School of Engineering and Information Technology ITECH2250 – IT Project Management Techniques CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 1 of 17 Assignment 3 – PMP Development and PM Responses Overview The aim of this assignment is to gain experience in the organizing/preparing, carrying out and closing phases of a project. This will be done through the preparation of a Project Management Plan as well as a report on the PM actions required to address a number of situations encountered during the project life cycle. Timelines and Expectations Marks: Assignment will be assessed based on a mark out of 100 Percentage Value of Task: 20% of the course marks Due: Week 11, Friday 5:00pm Minimum time expectation: 16 hours per individual This is an assignment with both group and individual components. It is expected that all team members will contribute equally to the group components. Learning Outcomes Assessed The following course learning outcomes are assessed by completing this assessment:  K1 - Identify traditional and agile approaches and lifecycles for managing information technology projects;  K2 - Describe project management methodologies, such as the project management body of knowledge;  K3 - Acquire a theoretical knowledge of the project management process groups model;  K4 - Explain the basic components of a project management plan and its importance in improving the success of information technology projects;  S1 - Apply the process groups model to manage information technology projects of variousSchool of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 2 of 17 complexities and scales;  S3 - Employ a systems thinking approach to identify critical roles and stakeholders in information technology projects;  S4 - Demonstrate decision-making processes to solve a range of information technology project issues;  S5 - Utilise a range of organisational and self-management skills, emulating real world practice of information technology project managers;  A1 - Adopt a project management framework to write a project management plan, for a simulated real world contemporary information technology project;  A2 - Undertake project management approaches to solve unpredictable and complex information technology software development problems;  A3 - Demonstrate competence in using appropriate project management software. Assessment Details Overview As stated by Schwalbe (2014) a project management plan (PMP) is a document used to coordinate all project planning documents and helps to guide a project’s execution and control. She also states that a good PMP is vital to the coordination and integration of information across project management knowledge areas and across the organisation. In this assignment, you will work in teams of four (4) people to produce a PMP, a description of updates to the PMP and related plans/documents and a record of your experiences working in the team. The teams will be assigned by your lecturer and contain students from the same tutorial class. One team member should adopt the team manager role for the duration of the project. Teams are expected to meet regularly – at least once a week – and prepare a PMP based on the IT project case study below. They are then expected to provide, where necessary, descriptions of changes to that PMP and related deliverables based on the sequence of events described in the case study. Teams should use their own initiative regarding the scheduling of all deliverables. Teams will NOT be required to produce ‘product related deliverables’ as part of this assignment but should include identification of these type of deliverables in their PMP. The focus of this assignment is primarily on ‘project management relatedSchool of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 3 of 17 deliverables’. However if an event would trigger a change to the product deliverables, it may be of assistance to the reader if information about that change is included. Finally over the course of the assignment, individuals are expected to record information about team meetings, their own work and contributions and the contributions of others as well as reflect on their learning about project management through the completion of the assignment. To assist students with the work involved, each week from week seven onwards, the second hour of the tutorial will be available for meeting and working on the assignment. Case Study: Bespoke Building System (BeBS) You work for Strategic Software Solutions Ltd. (SSS), a company providing software analysis, design, implementation, testing, review and support services to clients. SSS offers software solutions in a number of areas but concentrates on the hospitality, health and construction industries. For each of these industries they have an off the shelf product that is available for PCs, iPad/iPhone and Android devices. The company prides itself on customer service and providing customizable solutions to their client, either by modifying the off the shelf products or building from new. SSS has also had success with providing review and support services to clients and has received a great deal of positive feedback about the flexibility and quality of its work. The company was started in 2002 and now employs over 20 permanent and contract staff operating