New England College Internet Use Policies & Database Security Discussion

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i have team work that i need your help. Please go through it and let me know what you need to get this done on time.

Assignmnet: TTP-6 Project Execution, Tracking, and Changes

my assigned part: Part 3. Project Narrative in Microsoft Word

This will be a brief narrative description of how you applied the changes listed in Part 2 of this assignment.

For instance, if there was no software (item 3, above), then what did you change instead to simulate a similar change? What were the ripple effects (item 5, above) that the changes triggered? And so forth.

Describe what project documentation needs to be changed (and what the needed changes are) in order to implement the specified changes listed in Part 2 of this assignment. You need not update the documents, just describe, in general terms, what would need to be updated

(Note: Ordinarily in a real-world project, we would also update and submit the consolidated project management plan (PMP) document (TTP-5) reflecting all changes and updates. However, for this class, we will omit this step.)

Prepare an overall earned value analysis for the project as a whole, not for each individual task. Though doing it for each task would be acceptable if Microsoft Project does it for you, only the overall wholeproject earned value calculations are indicated for this assignment. (Do not do individual task calculations of EV by hand.) You may use Microsoft Project to do the calculations or you can do it yourself with a calculator or in Excel. However you choose to do it, most of the data will come from Microsoft Project, which you will plug into the formulas.

The goal is to come up with EAC and Estimated Cost to Complete (ECTC), but you'll need to calculate the rest in order to get there, therefore please calculate and submit the following figures. They need not be in a MS Word attachment, but may be answered directly in your Assignments Folder posting, as you wish.

As in a math class, show your work, i.e., show your formulas, input data, and calculations as well as your results. Include at least the following EV figures (you may include more if you wish):

• Original Budget at Completion (BAC) (baselined) • New Estimate at Completion (EAC) (changed) • New Estimated Cost to Complete (ECTC) (changed) • Original Planned Value (PV, BCWS) (baselined) • Actual Cost so far (AC, ACWP) (changed) • Earned Value so far (EV, BCWP) • Schedule Variance (SV) • Cost Variance (CV) • Schedule Performance Index (SPI) • Cost Performance Index (CPI)

Finally, answer the following questions:

1. What was the effect of the changes on your project cost? How much did it increase? Are you still on budget or are you over budget now?

2. What was the effect on your project schedule? How much did it increase? Are you still on schedule or are you late now?

3. What would you recommend doing to handle these changes and risks, assuming that the client cannot get any more money (it's a fixed grant) and that it still has to be installed by the original deadline. Do not make changes in your project schedule or budget or documents to reflect this recommendation. Simply state what things you would recommend doing to handle the situation.


Note: the part 3 we are suppose to answer has be started. Please review , make corrections if necessary and finish TPP6- Part 3.docx


