final

Risk Log

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Project Risk Register Project name: Annual Graduation ceremony Project team: Tax Preparer

Risk Identification Risk Analysis Risk Response Risk # Risk / Condition Consequence Response Plan

1 Accidents and injuries 20% 33% 53%

2 Poor service delivery 13% 25% 38%

3 Poor attendance for the site staff 14% 10% 24%

4 7% 5% 12%

5 Purchase of few gifts and prizes 3% 2% 5%

6 Deteriorated health for the consumers 3% 4% 7%

7 Depletion of miscelleneaous funds 10% 15% 25%

8 Poor choice of decorations fro the site 10% 12% 22%

9 8% 4% 12%

10 19% 10% 39%

Impact (1-8)

Probability (1-9)

Risk Score (Impact x

Probability)

Loss of reputation for the project team and reduction in productivity

Security to manage the large population on the day

Discouraged customers and expensive replacement cost for the service

Proper management and selection of service providers

Effects on staff morale and also poor delivery of expected quality

Mock up or rehearsal of the ceremony to ensure early attendance

Last minute change of heart for the speakers and performers

Panic on the project team and poor preparation by standby speakers

Early booking of chosen speakers and performers and standbys

Lack of inclusion of the whole graduating team hence dissatisfaction

Purchase of sufficient and slightly extra prizes

Food poisoning from improperly prepared and stored food

Ensure proper food preparation and storage

Lack of sufficient funds to run impromptu expenditure

Separate accounts to hold suffficient graduation funds

Dissatisfied graduants on their special day for them

Keen attention paid during the choice of site decorations

Late payment and booking of halls and rooms

Absence of sufficient rooms to host all the planned ceremonies

Early booking and payment of reuired rooms and halls

Failure of electrical and other euipment associated with the event

Delay in several sections of the graduation ceremony

Cross checking of all equipment before the event and responding to any abrupt failure during the ceremony

Due Date: Thursday 11:59 pm EST day of Unit 8

Points: 100

Overview:

The final assignment is a combination of all of your earlier course assignments. It is

important to assume that your final project plan is being reviewed by someone from an

executive management team; therefore, the final project should be a seamless

document and the reader should not have to open any other documents. When you are

done, you should have one seamless and professional-looking project plan formatted

according to the APA guidelines.

Instructions:

• Add an executive summary and a table of contents after the title page.

• Include a closing summary at the end.

• Add the content from your previous assignments in different sections, update as

necessary, and introduce each section with brief comments.

Requirements:

• APA-formatted Word document. Portrait or landscape orientation is acceptable.

• Length of a maximum of 10 pages, excluding title and reference pages.

• Include at least three references.

Be sure to read the criteria by which your work will be evaluated before you write

and again after you write.

BUS530 – Project Managment

Final Project Plan

Evaluation Rubric for Final Project Plan Assignment

Criteria Exemplary Proficient Needs Improvement

Deficient

50 points 40 - 49 points 30 - 39 points 0 - 29 points

Project Components

All required components addressed in full detail and are included in project.

All required components addressed; missing some detail(s) in the project.

Most required components addressed in the project.

Some or no required components addressed in the project.

10 points

0 points

Length No more than 10 pages.

n/a n/a More than 10 pages.

10 points 0 points

References At least 3 references.

n/a n/a Less than 3 references.

30 points 24 - 29 points 18 - 23 points 0 - 17 points

Clear and Professional Writing and APA Format

Writing and format are clear, professional, APA compliant and error free.

Few errors that do not impede professional presentation.

Significant errors that do not impede professional presentation.

Errors impede professional presentation; guidelines not followed.

Work Breakdown Structure

Symeshia Lias

Post University

BUS530_32_Project Management

February 2, 2024

Work Breakdown Structure for Project Management Terms and Concepts

The WBS below illustrates different major tasks that shall be performed for the low-rise building construction project. Organized into three main levels, the WBS includes various tasks for enhancing major productivity.

