Project 5
robertdjamerson
RJamerson_Mod2Project_111719.zipRJamerson_Mod2Project1_111719.docx
Running head: PROJECT SCOPE 1
PROJECT SCOPE 2
Project Scope: Part 1
Robert Jamerson
Rasmussen College
Project Scope: Part 1
Project Description
The backpack project contains the development and design of rucksacks with radio modules and a refrigerated pouch for the military of the United States (US). The US military carries on to facing challenges of taking with them their drinks and meals while undertaking special and ground operations and areas that are remote. The present backpack used by the Military does not have a radio module, and refrigeration pouch, therefore, imperils the capacity of recuperating the troops that may be wounded in the battle. For that reason, the US army executive staff, special and ground operations forces have asked for the development and design of a refrigerated backpack that has radio modules so as to resolve the issue and progress the usefulness of their actions. The project delivers, develop and design refrigerated backpacks which are high quality to the United States within a period of one and half years, that is from 1st of September 2015 to 1st of march 2017. The scheme will be concluded in milestones with the delivery of 100 units in the first phase, and the following 50 units will be delivered after a period of 3 months.
Project Assumptions
The backpack scheme presumes that the company that will supply the raw materials for the project will offer materials that are quality and will meet the standards of the US military on the softness and durability while the product will be exploited in intense weather conditions. For that reason, the project presumes the US forces will be in a position to give enough funding as stated in the proposed award so as to distribute the final product within the time frame that was stated. The manager of the project will make sure that the team have needed skills in design and will finish their task within the stipulated time. Participants will abide by the outlined guidelines.
Project goal
The aim of the project is to provide the military with refrigerated backpacks important for their operations. The project will give functional, light, durable, and high-quality backpacks. The project will improve their capability to do their work since the radio modules, and adjustable shoulder straps will simplify the military movement and ensure steady communications with other staff in the field. Additionally, the morale of the soldiers will be improved since the backpack will be light and soft hence minimizing unexpected injuries. Also, the project will make sure that the backpacks are eco-friendly and re-usable. Accordingly, the final products will be delivered within the stipulated costs and time; this will be done by developing time schedules for each activity, budgeting, and accurate cost estimation.
Project constraints
There are many constraints that may be faced by the project, which will interfere with the development of cost-effective and quality refrigerated backpacks. The limited budgetary allocation is the first constraint. The challenge of securing bank financing may arise. The second type of constraint relates to the time frame. The project has to be completed within a period of one and a half years, and may not be realistic. Additionally, it is required that about 50 pieces backpacks be delivered every three months. This should be carried out after the first 100 pieces are delivered. This will force the project team to do everything possible and work in line with the time constraints. Finally, technical constraints may be encountered in the course of the project. This problem will affect the choices of design (Besner & Hobbs, 2013). This is because the radio module and refrigerator module are to be contained in the backpack. The temperature has to be controlled in the backpack.
Project limitations
Due to the project complexity, there is a limitation of the lack of enough skilled personnel to create and develop the backpacks. There is a need for a more qualified project team. Due to this limitation, the project costs will increase because of the need for more labor. Another limitation relates to the lengthy process in vendor selection and getting approval from the United States military. This problem may delay the project since it will interfere with the delivery of raw materials, thereby affecting pre-determined project schedule deadlines.
Project milestones
· Oct. 30, 2015 – first payment from the customer
· Sept. 1, 2015 – first delivery
· Nov. 16, 2015 – initial program review
· Dec. 1, 2015 – second delivery
· Jan. 1, 2016 – third delivery
· May 30, 2017 – third milestone payment
· May 16, 2016 – program review
· Nov. 16, 2016 – program review
Project risks
References
Besner, C., & Hobbs, B. (2013). Contextualized project management practice: A cluster analysis
of practices and best practices. Project Management Journal, 44(1), 17-34.
Terje Karlsen, J. (2011). Supportive culture for efficient project uncertainty
management. International Journal of Managing Projects in Business, 4(2), 240-256.
RJamerson_Mod2Project2_111719.doc
Running head: ANALYSIS OF UNEXPECTED EVENTS 1
ANALYSIS OF UNEXPECTED EVENTS 4
Analysis of Unexpected Events
Robert Jamerson
Rasmussen College
Analysis of Unexpected Events
Unexpected events have the ability to impact a project. For instance, the success of a project relies on timely payment because it ensures there is a continuity of activities. Payment can impact different aspects of the project, such as human capital, budget, and quality of work. Therefore, payment delays will negatively impact the aforementioned aspects. Other unexpected events are discussed in the following paragraphs.
Delay in Payment by Three Months
Money issues can have a significant impact on the project. Delay in payment will have an impact on four components relating to project implantation. Budget is the first component that will be affected, thereby forcing the project to minimize the use of resources.
The second component to be affected is human capital. The project team will be demotivated because of a lack of compensation caused by delayed payment. Lack of motivation will hinder the success of the entire project. The third aspect to be affected is the scheduling of activities. It will be difficult to perform the scheduling of activities due to the issue of allocating funds. It means that delayed payment will impact the project schedule.
The final component to be affected is the project and product quality. It will be difficult to get access to quality raw material and better human capital when payments are delayed. This means that the overall quality of the projects will be affected negatively. If there is a delay in payment, the best course of action is to seek additional financial funds from other institutions, such as the banks.
Lack of Material Patterns for the Backpack
The materials affect the process planning of the project resulting to poor budgeting. Lack of necessary materials to perform diverse activities will lead to a waste of human capital. This will make the contractors as well as the administrators to reschedule the preliminary time for the project.
Also, the premise may come across losses because they will have to retain their employees in the process. That will include imbursement of un-existing service in the company. Preferably, it has an effect on the general quality of the scheme. Proper planning will be the core aspect. It will improve the eventual quality of the scheme (Alotaibi & Mafimisebi, 2016). Also, the cause of action to be taken should include the outsourcing of products from other dealers to facilitate the success of the process.
Increase in initial Delivery from 100 backpacks to 150
The scope of the project will be interfered with by increasing the initial volumes of the product, hence affecting the budget. Therefore, it will affect the arrangement of activities for the next process. As per Besner and Hobbs (2013), that overlap is damaging to the success of the scheme. In due course, it will lead to poor quality of delivery in the entire project. In this case, the course of action involves the gathering of all the important stipulation from the clients. The adjustment should occur only on the arrangement as well as the product functionality, however, because there is still unanticipated event necessitating the manufacturing of 50 more backpacks. Therefore, there is still a need to add to the workforce and also outsource more raw materials from other vendors. For the entire project to be successful, all stakeholders to be involved actively. These stakeholders range from management to customers. The project will encounter some hitches when some stakeholders do not play their active role.
References
Alotaibi, A. B., & Mafimisebi, O. P. (2016). Project Management Practice: Redefining Theoretical Challenges in the 21st Century. Project Management, 7(1).
Besner, C., & Hobbs, B. (2013). Contextualized project management practice: A cluster analysis
of practices and best practices. Project Management Journal, 44(1), 17-34.
