Gantt Chart

This Project Charter is approved and accepted by the Executive Sponsor and the Client. Before granting approval to proceed, all signatures requested in section 1.5 must be obtained. By signing this document, the following people authorize the project to proceed based on the scope of work, project schedule and costs documented in this Project Charter:

592 Week 1 DQ 1 WBS Construction PROJ 592 Week 1 DQ 2 Project Cost Estimates and Assumptions PROJ 592 Week 2 DQ 1 Cost Components PROJ 592 Week 2 DQ 2 Estimating Processes PROJ 592 Week 3 DQ 1 Project Schedules PROJ 592 Week 3 DQ 2 Sensitivity Analysis PROJ 592 Week 4 DQ 1 Resource Allocation and Leveling PROJ 592 Week 4 DQ 2 Advanced Schedule Techniques PROJ 592 Week 5 DQ 1 Earned Value Calculation PROJ 592 Week 5 DQ 2 Project Monitoring and Control & EV PROJ 592 Week 6 DQ 1 Forecasting Project Completion Cost PROJ 592 Week 6 DQ 2 Project Control PROJ 592

The CanGo organization is lacking a Project Budget. The group is disorganized and unsure if the project can afford necessary equipment and resources required to complete the project. CanGo’s project team or the project manager needs to develop a project budget, including the goal of the project budget. The project manager will use this budget to help determine if the project is on track and the budget will be used by a number of personal as a guideline to fulfill project milestones. Aspects that need to be considered and included in the project budget are employee compensation, contract services such as hardware and software, equipment and supplies, and the budget should include overhead expenses. Overhead and indirect costs allow the project to absorb part of the administrative costs of the organizations daily operations. Many software options are available on the market today, such as

Budgets and Planning. To begin with, the program, like the organization, fosters an open and collaborative environment for the process to take place. In this regard, it is, therefore, impossible for any one space or environment to be able to accommodate every conceivable project or application that is “thought up”. Therefore, certain perimeters and guidelines need to be established to assess costs with the program and help determine a course of action in future planning. As we are discussing costs, we assume there is a

These guidelines are intended to prompt discussion between Project Sponsors and Project Managers. They are suggested questions only.

10. Prepare pricing and scoring schedules and have project team members meet to discuss the scores and agree. Also, confirm the strengths and weaknesses of each proposal. No more than three vendors should still be involved in this process.

The pilot test will start in January of year one and will most recent three months. Assessment will happen in the second year, while the assessments will educate what alterations should be made for the primary period of

Once training has been conducted, we will run a pilot program for a quarter to see its effectiveness and record all data such as possible savings, attendance and rework. Once the quarter is over and the data is analyzed, the results will be submitted to the commander for decision.

They will need to provide objectives for issues that surround the project and an outline of how to ultimately reach the goal of building this system for an operational organization that is attributed by many stages such as:

Project Management Institute. (2000). _A Guide to the Project Management Body of Knowledge (4th ed.)._

For the each project, the SOW should detail the task and deliverable and it should be summarized in the Cost Worksheet. For instance, the project APPS system enhancements has three (3) taks/deliverables and the term is 10/16/17-04/15/20. The SOW should clearly describe in details the tasks & deliverables and once the vendor complete each deliverable, the vendor will get paid. Below is a summary table for task/deliverable that used for a new system. I also will modify DOJ’s Cost Worksheet as the picture below.

This document is an annotated outline for a Project Management Plan, adapted from the PMI Project Management Body of Knowledge (PMBOK) and IEEE Standard for Project Management Plans. The Project Management Plan is considered to be a “Best Practice” template by the ETS Enterprise Program Management Office (EPMO).

The nature and scope of a project is determined at the initiation stage. This involves analyzing the business needs, developing goals, budgets, tasks, deliverables, and the stakeholder analysis. The project planning stage determines the planning team, develops the scope, and identifies work breakdown structure and activities that will be needed to complete deliverables. The planning stage also estimates time and cost activities, develop schedule and risk plan, and gain formal approval for work to begin. The executing stage involves all processes used to meet the project requirement and involves managing people and resources. The process that entails the identification of potential problems and

During the project initiation phase, I can work collaboratively with the project sponsor in the development of project charter and lead up to the formal authorisation of the project/ new phase. From the sponsor’s project SOW (Business need, product scope), Business case etc., I can identify measurable project objectives, high level requirements, risks, summary milestones and budget and approval authorities. The key deliverables in this phase are project charter and stakeholder lists.

This report will consist of the recommended sections a project plan should possess. These sections include a framework, necessary