Please used scholar references

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The changes that needed to be made was making the adjustments for some tasks to create the delays, so for some of the successors and predecessors, what needed to be added was the additional days the tasks would be delayed changing the start times. What also needed to be edited was the price that the contractors we hired. The installation prices that was going to be spent were going to be doubled so the changes had to be made in the resource usage sheet and simply double the price that the contractors were asking for the installation tasks. Because of these changes, the ripple effects were the data adjustments from the end of the completed tasks and onward. The whole project was shifted forward with the duration of the project increasing as well as the price. Budget at completion (BAC)= Total budget * Percent of tasks completed = $144,263.40 * .35 = $50,492.19 New Estimate at completion (EAC) = BAC / CPI = $50,492.19 /.24 = $210,384.13 New Estimated Cost to Complete (ECTC/EAC) = .65 * $210,384.13 = $136,749.6845 = $136,749.68 Original Planned Value (PV) = Value of work planned to be completed. $97,785.58 Actual Cost (AC) = The actual cost of all work completed to a point in time, usually the due date $144,263.40 Earned Value (EV) – Sum of the planned value of completed work = 35% total tasks completed * PV = $34,224.95 Cost Variance (CV) = AC – EV = $144,263.40 – $34,224.95 = $110,038.45 Schedule Variance (SV) = EV – PV = $144,263.40 - $97,785.58 = $46,477.82 Schedule Performance Index (SPI) = EV / PV = $144,263.40 / $97,785.58 = 1.475 = 1.48 Cost Performance Index (CPI) = EV/AC = $34,224.95/$144,263.40 = .237 = .24 1. Our group never thought the changes on our project cost would be this severe. After the changes, the new cost was going to be around $150,000, however with looking at the EAC and the ECTC, the price of Mamma Mia’s IT infrastructure will be about 2.5 times bigger than the original price that we made as well as the price to complete the rest of the project will be almost be the same amount as the actual cost. 2. The changes to our project did affect our project schedule. The time to complete all the tasks were increased by almost two months. Because of those changes, our team won’t be able to complete the task given to us by Mamma Mia on time. 3. January 2020 Project Fields to Include in ITP Deliverables Contents • • • • • • • • Tasks to include in ITP Deliverables Project Configuration Settings ITP-1 - Project WBS with Durations TTP-3 - Project Schedule with Dependency Links TTP-4 - Project Resources and Costs ITP-3 - Project Risk Assessment TTP-5 - Consolidated Project Management Plan TTP-6 - Project Execution, Tracking and Changes Tasks to Include in ITP Deliverables First, before we get to fields - Please make sure that your WBS (and .mpp file) include the following tasks as part of your WBS. Note that this these are necessary but far from sufficient. Many more tasks are needed. This also does not mean that a single task will necessarily suffice for each of these. Rather, include as many tasks as it takes to do the job, but please include at least the following kinds of tasks in addition to whatever else you were planning for your WBS: • • • • • • • • Tasks regarding ordering, delivering, and receiving hardware Tasks regarding ordering, delivering, and receiving software Tasks regarding ordering, delivering, and receiving networking Tasks regarding installing hardware Tasks regarding installing software Tasks regarding installing networking Tasks regarding managing, controlling, and monitoring the project and the team Project meetings To reiterate, there is a lot more to the WBS than this. However, you will find these tasks to be needed in later ITP deliverables. Omitting them would likely be detrimental for many assignments. Page 1 of 5 January 2020 Project Configuration Settings Project needs some configuring before you submit these assignments. Hint: This step will count towards your grade. NOTE: This is a one-time setup. If you follow the configuration steps for ITP-1, you do not need to configure Project for later assignments. Launch Project and open a Blank Project. Open Project Options and adjust your calendar options settings to look EXACTLY like this: Verify your scheduling options look EXACTLY like this Verify your calculation settings look EXACTLY like this Page 2 of 5 January 2020 ITP-1 – Project WBS with Durations Please ensure that your .mpp file includes at least the following fields (columns) visible in the left-hand table portion of the Gantt chart view or the Tracking Gantt view: • • • • Indicators (white "i" in a solid blue circle, listed in the Columns list as "Indicators") [a default field] Task Mode Name (i.e., task name) [a default field] Duration [a default field] TTP-3 - Project Schedule with Dependency Links Before we get to TTP-3 fields, a note about the general structure of the TTP-3 schedule: The Gantt Chart and the Network Diagram should not look like waterfalls, wherein each task has only one predecessor and only one successor. That is not only unrealistic, but is problematic for most projects. There should be parallelism. This means that typical tasks should have multiple successors and/or predecessors. Please ensure that your .mpp file includes at least the following fields (columns) visible in the left-hand table portion of the Gantt chart view or the Tracking Gantt view: • • • • • All fields from ITP-1 Start date [a default field] Finish date [a default field] Predecessors [a default field] Successors Additionally, please ensure that the Critical Tasks box in the Format tab is checked. TTP-4 - Project Resources and Costs Please ensure that your .mpp file includes at least the following fields (columns) visible in the left-hand table portion of the Gantt chart view or the Tracking Gantt view and also in the Resource Sheet view: • • • • • • • • • All fields from ITP-1 and TTP-3 Resource Name Material Type Group Standard Rate Cost per Unit Cost Work Page 3 of 5 January 2020 ITP-3 - Project Risk Assessment Please ensure that your risk register spreadsheet file includes at least the following fields (columns): • • • • • • • • • • • WBS ID Task Name or brief description Task Level (see note in assignment instructions) Risk Description Risk Category (Risk Type) Risk Probability Risk Consequences (Impact) Initial Risk Score (Probability * Impact) Risk Handling Category Risk Handling/Control Plan Risk Owner (Risk Manager) Additional suggested fields: • • • • • • Est. Cost of Mitigation