Rubric PMGT 510 Unit 01

Unit 01 - Project Selection

Performance Expectations

Executive Summary

1. Include important context such as background information regarding: industry, organization, company, site,
systems
2. Then clearly identify the problem being solved (or opportunity being pursued). Make it clear why the project is
important.
3. Provide high level summary of what the project is actually going to deliver.
4. Be sure to explain how the project deliverable(s) solves the aforementioned problem.
a. Present a summary of potential benefits.
b. Include rough (estimated) overall project costs.
c. Include applicable business level objectives impacted by your project. I.e. will the project lead to: cost
savings, revenue enhancements, increased quality, better customer service, satisfaction of customer
expectations, increased market share, satisfaction of legal requirements or compliance with new mandates,
leveraging technological advancements, ecological impacts, meeting social needs, increased timeliness, etc.

Description of Project

5. Identify the sponsor, and the main customers / end users impacted by the project
6. Present estimated project duration and/or estimated start & end dates
Total
Describe overall project scope (at a high level). What is in, what is out
1. Identify specific key deliverables and provide moderately detailed descriptions of each deliverable. Identify
them by phase if applicable.
2. Mention how overall project success can be measured.

Max Earned
Points Score

Instructor Comments

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But you must go beyond just simply describing project deliverables. Briefly explain how you are
aiming to set up and run your project to produce your project level deliverables. [Start with I
propose to... or I will... or To accomplish this, I will...] and then go on to describe the major
steps/phases of your project.
3. Identify (if any) the main constraints that could limit how you manage your project
4. Include an estimated high level milestone schedule of events.

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5. Describe the structure of your project team

6. Identify Procurements. Identify any external human resources, special equipment, machines, materials, etc.
that may be required.
7. Estimate costs by major category (labor, equipment, materials, licensing, vendor, etc.).
Total
Other (See Instructor Comments)

Total

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Rubric PMGT 510 Unit 02

Unit 02 - Project Justification

Project Purpose or
Justification

Max Earned
Points Score

Objective

1. Do more than just express the desired goal/outcome of your project (Don't just list deliverables).
Explain why your organization should invest time and resources into your project as opposed to another project.
Demonstrate that your project is more worthy than doing something else with your companys resources (or with
your own time and money). Differentiate your project from alternative options available to your company.

2. Express how the benefits can outweigh the costs. If possible show breakeven/payback etc. analysis. Even if
you have a lot of qualitative benefits, you must express how the benefits can outweigh the costs.

Project Success
Criteria

Project
Benefits

Project Objectives

Primary Business
Objectives & Goals

Total

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1. Business objectives are high level and should be consistent with the objectives mentioned in unit 01: I.e. cost
savings, revenue enhancements, increased quality, better customer service, satisfaction of customer
expectations, increased market share, satisfaction of legal requirements or compliance with new mandates,
leveraging technological advancements, ecological impacts, meeting social needs, increased timeliness, etc.

2. Express specific goals (for each business objective) by using a performance threshold or criteria by which
success can be measured.....ex: Specific Goals = profits increase $1 million or market share increase from 5% to
15%.

Total

1. Clearly identify your main Project Objectives (use the key deliverables mentioned in unit 01) Your project
objectives should be the list of actual products/services/processes/reports/ improvements/etc. your specific
project will actually create and deliver.

2. Ensure your objectives are not compound (dont combine objectives each objective should be one concept.
Separate each concept into individual specific objectives.) Compound objectives will make it difficult to produce
high level requirement

3. Ensure your Project Objectives are stated as specific measurable/verifiable results (of a project) that are
relevant to the achievement of business objectives.

4. Link each Project Objective to at least one Business Objective. This linking is a major lesson for this course.
Often project failure is caused by lack of consistency between business and project objectives.

Total
1. Identify one or more specific benefits that can be achieved by meeting each of your project objectives (hitting
project objective leads to achieving 1 or more benefits).
2. Organize your benefits by Project Objective
3. The benefits you list for each project objective can be qualitative and/or quantitative but either way it should
be clear how the benefits relate back to the achievement of business objective(s).
Total
1. Express success criteria as the standards your project sponsors / customers will use to determine if your project
succeeded or failed.
2. List specific, measurable criteria / standards of performance you would you use to grade the success of your
project. Success criteria must be worded to show that they are specific and measurable.
3. Steer clear of success criteria that can be heavily impacted by variables outside the control of your project or
are dependent on developments long after your project is complete.
Total
Other (See Instructor Comments)
Total

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Instructor Comments

4
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3
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1

Rubric PMGT 510 Unit 03

Unit 03 - Project Requirements

S.M.A.R.T. Characteristics

Linking to
Project
Objectives

Level of Detail

Objective

Performance Expectations

Max Earned
Points Score

1. Focus on high-level requirements. These do not need to be detailed technical requirements. High level
requirements are more conceptual/broad than the low level (detail) requirements that ultimately will be necessary
for project execution.

