Develop a research paper with the help of chapters 7, 8 and the journal article

Anonymous

Question Description

At the top of your paper provide the reference to your Journal Article. Use a scholarly source as described above. Utilizing a non-scholarly/non-peer-reviewed source will result in significant point deduction.

Introduction

Give a brief overview of the chapter of Kloppenborg covered for the week. Be sure to cite any reference to the text. Include the text in a reference section at the end.

Summary (cite article when appropriate)

Give a summary of the article or case study.

Relevant Points (cite article when appropriate)

Identify the relevant points of the article or case study that coincide with the chapter covered for the week.

Critique

Provide a balanced criticism of the article or case study. What were the strengths and weaknesses of the study? How do the findings support the field of project management? How could it have been altered to better support the field?

Application of Concept(s)

Apply the concept(s) to your career, field, industry, etc. Provide a real world application not a general statement. This section should demonstrate how you can take the findings of this article or case study and utilize them in a practical way in your career, field or practice. Make the application specific to your own experience. Do not just provide a general overview of the usefulness of the findings. Be specific; not general.

References (this does not count toward the required paper length)

Every paper typed in this course should be in APA formatting (title page, reference page, NO abstract page, in-text citations, running head, page numbers, Times New Roman 12 font, 1 inch margins, double-spacing, 3 page content etc…).

Lastly, add the summary of the research paper that you developed about 300 words separately. Do not copy the research paper itself.