Remaining Probability after Mitigation Remaining Consequences (Impact) after Handling Final Risk Score Current Risk Status Notes and discussion TTP-5 - Consolidated Project Management Plan Please ensure that your .mpp file includes at least the following fields (columns) visible in the left-hand table portion of the Gantt chart view or the Tracking Gantt view: • All fields from ITP-3 TTP-6 - Project Execution, Tracking and Changes Please ensure that your .mpp file includes at least the following fields (columns) visible in the left-hand table portion of the Tracking Gantt view: • • • • • • • All fields from TTP-5 Actual Start Actual Finish Actual Duration Baseline Start Baseline Finish Baseline Duration Page 4 of 5 January 2020 On Resource Sheet view: • • All fields from TTP-4 Baseline Cost Additional suggested fields: • • • • • • • • • • Earned Value - EV (BCWP) PV (BCWS) AC (ACWP) Schedule Variance (SV) Cost Variance (CV) Estimate at Completion (EAC) Budget at Completion (BAC) Schedule Performance Index (SPI) Cost Performance Index (CPI) Percent Complete Page 5 of 5 Change Management Plan Project Name: TEMPLATE DRAFT Prepared By: Title: Version No: Document Change Control The following is the document control for revisions to this document. Version Number Date of Issue Author(s) Brief Description of Change Definition The following are definitions of terms, abbreviations and acronyms used in this document. Term Definition 3.3.4 Template – Change Management Plan, v2.0 Page i Table Of Contents 1. PROJECT CONSTRAINTS .............................................................................. 1 2. CHANGE MANAGEMENT GUIDELINES AND PURVIEW. ............................. 1 3. ESTIMATE OF CHANGE VOLUME ................................................................. 1 4. ROLES AND RESPONSIBILITIES................................................................... 1 5. THE CHANGE MANAGEMENT PROCESS ..................................................... 2 6. TOOLS ............................................................................................................. 3 7. APPENDICES................................................................................................... 3 3.3.4 Template –Change Management Plan v2.0 Page ii 1. Change management guidelines and purview. The following items will be subject to change management. [Specific list of primary deliverables and the documents that describe them, and secondary deliverables that will fall under change management. Examples:] Primary deliverables • • Software application as described in these specifications documents Hardware deployment as described in these bill of materials and configuration plan documents and machine room blueprint Secondary deliverables • • • • Project WBS Project budgetary and scheduling documents Project quality control planning document Project reporting requirements The project team has latitude [is strictly bound] to interpret requirements in the following areas: [Specific list of areas in the product specification or requirements where the project team is either strictly bound by the documents or has the prerogative to interpret the requirements more loosely.] 2. Estimate of change volume The budgetary impact of change in this project is expected to fall within the range of [lower] to [higher] dollars. We assume the number of change requests will be roughly ____. We estimate change evaluation and management to require _____ hours. We estimate the total cost to the change will be $__________. 3. Roles and responsibilities The change manager is responsible to • receive and log change requests • monitor project and recognize changes that result from realized risks and issues • track and facilitate the timely evaluation of change requests • track and facilitate timely decisions on changes • incorporate changes into the appropriate project documents • communicate changes to the project team and others as the communication plan below dictates • report change management activity as outlined in the reporting section below • analyze patterns in change requests to identify underlying systemic causes • ensure that the evaluation team is appropriately staffed to meet the volume and expertise requirements of the change queue The change requestor, who is any key stakeholder, may submit project change requests following the submittal process indicated below. 3.3.4 Template –Change Management Plan v2.0 Page 1 The lead change evaluator is charged to • organize and perform the timely and adequate evaluation of changes in terms of their impacts on project deliverables and constraints • outline options and recommend courses of action and priorities for changes • ensure that appropriate expertise is brought to bear in the evaluation of all changes Change evaluators work under the direction of the lead evaluator to • apply their particular expertise and judgment to the evaluation of changes assigned to them • develop options and recommend courses of action for these changes The change decision maker is responsible to • approve, reject, or park changes • request further evaluation if insufficient information is available to support the decision 4. The change management process For each change the following process will be followed. Note that logging occurs at various points in the process, e.g. after evaluation and after the decision, not shown in this diagram. 4.1 Submittal and Logging: Change requests will be submitted using the change request form referenced below. A change resulting from a realized risk or issue will be documented through a change request form. The change manager will scan risks and issues for likely changes every ____ [days, weeks]. The change manager will identify checkpoints in the WBS critical path at which to survey the project team, customer, sponsor, and stakeholders for changes. These checkpoints will be chosen with the aim of minimizing the impact of changes on the project constraints. 4.2 Evaluation: The lead change evaluator will note any special expertise required to effectively evaluate a change request. [Note any likely areas of expertise required and identify the resources you will use to secure the expertise. It would be prudent before the onset of the execute and control stage to have verified 3.3.4 Template –Change Management Plan v2.0 Page 2 the availability of these resources. Example: your project involves the development of licenses for which legal advice is required. You will obtain that advice from whom?] Unless otherwise noted, change requests will be evaluated within ____ days of submission to the evaluators. 