2. Ensure your high level requirements represent the decomposition of various stakeholder needs into features
and functions that must be met by the project or the projects products &/or services to satisfy those stakeholder
needs.

3. While high level requirements must define/describe functions, features and capabilities, they should focus on
What must be done. Later, the detailed technical requirement will focus on How things will get done.

Total

1. For this assignment, provide requirements for all key project objectives. Each project objective should have at
least one and perhaps several requirements. The purpose of this exercise is to reinforce the need for requirement
traceability up through project and business objectives and later down to your Work Breakdown Structure (WBS)

2. Requirements must be sufficient /complete. Requirements must describe all the features / functionality to be
delivered.
Total
Note: Make sure each of your requirements have S.M.A.R.T. characteristics:

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1. Specific. Requirements must accurately and unambiguously describe the functionality to be delivered. Avoid
subjective terms like user-friendly, easier, faster, efficient, current, better, improved, etc.

2. Specific: Avoid requirements that are compound meaning avoid requirements that consist of multiple
concepts all bundled together. Be sure to separate your requirements into individual distinct concepts (one
concept for each requirement)

3. Measurable (i.e. Testable - make sure you word your requirements in such a way that others can test/verify
they have been achieved within your project deliverables.)

4. Assignable. Ensure Requirements are clear enough so each can be assigned to an individual and an individual
could be held accountable for the achievement od each requirement

5. Relevant. Requirements must be necessary. There must be a legitimate need for each requirement. (needed
to achieve project & business objective)

6. Realistic / Attainable (can be tough but must be achievable) and Time Based (Time component is usually
included in the project plan)
Total
Other (See Instructor Comments)
Total

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Instructor Comments

Rubric PMGT 510 Unit 04

Unit 04 - Change Management Plan

Flowchart

Change Management Process

Objective

Performance Expectations
1. Include some introductory thoughts defining change management and why change management is important.

2. Then be sure to describe how change management will be performed on your very specific project. Be
sure to include the frequency of change reviews, and include the criteria for escalating change requests to the
next levels for review.
You could start with something like (Please write your own original narrative): Any change to the project scope
will be governed by change control procedures. These change control procedures outline both the change control
process and approval authorities. All change requests must be submitted to the Project Manager who will
determine next steps for the requests. All change requests will be investigated to determine their impact on the
project workload, costs and schedule. If a change is requested that is outside the Project Managers authority,
then the Project Manager may initiate a cost and or time estimate and then escalate/present the findings to the
appropriate level for approvaletc.
Total
1. Flowchart should cover the entire change management process from creating request to implementation (or
rejection) and should include both steps and position performing the steps

Change Request
Form

3. Identify who and when the change log is updated. Show how requestor (of the change) is kept informed

Total
1. A change log is typically formatted to track multiple changeswith 1 or perhaps two lines per change request
on the form. At a minimum, the log should include:
a. Change request number
b. Description of requested Change
c. Originator of Request
d. Priority
e. Date submitted
f. Status: Ex: change requests may be: submitted, in review, approved, rejected, on-hold etc.
g. Approvals Section

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Total
Other (See Instructor Comments)
Total

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1. Change request forms are typically one change per form.with lots of room to explain/justify the specific
individual change being requested. At a minimum, the form should include:
a. Originator of Request
b. Date submitted
c. Description of requested Change
d. Reason / justification for change
e. Priority
f. Approvals Section

Instructor Comments

2. Identify who performs initial evaluation of the change requests. Then, after request is evaluated, show process
for changes that are:
a. Not initially approved (may be approved later or denied later)
i. Require more research
ii. Escalated to CCB or Steering Committee (or similar approving entity) for review
b. Are approved
c. Are denied

Total

Change Log / Register

Max Earned
Points Score

2
15

Rubric PMGT 510 Unit 05

Scope
Description

Objective

Performance Expectations

1. Write a simple straightforward description of project work and deliverables needed to achieve your project's
objectives. Reference affected systems, and interfaces to other systems id applicable.

High Level Work Breakdown Structure

Total

High Level Milestone

1. Your WBS items should be deliverables. Deliverables are typically described as nouns or past tense events
(ex: Portal or Portal Installed). Tasks are usually described with action words (Ex: create, develop, and build)
and are reserved for the work package level of the WBSs. For this assignment you want your WBS to focus on
deliverables / results not actions (until you get to lowest levels). Oftentimes action words will imply the methods
to be used to achieve results and, at this point, you may not want to limit the methods available to the project
team.

