QSO 510 Final Project Guidelines and Rubric

Overview

The final project for this course is the creation of a statistical analysis report. Each day, operations management professionals are faced with multiple decisions affecting various aspects of the operation. The ability to use data to drive decisions is an essential skill that is useful in any facet of an operation. The dynamic environment offers daily challenges that require the talents of the operations manager; working in this field is exciting and rewarding. Throughout the course, you will be engaged in activities that charge you with making decisions regarding inventory management, production capacity, product profitability, equipment effectiveness, and supply chain management. These are just a few of the challenges encountered in the field of operations management. The final activity in this course will provide you with the opportunity to demonstrate your ability to apply statistical tools and methods to solve a problem in a given scenario that is often encountered by an operations manager. Once you have outlined your analysis strategy and analyzed your data, you will then report your data, strategy, and overall decision that addresses the given problem. The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Three and Seven. The final project is due in Module Nine. In this assignment, you will demonstrate your mastery of the following course outcomes:

 Apply data-based strategies in guiding a focused approach for improving operational processes

 Determine the appropriate statistical methods for informing valid data-driven decision making in professional settings

 Select statistical tools for guiding data-driven decision making resulting in sustainable operational processes

 Utilize a structured approach for data-driven decision making for fostering continuous improvement activities

 Propose operational improvement recommendations to internal and external stakeholders based on relevant data

Prompt

Operations management professionals are often relied upon to make decisions regarding operational processes. Those who utilize a data-driven, structured approach have a clear advantage over those offering decisions based solely on intuition. You will be provided with a scenario often encountered by an operations manager. Your task is to review the “A-Cat Corp.: Forecasting” scenario, the addendum, and the accompanying data in the case scenario and addendum; outline the appropriate analysis strategy; select a suitable statistical tool; and use data analysis to ultimately drive the decision. Once this has been completed, you will be challenged to present your data, data analysis strategy, and overall decision in a concise report, justifying your analysis. Specifically, the following critical elements must be addressed:

I. Introduction to the problem: A. Provide a concise description of the scenario that you will be analyzing. The following questions might help you describe the scenario: What is

the type of organization identified in the scenario? What is the organization’s history and problem identified in the scenario? Who are the key internal and external stakeholders?

II. Create an analysis plan to guide your analysis and decision making: A. Identify any quantifiable factors that may be affecting the performance of operational processes. Provide a concise explanation of how these

factors may be affecting the operational processes. B. Develop a problem statement that addresses the given problem in the scenario and contains quantifiable measures. C. Propose a strategy that addresses the problem of the organization in the given case study and seeks to improve sustainable operational

processes. How will adjustments be identified and made?

III. Identify statistical tools and methods to collect data: A. Identify the appropriate family of statistical tools that you will use to perform your analysis. What are your statistical assumptions concerning

the data that led you to selecting this family of tools? In other words, why did you select this family of tools for statistical analysis? B. Determine the category of the provided data in the given case study. Be sure to justify why the data fits into this category type. What is the

relationship between the type of data and the tools? C. From the identified family of statistical tools, select the most appropriate tool(s) for analyzing the data provided in the given case study. D. Justify why you chose this tool to analyze the data. Be sure to include how this tool will help predict the use of the data in driving decisions. E. Describe the quantitative method that will best inform data-driven decisions. Be sure to include how this method will point out the relationships

between the data. How will this method allow for the most reliable data?

IV. Analyze data to determine the appropriate decision for the identified problem: A. Outline the process needed to utilize your statistical analysis to reach a decision regarding the given problem. B. Explain how following this process leads to valid, data-driven decisions. In other words, why is following your outlined process important?

C. After analyzing the data sets in the case study, describe the reliability of the results. Be sure to include how you know whether the results are reliable.

D. Illustrate a data-driven decision that addresses the given problem. How does your decision address the given problem? How will it result in operational improvement?

