develop a project charter that includes a high-level scope of what is to
be accomplished. D. Create a high-level timeline and cost estimate to complete the project. E. Identify
the concerns of the internal and external key project stakeholders. F. Compare the level of support from
all key project stakeholders to inform the course of action resulting in success of the project. G.
Complete the stakeholder analysis template.
II. Project Planning A. Determine the business requirements for the successful development of the
project. Justify your choices. B. Establish who will provide the business requirements. What approach
will be used to solicit the requirements from the subject matter experts? C. Categorize and organize the
business requirements in a standard requirements template. D. Explain why the format for capturing
requirements is important to the overall success of the project. Why would we consider requirements’
traceability? E. Leveraging the business requirements, translate these requirements into a project
schedule using project management software through the provided template. F. Estimate the duration
of project tasks using common business knowledge, and assign resources to complete each task. G.
Refine your estimate of the project cost based on the duration of tasks and resources needed.
III. Project Execution A. Determine the best implementation approach—agile or waterfall project—for
the organization based on its organizational structure. Provide examples to support your rationale. B.
Explain how the project schedule can be resource leveled, fast-tracked, or crashed if needed based upon
execution results. C. Propose communication approaches and the frequency that should be used to keep
leadership apprised of the project execution. Include examples to support your claims.
IV. Project Control A. Describe how you will handle changes in scope to your project management plan.
What change management process will be used? What key information will be required for change
requests? B. Describe the risk management process that is the best fit for effective project control over
your plan. C. Explain how you will document issues and what process will be used to manage the issue to
completion. Include examples to support your claims.
V. Project Closeout A. Identify what needs to be done to close your project management plan. Include
examples supporting how you will minimize the chances of overlooking a step in the project process. B.
Justify the need for a warranty period and how the project will transition to business C. Complete a
lessons-learned template for the case study project.
Final Submission: Project Management Plan In Module Nine, you will submit your final project, which
utilizes the HighTower Global Solutions case study. It should be a complete, polished artifact containing
all of the critical elements of the final product. It should reflect the incorporation of feedback gained
throughout the course. This submission will be graded with the Final Project Rubric.
Final Project Rubric Guidelines for Submission: Your project management plan should be between 10
and 12 pages, double-spaced, have one-inch margins, and use 12-point Times New Roman font and
the most recent version of APA format.
Final Graded Case Study: Project Management Plan, Hightower Global Solutions
Project Selection and Initiation
After having been recently laid off from his job of 35 years as a Sales Manager at Hightower Global
Solutions, Tony DiBello got a call from his former boss Peter McKenzie asking him to return to the
organization to help get a new initiative off the ground.
The Project
Based on McKenzie’s brief description over the phone, DiBello understood that the project was to develop a
“sales training intranet” (code named HighLEARN) for Hightower’s 350 geographically dispersed sales
associates. A Fortune 500 firm specializing in financial services technology and outsourcing solutions,
Hightower had more than 100 complex products and services to offer its diverse client base of banks, mutual
fund complexes and insurance companies. In addition, Hightower’s executive leadership was pursuing an
aggressive acquisition strategy, buying small companies and further expanding the product portfolio. As a
result, both new and experienced sales associates were struggling to get up to speed on all of the Hightower
offerings, and sales leadership was concerned that they were missing opportunities to pitch new products to
clients. McKenzie, the Head of Hightower’s Sales organization, had become an evangelist for what he called
“Blended Learning”—combining traditional classroom training with online learning opportunities—and he
was determined to develop a highly interactive “portal” to help improve sales performance. He envisioned a
custom intranet where Hightower sales associates across the globe could log on to get comprehensive product
information and presentations, access webinars and videos with product specialists, and share tips and
feedback through blogs, forums and social features.
