Yorkville University Risk Management & Issue Management Essay

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Team Project Management Plan
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Weight 25% of the final grade
Due no later than 11:00 p.m. on Sunday of Unit 3, 5, and 11
Brief Description
The Team Project will be a progressive assignment in four parts. The first part will be the
formation of teams and development of the team charter. This will be followed with a scoping
process and assembling of relevant literature to support the study. During the second stage,
the team should be guided by the deliverables for the Project Management Plan shown below
and incorporate as many as found relevant and applicable to their selected project. The third
part will constitute the final project writeup that will address all the components of the project
deliverables. Finally, the fourth part will be the communication of information through a
presentation of findings and peer evaluations. Details of the various parts of the Team Project
are as described below.
Team Project Part 1: Team Formation and Project Charter Development
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Weight 5% of the final grade
Due no later than 11:00 p.m. on Sunday of Unit 3
Objectives [CLO 1, CLO3, CLO 4, CLO 7]
Upon successful completion of this assignment, students should be able to:
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work with others in a cooperative and collaborative way on planning real-world project,
apply the knowledge gained throughout the course to develop a Project Management
Plan,
coordinate and hold constructive project meetings to elaborate and create a full-featured
project plan, and
develop a team charter.
Brief Description
With the assistance of the instructor, students will form their Project Teams of 3-4 members.
Once the team is formed, they will identify any professional project (not personal, like planning
a party) of their choice for their study. This project may be at a student’s current place of work,
but it cannot be one where the company already has project management documents
developed (this relies on your academic integrity). The information gathered at this stage
should enable the team to develop a Project Charter. The team will also discuss all personal
issues and schedules and how they will deal with conflicts between team members in
accordance with the Project Management Process Groups. Once the Teams settle on the
project for study, they should confirm with the instructor the suitability of the Project for the
Team assignment.
The purpose of the charter is to establish the rules and guidelines that the team members will
agree to abide by in an effort to accomplish the overall goal. Think of it as the contractual
agreement that ensures the project stays on track, outlines expectations (e.g., timelines,
quality of work), and provides for risk mitigation (e.g., a team member falls ill, missing a
deadline). The team charter is your mechanism to hold everyone accountable and accomplish
goals; strive to have honest conversations around responsibilities and expectations now.
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The Team Charter should be submitted as one complete document by one representative of
the team.
Team Project Part 2: Scoping Process and Literature Review
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•
Weight 5% of the final grade
Due no later than 11:00 p.m. on Sunday of Unit 5
Brief Description
The Project should be established on solid project management concepts. The Team will
undertake a thorough literature review in support of the inputs, tools and techniques as well
as the outputs making use of the PMBOK, edition 6. The scoping processes and literature
review should address the relevant portion of the project deliverables as indicated in the
project management plan deliverables shown below.
Team Project Part 3: Final Project Management Plan Report
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Weight 10% of the final grade
Due no later than 11:00 p.m. on Sunday of Unit 11
Objectives [CLO 4, CLO6, CLO 9]
Upon successful completion of this assignment, students should be able to:
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develop a project management plan with necessary background information that describes
the context of the project,
provide enough details to enable people not familiar with the project to understand the
project context, and
provide specific purpose and scope of the project plan.
Brief Description
The Team will develop the final Project Management Plan (see outline below) addressing all
the components of the deliverables. The report should be a high-level, well-written paper with
no spelling, grammar, or punctuation errors. Sentences MUST be coherent and focused on the
topic at hand. Responses are to be in APA format and MUST be submitted through the Moodle
Turnitin portal. Similarity report MUST NOT exceed 15%.
Submission Instructions
Final Project Management Plan Deliverables [To be used as a Guide for Project Management
Plan]
EXECUTIVE SUMMARY
Table of Contents
1. Introduction
a. Purpose of Project Management Plan
2. Executive Summary of Project Charter
a. Assumptions/Constraints
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3. Scope Management
a. Work Breakdown Structure
b. Deployment Plan
c. Change Control Management
4. Schedule/Time Management
a. Milestones
b. Project Schedule
c. Dependencies
5.
6.
7.
8.