out of the head office in Abbotsford, Victoria. The managing director Stewart Sausan, chief accountant Finbar Fury and chief information officer/design guru Imogen Thaat are the main shareholders in the company. SSS has had a steady rise in income and profit since the company started, with the most recent annual turnover of $5,000,000 from services, licensing and support coupled with a 20% profit margin allowing the company to continue paying generous bonuses to employees. You are employed as a project manager at SSS. However, at SSS employees are expected to be flexible in the amount and type of work they do, so whilst you have worked solely as a project manager on some jobs, you have also been involved in analysis, design, coding and testing on others. You have recently been given the task of satisfying the requirements of a new client, MT Construction Pty. Ltd. (MTC) MTC Is a small, recently formed building and construction company, owned and operated by Michael (Mick) BSaw and Timothy (Tim) Hammerston. Mick and Tim have been in the construction industry for the last 10 years, and prior to the company’s formation, they were individually involved in the physical construction of new houses for individual clients. These houses were built according to drawings/specifications completed by others. Often margins and job satisfaction on these jobs areSchool of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 4 of 17 lower because the builders are being hired for a specific service and there is very little opportunity to add value. They now see an opportunity to market themselves as “bespoke end to end builders” and provide clients with the opportunity to design their own house and have it built to those requirements by MTC. They have sensed in the past that clients were often frustrated by the processes and lack of flexibility/engagement involved in home building and now feel that they could run a successful and lucrative business by providing clients with more involvement and ownership. They have identified functionality such as the ability to choose the design concepts for the house, commission drawings, choose materials including fixtures and fittings and obtain costings and completion schedules as opportunities for clients to become more involved. They want to implement a pricing structure based on the progress of the design process and allow for secure payment options via bank transfers, PayPal or credit cards. They would also like to be able to apply discounts based on the aesthetics of the design. These discounts would be manually applied by Mick or Tim. They want to develop a system that they think will allow them to:  grow their business (by achieving double the build value by year 3 of their combined individual build value from the previous three years i.e. when they were not operating as a company);  increase their margins (to 20% on each job. Individually they were operating on 10% profit margins);  achieve more satisfaction for themselves (measured by personal evaluation); and  achieve more satisfaction for their clients (measured through personal responses/application feedback). They want a web and device application interface for clients (both iOS and Android) and a PC based administration application for themselves. They are inexperienced about what their priorities are but feel that most clients will prefer using the web based or iPad equivalent as a mobile device may not have the screen space to do justice to the application. They understand that there will be some setup costs in terms of a database to store client information/jobs but believe they have saved some time and money by signing a contract with a major building wholesaler to provide real-time material costing through the wholesaler’s electronic Building Warehouse (eBW) system. You have explained that there will still be work involved in interfacing to this system and that it may be more efficient to periodically update the system’s database rather than have real-time access. You also wonder how dealing with only the one supplier will affect MTC’s standing in the industry and advise Mick and Tim to come up with some contingencies regarding this. They have mentioned that they have consulted with theSchool of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 5 of 17 Australian Institute of Architects (AIA) and the Building Designers Association of Australia (BDA) and both organisations said they were somewhat reluctant to endorse the system and would look carefully at the design to ensure that no regulations or practices had been overlooked. You advised that there were existing products that perform some of the components requested e.g. RubySketch PlusSpec but Mick and Tim believe their product will be superior and offer a better end to end experience for the client. To support this, they would like SSS to arrange for a marketing plan and look after the initial advertising. You have had a number of meetings with them and at your most recent meeting presented the Business Case. The Business Case for the Bespoke Building System (BeBS) identified the budget at $550,000 with potential payback within 3 years of completion. The budget includes project manager costs (part time – 2 days/week), developer costs – six developers are expected to be used (three