4.3 Decision: Unless otherwise noted, changes will be approved, rejected, or parked within _____ days of submission to the change decision maker. The decision maker may also request further evaluation. 4.4 Integration: The change manager will update project documentation as changes are approved. All changes will be recorded in the document change control block. Project drawings, diagrams, and specifications will be reissued when accumulated change notations render the documents confusing, ambiguous, or otherwise unclear. Project documentation will be posted to this site [http://myproject.doit.wisc.edu]. A running summary of changes will be posted to this page [http://myproject.doit.wisc.edu/approved_changes/]. 4.5 Communication: The project team and sponsor will be notified of changes as they are approved through email. A summary of recent changes will be reviewed in weekly team meetings. A change summary will be published to stakeholders and customers with the [note reporting period, e.g. monthly] project status report. 5. Appendices [Add additional information as needed.] 3.3.4 Template –Change Management Plan v2.0 Page 3 TTP-6 Project Execution, Tracking, and Changes (Team project) Please be sure to read the Team Contribution Assessment and Grading of Team Assignments and the Project Documentation Requirements sections of the ITP Master Document. Assignment for the TTP-6 Project Deliverables Review the TTP-5 Consolidated Project Management Plan and your previous deliverables assignments and the assignments from the other teams in the Shared Learning Environment Discussions. Prepare a Change Management Plan (CMP), an updated project schedule, and a project narrative. The final deliverable assignment posting should include a CMP, a project schedule and a project narrative. This assignment has three parts. Part 1. Change Management Plan in Microsoft Word Prepare Change Management Plan (CMP), in Microsoft Word format. See your e-textbook, PMI.org, the LEO classroom, and other professional PM Web sites for details. Use an Internet search if necessary. Unlike the risk register, the CMP is not a list of changes and their status and handling. Rather, the change management plan is what it sounds like - a plan for how to manage any project changes that may occur. You can refer to the Sample Change Management Plan provided along with the TTP-6 instructions. The CMP should include at least the following: • Methodology, strategy, and tools for handling changes • Roles and responsibilities for change management • Organization for change management (CCB, etc.) • Change process (flowchart and/or description) • Budget for change handling process. The change handling budget is not the cost of implementing the changes listed in Part 2. It is the cost of the CCB and running the change process. The costs of implementing the individual, specified changes, is a separate item that can be tracked via Earned Value calculations and other methods, below. Normally, the change process budget would be part of the project budget from the beginning, but we neither mentioned nor required that in this class. So for this class only, your change management budget will be over and above the project budget (i.e., in addition to the project budget) instead of coming out of your project budget as part of the project budget. Important note: Use of outlines, examples, and templates that you may find (including those in the textbook) is acceptable for the structure and outline of this document. However, the substance must be your own original work and must include proper quotation, citation, attribution, and bibliography of sources and works used. Part 2. Updated Project Schedule in Microsoft Project Before following the instructions for Part 2 (below), make all needed corrections or updates to the project schedule and resources (if any). Now set a project baseline. It is advisable to save a backup of this version of the schedule, just in case you need to start over with Part 2. Make the following changes in the project schedule. You can use the Tracking Gantt View to compare the baselined schedule with the changes. 1. The project is halfway finished (by calendar time). Set the status date to reflect this and then use Update Project to update work as complete through the status date for the entire project. Assume that all tasks are on schedule and on budget except as noted here: 2. The equipment (hardware, servers, networking gear, etc.) delivery from the vendor was late and took (or will take) twice as long as expected. In most cases (depending on how you implemented the equipment delivery task), this means that its duration is doubled. Its cost is unchanged. If your project scenario does not include equipment purchase or delivery, then please contact the instructor immediately and we'll work out an alternative. 3. The software (of all kinds) will cost twice as much as expected. It seems that in the time since the project was planned, the vendor(s) came out with a new release that cost significantly more than the previous version, and are no longer selling or supporting the previous version. It will be delivered on schedule, however. 4. The construction expansion effort has been impacted by a disastrous storm which has had the ripple effect of a one month delay in the construction start date. This will impact your ability to install the IT system on time. If your WBS includes construction tasks for cable installation or a server closet, for example, these tasks will be delayed. 5. Note: If your project scenario does not include construction-related tasks, then apply this change to installation tasks (i.e., all installation tasks delayed 1 month and installation costs doubled). If your project scenario includes neither construction nor installation tasks, then please contact the instructor immediately and we'll work out an alternative. 6. Ripple effects: Besides the obvious, what else might need to be changed as a result of these events? Address these changes in Part 3 narrative. 7. Make the appropriate changes to the project schedule and budget. 8. IMPORTANT: If the above changes do not make sense within the scenario or nature of your project, then contact the professor immediately for further instructions. 9. Document your changes in the Part 3 narrative. For instance, if there was no software (item 3, above), then what did you change instead to simulate a similar change? What were the ripple effects (item 5, above) that the changes triggered? And so forth. 