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Project Proposal for Final Project Summary As per the information provided in the case study, there are

sufficient elements which would be integrated along with incumbent assumptions based on relevant literature to develop a Project Management Plan following PMIs PMBOK protocols. The Project Management Plan produced would clearly describe the processes and techniques that would serve as guidelines to successfully achieving the objectives of the Boxes project. Boxes Project Background As part of a program called the Seismic Zone Residential Construction Improvement Program, Flexible Models (FM) has been commissioned by the Research and Development unit of the Property Development Department of the Government (PDDG) to design, manufacture and assemble boxes to be used in the foundation of buildings. The PDDG has provided FM with the specifications (features and functions) of the boxes, which should be delivered and assembled at their site. Project Management Life Cycle Definition Based on the company background and given that the Boxes project goal and solution are clearly and completely documented, a Traditional Project Management (TPM) approach by way of a Linear PMLC model will be implemented. As per Wysocki, projects that have been repeated several times are excellent candidates for a Linear PMLC model (2009, p.353). Initiating Process Group The information provided in the case study will act as project charter, which (among other elements) summarizes the business needs, describes the project objectives and acceptance requirements, lists all the project stakeholders and their roles in the project, and informs of relevant assumptions and constraints affecting the project (Sanghera, 2010). Key stakeholders and their interest will be identified as described in the case study. Planning Process Group Project and product requirements will be extracted from processing the project charter and the key stakeholders; any additional information not included in those elements will be assumed based on relevant bibliographic resources. The scope statement of the Boxes project will be determined by the project (design, manufacture and assemblage on-site of boxes to be used in the foundation of buildings) and the product (as per the specifications provided by PDDG for each box type) requirements, along with assumptions on incumbent organizational assets such as lessons learned from previous projects. The high-level information found in the scope statement, requirements and incumbent organizational assets would be decomposed (break down) to small, manageable chunks of work by creating a work breakdown structure (WBS) (PMBOK, 2008). The WBS which can be deduced from information provided in the case study along with the scope statement will serve as scope baseline of the Boxes project. Activities and their sequencing, estimates on duration, cost and resources, and resources calendar can also be deduced from the case study. Therefore, it will be possible to develop a project schedule using Microsoft Project 2010 to identify possible schedule issues that could affect the completion of the project. In order to plan for project and product quality assurance and control, a quality management plan will be implemented. As noted by Sanghera, the quality management plan also contains the quality baseline that sets the criteria that specify the quality objectives for the project and thereby makes the basis for measuring and reporting quality performance (2010, p.191).

Other relevant planning (such as communications and risk) would be considered as part of the planning process of the Boxes project. Software Package Given the requirements of key stakeholders of the Boxes project and that the organization uses a Webbased project tracking system to gather information, Microsoft Project 2010 will be the software package used to generate and communicate the project plan. Appendices Understanding that this Project Management Plan would be built on information deduced from the case study, any additional information that would need to be assumed will be produced based on relevant bibliographic resources (such as studies, cardboard industry specifications, etc.), a list of which in included below. Reference List Berman, J. (2006) Maximizing Project Value: Defining, Managing, and Measuring for Optimal Return. New York: AMACOM. Bookbinder, J. and Higginson, J. (1986) Customer Service vs Trim Waste in Corrugated Box Manufacture, Journal of the Operational Research Society, 37 (11), pp. 1061-1071, Pergamon Press [Online]. Available from: http://www.jstor.org.ezproxy.liv.ac.uk/stable/pdfplus/2582690.pdf?acceptTC=true (Accessed: 31 July 2012). Chatfield, C. and Johnson, T. (2010) Microsoft Project 2010 Step by Step. Redmond: Microsoft Press. Nickson, D. & Siddons, S. (2006) Project Management Disasters and How to Survive Them. London: Kogan Page, Limited. Project Management Institute Inc. (2008) A Guide to the Project Management Body of Knowledge (PMBOK th Guide). 4 ed. Pennsylvania: Project Management Institute Inc. Sanghera, P. (2010) PMP Exam In Depth, Second Edition: Project Management Professional Study Guide for the PMP Exam. 2nd ed. Boston: Course Technology/Cengage Learning. Sierksma, G. and Wanders, H. (2000) The Manufacturing of Heavy Weight Cardboard, International Journal of Production Economics, 65 (3), pp. 295-303, Business Source Premier [Online]. Available from: http://www.sciencedirect.com.ezproxy.liv.ac.uk/science/article/pii/S0925527399000353 (Accessed: 31 July 2012). Tomczyk, C. (2005) Project Manager's Spotlight on Planning. Alameda: Sybex. Wysocki, R.K. (2009) Effective Project Management: Traditional, Agile, Extreme. 5 ed. Indianapolis: Wiley Publishing.
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