existing employees and three new contractors) - charges for an architectural consultant, marketing consultant and DBA consultant, advertising, licensing and equipment (hardware and networking for MTC and development and testing hardware for SSS). The estimated time frame for completion of the project is five months. You have advised MTC that there are major risks associated with this project including lack of customer interest and they hope that you as project manager will be able to identify the appropriate stakeholders and address the risks involved. If the project can meet its objectives and more importantly do this with a payback within three years of completion it will be deemed to have been a success. A project steering committee has been formed consisting of Mick and Tim, who are the main promoters and supporters, chief information officer/design guru Imogen Thaat and yourself. Imogen has pointed out that the design is quite complex and wonders if it may be better to use existing functionality already available in the market and wrap the system around that. Mick and Tim have increasing concerns about the ability of the system to meet AIA and BDA requirements. A number of existing employees have expressed to you how they have had communications with other building industry players about the disruptiveness of the system and wondering if SSS is damaging its own goodwill. You are also concerned about the financial capacity of MTC and have expressed this to chief accountant Finbar Fury who has explored the necessary increases in insurance premiums to cover a default by the client. Finbar has in turn expressed concern about the size of the project relative to the annual turnover of SSS. Finally, you wonder how you will be able to reconcile the views of the two promoters who in your experience are not completely clear or in agreement on the requirements. Where appropriate, these issues have been included in the Business Case. After examining the Business Case, creating a Stakeholder Register and completing a draft ProjectSchool of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 6 of 17 Charter you determine to finalise the Project Charter and hold a Project Kick-Off Meeting. You are quite concerned though about the issues you’ve identified and those raised by Imogen Thaat and Finbar Fury. You also wonder if the Project Management Methodology (PMM) to be used is appropriate and you’re conscious of the rough order of magnitude (ROM) nature of the costings in the original Business Case as well as the uncertainty of the schedule estimates. You have tried to update these in the draft Project Charter but are still somewhat uncomfortable with the result. You determine to seek clarification on these and other matters so you have a number of meetings with SSS senior management - the managing director, chief accountant and chief information officer. At these meetings you discuss a number of procedural, management, scope, cost and schedule issues. To address the risks identified by Finbar, you agree to increase the budget by $25,000 to cover the insurance premiums ($5000) associated with a default by MTC and to increase management reserves to cover the “unknown unknown” of the effect of the project on SSS. After much discussion, you accede to Imogen’s request to use an existing product, in this case RubySketch PlusSpec. You hope by using RubySketch PlusSpec you may alleviate AIA and BDA concerns but at the same time you realise that Mick and Tim will need to be convinced about this pathway. You determine that an annual licensing fee of $2000 will be required to use RubySketch PlusSpec so you include that fee in the budget and agree to advise Mick and Tim of these on-going costs. You also determine that you will need to hire a RubySketch PlusSpec consultant to assist with the BeBS design and merging of the BeBS interfaces with RubySketchPlusSpec. You determine that such a consultant can be hired for $200/hour and you believe they will be required for a maximum of 10 days. You also agree that the better solution to the wholesaler interface would be to use a nightly batch update rather than real-time access. You confirm that you are only able to spend two days per week on project manager duties and must continue with other SSS duties on the remaining three days. You confirm that you will probably need new hardware for development and acceptance testing and confirm that you will use three existing developers to help with development and need to hire three additional developers. You are given permission to hire both an architectural consultant and advertising consultant at rates and number of days that do not exceed your chargeable rate per week - $150/hour for two days per week – for up to four weeks. You are also told that the maximum rate that you may pay a developer (analyst/programmer) is $80/hour. You are also given permission to hire a DBA for up to two days per week for up to four weeks at a rate of up to $200/hour. Finally you discuss the form of contract to be written. SSS traditionally uses some form of cost reimbursable contract and commonly this is a cost plus fixed fee (CPFF) contract. Mick and Tim however want a firm fixed-price Fixed Price (FPP) contract. You think this is unreasonable given their experiences in the building