10. If the changes take you over budget or past the target completion date then in the narrative questions (see below), discuss what you would do to remediate this. However, do not make any changes to the project schedule to effect these remediations. (This is quite enough work already without adding that in.) 11. The visible project fields should include those listed in the Project Fields to include in ITP Deliverables document. Part 3. Project Narrative in Microsoft Word This will be a brief narrative description of how you applied the changes listed in Part 2 of this assignment. For instance, if there was no software (item 3, above), then what did you change instead to simulate a similar change? What were the ripple effects (item 5, above) that the changes triggered? And so forth. Describe what project documentation needs to be changed (and what the needed changes are) in order to implement the specified changes listed in Part 2 of this assignment. You need not update the documents, just describe, in general terms, what would need to be updated. (Note: Ordinarily in a real-world project, we would also update and submit the consolidated project management plan (PMP) document (TTP-5) reflecting all changes and updates. However, for this class, we will omit this step.) Prepare an overall earned value analysis for the project as a whole, not for each individual task. Though doing it for each task would be acceptable if Microsoft Project does it for you, only the overall wholeproject earned value calculations are indicated for this assignment. (Do not do individual task calculations of EV by hand.) You may use Microsoft Project to do the calculations or you can do it yourself with a calculator or in Excel. However you choose to do it, most of the data will come from Microsoft Project, which you will plug into the formulas. The goal is to come up with EAC and Estimated Cost to Complete (ECTC), but you'll need to calculate the rest in order to get there, therefore please calculate and submit the following figures. They need not be in a MS Word attachment, but may be answered directly in your Assignments Folder posting, as you wish. As in a math class, show your work, i.e., show your formulas, input data, and calculations as well as your results. Include at least the following EV figures (you may include more if you wish): • Original Budget at Completion (BAC) (baselined) • New Estimate at Completion (EAC) (changed) • New Estimated Cost to Complete (ECTC) (changed) • Original Planned Value (PV, BCWS) (baselined) • Actual Cost so far (AC, ACWP) (changed) • Earned Value so far (EV, BCWP) • Schedule Variance (SV) • Cost Variance (CV) • Schedule Performance Index (SPI) • Cost Performance Index (CPI) Finally, answer the following questions: 1. What was the effect of the changes on your project cost? How much did it increase? Are you still on budget or are you over budget now? 2. What was the effect on your project schedule? How much did it increase? Are you still on schedule or are you late now? 3. What would you recommend doing to handle these changes and risks, assuming that the client cannot get any more money (it's a fixed grant) and that it still has to be installed by the original deadline. Do not make changes in your project schedule or budget or documents to reflect this recommendation. Simply state what things you would recommend doing to handle the situation. The Change Management Plan (part 1) will be a Microsoft Word document. The Project Schedule (part 2) is a separate Microsoft Project file. The Project Narrative (part 3) will be a second Microsoft Word document. So your submission for grading should include three files. Approximate breakdown by areas include: o o o o o o General: Structure, Format, Mechanics, Style (~5%) Changed .MPP Schedule (~33%) Change Management Plan (~40%) Documentation Update (~7%) Questions (~15%) EV Calculations (Up to ~7%) Rubrics and Grading for the TTP-6 Project Deliverable To earn 90-100% of the points available for this assignment Meet all requirements, including an updated MS Project schedule; project baselined prior to changes; tracking Gantt comparing original baselined plan with updated changed plan; all specified required changes implemented correctly; consideration of ripple effects; comments and updates from previous MPPs and ITPs incorporated; all Earned Value figures calculated correctly; all questions answered; Change Management Plan including change handling methodology, roles and responsibilities, organization, process (flowchart and/or description), and budget; and explanation of needed documentation changes. Approximate breakdown by areas is as specified above. Include reference sources are used in the text and included in a Reference page. To earn 80-89% of the points available for this assignment Meet all requirements, including an updated MS Project schedule; project baselined prior to changes; tracking Gantt comparing original baselined plan with updated changed plan; at least 4 specified required changes implemented; at least 8 Earned Value figures calculated correctly; at least 3 questions answered; Change Management Plan including change handling methodology, roles and responsibilities, organization, and process; and identification of documents needing changes. Include reference sources are used in the text and included in a Reference page. To earn 70-79% of the points available for this assignment Meet the majority of requirements, including an updated MS Project schedule; project baselined prior to changes; tracking Gantt comparing original baselined plan with updated changed plan; at least 3 specified required changes implemented; at least 7 Earned Value figures calculated correctly; at least 2 questions answered; Change Management Plan including change handling methodology, organization, and process; and identification of documents needing changes. Include reference sources are used in the text and included in a Reference page. To earn 60-69% of the points available for this assignment Include an updated MS Project schedule; tracking Gantt comparing original baselined plan with updated changed plan; at least 3 specified required changes implemented; at least 5 Earned Value figures calculated correctly; at least 1 questions answered; Change Management Plan including change handling methodology, organization, and process. Less than 60% Efforts that do not meet the requirements will earn a zero. Efforts that are not original work will earn a zero. Efforts that do not have proper APA references and citations to any included or quoted work will earn at most 50%.
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Explanation & Answer