1.0 Project Initiation

1.1 Project Scope Definition

1.1.1 Identification of Old Buildings for Demolition

1.1.2 Assessment of Building Regulations

1.1.3 Connect Building Regulations to Existent Performance

1.2 Project Objectives Development

1.2.1 Define Specifications for Residential Buildings

1.2.2 Liaise with Organizational Departments

1.2.3 Develop a Proper Budget.

2.0 Architectural Planning

2.1 Architectural Concept

2.1.1 Develop Floor Plans.

2.1.2 Develop a Plan for Using Recycled Materials in the Design.

2.1.3 Product Projected Product for Integrating Recycled Materials.

2.2 Engineering and Structural Design

2.2.1 Develop Structural Drawings.

2.2.2 Develop Drawings that Conform to Building Standards.

2.2.3 Incorporate Wall Volume and Heat Loss in Drawings.

3.0 Resource Acquisition and Management

3.1 Acquire Recycled Materials

3.1.1 Liaise with Officials from the Ministry of Regional Development

3.1.2 Establish a Well-structured Procurement Process.

3.1.3 Obtain Permission to use Recycled Materials.

3.2 Budget Allocation

3.2.1 Develop a Properly Planned Budget.

3.2.2 Allocate Resources like Finances and Materials to Suitable Staff.

3.2.3 Divide Duties According to the Suitable Professionals

3.3 Coordinate with Government Ministry

3.3.1 Present Project Proposal to Government Officials

3.3.2 Acquire Approvals.

4.0 Implementation

4.1 Demolition of Old Buildings

4.1.1 Plan the Development Process

4.1.2 Execute Demolition Process.

4.2 Framework Construction

4.2.1 Develop a Foundation for the Project.

4.2.2 Assemble Necessary Resources.

4.2.3 Install Facilities.

5.0 Project Monitoring and Closure

5.1 Monitoring of Progress

5.1.1 Implement Regular Team Meetings to Generate Reviews of Progress.

5.1.2 Analyze and Address any Unforeseeable Challenges.

5.2 Final Inspections

5.2.1 Implement Quality Check Sessions

5.2.2 Access Approval for Expected End-user.

5.3 Project Documentation

5.3.1 Document Different Project Activities

5.3.2 Close Project

Doc Number Symeshia Lias

Version XX

Print Date 11/1/02

Page Page 1 of 2

Project Charter

Project Tax Preparation Outreach Program

Created By Jane Doe Date January 24th 2024

Phone Your Phone Number Email [email protected]

Mission This project aims at training volunteers and setting up a free tax preparation service for individuals with a low income. The project involves building training manuals, workshops for volunteers, marketing of the free services, scheduling of the volunteers, establishing a tax preparation facility, meeting up with clients to prepare five hundred tax returns and collection of feedback. The main aim is to help five hundred individuals file their taxes by June 20th, 2024, on a $7000 budget funded by a non- governmental organization.

The mission is to create a program that reaches out and provides free tax preparation services to low-income individuals in the community.

Objectives  To Provide tax preparation services to at least five hundred low- income individuals or more.

 To Increase the people’s awareness on free tax preparation services in our community

 To Recruit and train volunteers to prepare basic tax returns.

Deliverables  Tax preparation services for 500 individuals or more

 Marketing materials including flyers, social media graphics, emails, and hashtags.

 Training manual and four training workshops for volunteers

Stakeholders  Jane Doe, Project Manager

 John Smith, Executive Director of Community Center (Project Sponsor)

 Mary Johnson, Volunteer Coordinator

 Twenty-five tax prep volunteers

 Local low-income individuals

Roles and Responsibilities

 Jane Doe responsible for overall project management

 John Smith provides funding and approves major decisions.

 Mary Johnson recruits, trains, and manages volunteers.

 Volunteers prepare tax returns.

Key Consulting Inc, 4848 Railroad Ave NE, Seattle, WA 98105 www.consulting.ky (206) 523-1927 Ver 3.1 Copyright 2003

Doc Number Symeshia Lias

Version XX

Print Date 11/1/02

Page Page 2 of 2

High-Level Work Breakdown Structure

 Prepare 1.1 Develop training manual 1.2 Recruit volunteers 1.3 Hold volunteer training workshops.

 Market 2.1 Design marketing materials 2.2 Distribute marketing materials.

 Provide Services 3.1 Schedule volunteers.

3.2 Set up tax prep facility 3.3 Provide tax preparation services 3.4 Gather client feedback

Project Milestone

April 15, 2024 - Completed 500 tax returns

In-scope and out of scope

 Tax preparation, Training volunteers, Marketing of services

Legal advice, Tax planning, Tax appeals

Assumptions  Able to recruit 25+ volunteers with basic tax knowledge.

Local community center grants usage of their facility

Communication s

Weekly team meetings, Volunteer email group, Shared folders

Risks Not enough volunteers, technical issues, Demand exceeds capacity

Documentation Shared project folder on internal network

Budget $7,000 funded by QPR Nonprofit

Note

All the names used in the document are arbitrary and can be changed.

Key Consulting Inc, 4848 Railroad Ave NE, Seattle, WA 98105 www.consulting.ky (206) 523-1927 Ver 3.1 Copyright 2003

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Project Management Concepts

Symeshia Lias

Post University

BUS530_32_Project Management

January 14, 2024

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Project Management Concepts

Role of Project

The project sponsor oversees the whole project to ensure it works well (Kaufmann &

Kock, 2022). As part of their job, they choose the project manager and project team, set success

criteria, ensure the project fits the organization's goals, and get the tools they need. The sponsor

gives help, advice, and voice throughout the project's lifecycle.