industry and receive support from management that a CPFF will be written. Finbar advises that the fixed fee for this type of work should remain at 15% of the total budget. The contract will include clauses defining progressiveSchool of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 7 of 17 payment times and amounts as well as criteria for mutually agreed contract termination and project closure. You also discuss the suitability of using Agile SCRUM as the PMM and based on a number of factors including that the goal and solution are reasonably clear and that you think you will be able to obtain Mick and Tim’s agreement on the requirements you all agree that a more predictive PMM coupled with a SDLC based on the traditional Waterfall model should be used. You note that in order to obtain agreement on the requirements you will need the help of tools such as facilitated workshops and group creativity techniques and you will probably need to use a confrontation/problem solving strategy for conflict resolution. You take all this information, update the Project Charter, formalize a contract and hold a meeting with Mick and Tim. Initially Mick and Tim are somewhat taken aback by the changes you have identified. They are particularly concerned with:  the methodology to be followed;  the inclusion of RubySketch PlusSpec in BeBS; and  the increasing costs of the BeBS project and the associated project contract. You are asked to explain the proposed PMM. Before that you explain your understanding of the sequential phases of a project as described by PMBOK: • Starting; • Organizing and preparing; • Carrying out; and • Finishing. You emphasize that you are only at the end of the starting phase and are about to enter the organising and preparing phase. You state that there is still a lot of work to do. You explain that in the organizing and preparing phase, an important process group is the planning process group. You must understand and produce the appropriate outputs from the core and facilitating knowledge areas relevant to the planning process and integrate these into the Project Management Plan (PMP). YouSchool of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 8 of 17 must then perform progressive elaboration of the PMP over the life of the project and particularly with respect to changes to the baselined PMP. You then explain how you intend to develop BeBS by describing the SDLC model you propose to follow – the Incremental Phased Delivery Waterfall model (see Dalcher & Brodie, 2007) (Week 2: Reading 1 (Dalcher & Brodie, 2007) on your Moodle shell)). You explain that the Waterfall model consists of sequential phases of Analysis, Design, Programming/Construction, Testing and Implementation. You offer that as a rough rule of thumb you might devote a third of your time to the first two, a third to the Programming/Construction and a third to the final phases. You emphasize though that some of the initial analysis and design may take place in the Organising and Preparing project phase as you work out requirements but that the bulk of the work on model phases occurs in the Carrying Out phase of the project. You point out that it may be better to release the system progressively i.e. website, then IOS, then Android and this is what you plan to do. You explain that you will follow a product life cycle where the waterfall model will be followed for each component in a series of overlapping increments. Mick and Tim are a little uncomfortable at first because they thought that they would be afforded more flexibility to continually change their ideas under Agile SCRUM. However you explained to them that you would conduct a flexible and thorough analysis and given that they perhaps were unclear or in disagreement themselves they agree it might be better to resolve these matters as soon as possible. You also note that there is possibly some sense of refinement as you deliver the system in the manner described but that normally no retrospective changes would be made to previous increments. However in this case you will allocate some time to allow for alignment and you note that under the incremental approach in the form used here, you expect that the second (IOS) and third (Android) increments will take progressively less time based on learnings from the previous increment(s). With respect to the inclusion of the RubySketch PlusSpec, you have long discussions with Mick and Tim but gradually win them over by suggesting that this approach is more likely to gain acceptance from the AIA and BDA and will also reduce the potential for unforeseen technical issues. With respect to costings, you explain that this is a technical project, has not been tried before and that it would be better to allow for greater contingency in these circumstances. You also reiterate the nature of project management costing where costings become more certain as more information is gathered and greater commitments occur. With respect to the contract, you explain that it is unreasonable for SSS to bear all the risks of this project and drawing on their experiences from the building industry you are able to convince them to agree to a fixed incentive fee amount and that the remaining costs will be largely known after completing the Organising and Preparing phase. In light