Attached.

Running head: PART 3: PROJECT NARRATIVE

Part 3: Project Narrative
Student’s Name
Institutional Affiliation

1

PROJECT NARRATIVE

2
Part 3: Project Narrative

Q1: What was the effect of the changes on your project cost? How much did it increase?
Are you still on the budget, or are you over budget now?
Project cost is an immediate area of program administration that determines the success
of project implementation. Kerzner (2019) defined project costs as the amount allocated in a
program budget meant for taking care of different processes, such as labor, and obtaining
different project materials, among other essentials resources. Notably, project cost could be
direct, indirect, fixed, or variable costs depending on the intended utilization. Following the
changes executed on the Mamma Bakery IT project timeline, there was an increase in the project
cost as a result of changes associated with different tasks and purchases of items needed for the
success of the project. For instance, the delay in the installation process by one month
culminated in doubling of the cost associated with the activity. The change in the executed
software to allow the interconnection with the accounting and the point of sales device resulted
in doubling the cost of application. Overall, the program budget exceeded the initial cost by
about 2.5 times; thus, it is over the budget after the implementation of various changes on the
project.
Q2: What was the effect on your project schedule? How much did it increase? Are you still
on schedule, or are you late now?
Turner (2016) explained that a project schedule involves a program timeline expressed in
the time, in days, weeks, and months, based on the size and duration of a project....


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