Unfortunately, I do not have templates for MGT2 tasks, instead, I have tips. The CMs suggest complete Task 3 first because it is a good example for Task 1.
This is a collection of emails I gathered from the CMs that helped your fellow students. However, if you still need help please reach out to the CMs by utilizing the âContact Course Mentorsâ button inside the COS located at the top right and copy me on the email and/or let me know if you speak via phone. Thanks
NOTE:The best exemplar you have for Task 1 is the Task 3 case study.(allthough not all of it) Task 3 is a different company and project, but you can see that itâs a project thatâs already been planned and the work started, so you can see the charter, scope, WBS, risk assessment, and so on that are provided, which you can use to get you on the right track as you build out those same things in Task 1. Task 3 is a project thatâs already underway so you have to figure out where they are getting off track and fix the problems they are having. But with that, they give you the charter and scope documents, which can be a pretty good model for what you will be doing in Task 1.
Also, watch the recordings posted in the community, since they often give examples of things in the videos, as the requirements for each component of the tasks are spelled out for you.
Definitely watch the recordings that are posted in the community, where I go through the necessary content and explain what is expected in each task, and let us know if you have specific questions you want to talk through.
- MGT2 Task 1enhanced templates for Part B: Project Charter and Part C: Project Scope document attached.
- Task 1the information for part A or for any part of the task could come from anywhere in the case study. Read through the entire case and get familiar with everything in it and then work through the matrix. You want to choose the project management tools (the word tools is not really meaningful here, just components of the PMI methodology, whether tools, techniques, processes, methods, or otherwise, anything from the PMBOK could work as a tool) and then justify why you picked them for this particular company and project. There are little bits scattered throughout that can be helpful and relevant to your justification. Remember to justify for this particular case. Donât do a general justification that could apply to any project youâd ever do or define the items you include but rather include details from the case that show why the items you included are relevant.Once you get to part B, the rest of the task builds on the previous step, so really pay attention to how the pieces all fit together. There are several videos posted in the community, including one that talks about how each part leads into the next, which you might want to go watch. Let us know as you have any additional questions.
- Study Hall recordings link https://docs.google.com/document/d/1iZqq31lD_KLLttFkTBgJwaOVCfoyF1hsbhANIKcg-sY/edit
There are recorded versions of all the presentations we do in the community, under the recordings link. Just about any question you can think of is probably answered somewhere in those videos or in one of the discussion threads in the community(make sure to show all of them, since only the latest few show by default, and look for the MGT2 ones, since there are other courses in there as well). Let us know if you have any questions at all that you want to talk through. You can bring them to the study session this Wednesday or just email in your questions, and weâll get back with you.
- Task 1The main thing you need in the matrix is the justification of the tools you selected. A few of them bring in details from the project that really show how the tools will apply. Other times, itâs just a basic definition. For example, the risk register will define parameters for assessing risks and their level of importance and probability. Yes, that defines what it is, but why is that important for this project? Thatâs justification, tying it back to why the particular tools you chose are important for this project, where they might not be as important in another project. Just as an example, you define what the Gantt chart is, and Iâd probably do a Gantt chart for any project I ever do, but why is it so important here, besides the fact that Iâd always do it? Well, as a cross-disciplinary project, you have resources from several teams working together, and itâs more difficult for managers to track when their people are being used on the project when there are multiple departments involved than when itâs all within the same department, so the Gantt chart will help managers visualize who is doing things when and how the critical path is changing as the project progresses so they can make sure their people are available when needed. You can see thatâs not that much different than what you have defining how the Gantt chart helps define the timeline, but it takes the extra step of applying it to something specific about this project. Just make sure that connection is there.
There will be quite a bit of overla