of these discussions Mick and Tim agree toSchool of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 9 of 17 proceed with this phase of the project, happy with the notion that more detail will be provided and they may or may not proceed with the project after this time. The Project Charter is finalized, contracts are signed, and the Project Kick-Off Meeting is held. Immediately after the project kick-off meeting you gather all available information and start understanding in detail the scope, costs, time, quality, risks, human resource, communication, procurement and stakeholder requirements of the project. You work hard at trying to exercise good practices in project management and perform all relevant processes to complete the organising and preparing phase of the project. Amongst your many tasks, you try to confirm the scope and create a WBS, refine a budget and complete a schedule. You try to better understand and quantify the risks of the project and identify appropriate responses. You set in motion the procurement and human resources processes needed to facilitate the delivery of the project. As part of the cost and time requirements, you confirm that the likely costs of new hardware for development and acceptance testing are in agreement with existing estimates – five units (PCs) at $2000 each and two android and two IOS devices at $500 each. Similarly the expectations of allocating three existing analyst/programmers and hiring three others to work on the website and Android and IOS applications seems to be accurate with two used for all stages of the SDLC phases and the remaining four used for the Programming/Construction, Testing and Implementation phases only. You confirm rates for the SSS analyst/programmers are as originally budgeted and confirm the hire rates of three available extra analyst/programmers. You confirm rates for the three consultants and DBA are also as budgeted. You believe the time requirements for all individuals are also largely correct based on expert judgement and three point estimation but you are careful to include a range of +/- 10% on the schedule estimates. You calculate and confirm the need for acceptance testing facilities but realise that you have not included the need for two in-house resources that will be needed for two days per week for a period of six weeks to assist with acceptance testing. You budget for these resources at $90/hour based on discussions with Finbar Fury. You are also advised that the original 10% indirect cost charge should be allocated at 11%. This indirect charge is allocated/based on the cost of you as Project Manager and all SSS analyst/programmers involved in the project. You leave the original marketing budget at $20,000, leave the contingency reserve at $25,000 and the management reserve at $20,000. You receive a more definitive licensing charge for using RubySketch PlusSpec ($2500/pa) and include an allocation of $1,000/pa for the wholesale system licence. You also calculate, based on previous SSS projects, hardware and networking costs for MTC of $5000. You leave the fixed fee (expected profit) originally agreed in the contract at $82,500. You include all of the above and other relevant information and arrive at a cost baseline of $670,000 and a project delivery date of six months after project commencement (the date you were first appointed and started creating the Project Charter). You complete the PMP and its components and take the draft PMP baseline to theSchool of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 10 of 17 Steering Committee meeting. After much deliberation and consternation, the PMP schedule is modified to more explicitly identify the project kill points (Steering Committee meetings where decisions are made about continuing or closing the project) and the PMP is then authorized, Mick and Tim agree the appropriate components of the contract have been met so far and release further funds so that you are then ready to continue with the Carrying Out and Finishing phases of the project… Time Point 1 - Six weeks after project commencement (and after the PMP has been baselined at the end of week 4) … You are having several stakeholder and communication challenges on this project. Even though you and the project team have tried to do a good job initially identifying and then managing key stakeholders, an external stakeholder, the BDA, is having issues with the compliance of the system. Additionally, internal staff stakeholders are complaining about the development, suggesting that they are continuing to receive a lot of complaints from other building industry players and are concerned that SSS will lose further business because of their association with this project. The Managing Director of SSS, whilst acknowledging the situation, believes things will settle down, but Imogen Thaat and Finbar Fury are worrying about SSS’s reputation and staff morale and believe something should be done to address these issues. You agree with them and act. Time Point 2 - Nine weeks after project commencement… You have encouraged Mick and Tim to visit the project team whilst they are working. You see this as a positive involvement but are mindful of how disruptive this might be and you as project manager manage the interactions in a professional manner. You