2. Be sure to include both project management deliverables (project plans and activities) and product
deliverables (products, services, or results your project will produce). Your work breakdown structure is complete
only when all of the deliverables needed to achieve all the project goals are included.

3. Be sure each succeeding level is a further breakdown of the higher level deliverables. Your aim is to subdivide
each of your high level deliverables into lower level deliverables (components of higher level deliverables) that
are necessary and sufficient for completion of the higher level deliverables. Your WBS should divide
deliverables into manageable components that can be more easily estimated and controlled

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Create a schedule of milestone events that can be used to monitor project performance by
assessing hit/missed dates. This schedule should include only key milestones. This is not the entire
schedule of every task for the whole project. Alternatively, dont provide too few milestones of
propose milestones that are too far apart on the calendar. This may make it difficult to monitor
schedule performance and initiate corrective actions on a timely basis.
1. This not just a list of milestones, this is a schedule. Provide target completion dates for each milestone. You
milestones should have just one planned completion date each. As opposed to activities, milestones do not have
durations so the milestone dates on your schedule would be the end date of the last activity required to
complete each milestone.
2. Link your milestone schedule to your WBS using a cross reference numbering scheme on your milestone
schedule.
Total

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2

1. Exclusions: Produce a comprehensive narrative and or list of items that would help the reader gain clarity
towards understanding what is outside your project scope. Items or activities stakeholders could assume will be
addressed by the project but will not actually be covered by the project. Exclusions are to prevent scope creep. Be
careful to distinguish constraints (limitations) and exclusions (scope)

2. Assumptions: Identify all assumptions that have a material bearing on your project.
Assumptions must be stated so stakeholders know you are aware of possible conflicts / concerns. What are the
conclusions you believe to be true that, if not true, would cause you to alter or even abandon your project?

3. Constraints: Project constraints will influence how you manage your project.
Identify and then describe factors that will limit/impact the execution of your project. Ex: preset expectations
regarding budget, compulsory dates, or resource allocations. Constraints may originate from several sources
including the project sponsor, customer, performing organization, legal/regulatory mandate, etc. Some contract
provisions may be considered constraints.

Total
Project Success
Criteria

Instructor Comments

Note: For this assignment the WBS only needs to be at a high level (Level three is sufficient). Later,
you can bring your WBS down to the work package level. Then, work packages are broken down into
Activities (specific actions) to be performed to produce project deliverables. These activities will
provide your foundation for estimating, scheduling, executing & monitoring/controlling your project
work.

4. Include a complete logical numbering scheme so later you can easily link your WBS to other items in your
project plan. Stick to the formats presented in the reading material.
Total

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Max Earned
Points Score

Note: Consider this section as an opportunity to refine the content you submitted for Unit 02.
1. For each Major Project Deliverable, list specific, measurable criteria / standards of performance your project
sponsors / customers will use to determine if your project succeeded or failed. Steer clear from vague criteria
such as: right, accessible, actionable, accurate, easy, user friendly, high quality, flexible, appealing.
Steer clear of success criteria that can be heavily impacted by variables outside the control of your project or are
dependent on developments long after your project is complete.

Total
Other (See Instructor Comments)

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Total

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Rubric PMGT 510 Unit 06

Unit 06 - Detailed Project Schedule

Detailed Project Schedule

Objective

Performance Expectations

Max Earned
Points Score

Instructor Comments

Note: The schedule you complete this week is to include MORE DETAILS (go to lower level) than the
schedule/deliverables you provided last week for Unit #5. You are developing your project SCHEDULE
-- the second of three elements in the triple constraint!
After you have set your task dependencies and durations, you can rough out your project schedule.
At the highest level, your project schedule must be able to achieve two objectives:
1. Guide the execution of the project (plan and monitor your project timeliness).
2. Communicate to all stakeholders when project activities and events are expected to occur.
1. Include a brief narrative that addresses key time management concepts you used to develop your schedule for
your specific project such as: identifying/sequencing activities, critical path, estimating activity resources,
durations, etc. Be sure your narrative links to your specific project. Do not simply include general theory.
2. Use a format that is easy to read. Clearly communicate the timing of the delivery of your project scope to your
key stakeholders.
3. Incorporate a numbering scheme to link your schedule to your WBS and other schedules
4. Ensure the schedule is complete. Include Product and Project deliverables with sufficient detail to demonstrate
a workable plan.
5. Include both the planned start AND completion date for each activity.
6. The schedule should include milestones. As opposed to activities, milestones do not have durations so make
sure they are shown as separate items on your schedule. Milestones can be tangible points of project progress
and/or key handoffs to next steps for the project.

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Other (See Instructor Comments)

Total

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