Sequence And Schedule Project Activities And Resources

Sequence and Schedule Project Activities and Resources

In Part 2 of your Team Project (See attached file for part 2 of the Team project), your team identified project deliverables and related activities for the Casino Medical Center project (See attached file for the Team project scenario). In Part 3, your team will identify tasks for each deliverable’s activities and generate a schedule of activities and resources in Microsoft Project. Working together, you will assign durations for each task and establish relationships and dependencies between the tasks or activities (See part 2 of Team project paper) Once you have sequenced the deliverables and identified subtasks, each team member must enter a part of the information into a Microsoft Project plan. Once each of you has gained experience scheduling the activities in Microsoft Project, your team will determine the resources for the project activities.

To prepare:

  • Review this week’s Learning Resources on scheduling activities and resources in Microsoft Project.
  • Review the Team Project Overview document in this week’s Learning Resources to familiarize yourself with the requirements of this Assignment.
  • Engage in discussion with your team members on how you will collaborate, distribute work, and submit the Assignment. Due By Day 1 of Week 9 Monday 10/24/2016 (see above) To complete this portion of Part 3 of the Team Project: 
  • Upload your individual Microsoft Project plan to Doc Sharing on or before Day 1 of Week 9 so that your team may have sufficient time to review your project and collaborate on the rest of Part 3 in Week 9. Required Readings  Coplan, S., & Masuda, D. (2011). Project management for healthcare information technology. New York, NY: McGraw-Hill.
  • Chapter 3, “Project Management”
    • “Scope Control” (pp. 58)
    • “Control Schedule” (pp. 64–67)
    • “Control Costs” (pp. 71–75) These three areas of Chapter 3 focus on controlling scope, time, and cost, also referred to as the triple constraints.   Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK guide) (5th ed.). Newtown Square, PA: Author. 
  • Chapter 3, “Project Management Processes for a Project”
    • 3.5, “Executing Process Group” (pp. 56)
    • 3.6, “Monitoring and Controlling Process Group” (pp. 57) These sections of Chapter 3 explore how to coordinate people and resources in accordance with the project management plan. These sections also cover the processes used to track, review, and regulate a project’s performance.  
  • Chapter 5, “Project Scope Management”
    • 5.6, “Control Scope” (pp. 136–140) This section of Chapter 5 explains the process of monitoring a project’s status and scope. The text also describes how to manage changes to the scope baseline. 
  • Chapter 6, “Project Time Management”
    • 6.7, “Control Schedule” (pp. 185–192) In these pages of Chapter 6, the authors explain the process of monitoring a project’s status to update project progress and manage changes in a schedule baseline. 
  • Chapter 7, “Project Cost Management”
    • 7.4, “Control Costs” (pp. 215–223) This section of Chapter 7 reviews the processes used to update a project budget and manage changes to the cost baseline.   Cortelyou-Ward, K., & Yniguez, R. (2011). Using monitoring and controlling in an electronic health record module upgrade: A case study. The Health Care Manager30(3), 236–241.Retrieved from the Walden Library databases. This article examines the application of monitoring and controlling to an electronic health record module upgrade. The article makes recommendations related to flexibility, tracking changes, teams, milestones, and testing.  Noblin, A. M., Cortelyou-Ward, K., & Ton, S. (2011). Electronic health record implementations: Applying the principles of monitoring and controlling to achieve success. The Health Care Manager30(1), 45–50. Retrieved from the Walden Library databases. This article explores the principles of monitoring and controlling in the context of an electronic health record implementation. The article also examines issues such as project costs, project progress, schedule controls, quality management, and controlling risks. Yin G.-L. (2010). Project time and budget monitor and control. Management Science and Engineering, 4(1), 56–61. Retrieved from the Walden Library databases. The author of this article describes how time and budget can be successfully controlled during a project’s implementation. The author presents techniques for accomplishing this, as well as describing potential pitfalls. Document: Project Management Tools Available for Apple/Mac Computers (PDF) This document contains a list of project management tools that are compatible with Apple/Mac computers.    Required Media Laureate Education (Producer). (2013b). Executing, monitoring, and controlling [Video file]. Retrieved from  Note: The approximate length of this media piece is 8 minutes. In this presentation, roundtable participants Dr. Mimi Hassett, Dr. Judy Murphy, and Dr. Susan Newbold discuss the science of executing a project and the art that is involved in the continued monitoring and controlling of it. They talk about the triple constraint of cost, scope, and time and suggest some automated tools and skills that can help in tracking shifting components of a project. 
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