also follow best practice in developing and managing the project team whilst at the same time engendering a professional project management approach to the project. You are quite surprised to discover that Mick has recently asked one analyst/programmer for a change to include a new function that will allow manual updating of wholesaler prices. The analyst/programmer has agreed to its implementation and has estimated that it would take one week to do. You have not been involved in any of this, you are not sure about what Tim will think and you now need to address what to do from a project management perspective. Time Point 3 - Fifteen weeks after project commencement… You have reached a significant milestone on the project. The website increment of the system has been delivered and you are now ready for system testing of the IOS increment. You think that you need to review the quality of the testing before a scheduled quality audit. You hope to be able to continue with acceptance testing before final release of the IOS increment of the system. However your review discovers some issues and you need to resolve them. At this point, you also know thatSchool of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 11 of 17 the final system is still planned for release on time at the completion of the project. You therefore also resolve to measure the project progress and decide if the project will be delivered on time and on budget. Time Point 4 - Twenty six weeks after project commencement… The project has been considered a success, coming in on budget, within agreed scope and key stakeholders have been pleased with the communications and reporting process. The completed system has now been released to the market with great success and you close the project.School of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 12 of 17 Assessable Tasks/Requirements Assessment for this assignment is divided into three areas: a) Team PMP; b) Team Project Update Descriptions Report; and c) Individual Report. A more detailed description of each component follows. Team PMP It is recommended teams use the structure as suggested by Schwalbe (2014) as a guide for preparing and creating their PMP. PMP section headings include:  Introduction  Organisation  Management and Technical approaches  Work to Perform  Schedule  Budget  Appendices It is recommended that teams understand the inputs to the PMP and include reference to and content from ancillary plans and deliverables from other knowledge areas (see Project Management Institute (2013) and Schwalbe (2014)). You may use Microsoft Project or other tools as a scheduling tool and include screen shots in your report. A quality team PMP will demonstrate a synthesis of plan content, templates and ideas acquired from project management professionals and academic authors with details from the case study provided. It is expected that as a minimum, the PMP will contain those components identified in the PMBOK table (excluding Process Improvement Plan, Configuration Management Plan and WBS Dictionary). The PMBOK table comes from p. 78 of A guide to the project management body of knowledge (PMBOK guide) Project Management Institute (2013) and a copy of the table is included with this assignment specification in Moodle. A more complete version of this document including pages with possible PMP inclusions is also provided on your Moodle shell in the Topic 3 section, and is entitled Week 3: Reading 4 (PMI, 2013).School of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 13 of 17 This assignment also requires the inclusion of project documents (detailing contents at the point of baselining the PMP) identified in the PMBOK table. These are not normally part of the PMP but for this assignment will form part of the assessment. As a minimum you should include: templates for change requests, change logs and issues log and copies of the milestone list, project schedule and project network diagrams (if not presented as part of schedule baseline), project requirements traceability matrix, resource breakdown structure, risk register and stakeholder register for the project. These should be included as appendices in the PMP. The team must determine an appropriate format for presenting all required components of the PMP. It is customary however to present important and summarised information in the body of the PMP and the detailed subsidiary plans/ supporting components of the PMP in appendices. Team Project Update Descriptions Report Each team needs to produce a report describing what needs to be done at each of the time points identified in the case study:  Time Point 1 - Six weeks after project commencement;  Time Point 2 - Nine weeks after project commencement;  Time Point 3 - Sixteen weeks after project commencement; and  Time Point 4 - Twenty six weeks after project commencement The report may be included as an Addendum to the baseline PMP but a separate report is preferred. The report should include for each time point:  Description of the situation;  Description of response to the situation;  Summary of actions to be undertaken including: o PMBOK Processes followed/executed; o Task or Activities completed (as appropriate); o Deliverables altered/produced;School of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 14 of 17 Individual Report: Each student should submit a separate, individual report of approximately 800–1000 words including the following sections:  Statement of Contribution This statement should provide: o a clear description of all roles and responsibilities taken on by the student; o a table describing all project and assignment team deliverables created/altered by the student. The table should include:  Deliverable Name;  Description;  Purpose; and  Estimate (elapsed and expended) of how long each took to complete.  