Unformatted Attachment Preview

Contemporary Project Management FOURTH EDITION Timothy J. Kloppenborg • Vittal Anantatmula • Kathryn N. Wells Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 MS Project 2016 Instructions in Contemporary Project Management 4e Chapter MS Project 3 MS Project 2016 Introduction Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector Setting Up Your First Project Auto schedule, start date, identifying information, summary row Create Milestone Schedule Key milestones, zero duration, must finish on, information 7 Set Up a Work Breakdown Structure (WBS) Understand the WBS definitions and displays Enter WBS Elements (tasks), Create the outline, Insert WBS Code Identifier column, Hide or show subtasks detail 8 Using MS Project for Critical Path Schedules Set Up the Project Schedule Set or update the project start date, Define organization’s working and nonworking time Build the Network Diagram and Identify the Critical Path Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task duration estimates, identify the critical path, understand the network diagram view Display and Print Schedules 9 Define Resources Resource views, max units, resource calendars Assigning Resources Basic assignment, modify an assignment Identify Overallocated Resources Resource usage and Detailed Gantt views together Overallocated Resources Finding overallocated resources, dealing with overallocations Crashing a Critical Path Activity 10 Develop Bottom-up Project Budget Assignment costs, task costs, various cost perspectives Develop Summary Project Budget 12 Baseline the Project Plan First time baseline, subsequent baselines, viewing variances 14 Using MS Project to Monitor and Control Projects What Makes a Schedule Useful? How MS Project recalculates based on reported actuals, current and future impacts of variances, define the performance update process (who, what, when) Steps to Update the Project Schedule Acquire performance data, set and display status date, Enter duration-based performance data, reschedule remaining work, revise future estimates 15 Close Project Creating project progress reports, sharing reports, export a report to MS Excel, archive project work, capture and publish lessons learned Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. PMBOK® Guide 6e Coverage in Contemporary Project Management 4e The numbers refer to the text page where the process is defined. Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42 ® PMBOK Guide, 6th ed. Coverage Knowledge Areas Project Integration Management Initiating Process Group Develop Project Charter 60–79 Planning Process Group Develop Project Management Plan 409–410 Executing Process Group Monitoring & Controlling Process Group Closing Process Group Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508 Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463 Close Project or Phase 503, 508–511 Project Scope Management Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229 Validate Scope 500–501 Control Scope 475–476 Project Schedule Management Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267 Control Schedule 476–480 Project Cost Management Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344 Control Costs 345, 476–480 Project Quality Management Plan Quality Management 401–404 Manage Quality 404–406, 469–474 Control Quality 406–409, 469–474 Project Resources Management Plan Resource Management 290–295 Estimate Activity Resources 290 Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161 Control Resources 476 Project Communications Management Plan Communications Management 188–192 Manage Communications 193–199, 465–467 Monitor Communications 467–468 Project Risk Management Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377 Implement Risk Responses 464–465 Monitor Risks 463–464 Project Procurement Management Plan Procurement Management 431–433, 438–441 Conduct Procurements 434–438 Control Procurments 441 Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188 Monitor Stakeholder Engagement 188 Project Stakeholder Management Identify Stakeholders 75–77, 178–184 ® Guide), 6th ed. (Newtown Square, PA: Project Management Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK Institute, Inc., 2017): 31. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Contemporary Project Management ORGANIZE LEAD PLAN PERFORM FOURTH EDITION TIMOTHY J. KLOPPENBORG Xavier University VITTAL ANANTATMULA Western Carolina University KATHRYN N. WELLS Keller Williams Real Estate Australia • Brazil • Mexico • Singapore • United Kingdom • United States Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Important Notice: Media content referenced within the product description or the product text may not be available in the eBook version. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-203 Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Contemporary Project Management, Fourth Edition 2019 2015 Timothy J. Kloppenborg Cengage Learning Customer & Sales Support, 1-800-354-9706 www.cengage.com/permissions permissionrequest@cengage.com 2017947974 978 1 337 40645 1 Cengage Learning 20 02210 40 125 www.cengage.com. www.cengage.com www.cengagebrain.com Printed in the United States of America Print Number: 01 Print Year: 2017 Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. MS Project 2016 Instructions in Contemporary Project Management 4e Chapter MS Project 3 MS Project 2016 Introduction Ribbon, Quick Access Toolbar, view panes, Zoom Slider, Shortcuts, Scheduling Mode Selector Setting Up Your First Project Auto schedule, start date, identifying information, summary row Create Milestone Schedule Key milestones, zero duration, must finish on, information 7 Set Up a Work Breakdown Structure (WBS) Understand the WBS definitions and displays Enter WBS Elements (tasks), Create the outline, Insert WBS Code Identifier column, Hide or show subtasks detail 8 Using MS Project for Critical Path Schedules Set Up the Project Schedule Set or update the project start date, Define organization’s working and nonworking time Build the Network Diagram and Identify the Critical Path Enter tasks and milestones, edit the timescale, understand and define task dependencies, assign task duration estimates, identify the critical path, understand the network diagram view Display and Print Schedules 9 Define Resources Resource views, max units, resource calendars Assigning Resources Basic assignment, modify an assignment Identify Overallocated Resources Resource usage and Detailed Gantt views together Overallocated Resources Finding overallocated resources, dealing with overallocations Crashing a Critical Path Activity 10 Develop Bottom-up Project Budget Assignment costs, task costs, various cost perspectives Develop Summary Project Budget 12 Baseline the Project Plan First time baseline, subsequent baselines, viewing variances 14 Using MS Project to Monitor and Control Projects What Makes a Schedule Useful? How MS Project recalculates based on reported actuals, current and future impacts of variances, define the performance update process (who, what, when) Steps to Update the Project Schedule Acquire performance data, set and display status date, Enter duration-based performance data, reschedule remaining work, revise future estimates 15 Close Project Creating project progress reports, sharing reports, export a report to MS Excel, archive project work, capture and publish lessons learned Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. PMBOK® Guide 6e Coverage in Contemporary Project Management 4e The numbers refer to the text page where the process is defined. Project management (PM) processes and knowledge areas 10–11 Project life cycle 7–10, 62–64 Projects and strategic planning 33–37 Organizational influences 102–110 Portfolio and program management 37–42 ® PMBOK Guide, 6th ed. Coverage Knowledge Areas Project Integration Management Initiating Process Group Develop Project Charter 60–79 Planning Process Group Develop Project Management Plan 409–410 Executing Process Group Monitoring & Controlling Process Group Closing Process Group Direct and Manage Project Work 459–460 Manage Project Knowledge 192–193, 504–508 Monitor and Control Project Work 460–462 Perform Integrated Change Control 229–232, 462–463 Close Project or Phase 503, 508–511 Project Scope Management Plan Scope Management 211–212 Collect Requirements 212–216 Define Scope 216–220 Create WBS 220–229 Validate Scope 500–501 Control Scope 475–476 Project Schedule Management Plan Schedule Management 246 Define Activities 249–253 Sequence Activities 253–255 Estimate Activity Durations 255–258 Develop Schedule 259–267 Control Schedule 476–480 Project Cost Management Plan Cost Management 329–330 Estimate Costs 330–341 Determine Budget 342–344 Control Costs 345, 476–480 Project Quality Management Plan Quality Management 401–404 Manage Quality 404–406, 469–474 Control Quality 406–409, 469–474 Project Resources Management Plan Resource Management 290–295 Estimate Activity Resources 290 Aquire Resources 138–141 Develop Team 141–157 Manage Team 157–161 Control Resources 476 Project Communications Management Plan Communications Management 188–192 Manage Communications 193–199, 465–467 Monitor Communications 467–468 Project Risk Management Plan Risk Management 360–366 Identify Risks 75, 366–368 Perform Qualitative Risk Analysis 75, 368–372 Perform Quantitative Risk Analysis 372–373 Plan Risk Responses 75, 373–377 Implement Risk Responses 464–465 Monitor Risks 463–464 Project Procurement Management Plan Procurement Management 431–433, 438–441 Conduct Procurements 434–438 Control Procurments 441 Plan Stakeholder Engagement 184–186 Manage Stakeholder Engagement 187–188 Monitor Stakeholder Engagement 188 Project Stakeholder Management Identify Stakeholders 75–77, 178–184 ® Guide), 6th ed. (Newtown Square, PA: Project Management Source: Adapted from A Guide to the Project Management Body of Knowledge (PMBOK Institute, Inc., 2017): 31. Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Brief Contents Preface xx About the Authors xxix PART PART PART 1 Organizing Projects 1 Introduction to Project Management 2 Project Selection and Prioritization 32 3 Chartering Projects 60 2 Leading Projects 4 Organizational Capability: Structure, Culture, and Roles 100 5 Leading and Managing Project Teams 136 6 Stakeholder Analysis and Communication Planning 176 3 Planning Projects 7 Scope Planning 210 8 Scheduling Projects 9 Resourcing Projects 286 2 244 10 Budgeting Projects 11 Project Risk Planning 358 12 Project Quality Planning and Project Kickoff 386 PART 4 328 Performing Projects 13 Project Supply Chain Management 14 Determining Project Progress and Results 456 15 Finishing the Project and Realizing the Benefits Appendix Appendix Appendix Appendix Appendix A B C D E 426 498 PMP and CAPM Exam Prep Suggestions 522 Agile Differences Covered 527 Answers to Selected Exercises 532 Project Deliverables 537 Strengths Themes As Used in Project Management Index 539 [Available Online] v Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Project Customer Tradeoff Matrix 1.2 Foundational Elements Life Cycle and Development Approach Elevator Pitch 2.4 Organizational Systems 3.4 Project Manager Competencies Selecting Projects Integration Leader Roles and Responsibilities Project Selection and Prioritization Matrix Project Resource Assignment Matrix 4.1 Develop Project Charter Charter Assumptions Log 4.2 Develop Project Management Plan 5.1 Plan Scope Management Scope 5.2 Collect Requirements Requirements Documents Scope 6.1 Plan Schedule Management Schedule Activities 7.1 Plan Cost Management Quality 8.1 Plan Quality Management Resources 9.1 Plan Resource Management 10.1 Plan Communications Management Communication 12.1 Plan Procurement Management Procurement 13.1 Identify Stakeholders Stakeholder Register Duration Estimates 7.3 Determine Budget Network 6.3 Sequence Activities 6.5 Develop Schedule Schedule Baseline Cost Baseline Quality Mgt. Plan RACI Team Charter Communications Matrix 11.1 Plan Risk Management Risk Stakeholders 7.2 Estimate Costs Scope Statement Activity List Milestone List 6.4 Estimate activity Durations Cost 5.4 Create WBS 9.2 Estimate Activity Resources 11.2 Identify Risks Risk Register 11.3 Perform Qualitative Risk Analysis Bid Documents Make or Buy Analysis Resource Requirements 11.5 Plan Risk Responses 11.4 Perform Quantitative Risk Analysis 13.2 Plan Stakeholder Stakeholders Engagement Engagement Assessment Matrix Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Realizing s PM Plan Baselines Life Cycle and Development Approach 4.5 Monitor and Control Project Work 4.3 Direct and Manage Project Work 4.4 Manage Project Knowledge s Analysis Lessons Learned Register 4.7 Close Project Closure Documents or Phase Customer Feedback Transition Plan 4.6 Perform Integrated Change Control Retrospectives Scope Baseline with WBS 5.5 Validate Scope 5.6 Control Scope 6.6 Control Schedule Resource Histogram Project Crashing 7.4 Control Costs Quality Reports 8.2 Manage Quality 8.3 Control Quality Scope Backlog Burn Down/Up Charts Earned Value Analysis Quality Measurements 9.3 Acquire Resources 9.4 Develop Team Team Assessments Team Assignments 9.6 Control Resources 9.5 Manage Team 10.2 Manage Communications Agendas Minutes Issues Log Meeting Evaluation 10.3 Monitor Communications Change Requests Progress Report 11.6 Implement Risk Responses 11.7 Monitor Risks 12.2 Conduct Procurements 12.3 Control Procurements 13.3 Manage Stakeholder Engagement Source Selection Matrix 13.4 Monitor Stakeholder Engagement Copyright 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Contents Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xx About the Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxix PART CHAPTER 1 Organizing Pro ...
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Tutor Answer