Cost/Budget Management
Quality Management
Human Resource Management
Communications Management
a. Communication Matrix
9. Risk Management
a. Risk Log
10. Issue Management
a. Issue Log
11. Procurement Management
12. Compliance Related Planning
13. Conclusion
References
Appendices
Appendix A: Project Management Plan Approval
Appendix B: Key Terms
Appendix D: Summary of Spending
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Team project- part 2
Team Project Management Plan: Part 2
Unit 5
BUSI 3643 Advanced Project Management
Yorkville University – New West Campus
Date: 08 Feb. 2022
Table of Contents
Abstract ……………………………………………………………………………………………………………………… 3
Introduction ……………………………………………………………………………………………………………….. 5
The Project Scoping Processes-PMBOK: Chapter 5 ………………………………………………………….. 6
The Project Definition (The Project Purpose, Objectives, and Goals) …………………………………….. 6
The Project Deliverables ………………………………………………………………………………………………. 8
Major Milestones ………………………………………………………………………………………………………. 10
Project Constraints…………………………………………………………………………………………………….. 10
The Project Life Cycle – PMBOK: Chapter1 ……………………………………………………………………. 10
Hybrid Adaptive and Waterfall PMLC Model…………………………………………………………………. 13
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Team project- part 2
Project Schedule Management- PMBOK: Chapter 6 ………………………………………………………. 14
Effective Communication in PM- PMBOK: Chapter 10 ………………………………………………….. 15
The Project Procurement- PMBOK -Chapter 12 …………………………………………………………….. 16
Conclusion ……………………………………………………………………………………………………………………. 16
Peer Review …………………………………………………………………………………………………………………. 17
References …………………………………………………………………………………………………………………… 21
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Evaluation
Part 2: Scoping Processes and Literature Review will be marked in its entirety out of 100. The following rubric
indicates the criteria students are to adhere to, and their relative weights to the assignment overall.
Activity/Competencies Demonstrated
1.
2.
3.
Details of the Scoping processes and Literature
review (60%)
a. clearly outlines the project deliverables (supported
by research)
b. identifies the necessary literature in support of the
project assignment
c. make use of the course text in support of
assignment
d. indicates the scope within which the team will work
e. provides the project purpose, objectives and goals
Communication (20%)
a. Uses language clearly and effectively
b. Information organized intelligently and holistically
c. Proper introduction and conclusion to paper
Attention to Detail (20%)
a. APA Referencing and formatting (title, headings, and
references)
b. Spelling and grammar
Total
% of Final Your
Grade
Marks
/15
13
/15
3
/10
8
/10
/10
8
8
/10
/5
/5
8
4
4
/10
8
/10
100%
8
82
The paper should come in two parts. First the Scope Statement and second the literature review.
You decided to make this the part two so you should have provided the part one which should
have come before the Part two. I think you did a good job providing the literature underpinning
the scope activities.
Marks to be distributed to members based on contributions and efforts as monitored by
Professor.
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Abstract
Following definition of the project charter the Extreme company is required to define the scoping
processes and deliverables and justify them by reviewing the related literatures that is mostly
done through PMBOK Guide Sixth Edition.
The scope within which the project team operates also are defined considering the budget and the
time limit. A WBS is devised that is a forerunner for, scope definition and planning and a
successful project management.
The project purpose is establishing a new branch of the Blenz Coffee, and the objective is a place
in the vicinity of the Yorkville University in New Westminster, with the goal of the increasing
the popularity of the Blenz coffeeshops and growing the number of the customers by attracting
young students to its branch which can further attract more customers living in the
neighborhood.
Due to the project nature the project life cycle is defined as a hybrid of productive and waterfall
PMLC model. The goals and objectives and the solutions, budget and the time boundaries are
clearly specified by the project owners however, a traditional PMLC model of waterfall cannot
lead the project to success. The time limitation requires a mix of both Adaptive and waterfall
PMLC models to be employed to accomplish the project requirements in the given time and
within the budget.
The abstract is one paragraph without indentations.
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Part One: Project Scope Statement
Introduction
The defined project is establishing a new branch for Blenz coffee, a Canadian franchise
in the New Westminster close to the Yorkville University so that they can enjoy a great number
of the potential customers who are the students studying in this university in addition to the
people who live in the nearby area. The contract includes preparation of the coffee shop fully for
a two-month running after the completion of the project.
The project manager and the team necessarily should use project management tools and
techniques to proceed the project and deal with these uncertainties and complexities which are
the determinants of the project success. The project management model is decided to be AgileWaterfall Hybrid project management approach.
