这个作业是完成面向董事会使用的专业级项目简报

31272 PMP Assignment 2 – Spring 2020

任务
(此分配基于第6页上的项目场景,并且还链接到教程研讨会)
该任务由两个主要交付成果组成:(a)项目计划/简要报告;和(b)
随附的视频演示。这些都必须同时提交给PMP首席执行官(或
执行团队)。未能按时完成任务意味着您的首席执行官将无法
反过来在EDF的11月董事会会议上邀请他们发言,他应邀发表讲话。这个
会让他非常尴尬-并可能对PMP造成“职业限制”
团队成员参与其中!

项目计划文档必须满足以下条件(尽管可以添加其他条件):
第1节-业务概述
文件介绍,目的和背景;
中心管理系统(CMS)的目标和主要成功标准;
简短讨论该项目的可衡量组织价值(MOV)和潜在收益;
项目范围的概述(包括特定需求的可追溯性,明确标识范围外的项目以及注意项目的假设和约束)。
第2节-要采用的特定项目管理计划和控制策略
(提示:请参阅讲义和教程研讨会活动以获取指导)
利益相关者管理和沟通计划(包括利益相关者登记册);
讨论用于创建CMS的系统开发方法(即Waterfall vs Agile)和
该项目各自的优点/缺点。提出了合理的建议;
风险管理战略和初步计划(包括初步项目风险登记册);
项目进度监控,范围管理和变更控制策略;
质量管理策略及其初始计划。
第三节–初步项目管理活动和估算
CMS项目中关键任务的高层工作分解结构(大约100-140个任务);
使用节点活动(AON)网络依赖关系图进行任务排序。放置高级
报告正文中的NDD摘要,附录中提供了详细的AON PERT支持;
在甘特图上安排任务(必须同时反映WBS和详细的PERT)。在报告正文中放置一个高级摘要甘特,附录中提供更详细的支持甘特;
确定和讨论关键的项目里程碑(至少应为10个,但还可以);
讨论确定的关键路径依赖性;
从开始到最终移交完成项目所需的最佳时间估计(包括推理)。
确认​​70万美元的建议预算:(a)初始的自上而下的预算必须切实可行
分配给关键项目阶段/活动/可交付成果; (b)必须进行自下而上的估算
用于相同的任务; (c)将讨论交叉验证的结果并提出建议
已制定(例如,是否存在差异?初始预算是否过高/过低?是否应正式提出预算要求
增加/减少?应否设立应急基金,如果有,多少?等等。);
人力资源估算(即所需的关键角色?多少人?多长时间?)。
第4节–结论
关键项目领域的要点摘要和相关批准;
建议,建议了进行该项目的下一步措施以及总结意见。
附加–总体报告专业水平
报告清晰明了,看起来很专业。该文件适合提交给高级
具有适当标题页的主管(包括学生姓名/编号,教程编号,导师姓名,
提交日期,执行摘要,目录,图表,标题/页码等);
沟通良好。具有易于阅读的报告结构,良好的语言交流和适当的
标点符号和语法。清晰,简洁且经过精心编辑,重复或冗长程度极低。
整个文档的报告格式,样式和数据处理在内部都是一致的;
在附录中包括一个表格,该表格涵盖了目录中的主要订单项以及
负责该项目的团队成员的姓名缩写(例如2.5风险管理)
策略(GM))。这将使PMP管理人员可以看到各个工作的贡献;
根据第3页上的说明,为您的同伴评估表格的导师提供令人满意的服务。
请注意,参与此活动的产品是面向董事会使用的专业级项目简报。到目前为止,PMP仅签约提供这一可交付成果。安排
实际EMS的更深入计划和开发仍在进行中(尽管PMP希望
参与进来,对此初步计划报告的良好印象将是实现这一目标的关键!
C级项目视频演示
简介文件必须随附录制的视频,以介绍关键信息和成果。
这部影片是
Additional
Improve Your Academic and English Language Skills
HELPS (Higher Education Language and Presentation Support) Service provides assistance with
English language proficiency and academic language. Students who need to develop their written and/or
spoken English should make use of the free services offered by HELPS, including academic language
workshops, vacation intensive courses, drop-in consultations, individual appointments and
Conversations@UTS (www.ssu.uts.edu.au/helps). However, HELPS will not proof-read assignments!
HELPS is located in Student Services, on level 3 of building 1 (phone 9514-2327).
The following links also provide information about services and support available to FEIT students:
 Faculty intranet MyFEIT:
PEER ASSESSMENT FOR GROUP WORK
SAMPLE
Assignment
Number
Assignment 2
Your Name Brigitte Bardot
Tutor Name Grant Mooney
Student No. Group Member Name Rating
(0=low, 5=high) Reason for Rating
11111111 Ben Bolt 4 Contributed less than others. Missed some
group meetings and deadlines.
12222222 Brigitte Bardot 5 Contributed well to all needed tasks
13333333 Bob Brown 5 Contributed well to all needed tasks
14444444 Betty Blue 4 Often late on work contributions which
slowed down other team members.
15555555 Bugs Bunny 5 Tends to do work at the last minute but has
good quality contributions.
Apply Peer Assessment to this Assignment? (Default is NO): YES / NO
——————————————————————————————————————————————-
ALL STUDENTS MUST COMPLETE THE TABLE BELOW FOR EACH TEAM MEMBER
Allocate only whole marks (no fractions) and place each completed form in a separate sealed envelop
Assignment
Number
Assignment 2
Your Name
Tutor Name
Student No. Group Member Name Rating
(0=low, 5=high)
Reason for Rating
Apply Peer Assessment to this Assignment? (Default is NO): YES / NO
CASE STUDY
Everyday Fitness Pty Ltd
Background
In late 2017, a collection of venture capital investors and small-to-medium sized recreation firms
examined the possibility of amalgamating to provide an umbrella company for easy management of
large-scale health and holiday resorts around Australia. They decided to form Recreation Amalgamated
Holdings (RAH) – a major publicly listed corporation dedicated to the provision, rollout and
management of recreation services around the country. From this formation, and numerous subsequent
acquisitions of other high value firms in its target markets, the parent corporation now has five
autonomous and substantially-funded divisions: Pacific Resorts Group; Snowy Mountains Resorts
Group; Everyday Fitness Group; Southern Golf Group; and Vista Events Group. Although strategic
