PJM6125 Northeastern Week 2 Stakeholder Analysis & Evaluation Goal Matrix Project PJM 6125 Project Evaluation, Week 2 Stakeholder Analysis and Evaluation G

PJM6125 Northeastern Week 2 Stakeholder Analysis & Evaluation Goal Matrix Project PJM 6125 Project Evaluation, Week 2 Stakeholder Analysis and Evaluation Goal Matrix Project Scope Statement
by
Zhuoqun Li
PJM 6125 Project Evaluation
11, 05, 2019
Page 1 of 3
Project Scope Statement
Project Name: Project management training for Ali company
1.0 Project Purpose
Ali company conducted a survey on the importance of project management and found that
project management plays an important role in modern enterprises. Project managers and
employees with professional project management skills can greatly improve the efficiency and
quality of work in the enterprise. Professional project managers are more likely to succeed than
non-professional employees. Therefore, Ali company plans to develop a project management
training plan for employees for 2 months, aiming to improve their project management ability
and expand their knowledge of project management by offering training courses and lectures on
project management. Ali hopes to get staff with project management skills through this training,
and 60% of the employees who participate in the training can obtain PMP certification. During
the project, Ali hopes that employees can develop project management expertise and improve
personal performance by at least 10% and company performance by 5%.
2.0 Project Scope
Project Objective:
The project is to provide the project management training for Ali company’s 500 employees for
2 months, from November10 to January 10. The budget will be $50,000.
The project will include course training, lectures, providing meeting rooms and instructors.
The project will not include providing meals, the fees for attending PMP exams, the instructors’
accommodations. Employees cannot influence existing work during training
Project Deliverables:
1.
Project documents
2.
Hiring project management instructors
3.
Project training courses
4.
Project management lectures
5.
Sign-in System
6.
Employees scoring mechanism
7.
Company project management test bank
Page 2 of 3
3.0 Project milestones
1.
Project approved
2.
Training plan completed
3.
Training course completed
4.
Project sign-off
5.
Project closed
4.0 User acceptance criteria




The project will be finished on time, before January 10 and under the budget within
$50,000.
500 employees completed project management training courses.
60% of employees get PMP qualification certificate.
The company’s personal performance of employees participating in the training increased
by 10%, and the company’s performance increased by 5%.
6.0 Project constraints




Due to the large number of employees involved, it is difficult to guarantee the quality of
training for everyone.
The training time of some project management training instructors is not fixed.
PMP exams are difficult and cannot guarantee that employees will pass the exam.
Projects last longer and may affect the work of employees
Page 3 of 3
For this assignment, you will establish some evaluation goals for your project based on the
method and lens covered in this week’s lecture.
Please reference the attached document for specific assignment instructions and the
assignment rubric.
This is a hypothetical project, and you can add whatever conditions you think are
reasonable
1
2
In this lesson, we’re going to be looking at establishing evaluation goals. We
begin by remembering something we talked about in the last lesson which is
“why do we evaluate?” In the last lesson, we said there was a few reasons for
evaluating projects. We evaluate projects to:
Understand performance.
Understand how to improve processes,
Determine whether our objectives are being achieved
Inform and support decisions
We also said that until we know why we’re evaluating, we don’t know how we
evaluate and we don’t know what to evaluate. In this lesson, we will look at
how do we understand what we evaluate and how we establish clear
evaluation goals. We will use evaluation goals as measures during our project
and when our project comes to completion.
3
There are a few very practical places we start when we want to understand
how to do project evaluation and what the goals for evaluation need to be.
Project Charter: This sets out some very clear things that are foundational to
the project and when we begin to understand what those are, then we can
move forward with establishing evaluation goals.
Scope Statement: This is separate from the charter but components of it are
often times included in the charter.
Work Breakdown Structure (WBS): If you do have a WBS document, you will
want to review it because it is foundational for our entire project.
Stakeholder Analysis: This document may need to be enhanced to establish
performance goals but it’s a key document.
Key Performance Metrics: These are metrics that we rely on within our
organization and other projects because they are going to give us insight into
what we want to evaluate in terms of our particular project. There is no
specific template for key performance metrics, as each company or
organization needs to determine what its key performance metrics are. Most
often, these metrics focus on cost, schedule, scope, and quality. Throughout
the lesson materials, you will learn more about the different types of metrics
that may be used, and you will have the opportunity to develop a
4
The stakeholder analysis begins to build a holistic picture of what success
looks like. A stakeholder analysis is also going to give us some insight into the
potentially conflicting goals and how we can begin to aligning those
conflicting goals to get a clear picture of what a success is going to look like
for our project. This should result in a clear goal set for moving forward with
the project.
In this process, it’s really important that we seek to engage these stakeholders
as partners, not combatants. We need to see them as integral to project’s
success. Some want your project to succeed and some don’t want your project
to succeed. Regardless of the stakeholder’s attitude towards project success, if
a stakeholder is integral to the project, you need to work with them to try to
make sure that you are partnering with them even if they don’t really see
themselves as partners. They may see themselves as antagonists.