The first phase of the project lifecycle is initiation that includes exploring and elaborating
the project to recognise basic elements as Charter, Case Definition, Feasibility, Scope,
Deliverables, Stakeholder, and Risks. In the initiation phase the PM/leader provides a project
initiation document (PID) and describes the matters mentioned above and by the project owner
PID approval the project is officially started (Eby, 2021). The other phases of the PLC include
Planning that is preparing a timeline, workflow, finance plan, resources allocation, and quality
issues; Execution that is performing tasks, quality control, managing budget and resources;
Monitoring & Controlling that is progress tracking, resourcing budgetary, timetable & quality
compliance with the plan, and the last phase is Closure that is project and team performance
analysis (PMBOK Guide 6th Edit., 2017).
This paper is mainly focusing on the scoping processes and reviewing the related
literature as one of the major elements of the initiation phase of the project life cycle.
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The Project Scoping Processes-PMBOK: Chapter 5
Project scope is the work done to deliver a product, service, or outcome with the features
and functionalities stated and is measured against the project management plan (PMBOK Guide
6th Edit., 2017). The Project scope includes setting boundaries on the project and specifying the
exact objectives, time limits, and most importantly the project deliverables the company works to
provide (Martins, 2021). It enables the Extreme company to hit the goals with less or no
possibility of delay, overwork, or budget overrun. To effectively define the project scope, it is
necessary to align with the project stakeholders to make sure they are all on the same page. In
this project the stakeholders are the project team members, the project owner (the Blenz coffee),
and the customers (mainly the university students).
The use of a work breakdown structure (WBS) is required to define the scope of the
project, and it helps with the fulfilment of the project’s objectives and gaining the desired results
(Brotherton, 2008). The WBS is a critical component of the project management operations
including initiating, planning, executing, monitoring, and controlling (PMBOK Guide 6th Edit.,
2017). It acts as a tool in explaining the project’s ‘what’ and objectives and provides an explicit
statement of the project’s scope, deliverables, and results. It is also used in scheduling, estimating
costs, allocating resources, and managing risks also used in defining the work packages
(Brotherton, 2008).
The Project Definition (The Project Purpose, Objectives, and Goals)
The project goals and scope objective are required to be SMART, that is they need to be
specific, measurable, achievable, realistic, and time bound presented as below:
The project purpose includes establishing a new branch for the Blenz coffee in a place to
be selected in New Westminster close to the YU. The place needs to look modern based on the
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current trends provided by the interior designers to attract young students with an average of 20
customers per day at the first month who in turn can help to promote the business in the area to
have an average of 100 customers per day which is the business’s ultimate goal. The equipment
and machineries are required to be based on the Blenz coffee given standards. The Extreme
company has been selected to do the project in 60 days and within a budget of CAD $130,000.
The place rent does not have to exceed CAD $6000 per month. Extreme company is required to
prepare the coffee shop for running for two consecutive months (the raw materials and food
should be ordered and supplied as well). Each step requires to be validated by the project owner.
The Blenz coffee project budget and timeline are defined by the Extreme company as
below:
Budget – the total budget for the project given by the Blenz coffee owners is CAD
130,000. based on the reserve analysis, 10% of the budget is reserved (Hall, 2022). Therefore,
the Extreme Company target budget is CAD 117,000.
Timeline – The project begins on 20 January 2022 and is planned to be completed by 20
March 2022 that is 60 days, however, the project manager’s target completion date is 14 March
2022. Based on the reserve policy of the Extreme Company for the project that is 10% of the
total available time. Hence, the target completion date will be 14 March 2022.
The following table clarifies the project requirements specified by the Blenz Coffee
authorities. Based on these requirements the project deliverables are defined in later stages of the
scoping processes.
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The Blenz Coffee Requirements
1) Location should be a space of 800-1,100 sq ft.
2) The Place is required to be of a distance at most 700 m. from the YU
3) The Rental amount needs to be at most $6,000 per month, for at least 5 years. The project
owner approval is required before contract agreements.
4) The interior design needs to be modern and cozy. Its plan must be approved by the project
owner before execution.
5) Machineries and Equipment must be based on the given Blenz Coffee standards and needs
approval of the project owners before installation.
6) the provided coffee and food raw materials for two months and require the project owner
approval.
7) the Coffee shop must be prepared and equipped to run for two consecutive months by the
Extreme company.
Table 1- The Blenz Coffee Requirements
The Project Deliverables
Based on the PMBOK® Guide, “the result/s, products, or the ability of providing a
service that is unique and verifiable is a deliverable provided that it is produced for a process,
phase or a project to be completed (Brotherton, 2008). The project deliverables outline is
summarized as the following in table 2.
No.
Deliverables
1
Finding a Location on lease close to YU in New Westminster, BC.
2
Performing the coffeeshop interior designing.