V. Recommend operational improvements to stakeholders:

A. Summarize your analysis plan for both internal and external stakeholders. Be sure to use audience-appropriate jargon when summarizing for both groups of stakeholders.

B. Explain how your decision addresses the given problem and how you reached that decision. Be sure to use audience-appropriate jargon for both groups of stakeholders.

C. Justify why your decision is the best option for addressing the given problem to both internal and external stakeholders and how it will result in operational improvement. Be sure to use audience-appropriate jargon when communicating with stakeholders.

Milestones Milestone One: Introduction and Analysis Plan In Module Three, you will submit your introduction and analysis plan, which are critical elements I and II. You will submit a 3- to 4-page paper that describes the scenario provided in the case study, identifies quantifiable factors that may affect operational performance, develops a problem statement, and proposes a strategy for resolving a company’s problem. This milestone will be graded with the Module One Rubric. Milestone Two: Statistical Tools and Data Analysis In Module Seven, you will submit your selection of statistical tools and data analysis, which are critical elements III and IV. You will submit a 3- to 4-page paper and a spreadsheet that provides justification of the appropriate statistical tools that are needed to analyze the company’s data, a hypothesis, the results of your analysis, any inferences from your hypothesis test, and a forecasting model that addresses the company’s problem. This milestone will be graded with the Module Two Rubric. Final Project Submission: Statistical Analysis Report In Module Nine, you will submit your statistical analysis report and recommendations to management. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This submission will be graded with the Final Project Rubric.

Final Project Rubric Guidelines for Submission: Your statistical analysis report must be 10–12 pages in length (plus a cover page and references) and must be written in APA format. Use double spacing, 12-point Times New Roman font, and one-inch margins. Include at least six references cited in APA format. Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.

Critical Elements Exemplary Proficient Needs Improvement Not Evident Value

Introduction: Description of the

Scenario

Meets “Proficient” criteria and description demonstrates insightful understanding of the situation described in the scenario (100%)

Concisely and accurately describes the scenario (90%)

Describes the scenario but description is not concise or contains inaccuracies (70%)

Does not describe the scenario (0%)

4.05

Analysis Plan: Quantifiable Factors

Meets “Proficient” criteria and demonstrates insight into operational processes and factors that may affect performance (100%)

Identifies quantifiable factors that may be affecting the performance of operational processes and supports claims with explanations (90%)

Identifies quantifiable factors that may be affecting the performance of operational processes but identification is not supported with explanations or is cursory (70%)

Does not identify quantifiable factors that may be affecting the performance of operational processes (0%)

6.13

Analysis Plan: Problem Statement

Meets “Proficient” criteria and statement demonstrates insight into the relationship between the quantifiable measures and problem addressed in the scenario (100%)

Develops a problem statement appropriate to the scenario that addresses the given problem and contains quantifiable measures (90%)

Develops a problem statement appropriate to the scenario that addresses the given problem but statement does not contain quantifiable measures or is cursory or inappropriate (70%)

Does not develop a problem statement appropriate to the scenario that addresses the given problem (0%)

6.13

Analysis Plan: Strategy

Meets “Proficient” criteria and strategy demonstrates insight into how the strategy impacts additional operations (100%)

Proposes a strategy that addresses the problem of the company and seeks to improve sustainable operational processes (90%)

Proposes a strategy but strategy either does not address the problem or does not seek to improve operational processes (70%)

Does not propose a strategy that addresses the problem of the company (0%)

6.13

Statistical Tools and Methods: Family of

Statistical Tools

Meets “Proficient” criteria and identification demonstrates nuanced understanding of statistical tools (100%)

Identifies the appropriate family of statistical tools used to perform statistical analysis, including statistical assumptions (90%)

Identifies a statistical family of tools used to perform statistical analysis but either the tools are not the most appropriate to use or discussion lacks statistical assumptions (70%)

Does not determine a family of statistical tools (0%)