Weekly Assignment Status Reports Individual weekly status reports should be completed by each student, and submitted to team managers in team meetings. Copies of each student’s weekly status reports should also be included with their individual report. A Status Report template - ITECH2250_Weekly_Assignment3_status_report.doc – accompanies this assignment document on Moodle.  Peer Review of Assignment A confidential statement estimating every team member’s: o contribution percentage (all team member values added to your own should total to 100%); o justification of contribution percentage given; o meetings attended; o weekly status reports submitted; o description of any issues and how they were dealt with.  Project Management Lessons Learned in Assignment A reflective statement documenting project management lessons learned whilst working on the assignment, including technical and non-technical lessons. These lessons should include those aspects which worked particularly well, and also those which were problematic. A PM Lessons Learned template - ITECH2250_PM_lessons_learned_in_Assignment3_report.doc – accompanies this assignment document on Moodle.School of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 15 of 17 Submission: The Team PMP and the Team Project Update Descriptions Report should be submitted in electronic format by the team manager via Moodle (one per team). Individual reports should be submitted by each student in electronic format via Moodle (a separate link will be provided for the individual report). Partner students please refer to your course lecturer for further submission instructions. Please also refer to the “Course Description” for information regarding late assignments, extensions, special consideration, and plagiarism. For further clarification you may consult the academic regulations which can be accessed via the university’s website, see: http://federation.edu.au/staff/governance/legal/feduni-legislation/feduni-statutes-andregulations Marking Criteria/Rubric Work will be assessed according to the following:  You must submit your reports according to the content of the Assessable Tasks/Requirements of this document.  Your team and individual reports should be presented as business or management style reports which adhere to academic writing presentation standards. They must contain high quality academic presentation, expression and features as outlined in: o The University’s Assignment Layout and Appearance Guidelines; o the University style guide - https://federation.edu.au/current-students/learning-andstudy/online-help-with/study-skills-and-writing-guides - which covers Federation University’s General Guide to Writing and Study Skills , General Guide to Referencing; and o Features of Academic Writing (from UEfAP.com)School of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 16 of 17 Marking Rubric/Assessment Feedback Student: Team: Criteria Marks Total Team PMP – Introduction /5 – Organisation /5 – Management and Technical processes /5 – Work to Perform/be done /5 – Schedule /5 – Budget /5 – Appendices(project documents) /10 Academic Presentation /5 Team Project Update Descriptions Report – time point 1 /5 time point 2 /5 time point 3 /5 time point 4 /5 Academic Presentation /5 Team Total [70 marks] /70 Individual Percentage for Team Total (Derived from detail below) Individual Report statement of contribution /5 – weekly status reports (weeks 7-11) /5 – peer review /5 – lessons learned /5 – attendance at meetings /5 – academic presentation /5 Individual Total [30 marks] /30School of Engineering and Information Technology ITECH2250 – IT Project Management Techniques - Assignment 3 – 201707 ______________________________________________________________________________ CRICOS Provider No. 00103D ITECH2250_A3_S8_2017_201707_PMP_Development_and_PM_Responses Page 17 of 17 Total Overall Mark [100 marks] 0.0 Total Worth [20%] 0.0 Comments Marked by Date Feedback Feedback will occur through Moodle within two weeks of the submission date. Plagiarism Plagiarism is the presentation of the expressed thought or work of another person as though it is one's own without properly acknowledging that person. You must not allow other students to copy your work and you must take care to safeguard against this happening. More information about the plagiarism policy and procedure for the university can be found at http://federation.edu.au/students/learning-and-study/online-helpwith/plagiarism. References Dalcher, D. & Brodie, L. (2007). Successful IT Projects. London, UK: Thomson Learning Project Management Institute (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Penn., USA: PMI. Schwalbe, K. (2014). Information technology project management (7th ed.). Boston, MA : Cengage Learning.