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3
Purchasing equipment and machines.
4
Purchasing Raw materials needed for two months running of the coffeeshop
5
Employing skilled workers and labours
6
Acquiring the required licenses and approvals
Table 2- list of the project deliverables
Each of the deliverables are assigned to one of the Extreme team members who are seen as
responsible for that deliverable and its further decomposition to work packages. Each work
package can be performed by the related team member or depending on the work sub-divisions
they can employ required workforces to be able to meet the project time boundaries. Based on
the activities and required works the scheduling and resource allocation including manpower,
money, material, and machineries can be effectively performed. The deliverables are assigned to
the team members based on the given numbers to each in the table 2 and are specified in the
table 3 below.
Deliverable
Team Member
No.
1
Sholeh Javaheri
2
Navdeep Kaur
3
Avtar Singh
4
Jagjot Kaur
5
Tony Kuok
6
Dhiraj Kumar
Table 3- the deliverables and the assigned team members in charge of them.
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Major Milestones
List of the major milestones:
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Completion of regulatory approvals
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Confirmation of the location.
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Interior Design completion
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Completion of Supply chain integration
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Selection of the Suppliers
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Contracts or orders completion with all vendors
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Supplies are delivered to the coffeeshop
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Completion and delivering of the project by 20 March 2022
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Employing the required workforce by HR.
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Two months running the coffeeshop
Project Constraints
Major constraints are time limitation that makes the Extreme team to employ adaptive and
waterfall PMLC to speed up the project. The next constraint is the allocated budget that limits
the team in providing highly modern and smart settings and designs for the interior designing
of the coffeeshop. Employment the perfectly skilled man force requires long searches and
examinations that is not possible for the team within the time and budget boundaries.
The Project Life Cycle – PMBOK: Chapter1
This chapter discusses the project life cycle, which is made up of phases that a project
goes through from start to finish. Through breaking down the project into deliverables, the
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Team project- part 2
project manager and the team can see exactly what is needed to be done and achieved in order to
finish the project. The project life cycles are iterative, sequential, and they can also be
overlapped at some points (PMBOK Guide 6th Edit., 2017).
The life cycle provides the basic template for managing the project that can include:
•
Predictive (plan-driven approaches): the product and deliverable are defined from the
start, and any scope changes are carefully managed. It is also referred to as Waterfall life
cycle.
•
Adaptive (change-driven approaches or agile method): the product is developed in
iterations, with detailed scope defined for each one.
•
Iterative: the scope is established right at the start. However, as the team gains a better
understanding of the project, the cost and timeline are constantly adjusted.
•
Incremental: the deliverables are created over time through a number of iterations that
incrementally expand functionality.
•
Hybrid: a life cycle that combines predictability and adaptability. Initial costs and staffing
levels are minimal, but they rise as the project progresses. The likelihood of successfully
finishing the project is low at first but increases as the project progresses (PMBOK Guide
6th Edit., 2017).
The PMLC is the project’s primary point of integrating the related life cycle deliverables
(Thomas, 2007). This section delineates the insights and lessons we have learned in advanced
project management to mange the project with accelerated timelines while considering the
clients’ validation at each iteration.
The PMLC models are mainly as “Traditional Project Management: Linear PMLC
Models, Incremental PMLC Models, Agile Project Management: Iterative PMLC Models,
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Team project- part 2
Adaptive PMLC Models, and Extreme Project Management: Extreme PMLC Model (Teaching
Notes).
In this project the goals are well-defined, and the solution is obvious. Based on the
definitions the traditional waterfall PMLC is seen to be a proper selection, nevertheless, the
possibility of altering the scope and goals and a limited and short time should be considered as
well.
A waterfall PMLC is characterised as expecting few changes of scops with routine and
repetitive activities and works along with established templates (teaching notes). The model’s
strengths as the up-front scheduling, clarifying the required resources and lack of necessity of
coworkers’ colocation make the model an advantage to project success. Weaknesses attributed to
the model include being costly, taking relatively long time to produce any deliverables, requiring
detailed plans, and adhering to sequencing of the required processes and its shortcoming of
overlooking the clients’ concerns and values (teaching notes). However, considering the model’s
strengths and the project requirements led us to use the positive and promising features of the
model while at the same time we use the adaptive PMLC to assure the project success for our
team.
An Adaptive PMLC model has unique features that best fit for the project. Since, it can
quickly adapt to changing requirements with the least amount of time and cost increase, while
risk is naturally reduced. Additionally, after each iteration, the project owners submit feedback,
which ultimately increases their satisfaction.