6.13

Statistical Tools and Methods: Category of

Provided Data

Meets “Proficient” criteria and demonstrates insight into the relationship of the category of data and statistical tools (100%)

Determines the category of the provided data, including justification to support claims (90%)

Determines the category of the provided data but category is either inaccurate or discussion lacks justification to support claims (70%)

Does not determine a category for the data (0%)

6.13

Statistical Tools and Methods: Most

Appropriate Tool

Selects the most appropriate statistical tool used to analyze the data (100%)

Selects a statistical tool but selection is not the most appropriate given the data (70%)

Does not select a tool to be used for analysis (0%)

6.13

Statistical Tools and Methods: Justify Tool

Meets “Proficient” criteria and justification demonstrates insight into the relationship between statistical tools and the type of data (100%)

Justifies why the tool chosen is the most appropriate for analysis of this data (90%)

Justifies why the tool chosen is the most appropriate for the analysis but justification is either illogical or cursory (70%)

Does not justify why a particular tool was chosen (0%)

6.13

Statistical Tools and Methods: Quantitative

Method

Meets “Proficient” criteria and description demonstrates insight into the relationship between the quantitative method and data relationships (100%)

Describes the quantitative method that will best inform the decision, including how this method will point out the relationships between the data (90%)

Describes the quantitative method but either the method selected will not result in the most reliable data or discussion lacks how the method will point out the relationships between the data (70%)

Does not describe the quantitative method (0%)

6.13

Analyze Data: Process

Meets “Proficient” criteria and offers great detail for each identified step (100%)

Outlines the process needed to utilize the statistical analysis (90%)

Outlines the process needed to utilize the statistical analysis but steps are either inappropriate or overgeneralized (70%)

Does not outline the process needed to utilize the statistical analysis (0%)

6.13

Analyze Data: Valid, Data-Driven Decisions

Meets “Proficient” criteria and explanation demonstrates a nuanced understanding of how following a process will lead to a valid decision (100%)

Explains how following the outlined process leads to a valid data-driven decision (90%)

Explains how following the outlined process leads to a valid decision but explanation is inappropriate or cursory (70%)

Does not offer an explanation why following the outlined process leads to a valid decision (0%)

6.13

Analyze Data: Reliability of Results

Meets “Proficient” criteria and description demonstrates keen insight into identifying reliable data (100%)

Describes the reliability of the results based on data sets, including a justification to support claims (90%)

Describes the reliability of the results but description is either cursory or lacks justification to support claims (70%)

Does not describe the reliability of the results (0%)

6.13

Analyze Data: Data- Driven Decision

Meets “Proficient” criteria and illustration demonstrates a deep understanding of the interplay between a problem, the operation, and operational improvement (100%)

Illustrates a data-driven decision that addresses the problem and operational improvement (90%)

Illustrates a data-driven decision that addresses the problem but illustration is either inappropriate or overgeneralized (70%)

Does not illustrate a decision that addresses the problem (0%)

6.13

Recommend Operational

Improvements: Analysis Plan

Meets “Proficient” criteria and summary demonstrates keen insight into appropriately communicating an analysis plan to stakeholders (100%)

Summarizes analysis plan for internal and external stakeholders using audience- appropriate jargon (90%)

Summarizes analysis plan for internal and external stakeholders but summary either inappropriately uses jargon or is cursory (70%)

Does not summarize the analysis plan for stakeholders (0%)

6.13

Recommend Operational

Improvements: Decision

Meets “Proficient” criteria and explanation demonstrates keen insight into appropriately communicating a decision and how it was reached to stakeholders (100%)

Explains the decision for the problem and how that decision was reached, using audience- appropriate jargon (90%)

Explains the decision for the problem but explanation either lacks how the decision was reached or uses inappropriate jargon (70%)

Does not explain decision for the problem (0%)