Decision of Task

The project manager is mainly in charge of assigning tasks for a project (Guo & Zhang,

2022). He/she oversees breaking the project down into tasks that can be completed, giving

people jobs, and making a detailed project plan. Their work ensures that everyone understands

the details of the project, gets everyone involved, and sets the stage for successful project

completion by clearly outlining and organizing tasks.

Choice of Project

When choosing between projects, companies look at several factors, such as strategic

alignment, return on investment, availability of resources, and risk assessment. Strategic

alignment checks that the project fits in with the company's overall goals and return on

investment looks at the possible advantages and financial gains. The organization's power to give

people, money, and other resources to the project is measured by resource availability. A detailed

risk assessment also examines the problems and unknowns that might produce each project. The

decision-making process is complex and considers things like how challenging the project is and

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how well it fits with the general strategic vision of the organization (Guo & Zhang, 2022). This

ensures that the best project is chosen per the organization's goals.

Finalize Budget

The project manager, the finance department, and other relevant people usually work

together to make the project budget. It involves estimating how much things like tools, materials,

labor, and other project parts will cost. Usually, the budget can only be finalized once it is

approved by the project sponsor or another person with power of choice.

Extra Feature

Adding a new feature to project deliverables in the middle of the project needs a

structured method through a change control process. This process carefully checks how the new

feature changes the project's goals, which could include making its boundaries bigger. The

project plan must be reviewed again because this addition could make deadlines longer. The

changes' financial effects are also examined to see how they affect the general budget. The

project plan needs to be updated to reflect the changes made if the change is accepted and

thought to be possible and helpful. Communicating clearly and openly with all stakeholders is

essential to keep the project's ethics and stakeholders' trust (Kaufmann & Kock, 2022). This will

help everyone understand what is expected of them and the project (Ćirić Lalić et al., 2022).

Construction Project Manager Run Healthcare Project

It is possible for a construction manager to successfully lead a healthcare project by using

transferable project management skills. They would need to learn about the specifics of

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healthcare projects, like the rules and regulations that apply to them. Collaborating with experts

in the field and communicating clearly for success would also be essential.

What to Do on Delay Project

Discovering a project lagging behind schedule midway requires immediate and strategic

action. As a project manager, I would first perform a thorough investigation to find out exactly

what caused the delay. This could mean looking at how the project is run, how resources are

used, and any outside aspects that might affect it. Understanding the root causes is vital for

devising an effective corrective action plan (Guo & Zhang, 2022). This plan could include

changing the project's schedule, moving resources around to make better use of them, or taking

specific steps to fix problems that have been found. It is essential to keep lines of communication

open and transparent with the project team and clients. This helps everyone know what is

happening, get the new plan, and set their expectations accordingly. Effective communication

makes people feel better about their worries and builds trust in the project's management

(Kaufmann & Kock, 2022).

Provision Risk Management Plan

Risks grow when a project lasts for a long time; thus, a firm plan for managing them is

needed (Guo & Zhang, 2022). This plan should include initiative-taking risk identification and a

thorough review examining the possible effects and chances of happening. It is essential to have

flexible backup plans and risk mitigation strategies adapted to specific risks. Keeping the risk

record current is essential to stay valuable over time. Setting aside money for a "just in case"

budget protects against financial risks. Also, making the project team more risk-aware is

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particularly important. This will encourage everyone to be alert and report possible risks right

away, allowing the team to respond quickly and effectively to recent problems.

Client Unsatisfaction

It is essential to have a post-project review with the client to determine what they were

worried about in this case. Problems should be dealt with, and ways to improve things should be

considered. I can also ask for feedback, talk openly, and write down what I learned so I can use it

in future tasks. Building a good bond with the client and collaborating with them can be

particularly important for fixing problems.

Completion of Project.

The project should be marked as complete when all the deliverables have been

successfully provided, and the project goals and success criteria have been met (Ćirić Lalić et al.,

2022). Also, all the project paperwork should be finished, and a formal process for ending the

project should include a review to record what was learned. Getting formal approval from the

business or other vital people might also be necessary.

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References

Ćirić Lalić, D., Lalić, B., Delić, M., Gračanin, D., & Stefanović, D. (2022). How project

management approach impact project success? From traditional to agile. International

Journal of Managing Projects in Business, 15(3), 494-521.

https://doi.org/10.1108/IJMPB-04-2021-0108

Guo, K., & Zhang, L. (2022). Multi-objective optimization for improved project management:

Current status and future directions. Automation in Construction, 139, Article 104256.

https://doi.org/10.1016/j.autcon.2022.104256

Kaufmann, C., & Kock, A. (2022). Does project management matter? The relationship between

project management effort, complexity, and profitability. International Journal of Project

Management, 40(6), 624-633. https://doi.org/10.1016/j.ijproman.2022.05.007