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QSO 680 Final Project Guidelines and Rubric Overview The final project for this course is the creation of a program report that shows how the program of projects aligns with and benefit the...

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QSO 680 Final Project Guidelines and Ru
ic

Overview
The final project for this course is the creation of a program report that shows how the program of projects aligns with and benefit the organization’s overall
performance.

Successful project managers are those who have a unique focus that is shaped by the organization’s strategic goals, resources, and schedules. They can expertly
manage a program of projects by looking across the program to ensure a strategic fit for the organization. This level of technical skill requires the project
manager to be able to effectively organize the smallest of details, utilizing both quantitative and qualitative tools and techniques to understand the cu
ent state
of the program. At the same time, the project manager must also have the ability to engage and motivate people to complete the work at the highest
professional level. Finally, effective project managers must be able to design executive-level reporting that informs leadership of the program status. At the
completion of this course, you will understand the intricacies of managing various functions and activities across multiple projects and effective management
and communication techniques to employ for various stakeholders.

For the final project in the course, you will utilize the provided case study and additional course resources to create a program report for a hypothetical
organization. The completion of this assessment will allow you to demonstrate your knowledge of program-level management and your ability to develop key
executive reporting following standard frameworks.

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 product will be submitted in Module Nine.

In this assignment, you will demonstrate your mastery of the following course outcomes:

 Distinguish between project-, program-, and portfolio-level management approaches for supporting organizational strategies
 Analyze project methodologies for maintaining consistency in organizational design
 Determine appropriate metrics within portfolio management for aligning to organizational goals
 Examine the program management life cycle from initiation to benefits realization for ensuring organizational sustainability

Prompt
For the final project, create a program report based on the hypothetical organization highlighted within the case study Value-Driven Project and Portfolio
Management in the Pharmaceutical Industry: Drug Discovery Versus Drug Development - Commonalities and Differences in Portfolio Management Practice. This
eport will concentrate on the organization’s project hierarchy and management and the project data within the program of projects. Your report will ultimately
show how the program of projects aligns with and benefits the organization’s overall performance.
Specifically, the following critical elements must be addressed:

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I. Overview: Provide a concise overview of the organization in the given case study, including pertinent information about the organization’s program of
projects.

II. Project Hierarchy
A. Differentiate your project, program, and portfolio management. What are the differences and similarities of managing each level?
B. Compare the advantages and disadvantages of managing projects at program and portfolio levels. Provide detailed examples to support your
claims.
C. Determine the most advantageous organizational structure for portfolio and program management to ensure organizational strategic goals are
met. Provide detailed examples to support your claims.

III. Project Methodology
A. Identify the key advantages to the organization of having a project methodology.
B. Outline which components of project methodology are used at each stage of the program life cycle.
C. Recommend a project methodology for the organization that is consistent with the organizational design. Include a description of the
methodology’s approach and the key deliverables needed at each life stage of the program.
D. Explain potential challenges to implementing this project methodology for the organization. You should consider the advantages and
disadvantages of the recommended methodology when determining potential challenges.

IV. Metrics and Measurements
A. Determine the common metrics used to measure the alignment of the program to the organization’s strategic goals.
B. Explain where the metrics fit into the framework and dimensions of the balanced scorecard.
C. Create a balanced scorecard for a program of projects using a standard framework.
D. Explain the advantages and disadvantages of using a balanced scorecard within the organization highlighted in the case study.
E. Determine the key measurements necessary throughout the program life cycle (initiating, planning, executing, controlling, and closing.
F. Propose a method for capturing realized benefits within the organization to ensure the overall program strategy has been met.
Milestones
Milestone One: Project Charter
In Module Three, you will submit a project charter. This milestone will be graded with the Milestone One Ru
ic.

Milestone Two: Project Scope Statement
In Module Five, you will submit a paper that analyzes the scope of the project. This milestone will be graded with the Milestone Two Ru
ic.

Milestone Three: Resource Management Plan
In Module Seven, you will submit a paper that analyzes resources needed for the project. This milestone will be graded with the Milestone Three Ru
ic.

Final Submission: Program Report
In Module Nine, you will submit your final project. It should be a complete, polished artifact containing all of the critical elements listed above. It should reflect
the incorporation of feedback gained throughout the course. This submission will be graded with the Final Project Ru
ic.

Deliverables
Milestone Deliverable Module Due Grading
One Project Charter Three Graded separately; Milestone One Ru
ic
Two Project Scope Statement Five Graded separately; Milestone Two Ru
ic
Three Resource Management Plan Seven Graded separately; Milestone Three Ru
ic
Final Submission: Program Report Nine Graded separately; Final Project Ru
ic
Final Project Ru
ic
Guidelines for Submission: Your program report should be 10–12 pages and double-spaced, with one-inch margins and 12-point Times New Roman font, and
adhere to the latest guidelines of APA formatting.

Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Overview:
Organization
Meets “Proficient” criteria and
demonstrates insight regarding
what constitutes pertinent
information within a program of
projects
Provides a concise overview of
the organization, including the
pertinent information about the
program of projects
Provides an overview of the
organization, including
information about the program
of projects, but description
either lacks
evity or has gaps
in the details
Does not provide an overview of
the organization
4.16
Project Hierarchy:
Portfolio
Management

Meets “Proficient” criteria and
demonstrates insightful detail,
showing an advanced analysis
of the different types of
management
Differentiates project, program,
and portfolio management by
providing a comparison of the
differences and similarities of
managing each level
Differentiates among project,
program, and portfolio
management by providing a
comparison of the differences
and similarities of managing
each level but with gaps in
accuracy or detail
Does not differentiate among
project, program, and portfolio
management
7.64
Project Hierarchy:
Managing Projects
Meets “Proficient” criteria and
provides unique insight into the
elationship between managing
different levels
Compares the advantages and
disadvantages of managing
projects at program and
portfolio levels and provides
examples to support claims
Compares the advantages and
disadvantages of managing
projects at program and
portfolio levels and provides
examples but discussion and
examples contain inaccuracies
or are illogical
Does not compare the
advantages and disadvantages
of managing projects at
program and portfolio levels
7.64
Project Hierarchy:
Most Advantageous
Meets “Proficient” criteria and
demonstrates insight into the
elationship between program
and portfolio management and
meeting organizational strategic
goals
Determines the most
advantageous organizational
structure for portfolio and
program management to
ensure strategic goals are met
and provides examples to
support claims
Determines an organizational
structure for portfolio and
program management to
ensure strategic goals are met
ut discussion and examples do
not support response or
selection is not the most
advantageous
Does not determine an
organizational structure for
portfolio and program
management to ensure
strategic goals are met
7.64
Project Methodology:
Key Advantages
Meets “Proficient” criteria and
demonstrates insight into the
ationale supporting the use of
project methodologies
Accurately identifies the key
advantages of the organization
having a project methodology
Identifies the key advantages of
the organization having a
project methodology but
discussion is cursory or contains
inaccuracies
Does not identify the key
advantages of the organization
having a project methodology
7.64
Project Methodology:
Components
Meets “Proficient” criteria and
demonstrates sophisticated
understanding of the program
life cycle
Outlines which components of
the methodology are used at
each stage of the program life
cycle
Outlines which components of
the methodology are used at
each stage of the program life
cycle but discussion is
incomplete or contains
inaccuracies
Does not outline which
components of the
methodology are used at each
stage of the program life cycle
7.64
Project Methodology:
Recommended
Project Methodology

Meets “Proficient” criteria and
demonstrates insight into
elationship between project
methodology and organizational
design
Recommends an appropriate
project methodology that is
consistent with the
organizational design, including
a description of the
methodology’s approach and
key deliverables needed
Recommends a project
methodology that is consistent
with the organizational design,
including a description of the
methodology’s approach and
key deliverables needed, but
ecommendation is
inappropriate for the
organization or discussion
contains inaccuracies
Does not recommend a project
methodology that is consistent
with the organizational design
7.64
Project Methodology:
Potential Challenges
Meets “Proficient” criteria and
demonstrates insight into how
the project methodology will
affect the organization
Explains the potential
challenges to implementing this
project methodology
Explains the potential
challenges to implementing this
project methodology but
explanation is cursory or
illogical
Does not explain potential
challenges to implementing this
project methodology
7.64
Metrics and
Measurements:
Common Metrics

Meets “Proficient” criteria and
demonstrates insight into the
elationship between program
alignment and the
organization’s strategic goals
Accurately determines the
Answered Same Day Apr 06, 2020 Swinburne University of Technology

Solution

Amar answered on Apr 12 2020
137 Votes
Running Header: Final Project – Program Report                1
Final Project – Program Report        7
Final Project – Program Report
Final Project – Program Report
Overview
Lifecycle Pharmaceutical Co. is exposed to significant form of competition within the market as well as have been losing their market share in a steady manner over years. For the purposes of defending the position as well as regaining the leadership in market, eventually, this company has been undertaking strategies of varied nature. One amongst them lies in refu
ishing the product leadership that is long lost. In the context presented, this company has undertaken on the project for the purposes of designing, developing, testing, and obtaining the regulatory related approval as well as the producing of the marketable drug. The project can be stated to be established as well as approved for the purposes of delivering this as well as in aiding this company for regaining the position of market leadership.
Project Hierarchy
The project refers to temporary form of an endeavor that is undertaken for the purposes of creating the unique form of services, product, or else outcome. Project can be stated to be designed for the purposes of attaining specific form of objective as well as has the defined form of start as well as end (Kerzner & Kerzner, 2017; Archibald & Archibald, 2016; Too & Weaver, 2014). In this context, project management refers to the framework of employing the principles as well as procedures for the purposes of managing the project starting the stage of conception until the delivery concerning the outcome, like that of a service, product, event or else application (Kerzner & Kerzner, 2017; Archibald & Archibald, 2016; Too & Weaver, 2014). The program refers to group of projects that are related as well as managed in the manner that is coordinated for the purposes of obtaining advantages that are not available in managing them at an individual level (Kerzner & Kerzner, 2017; Archibald & Archibald, 2016; Too & Weaver, 2014). Programs in general possess strategic form of business objectives which are transformational at the inherent levels of business units or else cross departments (Kerzner & Kerzner, 2017; Archibald & Archibald, 2016; Too & Weaver, 2014). Program management refers to the translation concerning strategic form of objectives towards measurable form of business outcomes, in addition to integration across the varied affiliated initiatives that are required with respect to outcomes in being realized (Kerzner & Kerzner, 2017; Archibald & Archibald, 2016; Too & Weaver, 2014). The project portfolio concerns the projects at the group level in being worked over by the concerned organization. Management of project portfolio in general refers to function concerning PMO team as well as concerns the formal form of approach in orchestrating, prioritizing, as well as analyzing overall potential value concerning the range of projects (Kerzner & Kerzner, 2017; Archibald & Archibald, 2016; Too & Weaver, 2014). The organization which shall employ the management of project portfolio shall centralize overall identification, prioritization, authorizing, as well as management concerning projects in terms of portfolio.
The key advantage of the management concerning projects at the program level concerns the strategic alignment of the initiatives to complement, support and further the strategic objectives (Kerzner &...
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