6.13

Recommend Operational

Improvements: Best Option

Meets “Proficient” criteria and justification demonstrates keen insight as to why the decision is valid and why it is the optimal solution, using audience- appropriate jargon (100%)

Justifies why the decision is the best option for addressing the problem and how it will result in operational improvement, using audience-appropriate jargon (90%)

Justifies why the decision is the best option but justification lacks how it will result in operational improvement, is cursory, or uses inappropriate jargon (70%)

Does not justify to stakeholders that the decision is the best option (0%)

6.13

Articulation of Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy to read format (100%)

Submission has no major errors related to citations, grammar, spelling, syntax, or organization (90%)

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas (70%)

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas (0%)

4

Earned Total 100%

QSO 510 Final Project Case Addendum Vice-president Arun Mittra speculates: We have always estimated how many transformers will be needed to meet demand. The usual method is to look at the sales figures of the last two to three months and also the sales figures of the last two years in the same month. Next make a guess as to how many transformers will be needed. Either we have too many transformers in stock, or there are times when there are not enough to meet our normal production levels. It is a classic case of both understocking and overstocking. Ratnaparkhi, operations head, has been given two charges by Mittra. First, to develop an analysis of the data and present a report with recommendations. Second, “to come up with a report that even a lower grade clerk in stores should be able to fathom and follow.” In an effort to develop a report that is understood by all, Ratnaparkhi decides to provide incremental amounts of information to his operations manager, who is assigned the task of developing the complete analyses. A-Cat Corporation is committed to the pursuit of a robust statistical process control (quality control) program to monitor the quality of its transformers. Ratnaparkhi, aware that the construction of quality control charts depends on means and ranges, provides the following descriptive statistics for 2006 (from Exhibit 1).

2006

Mean 801.1667

Standard Error 24.18766

Median 793

Mode 708 Standard Deviation 83.78851

Sample Variance 7020.515

Kurtosis -1.62662

Skewness 0.122258

Range 221

Minimum 695

Maximum 916

Sum 9614

Count 12

The operations manager is assigned the task of developing descriptive statistics for the remaining years, 2007–2010, that are to be submitted to the quality control department. A-Cat’s president asks Mittra, his vice-president of operations, to provide the sales department with an estimate of the mean number of transformers that are required to produce voltage regulators. Mittra,

recalling the product data from 2006, which was the last year he supervised the production line, speculates that the mean number of transformers that are needed is less than 745 transformers. His analysis reveals the following:

t = 2.32 p = .9798

This suggests that the mean number of transformers needed is not less than 745 but at least 745 transformers. Given that Mittra uses older (2006) data, his operations manager knows that he substantially underestimates current transformers requirements. She believes that the mean number of transformers required exceeds 1000 transformers and decides to test this using the most recent (2010) data. Initially, the operations manager possessed only data for years 2006 to 2008. However, she strongly believes that the mean number of transformers needed to produce voltage regulators has increased over the three-year period. She performs a one-way analysis of variance (ANOVA) analysis that follows:

2006 2007 2008

779 845 857

802 739 881

818 871 937

888 927 1159

898 1133 1072

902 1124 1246

916 1056 1198

708 889 922

695 857 798

708 772 879

716 751 945

784 820 990

Anova: Single Factor

SUMMARY

Groups Count Sum Average Variance

2006 12 9614 801.1667 7020.515

2007 12 10784 898.6667 18750.06

2008 12 11884 990.3333 21117.88

ANOVA

Source of Variation SS df MS F P-value F crit

Between Groups 214772.2 2 107386.1 6.870739 0.003202 3.284918

Within Groups 515773 33 15629.48

Total 730545.2 35

The results (F = 6.871 and p = 0.003202) suggest that indeed the mean number of transformers has changed over the period 2006–2008. Mittra has now provided her with the remaining two years of data (2009 and 2010) and would like to know if the mean number of transformers required has changed over the period 2006–2010. Finally, the operations manager is tasked with developing a model for forecasting transformer requirements based on sales of refrigerators. The table below summarizes sales of refrigerators and transformer requirements by quarter for the period 2006–2010, which are extracted from Exhibits 2 and 1 respectively.

