Category: Project

Negotiation Preparation Project

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Choose a real-life negotiation based on one of the following:
An upcoming real-life negotiation for which you need to prepare.
A current real-life experience that you do not really need to negotiate, but that will serve as a good practice
exercise.
A past real-life experience that will serve as a good practice exercise.
A real-life situation out of the news. Put yourself in the shoes of one of the parties and prepare the negotiation
as though you are a party.
Your project will be graded on the following criteria:
Choosing a real-life negotiation from one of the specific options described above (an upcoming real-life
negotiation, a current real-life experience, a past real-life experience, a real-life situation out of the news)

 

 

 

The life of a project plan

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When looking at the life of a project plan, it is useful to graph and outline the cost variance (CV), and schedule variance (SV). Determining progress, or lack of progress, provides essential information to assess a given project.
Complete exercise 2 in chapter 13 of the textbook. Given the data provided, in an excel spreadsheet, PowerPoint, or other appropriate method of delivery, determine the following:
Schedule Variance (SV)
Cost Variance (CV)
Schedule Performance Index (SPI)
Cost Performance Index (CPI)
In 250-300 words, answer the questions provided with the exercise. Reflect on the assessment of this project assessment. Should the project continue to improve?

 

 

Project Management

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After completing the content and your reading for the week, write a brief reflection (at least 500 words) on the
course material covered this week addressing the following ideas:
What concepts did you find interesting from this week’s readings and lessons? Explain and expand.
What concepts did you find challenging from this week’s readings and lessons? Explain and expand.
What concepts would you like to learn more about from this week’s readings and lessons? Explain and
expand.

 

Project life cycle models.

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Go online and search for project life cycle models. Identify at least two that are different from the PMI model, and compare and contrast the phases. Be sure to cite your sources.

2. Software project decision point.

You need to determine an interest rate to use select an interest rate and explain why you think this number should be used. Use it in your calculations in item 1.2.
Given the information below on options 1 and 2, carry out three forms of analysis: breakeven, ROI, and NPV.
Make a recommendation on which way to proceed, based on the TCO for each option.
Option 1: Purchase the FunSoft package: Cost $200,000 for software and $85,000 for hardware in year one; with $50,000 to customize it and a $40,000 annual licensing fee for the life of the contract. There will be an annual saving of $61,000 due to the layoff of a clerk.
Option 2: Purchase the SoftComm package, which will operate on the vendor’s hardware: Cost $250,000 for a five-year license, payable half up front and half during the first year of implementation. The maintenance contract, at $75,000 a year, includes all currently identified modifications to the software for the first three years. The clerk’s hours will be cut by half, for a saving of $25,000 a year.
In both cases, sales are expected to increase from the current $1 million a year, by 10% per year each year (over each year’s previous year’s sales) after full implementation.

 

 

Organization structure project manager role

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This week’s reading explores the way in which the structure of an organization can influence how projects are managed. For your initial post, introduce yourself to your classmates and identify an organization that you are familiar with. It can be your current workplace, or another company that you are familiar with. Describe the organizational structure of the organization you identified and compare it to the organizational structures defined in this module’s reading. Then, address the following:

What type of organizational structure best describes your organization?
Does your organization have a project manager?
If so, discuss the project manager’s role. How much authority and resource availability does the project manager have? Who manages the project budget? Does the project manager have administrative staff or a project team?
If your organization does not have a project manager, describe how your organization manages projects. Who selects projects and decides upon resources for projects?
What positive or negative influence does your organizational structure have on the success or failure of projects?

 

 

Project Management

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In accordance with the guidelines provided in Week 1, you will submit a formal Thesis Proposal Outline for approval by the course instructor. The Thesis Proposal Outline is an overview of your project and is designed not only to formally announce your intentions as far as your Master’s thesis goes, but also to help you become more fluent in and informed about the topic for your project.

The Thesis Proposal Outline should be at least 7-8 double-spaced pages and include the following sections:

Introduction.
Statement of problem or question.
Literature review.
Statement of overall purpose.
Chapter overviews.
Explanation of limitations.
Statement of project’s significance.
Work plan/timeline.
Bibliography

Project Procurement

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As a project management professional, it is important for you to be able to review numbers and report on what they are saying. It is also important for you to be able to use software that helps you keep timelines and keep the project running on time and smoothly. This assignment will continue to help prepare you for your responsibilities.

Respond to the Following Questions/Problems

A certain project is being negotiated between a buyer and a seller. The project is a research project that has unknown deliverables. The buyer and seller are discussing the type of contract that should be agreed (fixed price or cost reimbursable). The buyer wants the seller to engage in a fixed price contract. What should the seller do? Why?

A certain project operating under a CPIF contract has been negotiated and formally agreed-upon between a buyer and a seller. The following information has been included in the contract:

Target Price: $223,096
Target Cost: $215,000
Target Fee: $8,000
Buyer’s Share Ratio: 0.70
Seller’s Share Ratio: 0.30
The project has finished and the actual cost that the seller incurred was $207,643.

What incentive fee does the buyer pay the seller?
What is the total contract price (i.e., what the buyer has to pay the seller in total)?
A certain project operating under a FPIF contract has been negotiated and formally agreed-upon between a buyer and a seller. The following information has been included in the contract:

Price Ceiling: $531,000
Target Cost: $505,000
Target Fee: $20,000
Buyer’s Share Ratio: 0.90
Seller’s Share Ratio: 0.10
The project has finished and the actual cost the seller incurred was $510,954.

What incentive fee does the buyer pay the seller?
What is the total contract price (i.e., what the buyer has to pay the seller in total)?
What is the point of total assumption for the seller?

 

 

 

Project life cycle models.

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Go online and search for project life cycle models. Identify at least two that are different from the PMI model, and compare and contrast the phases. Be sure to cite your sources.

2. Software project decision point.

You need to determine an interest rate to use select an interest rate and explain why you think this number should be used. Use it in your calculations in item 1.2.
Given the information below on options 1 and 2, carry out three forms of analysis: breakeven, ROI, and NPV.
Make a recommendation on which way to proceed, based on the TCO for each option.
Option 1: Purchase the FunSoft package: Cost $200,000 for software and $85,000 for hardware in year one; with $50,000 to customize it and a $40,000 annual licensing fee for the life of the contract. There will be an annual saving of $61,000 due to the layoff of a clerk.
Option 2: Purchase the SoftComm package, which will operate on the vendor’s hardware: Cost $250,000 for a five-year license, payable half up front and half during the first year of implementation. The maintenance contract, at $75,000 a year, includes all currently identified modifications to the software for the first three years. The clerk s hours will be cut by half, for a saving of $25,000 a year.
In both cases, sales are expected to increase from the current $1 million a year, by 10% per year each year (over each year s previous year s sales) after full implementation.