1. Planning and conducting the project scope meeting is an initial step in the project initiation. Part 1 – Outline an agenda for a project scope meeting for the development of a new software system that will be an enterprise-wide system to execute and manage all aspects of a national rental car business with 85 locations across the country (5 points).

Part 2 – Types of Contracts There are several types of contracts-typical in business operations and project management. List and describe each of the four types of contracts commonly utilized 2. Scope change request are part of project management. While planning is detailed and thorough, planning is not perfect as situations and environments are constantly changing. All projects require a good and formal change management process. List and explain two important documents that should be a part of all change management processes in project management 3. The Work Breakdown Structure (WBS) provides project work packages known as tasks. Using the WBS, the planning team will de?ne the sequence in which the project activities should be performed. From sequencing a schedule can be drafted. We use two pieces of data to begin to build a schedule: 1. The earliest time at which work can begin on every task that makes up the project 2. The earliest expected completion date of the project. The network diagram is a pictorial representation of the schedule. An understanding of task dependencies is needed to construct a network diagram. Define and discuss each of the four dependencies and provide an original example of each 4. The joint project planning session (AKA… Joint Requirements Planning – JRP) has three primary deliverables. Indicate and discuss each in terms of relevance in effective project management 5. A project plan is a roadmap. List and discuss the three benefits to project planning

6. Part of planning a project is appointing and developing a project team to meet project needs. What does a team have in common and how are teams and team members developed to meet project goals 7. As you know project management has moved from a philosophy to a systematic approach to managing simple to enterprise-wide projects. But not every project needs project management processes. Part 1 – Define "project" as it relates to project management (5 points). Part 2 – The triple constraint is foundational to project management. Project success is related to the triple constraint (5 points). Provide a response to the following: 1. Define the triple constraint model utilized in project management. 2. Indicate what happens to the triple constraint when scope is increased. 3. Last, list points that indicate a project is successful as noted by the triple constraint. 8. The ?nal step to putting together the project plan is to assign the resources. Good project management is about the maximizing of resources against the project plan. The effective and efficient use of resources helps ensure a project is on time, within budget, and meets scope. Three strategies/approaches are usually considered when leveling resources. List and explain each of the three strategies 9. The process groups help organize and sequence project management efforts and organize work flow. Part 1 – List and define the five process groups (5 points).

Part 2 – List the nine knowledge areas as outlined by the authors of the text. PMI recently added a 10th knowledge area – Stakeholder Management. Answer the following: • Who are Project Stakeholders and what do project stakeholders need to know about the project 10. Requirements gathering is one of the first tasks of the project team. For complex project requirements gathering can take weeks or even months. According to our textbook "Requirements are the things that de?ne deliverables and that the project manager should discover before starting to fully design, build, or execute a project." Requirements are the basis for de?ning the needs and expectations of the client. Define each of the following types of requirements (10 points):

• Functional requirements

• Non-functional requirements

• Global requirements

• Product and/or project constraints