We have high level stakeholders. We have low level stakeholders. We have
stakeholders with a high degree of interest and a low degree of interest. High
degree of potential impact and low degree of potential impact. These
stakeholders are all over the continuum but we need to begin to understand
who they are. A good stakeholder analysis is going to identify who that
stakeholder is, what their role is, what their interests are, their influence, their
perspective on the project, and then the engagement strategy for working with
that stakeholder.
5
One really simply way to get analysis information is to interview the
stakeholders that you have identified.
I have often done this and done it with some fairly basic open ended questions.
Some questions that are often helpful in obtaining the information that you
need are:
What will make this project a success?
What does success look like to you as a stakeholder?
As we are working on this project, how do you think we might gauge if we are
succeeding or failing in this undertaking?
What your hoping that the outcome of this project will be?
How do you hope that this improves your work?
How do you hope that it impacts you or does it impact you?
Where should I be concerned about performance as related to this project in
your opinion?
Now it is important to remember that different stakeholders will have different
levels of types of performance expectations. And you may need to switch the
questions around depending on the type of stakeholder you are interviewing.
6
Some of the different type of performance metrics will fall within these
categories.
We can look at the performance metrics associated with the triple constraints
(cost, schedule, and scope).
We can look at customer requirements. Such as the house must be 2,500
square feet and made out of brick.
We can look at quality standards, such as building codes.
We can look at the business case, the business goal we hope this project
accomplishes, how it aligns with our corporate strategy and initiatives.
We can also look at regulatory requirements in terms of performance metrics.
Here are a lot of different definitions of project success and it’s our job to try
to understand what those are.
Now, sometimes you can deliver a project that’s on budget, on schedule,
within scope, and your end-user says it’s a failure because it didn’t ultimately
accomplish the business case. Then you can do a project that accomplishes
7
To capture this, performance metrics should not simply be a list of
quantitative measures. Often times there are some qualitative measures that
come into play and we need to conceptually understand, and create metrics
for measuring this in a way that key stakeholders understand. So lets recap
some important elements we should keep in mind regarding stakeholders
First, we need to partner with stakeholders. Not only do we need to see them
as partners but we also want to make sure they see us as partners. If we
don’t, we can be assured that performance is going to potentially be a
massive failure.
We need to understand the layers and types of performance goals. There are
maybe goals for that division of the business that align with that project but
somehow roll up into the higher level strategic initiatives of the organization.
We need to help stakeholders frame those goals holistically and
appropriately. Sometimes we can’t give them all the information they want or
need, but what we can do is help them understand what they need and frame
our goals to best approximate the data that we can give them to understand
what success looks like for the project.
8
In the lessons from Week 1, the Three Lenses were introduced. In this lesson
we will take a look at how the Efficiency, Effectiveness and Impact lens is
applied to establishing evaluation goals.
Efficiency – how we are using what we have
Effectiveness – are we accomplishing what we want to
Impact – what are the consequences
9
So if we begin with looking first at efficiency, by this we are talking about the
use of the resources of the project.
So here think about are we on time? Are we on budget? Are we meeting
those metrics, or are there variances with what we had intended to do, what
we had expected to do? So are we making an efficient use of the resources
that have been given to us for the work of the project?
10
We also talk about effectiveness. Are we actually accomplishing the goals of
the project? And there’s two levels that we need to think about effectiveness.
The first is in conformance to scope. So with that, whenever a project is
chartered, a specific scope is identified, are we effectively delivering that
scope of work?
Are we accomplishing what was outlined for the project to accomplish? So
that’s the first level, the scope of work in terms of effectiveness. And the
second level is value on the business case. So the business case was written to
accomplish and deliver on a certain value to the organization, a certain value
proposition.
And so the question is, is whether or not the project within scope is actually
delivering that value to the organization.
11
And then finally, impact. And here we’re talking both about the short term
and the long term impact of the project.
Does it actually deliver the long term value that it was intended to deliver? So,
if we’re developing a new solution, a new software solution for the use within
our company, and part of that is to increase efficiencies of work, we look at
this after we implemented and see, did it actually increase the efficiency?
So we want to look at the impact or the outcomes of we intended them to be
so. You can see that by using this framework we have a more holistic
understanding, we’re not just looking at one lens of efficiency. But we’re also
looking at these additional lenses of effectiveness and impact, to give us a
better understanding of the actual performance of the project.
12
And then finally, impact. And here we’re talking both about the short term
and the long term impact of the project.
Does it actually deliver the long term value that it was intended to deliver? So,
if we’re developing a new solution, a new software solution for the use within
our company, and part of that is to increase efficiencies of work, we look at
this after we implemented and see, did it actually increase the efficiency?
So we want to look at the impact or the outcomes of we intended them to be
so. You can see that by using this framework we have a more holistic
understanding, we’re not just looking at one lens of efficiency. But we’re also
looking at these additional lenses of effectiveness and impact, to give us a
better understanding of the actual performance of the project.