Sales of Refrigerators Transformer Requirements

3832 2399

5032 2688

3947 2319

3291 2208

4007 2455

5903 3184

4274 2802

3692 2343

4826 2675

6492 3477

4765 2918

4972 2814

5411 2874

7678 3774

5774 3247

6007 3107

6290 2776

8332 3571

6107 3354

6729 3513

QSO 645 Final Project Guidelines and Rubric

Overview The final project for this course is a postproject analysis paper. In the final project, you are put in the role of a consultant to conduct a postproject assessment. You will act as project manager, using your skills and expertise to

provide a thorough analysis of a completed project. As a project manager preparing for the PMPⓇ exam, you must be able to synthesize every area of a project

through successful application of tools and techniques as advised through the PMBOKⓇ Guide. The goal of this project is for you to offer substantive feedback that provides insight into successful and unsuccessful practices in real-world scenarios. Furthermore, this project will allow you to demonstrate your mastery of

the 10 knowledge areas and five process groups of project management, and help you prepare for the critical thinking aspect of the PMPⓇ exam. You will select one project from the provided list of completed projects in order to complete a post-project analysis. Choose one of the following projects for your analysis:

 The 2014 FIFA World Cup

 The Wembley Stadium Project

 Airbus A380 Project

 Manhattan Project The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Three, Five, and Seven. The final submission is due in Module Nine. In this assignment, you will demonstrate your mastery of the following course outcomes:

 Evaluate strategic management decisions based on application of project methodologies and practices

 Synthesize the ten knowledge areas and five process groups of project management to complete projects that conform to generally accepted practices and policies, including ethical standards

 Analyze project documents in order to identify project inputs and outputs

 Determine feasibility of projects by assessing organizational factors, past projects, stakeholder requirements, and the risks, assumptions, and constraints in the process

 Assess the progress of project work, utilizing quantitative and qualitative measurement tools to determine levels of both quality and performance

 Develop plans that meet diversified project needs for supporting collaboration with all stakeholders throughout the project life cycle

Prompt You have been hired as a project manager consultant to conduct a thorough postproject analysis. You will use your knowledge and expertise to create and submit a report assessing the project as it was completed, and you will offer any recommendations based on action you would have taken as the project manager during the project’s life cycle. Choose a project from the provided list and complete a detailed analysis paper. Your paper should use APA formatting. Specifically, the following critical elements must be addressed:

I. Summarize the key project details.

II. Determine what was in-scope and out-of-scope for the project, including the success criteria for the project as expected by the sponsor.

III. Stakeholders A. Discuss how the progress of the project impacted key stakeholders and the roles they play in the project. B. Recommend solutions and their expected outcomes to staffing issues.

IV. Planning measures

A. Describe how the schedule was executed and managed, including specific planning measures that were utilized during the project. B. Assess any discrepancies in the timeline, and explain how the project manager could have handled or avoided them.

V. Budget

A. Assess the budget of the project, including a description of efficiencies and inefficiencies in how the budget was managed. B. Explain possible contingency allotments and limitations. C. Recommend any adjustments to the budget that were necessary, providing reasoning.

VI. Risks and control tactics

A. Evaluate the risk response planning executed based on the major project risks and control tactics, and explain the missed and exploited opportunities in the project.

B. Summarize qualitative and quantitative measurements of major project risks. VII. In this section, you will be assessing the project control techniques utilized during the project, specifically:

A. Determine the quality auditing tools and techniques executed during control. B. Recommend specific reporting metrics from which the project could have benefited, considering how elements of Earned Value Management

were used to help control the project. VIII. In this section, you will break down the communication plan used during the project, including its elements (e.g., frequency of meetings, types of

meetings, and tools used), specifically:

A. Critique the communication tactics chosen for the project. B. Propose communication strategies that would have been more appropriate for the project, providing reasoning for your proposal.