shellyt
School: UIUC

Attached.

Running head: RESEARCH

1

Developing a Research Paper
Name:
Institutional Affiliation:

RESEARCH

2

➢ Introduction
✓ Tangible and intangible elements important in project management
✓ Communication is key
➢ Summary
✓ The article by Harris and Ioannou focuses on scheduling methods that assist with
resource management
✓ Combines a variety of scheduling methods to develop (RSM)
➢ Relevant points
✓ The article and the course work asset the importance of


Discipline



Communication

➢ Critique
✓ Strengths


Accurate



Few jargons

✓ Weaknesses


Technical



Requires an individual in the field on engineering to understand some
concepts

✓ Communication is key
✓ Wit would have the possibility of attracting a larger audience
➢ Application
✓ Developing ad campaigns projects

RESEARCH

3


Discipline was of great importance



Communication led to stronger teams


Running head: RESEARCH PAPER

1

Developing a Research Paper
Name:
Institutional Affiliation:

RESEARCH PAPER

2

Harris, R. & Ionnou, P. (1998). Scheduling Projects with Repeating Activities. Journal of
Construction Engineering and Management.
Introduction
Kloppenborg et al. (2016) assert the importance of focusing on both the tangible and
intangible aspects of a project. Project management, therefore, focuses on the processes to
achieve the goals of the projects as much as achieving the goals. It is...

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