Overall Experience With Scenario : How Many Times Did You Run Through This Simulation?

Describe common practices to estimate the duration of project activities as well as real reasons that cause project delays.

result. However, this came at the cost of completing the simulation over a longer span of

If the teams had worked together more closely we all could have slept more and be done sooner. Plans changed faster than we were updated, and updates were lost or incorrect many times. However, the skills we all acquired and the friends we made outweigh the loss of

There is one major thing that I could’ve done better in the project that was stressed about in chapter 6. That thing was Resource Constraint Planning. I realized that my resources were limited, since I only have Adonis Creed’s team which is made up of 4 and I was planning to use them the most in order to save money. I know that I allowed enough time for each one of them to complete each of their activities, but I could’ve gone more in depth in terms of making a more accurate estimation of the time they would be done with their activities.

Another important factor in the project management process is the execustion phase. Project execution phase refers managing the individual work components that is required to advance the process of the project development. The goal of managing a projects execution is to guide the project to the ultimate goal (www.project-management-knowledge.com). Since the execution phase is directly related to the success of the project, developing a contingency plan can prepare the project for any unforeseeable obstacles. According to Lewwongcharoen and Milosevic, a contingency plan has a positive impact on the outcome of a project. When a contingency plan is prepared, project managers can handle the anticipated changes that occur in the later stages of the project life cycle (Lewwongcharoen & Milosevic, 2010). The banking industry is predictably unpredictable, project managers must be able to adapt to any changes that many occur throughout the course of the project.

No matter how well a project is planned, there will be changes. As a Project Manager, one should expect it. With that being said, change can impact a project significantly if it is not planned for and managed well when it occurs. The PMBOK (2013) states that project management is an integrative undertaking that requires each project and product process to be appropriately aligned and that actions taken during one process typically affect that process and other related processes. Implementing a contingency plan is necessary to manage change. This is performed through an Integrated Change Control plan which is defined by the PMBOK (2013) as the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational

More software projects have gone awry for lack of calendar time than for all other causes combined (Brooks, 1995). Why is this cause of disaster so common? Statistics show that schedule delays occur in about 70% of software projects, cost overruns are above 90%, and the time scheduled for large-scale development projects is exceeded by an average of between 20% and 50%. Lastly, the larger the project, the more likely it is that its budget will exceed what was originally planned (Junguang, Ruixia, & Estrella, 2015). On completion of any project, a risk section should be provided for the Project Lessons Learned Report, detailing risks that might affect other similar projects, together with responses that have been found

With any new idea or project, a team or group wants to start right away, assign duties and tasks and give a thorough report to the powers to be on the success of the project. Similar to diving in head first, safety precautions should be taken into consideration before attempting the project. A successful team needs to set up ground rules, expectations to abide by, set a solid work schedule, set performance targets, and determine strengths and areas of opportunity of each team member and the type of team dynamic or team setting best suited to complete the project. The following paper will follow a team as the team completes a one-year project. The paper will highlight the approach used, how the team stayed focused and

One strategy that can be used to mitigate or manage this reason for failure effectively, is to have a form of risk management in place. One way of doing this is when estimating the timing of an IT project, the company should also estimate a number of possible/realistic delays that the project can incur and provide an allotted time for these possible delays. By using this strategy, majority of projects will be completed ahead of the scheduled time. This project risk management should account for: the risk event (meaning what may happen to impact the project), the risk timeframe (to estimate the likelihood of when it will happen), the probability of it happening, the impact it will have on the IT project and what factors could possibly influence this risk event (Bonnie, 2014).

One crucial point that must be talked about, is when we set goals too high and we just end up devastated when we can’t reach them. Here’s the thing; people seem to be unrealistic in terms of timing, and in terms of expectations (they aim too high). What does it mean to be unrealistic in terms of timing? It simply means that you’ve never evaluated the difficulty and complexity of the tasks needed for your project to take off. You are simply overlooking some details, and acting very unprofessionally by implicating yourself and others into a plan that hasn’t been well made.

Schedule delays are always a possibility regardless of the size, scope or complexity of the project . The two most common reasons for schedule delays are level of efforts of the resources and uncertainties associated with the project. However, the manner in which the delays are handled is what makes a project a success or a failure. In this particular case study, Sarah was able to competently anticipate the possible risks with this project. But there was a lack of proper planning to handle these risks. Few questions come to mind while looking at this case study.

Our team’s bid raised a few eyebrows. Almost every person I had met from the other teams ridiculed us for placing such a high bid. They found the time we had scheduled and bid amount to be illogical. However, they were not privy to the details of how we came to those numbers, for which we need to thank our team members. They all helped in drawing up a sound estimate taking into account that since we were new to the build, our parts per minute value would be lesser than the one recommended by the professor and the guild, as detailed in the bid documents. Additionally, Colin was able to apply his learnings from risk management classes to our project, which added even more credibility to our submittals. As a result, we were able to put forward a bid backed by solid reasoning. However, we did end up having a spat with Team 3 with regards to the hatch contract. As they were pushed into a corner by Team 2, they tried to make up for their losses by charging us higher than what we had initially agreed on. This reneging on an already agreed upon deal soured things between the two teams

Project can go over schedule when timescales are not properly estimated or team members do not use effective time management techniques in managing their project assignments. Calculating the timescales for milestones, activities and tasks require precise duration estimates for units of work required to complete a

They lost three people while they were completing the task. This meant that at the end there were only two members left with four bricks so it was easy to cross the patch. The positive thing is they had planned before start the task by using papers instead of the bricks and try to allocate each team’s member on the papers. On the other hand, there were the negative things. Despite they found that four bricks are not enough for five people to carry out the goal, they decided to do without the back up plan. Moreover, the reason why the group lost three members was because they did not concern about physical body of each individual. The members try to set down the bricks as far as possible in order to cross the patch faster. Nevertheless, the majority of team members have small legs, which they could not make a big step between each bricks. This makes the members slip down to the ground and had to leave the task. The group focused on achieving the goal rather than their team and members. Lastly, the team missed information and critical thinking. The team did not analyse mission and recognise about more materials on the other side of the patch. If the team spend more time to find the information and asked understanding from the members. They may know what they are going to do and may have more opportunity to achieve the task more effectively.

The simulation program runs on top of an SAP ERP system, automates a number of transactions and simulates the passage of time. To speed up the game, each simulated day is usually set at one minute or even 30 seconds, making it a fast-paced and high-intensity game. All students have played some version of the game in previous classes, where