The following table 4 summarizes the PMLC models:
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Table 4- a summary of the PMLC models
Hybrid Adaptive and Waterfall PMLC Model
According to the project’s requirements and the PMLC models features stated above the
following reasons are explained to justify the hybrid model. It is using a hybrid approach in a
waterfall context to accelerate results (Archer, 2013):
The model reduces the time required for designing, analysing, and planning, however it
allows us to specify the project framework while considering budget and the delivery time.
Further it helps with maintaining compliance with the required standards by the clients. It is
planning with Waterfall and executing with adaptive, to speed up the whole process (Moksony,
2021) . the strengths of Adaptive PMLC can compensate for the waterfall shortcomings and
weaknesses. The model requires high collaboration between the team members. To this end
communication management and communication system plays an important role.
The PMLC model helps the team to quickly comprehend the tasks and phases through
generating essential documentation and charts, such as the WBS, network diagram, and Gantt
chart (PMBOK Guide 6th Edit., 2017).
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Project Schedule Management- PMBOK: Chapter 6
Project Schedule Management refers to the procedures that must be followed in order for the
project to be completed on time. The schedule management plan documents the project schedule
management processes, as well as the tools and strategies that go along with it. The schedule
management plan is contained in or is a subsidiary plan of the project management plan.
• Plan Schedule Management – The process of designing policies, processes, and documentation
for planning, developing, managing, executing, and controlling a project’s schedule.
• Defining Activities – The process of determining the precise actions that must be taken to create
project deliverables.
• Sequencing of Activities – The process of finding and recording links between project
activities.
• Estimating Activity Durations – Approximating the number of work periods required to
perform activities using estimated resources.
• Developing Schedule – The process of creating a project schedule model by assessing activity
sequences, durations, resource requirements, and schedule limitations.
• Controlling Timetable – The practise of keeping track of the project’s progress and managing
modifications to the schedule baseline.
The Project Stakeholders- PMBOK: Chapter 13
Project Stakeholder Management entails identifying the people, groups, or organisations
that may have an impact on or be impacted by the project, analysing stakeholder expectations
and their impact on the project, and developing appropriate management strategies for
effectively engaging stakeholders in project decision-making and execution (PMBOK Guide 6th
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Edit., 2017). They are usually the project team members, managers/leaders, sponsors, executives,
users, and customers. Different stakeholders may have divergent expectations, which can lead to
conflict within the project (Brown, 2021).
Stakeholder analysis is a term that refers to a set of approaches or techniques used to
recognise the demands and expectations of significant stakeholders both inside and outside the
project that are called Internal and External stakeholders. Understanding the characteristics,
interrelationships, and interfaces among and between project supporters and opponents can help
us plan our project strategically. The process of identifying and engaging stakeholders for the
benefit of the project is iterative (PMBOK Guide 6th Edit., 2017).
Effective Communication in PM- PMBOK: Chapter 10
Considering the project deliverables, we noticed that the project can be effectively
speeded up only if there is a proper communication between the work leaders so that the work on
one work package does not interfere with the other one or a rework is not needed or there will be
waste of time and money which can hinder a project success. For ensuring that key individuals
are aligned on project goals and understand exactly what is expected of them, good
communication is required to minimise disagreement and confusion from bogging down your
project (PMBOK Guide 6th Edit., 2017). It also aids in the development of team trust, allowing
everyone to collaborate from beginning to end (Bruce, 2015). The Extreme team will create a
communication plan that will be managed and monitored by the project manager in a timely and
efficient manner (PMBOK Guide 6th Edit., 2017). The team project has planned to use the
following methods for communication: Email, Meetings on zoom, phone, or video chat, and inperson meeting if necessary.
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The Project Procurement- PMBOK -Chapter 12
Based on the Project Management Book of Knowledge (PMBOK) sixth edition, “The act of
obtaining products, materials, and/or services is known as procurement”. As a result, project
procurement entails getting all the project’s goods and services. The practises required to ensure
that project procurement is successful are referred to as project procurement management
(Wrike, n.d.). There are three main steps in project procurement management as following:
Planning, Conducting, Administering (or controlling) procurement (PMBOK, 6th edition).
Plan procurements is planning for the supplies and services project will need for the work. All
material and service parameters, such as minimum quality requirements, are included as well.