IX. Resource Management

A. Describe the resource conflict within the project and how it was handled. B. Recommend best practices in resource management that could have been used in this project, including those related to staffing needs and

ways to avoid resource conflict.

X. Procurement options A. Evaluate the procurement options selected for the project, and identify missed procurement opportunities. B. Discuss the contract types used and why they were chosen. C. Determine what modifications are needed to employ the best contract type options for this project, providing reasoning.

XI. Efficient Project Management Practices

A. Analyze how well the project manager implemented project principles. B. Determine how you would have handled the project differently as a project manager, providing reasoning, including any ethical or moral

inefficiencies that should have been called out by the PM.

XII. Synthesize your findings in a conclusion through the evaluation of the overall success or failure of the project based on the application of the 10 knowledge areas and five process groups of project management.

Milestones Milestone One: Project Vision, Scope, and Stakeholders In Module Three, you will submit a draft of the project vision, scope, and stakeholders sections of your final project. In this milestone, you will have the opportunity to summarize the key details of the project, discuss the initial vision and scope, and assess the impact of the different levels and roles of various stakeholders. This milestone is graded with the Milestone One Rubric. Milestone Two: Planning Measures, Budget, Project Risk In Module Five, you will submit a draft of the planning measures, budget, and project risk sections of your final project. In this milestone, you will have the opportunity to examine the planning measures that were used in the project, assess the budget of the project, and identify major project risks and corresponding control tactics. This milestone is graded with the Milestone Two Rubric. Milestone Three: Project Control Techniques, Communication Plan, and Resource Management In Module Seven, you will submit a draft of the project control techniques, communication plan, and resource management sections of the final project. In this milestone, you will consider your chosen project for the course and assess project control techniques, analyze the communication plan, and make recommendations regarding resource management. This milestone is graded with the Milestone Three Rubric.

Final Submission: Postproject Analysis Paper In Module Nine, you will submit your analysis paper. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This final submission will be graded using the Final Project Rubric.

Final Project Rubric Guidelines for Submission: Your final submission should be 15 pages in length (not including title or reference pages) and use 12-pt. Times New Roman font, double spacing, and one-inch margins. It should follow the most recent APA guidelines for formatting and references. Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions.

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value

Project Details

Meets “Proficient” criteria, and summary provides keen insight into the details of the project

Summarizes the key project details

Summarizes the project details, but summary lacks specificity, misses key details, or contains inaccuracies

Does not summarize key project details

5.28

Scope

Meets “Proficient” criteria, and determination demonstrates keen insight into how the needs of the sponsor reflect on the project’s success criteria

Determines what was in-scope and out-of-scope for the project, including the success criteria for the project as expected by the sponsor

Determines what was in-scope and out-of-scope for the project, but determination is missing elements of scope, lacks success criteria, or contains inaccuracies

Does not determine what was in- scope and out-of-scope for the project

3.96

Stakeholders: Progress

Meets “Proficient” criteria, and discussion demonstrates keen insight into how project progress relates to stakeholders

Discusses how the progress of the project impacted key stakeholders and the roles they play in the project

Discusses how the progress of the project impacted key stakeholders and the roles they play in the project, but discussion is cursory or contains inaccuracies

Does not discuss how the progress of the project impacted key stakeholders and the roles they play in the project

3.96

Stakeholders: Staffing Issues

Meets “Proficient” criteria, and recommendations demonstrate keen insight into how to solve staffing issues

Recommends solutions and their expected outcomes to staffing issues

Recommends solutions and their expected outcomes to staffing issues, but recommendations are inappropriate or do not address outcomes

Does not recommend solutions to staffing issues

2.64

Planning Measures: Schedule

Meets “Proficient” criteria, and description demonstrates advanced knowledge of how planning measures impact scheduling