McKenzie’s enthusiasm for the intranet project was infectious. Even Carol Bailey, Hightower’s CEO, had
come to believe that connecting people in this way was critical to ensuring Hightower’s success and
sustainability in the global market. Due to the breadth and diversity of the company’s product offerings—and
the rate at which they were acquiring new products—there was immense pressure on everyone in the sales
organization to become experts on as many products and services as possible in order to meet aggressive sales
targets.
To support the CEO’s strategic agenda, the following project elements, team members, and constraints were
provided.
Project Budget and Roll-out Date
Project Budget
$1.5 million
Project Scheduled to Start June 1, 2017
HighLEARN Roll-out
January 1, 2018
QSO 640: Project Management
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Project Team Members
Name
Role
Ricardo Contin Director of Learning and Development
Steve Quan
Hightower IT Operations Specialist
Shannon Valley Hightower IT Systems and Security
Monica Ianucci Content Specialist
Jonathan Brant Content Specialist
Initial Project Risks
1 Website does not meet user requirements or functionality.
2 Shannon Valley and Steve Quan are not available to contribute to the project until July 15, 2017.
3
Marketing department has not endorsed the approach; believes they should go with Microsoft®
SharePoint® system.
4 Security of intranet/portal: no external access beyond firewall.
Project Activity
Duration
Portal Development
User Interface Design Complete and Tested
2 days
Style Sheets for Portal
3 weeks
Theme Design for Website
8 weeks
Portal Administration Complete and Accepted
2 days
Administrative Page Groups
10 weeks
Administrative Access Control Design
7 weeks
Content Management & Coding Complete and Tested
2 days
Content Display from Repository
28 days
Content Upload and Functionality
8 weeks
Configure/Code Indexing and Functionality
13 weeks
Infrastructure and Security
Architecture Approved for Implementation
1 day
Servers for Development, Staging, and Production
13 weeks
Configure Firewalls
4 weeks
Integrate Infrastructure and Security Systems
8 weeks
Log-in/Registration System Complete and Tested
3 days
Create Log-in/User Profiles
4 weeks
Content Creation and Editing
Product Content Modules Completed and Accepted
5 days
Interviews with Subject Matter Experts (SMEs) and Sales Representatives 2 weeks
QSO 640: Project Management
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Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
Product Sales Summaries
4 weeks
Sales Case Studies for Content Modules
7 weeks
Edit/Film SME Videos
1 week
Upload Presentations, Demos, and Webinars for Content Modules
2 weeks
Documentation
Development and Document Coding Standards and Procedures
15 weeks
Develop Test Acceptance Plans and Procedures
15 weeks
HighLEARN Database Test and Acceptance
1 week
HighLEARN Roll-out
Hightower Global Solutions Organizational Chart
Hightower Global Solutions Staffing List
IT Systems and Security
Harold Williams
QSO 640: Project Management
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Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
Cyber Security
Systems Engineering
Business Operations
Harold Williams
Dennis Callahan
Beth Stroller
Juan Felipe
Susan Xiao
Cheryl Bolden
John Petrel
Steven Johnson
Steve Quan
Learning and Development
Human Resources
Training Department
Content Development
Christina Alston
Elizabeth Carol
Judy Wilson
Terrence Holober
Frederick Concern
Kimberly Contos
Nicholas Bergh
Tyler Burns
Dianne Harrison
Jonathan Brant
Monica Ianucci
Henry Stephenson
Sales, Marketing, and Budgeting
Domestic Sales
James Youngster
William Feller
International Sales
Tracy Woodster
Andrew Levitt
Marketing/Advertising
Sasha Fiercer
Jason Holdmeer
Acquisitions and Product Portfolios
Product Management
Meagan Golden
Melvin Simpson
Acquisitions Management
Nicole Smith
Evelyn Lovelace
Strategic Management
Richard Mattingly
Teresa Berry-Van Helbing
QSO 640: Project Management
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Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
Please use the information above to complete your final Graded Case Study. Return to your learning
environment to submit your work.
QSO 640: Project Management
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Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
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