The conduct procurement is a stage of the management where everything is put into action. It’s
when the RFPs are released, bids are collected, and decisions are made. During this stage, any
vendor talks will take place, and then the contracts will be signed. Administer (or control)
procurements is when the PM controls to assure that the procurements are conducted
appropriately (Wrike, n.d.). The Extreme project team also realized that they should correctly
spell out the conditions of contracts with their suppliers and properly document the information
and keep the vital paperwork.
Conclusion
A PLC is made up of project phases, and each phase is required to be adapted to the
demands of the project. The PMBOK® Guide states that the aspects of a project life cycle should
be defined in terms of the tasks required to be completed, the deliverables that need to be created
and reviewed, the people who are required to participate in each step of the project, and the way
the PM keeps track of and approves each phase. It is highly important to adequately prepare a
project to face no problems, misunderstandings, and miscommunications throughout its
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execution. The success of most projects is determined by how well they are planned.
Undoubtedly the proper scoping processes plan and preparation of the essential paperwork can
keep everyone in the loop for the last stage of the group assignment. We are excited to apply the
lessons we learned in this section of the project to our future projects.
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Peer Review
Sholeh E. Javaheri – The assignment was challenging since we should review all the literature
of the project management science we had learned before and apply them with the newly learned
topics in advanced project management to manage a project. It was valuable in this concern and
helped us to put our knowledge together to handle a business project. The team discussions
helped to clarify the concepts to make a practical decision about a project management scenario.
It can help us to use our knowledge in the future real cases of project management. The team
contributed to different aspects of the project scoping processes clarification and shared their
point of views through WhatsApp phone calls and zoom meetings that were helpful and
valuable.
Dhiraj Kumar – I am very satisfied with my team. All the members are always cooperative and
display positive attitude. All the group meetings were helpful in completion of the work on time.
All the members always listen to and support the efforts of others.
Navdeep Kaur – All the team members are extensively cooperative and understanding. If any of
the group members did not have time to join the group meeting, everyone takes it easy and give
them time to join in next meeting. During the meeting, everyone had a chance to put their
thoughts in and contribute equally. Understanding and cooperation of each team member led the
meetings go smoothly and fruitful. Most of the work was discussed in the meeting so that it
would be easier to write down later for everyone. Although group members have had hard time
in making the zoom meetings and phone calls on time due to busy schedule and different
availability, the discussion taken place quite smoothly via WhatsApp chat, numerous group calls,
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and zoom meetings. I enjoy the understanding, cooperation, dedication, and hard work among
the team members. I hope the group is going to be a good team to the successful completion of
the course.
Avtar Singh – Our team was supportive from the beginning of the project; we held our meeting
ones or twice a week for discussing the points and perks of the project. Every individual in our
team has a contribution in every decision making of our project and they gave their own views
and ideas on every topic. Even though we had conflicts on certain topics, the improvements and
changes were applied on the technical and of advanced management based. We didn’t take this
project on the regular college-based project but a real-life project, which we completed on the
basis of support and knowledge we gained. The efforts were equal from each team member so
that no team member can suffer because of the other one and to gain new learnings not only
through this course but from each other.
Jagjot Kaur – The team is very cooperative, coordinated, and completes the work on time. They
all worked together to ensure focus on the task at hand. During the meeting, everyone made
valuable contributions and displayed their abilities to take initiative and solve problems. The
team completed its tasks on time based on a shared workload arrangement.
Tony Kuok – At the beginning of the project, all the team members participated in the
WhatsApp group call and Zoom meeting, which successfully reduced the communications
barrier. Moreover, all the teammates actively express their opinions to lead diversity and
improvement projects. Indeed, our team has a short storming stage and smoothly moves forward
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to a performance stage. Furthermore, this project encouraged us to review all the literature we
learned before and improve our understanding of each topic of advanced project management
knowledge. Therefore, we successfully achieved the team synergy effect in this project by
sharing equal knowledge, experience, and time management.
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References
Archer, S. (2013, Oct. 29). Accelerating outcomes with a hybrid approach within a waterfall
environment. Retrieved from PMI- Project Management Institute:
https://www.pmi.org/learning/library/outcomes-hybrid-approach-waterfallenvironment-5839
Brotherton, S. A. (2008). Applying the work breakdown structure to the project management
lifecycle. Retrieved from Project Management Institut- PMI:
https://www.pmi.org/learning/library/applying-work-breakdown-structure-projectlifecycle6979#:~:text=The%20PMBOK%C2%AE%20Guide%E2%80%94Third%20Edition%20define
s%20a%20deliverable%20as,that%20is%2C%20focused%20on%20deliverables.
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