Describes how the schedule was executed and managed, including specific planning measures that were utilized during the project

Describes how the schedule was executed and managed, but description is lacking detail or contains inaccuracies

Does not describe how the schedule was executed and managed

3.96

Planning Measures: Discrepancies

Meets “Proficient” criteria, and the assessment provides keen insight into how timeline discrepancies can be avoided by project managers

Assesses any discrepancies in the timeline, and explains how the project manager could have handled or avoided them

Assesses any discrepancies in the timeline, but assessment is cursory, lacks explanation of how they could have been handled or avoided, or contains inaccuracies

Does not assess discrepancies in the timeline

2.64

Budget: Efficiencies and Inefficiencies

Meets “Proficient” criteria, and the assessment demonstrates advanced knowledge of budgeting efficiency

Assesses the budget of the project, including a description of efficiencies and inefficiencies in how the budget was managed

Assesses the budget of the project, including a description of efficiencies and inefficiencies in how the budget was managed, but assessment is cursory, or description is incomplete or contains inaccuracies

Does not assess the budget of the project, including a description of efficiencies and inefficiencies in how the budget was managed

5.28

Budget: Allotments and Limitations

Meets “Proficient” criteria, and explanation provides keen insight into the flexibility of the project’s budget

Explains possible contingency allotments and limitations

Explains contingency allotments and limitations, but explanation is inappropriate or cursory or contains inaccuracies

Does not explain contingency allotments and limitations

3.96

Budget: Adjustments

Meets “Proficient” criteria, and recommendations demonstrate keen reasoning into budgetary decisions

Recommends any adjustments to the budget that were necessary, providing reasoning

Recommends adjustments to the budget, but recommendations are unnecessary or inappropriate, incomplete, without reason, or contain inaccuracies

Does not recommend adjustments to the budget

5.28

Risk and Control Tactics: Risk Response

Planning

Meets “Proficient” criteria, and evaluation demonstrates keen insight into the relationship between project risks and control tactics for risk response

Evaluates the risk response planning executed based on the major project risks and control tactics, and explains the missed and exploited opportunities in the project

Evaluates the risk response planning executed, and explains the missed and exploited opportunities in the project, but evaluation is cursory, not based on project risks or control tactics, illogical, or contains inaccuracies

Does not evaluate the risk response planning executed and does not explain the missed and exploited opportunities in the project

3.96

Risk and Control Tactics: Measurements

Meets “Proficient” criteria, and summary demonstrates advanced knowledge of measurements utilized for project risks

Summarizes qualitative and quantitative measurements of major project risks

Summarizes qualitative and quantitative measurements of major project risks, but summary is incomplete or lacking detail or contains inaccuracies

Does not summarize qualitative and quantitative measurements of major project risks

5.28

Project Control Techniques: Quality

Auditing

Meets “Proficient” criteria, and determination demonstrates keen insight into the tools and techniques required of the project during control

Determines the quality auditing tools and techniques executed during control

Determines the quality auditing tools and techniques executed during control, but determination is incomplete or contains inaccuracies

Does not determine the quality auditing tools and techniques executed during control

5.28

Project Control Techniques: Reporting

Metrics

Meets “Proficient” criteria, and recommendations demonstrate keen insight into the use of Earned Value Management in the project

Recommends specific reporting metrics from which the project could have benefited, considering how elements of Earned Value Management were used to help control the project

Recommends reporting metrics from which the project could have benefited, but recommendations are inappropriate, lack specificity, or do not consider how Earned Value Management was used, or submission contain inaccuracies

Does not recommend reporting metrics from which the project could have benefited

2.64

Communication Plan: Critique

Meets “Proficient” criteria, and the critique demonstrates keen insight into the project’s communication plan

