Assignment 5: Performance Management – GradSchoolPapers.com

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Topic: Assignment 5: Performance Management
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Please follow same format as other papers Microsoft project ( 1 File), Microsoft word ( 1 file). Please read instructions below and rubric on paper carefully any more time please let me know immediately. Thanks a lot!
Performance Management
Due Week 9 and worth 60 points
This assignment consists of two (2) parts: a project schedule, and a written response. You must submit both parts as separate files for the completion of this assignment. Label each file name according to the part of the assignment it is written for.
Part A: Project Schedule
(Submit as one [1] Microsoft Project file)
1. Create a multilevel work breakdown structure (WBS) and detailed project schedule based upon the information from Appendix 13.2.
Part B: Written Response
(Submit as a Microsoft Word file)
Write a one to two (1-2) page response in which you:
1. Summarize the project’s performance in terms of schedule and costs.
2. Recommend corrective actions (at least two [2] total) to improve the project’s performance.
3. Give your opinion on what you foresee as the greatest risk to the project.
4. Format your assignment according to the following formatting requirements:
o Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
o Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page is not included in the required page length.
Click here to view the grading rubric.
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EXHIBIT 13.2 Page 481T image from book for reference to Microsoft project
Points: 60 Assignment 5: Performance Management
Criteria Unacceptable
Below 60% F Meets Minimum Expectations
60-69% D Fair
70-79% C Proficient
80-89% B Exemplary
90-100% A
1a. Create a multilevel work breakdown structure (WBS) and detailed project schedule based upon the information from Appendix 13.2.
Weight: 50% Did not submit or incompletelycreated a multilevel work breakdown structure (WBS) and detailed project schedule based upon the information from Appendix 13.2. Insufficientlycreated a multilevel work breakdown structure (WBS) and detailed project schedule based upon the information from Appendix 13.2. Partiallycreated a multilevel work breakdown structure (WBS) and detailed project schedule based upon the information from Appendix 13.2. Satisfactorilycreated a multilevel work breakdown structure (WBS) and detailed project schedule based upon the information from Appendix 13.2. Thoroughlycreated a multilevel work breakdown structure (WBS) and detailed project schedule based upon the information from Appendix 13.2.
1b. Summarize the project’s performance in terms of schedule and costs.
Weight: 15% Did not submit or incompletelysummarized the project’s performance in terms of schedule and costs. Insufficientlysummarized the project’s performance in terms of schedule and costs. Partiallysummarized the project’s performance in terms of schedule and costs. Satisfactorilysummarized the project’s performance in terms of schedule and costs. Thoroughlysummarized the project’s performance in terms of schedule and costs.
2b. Recommend corrective actions (at least two [2] total) to improve the project’s performance.
Weight: 15% Did not submit or incompletelyrecommended corrective actions (at least two [2] total) to improve the project’s performance. Insufficiently recommended corrective actions (at least two [2] total) to improve the project’s performance. Partially recommended corrective actions (at least two [2] total) to improve the project’s performance. Satisfactorily recommended corrective actions (at least two [2] total) to improve the project’s performance. Thoroughly recommended corrective actions (at least two [2] total) to improve the project’s performance.
3b. Give your opinion on what you foresee as the greatest risk to the project.
Weight: 15% Did not submit or incompletely gave your opinion on what you foresee as the greatest risk to the project. Insufficientlygave your opinion on what you foresee as the greatest risk to the project. Partially gave your opinion on what you foresee as the greatest risk to the project. Satisfactorilygave your opinion on what you foresee as the greatest risk to the project. Thoroughlygave your opinion on what you foresee as the greatest risk to the project.
4b. Clarity, writing mechanics, and formatting.
Weight: 5% More than 8 errors present 7-8 errors present 5-6 errors present 3-4 errors present 0-2 errors present
Assignment 4: Project Schedule
Christopher Miller
David Puckett
BUS 375
May 13, 2016
The project starts on 2nd May 2016, and the completion date is 18th July of 2016. The date indicates that the total days required for the conclusion of the project is 67 days. Considering 67 days with all the slack times inside.
Determining the critical activities that would need consideration for the project to be considered complete, a critical path created as shown in red in figure 1 showing detailed Gantt. The principal activities are tasks 4-5-7-9-12-16-17-21-23-26-27.
Further, it is also important to determine the amount of time that individual works delayed without affecting the other activities. These involved create slack in the MS project. The total slack for the identified activities with slack is as follows (2 + 31 + 13+ 17 + 9 + 6 + 5 + 3 + 1 = 87 days). The activities with the greatest slack are activities 8, 11 and 12. All these activities have slack values of more than ten days.
The top three projects that are likely to affect the project completion date are on the critical path. They include activity 6 (6 months), activity 9 (18 days), activity 13 (13 days). The delay in these activities is likely to affect the completion of the project because they take long days and are on the critical path.
To make the project even more successful, I would include milestone tracking as one of the major activities. To know the areas of success and failures in the appropriate time thereby allowing me to adjust the available resources to suit the expected outcomes.

 
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