Cumberlands Week 13 Computer Support for Project Management Discussion

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qravnyohrg0710085

Business Finance

University of the Cumberlands

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  • Reflection and Discussion Forum Week 13

    Reflection and Discussion Forum Week 13
  • Assigned Readings:Chapter 14.
  • Computer Support for Project ManagementInitial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions:
    1. Develop a list of criteria for a project management software package to be used in a project management course.
    2. You are in charge of the selection and implementation of a new project management software package in your organization. Develop a project plan and explain the details.
    [Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the student's own words - do not provide quotes!] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review]Submitting the Initial Posting:Your initial posting should be completed by Thursday, 11:59 p.m. EST. Response to Other Student Postings: Respond substantively to the post of at least two peers, by Friday, 11:59 p.m. EST. A peer response such as “I agree with her,” or “I liked what he said about that” or similar comments are not considered substantive and will not be counted for course credit.[Continue the discussion through Sunday,11:59 p.m. EST by highlighting differences between your postings and your colleagues' postings. Provide additional insights or alternative perspectives]Evaluation of posts and responses: Your initial posts and peer responses will be evaluated on the basis of the kind of critical thinking and engagement displayed. The grading rubric evaluates the content based on seven areas:Content Knowledge & Structure, Critical Thinking, Clarity & Effective Communication, Integration of Knowledge & Articles, Presentation, Writing Mechanics, and Response to Other Students.
  • Assignment

    Activity 13

    As part of your company’s effort to select a project management software package, you have been asked to approach several other companies that presently use such packages.
    1. Develop a questionnaire to help collect the relevant information.
    2. Fill out two questionnaires, each representing a different software package.
    3. Compare the responses of the companies and select the best software of the two.

Unformatted Attachment Preview

Figure 14.1 WBS for example project. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.2 Calendar for the example project. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.3 Early-start Gantt chart for example project. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.4 AON network for example project. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.5 Slack report for example project. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.6 Gantt chart with hammock activities for the example project. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.7 Schedule summary report for example project. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.8a Resource profile and Gantt chart for example project: early-start schedule. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.8b Resource profile and Gantt chart for example project: early-start schedule. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.9 Cost-schedule report for example project. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.10 Detailed schedule for labor. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.11 Gantt chart-based progress report. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.12 Progress report for labor. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Figure 14.13 Earned value-based progress report. Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Table 14.1 Relative Weights Used in the Scoring Model Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Table 14.2 Calculations for the Operational Criteria Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Table 14.2 (Continued) Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Table 14.2 (Continued) Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Table 14.2 (Continued) Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Table 14.2 (Continued) Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Table 14.3 Cost Data for Selection Problem Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Table 14.4 Weighted Scores for Criteria Sets and Results Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics Third Edition Chapter 14 Computer Support for Project Management Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-1 WBS for Example Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-2 Calendar for the Example Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-3 Early-Start Gantt Chart for Example Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-4 AON Network for Example Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-5 Slack Report for Example Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-6 Gantt Chart with Hammock Activities for the Example Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-7 Schedule Summary Report for Example Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-8A Resource Profile and Gantt Chart for Example Project: Early-Start Schedule Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-8B Resource Profile and Gantt Chart for Example Project: Early-Start Schedule Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-9 Cost-Schedule Report for Example Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-10 Detailed Schedule for Labor Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-11 Gantt Chart-Based Progress Report Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-12 Progress Report for Labor Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 14-13 Earned Value-Based Progress Report Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 14-1 Relative Weights Used in the Scoring Model Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 14-2 Calculations for the Operational Criteria (1 of 5) Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 14-2 Calculations for the Operational Criteria (2 of 5) Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 14-2 Calculations for the Operational Criteria (3 of 5) Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 14-2 Calculations for the Operational Criteria (4 of 5) Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 14-2 Calculations for the Operational Criteria (5 of 5) Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 14-3 Cost Data for Selection Problem Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 14-4 Weighted Scores for Criteria Sets and Results Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Copyright Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved
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Reflection and discussion forum week 13

Student’s Name

Department, Institution affiliation

Course Name: Course Number
Professor’s Name

Date

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Reflection and discussion forum week 13

Reflection

Computers are seen to be very useful in project management as we have learned from the
chapter. The computers can easily store, restore, and process large amounts of data. Software is
useful in decision making, managing databases, communication, creating workflow models, and
integration of projects and activities. It was very important to learn about the tools and
techniques used in project management like the scope of work and work breakdown structure
(WBS), organizational breakdown structure (OBS), scheduling, and others. A project
management software can help or facilitate the project's work breakdown structure or
organizational breakdown structure or scheduling of projects and many others.

I was able to learn a lot about selecting the software for a project. The most significant
concepts to my understanding are the criteria used to select software. The three criteria are the
operational criteria, information system evaluation criteria, and LCC criteria. Operational criteria
consider how the software operates or its capability and performance. Information system criteria
determine the ability of the software to function alongside other software packages and not only
the project management software. Finally, the LLC criteria consider the purchase cost, quantity,
unit, and other associated costs. Normally, when choosing the right software, we must consider
all the criteria because we always have a limitation of cost while we need to achieve quality and
multiple compatibilities of a software.

I am delighted to have known the processes of selecting software. Some of the things we
need to look at are the number of parallel projects, the size of the project, the resources, and the

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organizations involved in the projects. The most important concept in this area is the weight
scoring model used to value criteria. Each of the criteria used is assigned a weight and the total
weight is determined. A criterion with the highest weight is more relevant to the selection of the
software. The criteria used in weighting are subdivided from the three criteria used in the
software selection process.

Discussion

List of criteria for a project management software package

1. Ease of collaboration with team members
2. Real-time communication tools with messaging apps
3. Online meetings and schedules
4. Task lists and reminders
5. Accessibility of project information on several devices
6. Capabl...

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