directives and annual profit targets are issued by RAH, each division has its own Board of Directors,
internal operations structure, independent decision making and profit/loss accountability – thus,
operating as wholly-owned commercial subsidiaries within their individual industry segments.
Recently, due to the wide-ranging disparity of systems and capability inherited from its mergers and
acquisitions, RAH has prioritised the development of a suitable integrated infrastructure to administer
the day-to-day needs of clients and staff and to better monitor and provide services to its chain of
affiliates. The subsidiary covering fitness and well-being, Everyday Fitness (EDF), has been given the
go ahead as the first of the five divisions to be modernised. To meet the timeline issued by their parent
company, EDF feels that design of the appropriate information systems architecture (and development
of associated tools) should be outsourced to an experienced consulting group with a record of
successfully integrating diverse information needs with the latest technological advances. The selected
consulting firm would lead the upgrade program under EDF oversight – and potentially access other
RAH divisions once the initial program with EDF has been deemed successful.
EDF sees its biggest advantage over competitors as its reputation for providing a fun, secure and positive
atmosphere for patrons and families to get fit and stay fit together. It works hard to maintain this familyfriendly perception so customer safety, service and convenience are paramount. Currently, they have
12 health centres located in Brisbane, Sydney and Melbourne employing highly knowledgeable and
responsive staff. Centres operate 5am-12 midnight seven days a week with high-quality gymnasium,
variety of exercise classes and dance/yoga/fitness/martial arts programs depending upon location. A
supervised child-minding play area is available to patrons 3pm-6pm on Tuesday, Thursday and
Saturday. EDF also provides individualised training and weight loss programs via on-premises personal
trainers and nutritionists.
Viewing itself as unique, EDF has decided that a bespoke development project (as opposed to
purchasing a package) is its best alternative. However, they openly state that they are not information
systems project experts. Thus, as a starting point, they have engaged PMP Consultants to prepare a
Briefing Paper outlining work estimates, resourcing and preliminary planning for building a robust
Centre Management System (CMS) using typical project management disciplines. While it is
understood that the firm contracted for actual development may have their own methodology for
ensuring successful delivery, EDF hope that this initial Briefing Paper will allow their oversight of that
process to be an informed one. A preliminary budget of $700,000 has been allocated to the CMS project,
however the EDF Managing Director has emphasised that money is less important than quality – the
system must be fully developed, well-tested and easy to use.
Objectives for the Proposal
To improve the gym experience by automating, integrating and simplifying a number of manual
processes currently requiring human intervention and/or where the existing service is inconsistent
across the different fitness centres. At a minimum this should encompass:
1. Simplified gym registration;
2. Member management of personal information, membership details and tailored programs;
3. A tap-and-go member id card;
4. Member purchase of merchandise;
5. Member interaction with specialist staff;
6. Member enrolment in specialist exercise programs;
7. Child care within the supervised play area;
8. EDF management of competitions and demonstration events;
9. EDF to roster gym staff during the week.
Although initially targeted at fitness centres in Australia under EDF management, an ideal solution
would also be adaptable (with some customisation) to operations within other venues such as recreation
parks and holiday resorts both local and international.


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