Critiques the communication tactics chosen for the project

Critiques the communication tactics chosen for the project, but critique is inappropriate or cursory or contains inaccuracies

Does not critique the communication tactics chosen for the project

5.28

Communication Plan: Strategies

Meets “Proficient” criteria, and proposal provides advanced reasoning that demonstrates keen insight into appropriate communication strategies

Proposes communication strategies that would have been more appropriate for the project, providing reasoning for proposal

Proposes alternate communication strategies for the project, but the proposal is inappropriate, without reason, or contains inaccuracies

Does not propose alternate communication strategies for the project

2.64

Resource Management: Resource Conflict

Meets “Proficient” criteria, and description demonstrates keen insight into the handling of the project’s resource conflict

Describes the resource conflict within the project and how it was handled

Describes the resource conflict within the project, but description is cursory, does not address how conflict was handled, or contains inaccuracies

Does not describe the resource conflict and how it was handled

3.96

Resource Management: Best Practices

Meets “Proficient” criteria, and recommendations provide keen insight into the needs of the project regarding resource management

Recommends best practices in resource management that could have been used in this project, including those related to staffing needs and ways to avoid resource conflict

Recommends best practices in resource management that could have been used in this project, but recommendations are inappropriate, ignore issues of staffing or resource conflict, or contain inaccuracies

Does not recommend best practices in resource management that could have been used in this project

2.64

Procurement Options: Evaluate

Meets “Proficient” criteria, and evaluation demonstrates keen insight into the project’s procurement options through identification of specific missed opportunities

Evaluates the procurement options selected for the project and identifies missed procurement opportunities

Evaluates the procurement options for the project, but evaluation is cursory, lacks identification of missed opportunities, or contains inaccuracies

Does not evaluate the procurement options for the project

5.28

Procurement Options: Contract Types

Meets “Proficient” criteria, and discussion demonstrates keen insight into the reasoning behind the contract type choice

Discusses the contract types used and why they were chosen

Discusses the contract types used, but discussion is cursory, does not provide reasons for choice, or contains inaccuracies

Does not discuss the contract types used

3.96

Procurement Options: Modifications

Meets “Proficient” criteria, and determination provides advanced reasoning to support modifications that show keen insight into contract type decisions for the project

Determines what modifications are needed to employ the best contract type options for the project, providing reasoning

Determines what modifications are needed to employ contract type options for the project, but determination is not appropriate, lacks reasoning, or contains inaccuracies

Does not determine what modifications are needed to employ contract type options for the project

2.64

Project Management Practices: Project

Principles

Meets “Proficient” criteria, and analysis demonstrates keen insight into the use of project principles

Analyzes how well the project manager implemented project principles

Analyzes how the project manager implemented project principles, but analysis is cursory or contains inaccuracies

Does not analyze how the project manager implemented project principles

3.96

Project Management Practices: Project

Manager

Meets “Proficient” criteria, and determination provides advanced reasoning that demonstrates keen insight into the project manager’s role and responsibilities for this project

Determines how one could have handled the project differently, providing reasoning, including any ethical or moral inefficiencies that should have been called out by the PM

Determines how one could have handled the project differently, but determination is inappropriate, lacks reasoning, does not consider ethical or moral inefficiencies, or contains inaccuracies

Does not determine how one could have handled the project differently

5.28

Conclusion

Meets “Proficient” criteria, and synthesis demonstrates advanced knowledge of the relationship of the 10 knowledge areas and five process groups with the overall success or failure of projects

Synthesizes findings in a conclusion through the evaluation of the overall success or failure of the project based on the application of the 10 knowledge areas and five process groups of project management

Synthesizes findings in a conclusion, but synthesis is cursory, does not completely take into account the 10 knowledge areas and five process groups, or contains inaccuracies

Does not synthesize findings in a conclusion

5.28

Articulation of Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format

Submission has no major errors related to citations, grammar, spelling, syntax, or organization

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas

4.96

Total 100%