13
Lets look at a Project Management training example to walk through how to
establish clear goals. However, lets first briefly cover some information, just to
review. We have already talked about the different sort of areas of
performance metrics. We can think about the
triple constraint
customer requirements
quality standards
the business case,
regulatory requirements
This is just a sampling, but there are many more, as we know. It’s not just
time, cost, and budget or scope of the triple constraint. It’s all these items and
more that we made need to look at and measure against.
Previously, we discussed the lens of efficiency, effectiveness, and impact. We
should consider, “Are we using what we have?”, “Are we accomplishing what
we want to?” and “What are the consequences?”
Project Management Training Program
The scope of the project is to design and execute a project management
training programs for all internal project management core team members.
The project management division of our company needs some training and
14
What does success look like?
If we look at efficiency, we’re going to ask, “did we stay within the budget,
deliver on time, and not ever use those resources or ever allocate those
resources?
If we look at effectiveness, “did we deliver the desired training using quality
resources?”
If we look at impact, “did the project management knowledge and
performance increase as a result of the training?” Success isn’t, we ran a
training program. Success is, we improve the way we manage projects and our
performance increase.
Using this lens, let’s establish some fairly concrete metrics for this project. It’s
a way for us to try to establish clear criteria for this project. We need to
understand that performance goals can be multidimensional and more than
cost, schedule, and scope. We need to establish these concrete performance
criteria just like we showed previously.
Next, lets look at how metrics were selected for the Project Management
Training Program in more detail.
15
An efficiency measure is “within budget” and the metric is $25,000 into the
project. Are we within the $25,000 budget?
Another efficiency measure is schedule guidelines, and the metric is six month
time frame.
Did we get everything planned, executed and closed within the six month
time frame?
We also had this efficiency measure of 15% resource usage. As we’re
progressing through the project, that specific metric is rolling, allocating 15%
of those resources timed to work on this project.
16
We want a nationally known trainer so previous national level presentations.
We might say that we look at the last five presentations the trainer gave and
we say they must have had 80 to 85% approval rating of good or great for
their presentations.
The next effectiveness measure is full participation by the project
management staff in this training. Next effectiveness question is “Did we
effectively train them?”
Thus we need to train all of them, thus a 100% participation rate for the
project management staff. Included in that is an increase in project
management knowledge.
This could be measured by a post-training assessment or a self-reporting
survey that asks participants if the training increased their project
management knowledge.
Strongly agree, agreed, neutral, disagree, strongly disagree or we might say
we want so many of them to take the PMP exam or the CAPM exam as a
result of this or maybe we just design a test for them and let them take the
test.
17
Whatever the way is, we want to know how can we measure impact? How
can we measure knowledge increase?
We need to come up with some concrete metric so that we can do that. What
about project management performance increase? What was another goal.
That’s an impact measure type and then we might say that the cost in
schedule averages are reduced by 10% within six months so maybe the
impetus for this project was the fact that we were overrunning our budget,
overrunning our schedules, and so we want to reduce those overruns by at
least 10% within six months and that’s going to be a measure of impact for
the project.
Here are some example concrete metrics that deal with the efficiency
effectiveness and impact level for this project.
18
The resulting metrics are set to address the Efficiency, Effectiveness and
Impact of the lens. We will revisit this example in Week 3 to identify the
appropriate tools needed for evaluation
As we choose our tool, we will ask ourselves “What’s our goal?” “What’s the
measure type?” “What’s the metric? and “How can we determine whether or
not that metric’s been met?” Once we have shared agreement on all of these,
we can truly say that this tells us whether or not we’ve performed at an
acceptable level to meet the demands and needs of our stakeholders.
19
We want to establish clear performance goals that are multidimensional and
holistic. We already discussed the need for performance goals being
multidimensional. We also need to make sure these goals are as holistic as
possible. We don’t want to just look at efficiency, we don’t want to just
look at effectiveness, we don’t want to just look at impact. If we want to
understand project performance with a holistic perspective, we need to be
looking at all three of those.
Let begin by reviewing a very simple three step process for ensuring that we
establish clear performance goals so that then we can move forward towards
project success.
20
To establish clear, multidimensional and holistic goals for the training project,
first we need to establish concrete performance criteria.
21
The concrete performance criteria for the Project Management Training
Program might included $25,000 budget , six months schedule, and 15%
resource usage. We also set the metric for the trainer to have national level
presentations and the metric for participation to be 100%. Again, these are all
concrete metrics.
22
Since, we are not always going to hit the performance goals, next we need to
identify acceptable levels of tolerance. For example, we might say that a
presenter must have a rating of 85% or better on national level presentations.
Or because we may not get 100% participation from the PM staff, we establish
95% attendance as our tolerance. This provides a level of flexibility for normal
variation within some of the performance criteria.
23
This very simple three step process is how you establish clear performance
goals for your project.
By doing this, we ensure that we have not defined arbitrary goals or we do not
have an out of balance set of goals, such as budget and schedule only. Only by
doing this can we be certain that we’re accomplishing one of our ultimate
goals as project managers which is delivering value to the organization.
24
When you have defined the criteria, consider using a chart like the one shown
to communicate your selected metrics. Ask stakeholder ” Do these look like
good goals?” Once they sign off on the metrics presented, you have a shared
understanding and agreement on what holistic s…
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