Colorado State University HalfLoop Project Paper

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pbank9979

Writing

Colorado State University

Description

Sue is completing the lessons learned on the new HalfLoop project. Sue routes the documents to the client sponsor, James, for formal completion of the project. James notifies Sue that he moved to another position six weeks ago and she will need Matt to sign off on the project. When Matt sees the lessons learned, he notices that the division just moved to his organization was not included in the HalfLoop project, and it must be before the project can be closed. Sue notifies Matt that the budget has been spent and the project team is released to another project.

  • What went wrong?
  • What should have been done that was not done?
  • At this late hour, can changes be made to scope?
  • Who determines project success? Why?
  • What do you think project success is?
  • What happens with the HalfLoop project now?

Support your statements and conclusions using at least one of this week’s required readings and one current, peer-reviewed scholarly article

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Explanation & Answer

Attached.

Running head: PROJECT MANAGEMENT

1

SUE IS COMPLETING
Course
Student’s Name
Professor’s Name
Date

PROJECT MANAGEMENT
“What went wrong.”

2

“The uncontrolled expansion to project scope without adjustment to resources, cost and
time” is how PMBOK defines scope creep. After the transfer of James to a new position, Sue
realized the loss she had experienced in the staff. Sue’s approval process was slowed because
the approval authority was to seek again. Before opting to sign off on it, the loss was
accompanied by his realization that he needed to adjust new positions when he tracked down
matt. In this case, the organizational process left something desirable that would allow newly
formed divisions to be factored in before the expedition of the budget.
“What should have been done that was not done.”
The issue had to be...


Anonymous
Just what I was looking for! Super helpful.

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