Do My Liberty BUSI 681 Course for Me

Week one covers reducing project duration, with Forum 1's individual post, worth 50 points, the first quiz, the checklist and your introduction.

Week two covers the effective project manager, with Forum 1's group response, worth 25, the project model topic and the second quiz.

Week three covers managing project teams, with Forum 2's individual post and a quiz.

Week four covers outsourcing, with Forum 2's group response and a quiz.

Week five covers progress and performance measurement, with Forum 3's individual post and a quiz.

Week six covers project closure, with Forum 3's group response, Project Model Part 1, worth 150, and a quiz.

Week seven covers agile project management, with Forum 4's individual post and a quiz.

Week eight covers international projects, with Forum 4's group response, Project Model Part 2, worth 150, and the last quiz, in a week that ends Friday.

With a quiz every week and a discussion deadline every week, the written items come early to leave quiz preparation time.

The week-two topic note is the first project deadline, and every later stage depends on it.

The project is chosen first and described in the week-two topic submission, with enough detail that Part 1 can follow naturally.

Part 1's documents are built to work together. The deliverables named in the proposal become the rows of the responsibility matrix; the risks reflect the project's scope and setting; the communication plan covers every stakeholder the proposal names.

Part 2 turns those documents into a schedule. The work breakdown structure becomes summary tasks and subtasks, each task gets a duration and predecessors, resources are assigned with rates, and the software calculates the critical path, the finish date and the total cost.

A short written description and list of principal deliverables open the file, as the instructions require, and the Gantt view is exported to PDF.

Individual posts answer the prompt with the week's chapter, three journal sources and Scripture, and your group share responds critically to teammates' posts with its own sources.

You submit and post each piece, and the quizzes are yours.

Crashing questions in week one are answered with the chapter's method, shortening the cheapest critical activities first until the target date is met.

Agile posts in week seven compare a backlog-driven plan with the schedule built in Part 2, showing where each approach would suit your project.

Group shares come with a note naming the teammates' points they answer, so the team can merge them quickly.

Outsourcing posts in week four weigh the savings of contracting work against the coordination and quality risks the chapter describes, using a partnering example.

Closure posts in week six explain how a project is handed over, audited and documented, and why lessons learned are so often skipped.

Team posts in week three can draw on stages of team development and the practices that move a group toward high performance.

The work is handled by a credentialed project manager whose daily tools include Microsoft Project.

They have written proposals, responsibility matrices and communication plans for real projects, which makes Part 1 practical.

They have tracked projects with earned value, which keeps the week-five discussion and any performance questions accurate.

A second project manager reviews every document and file before release, including the schedule logic and cost roll-up.

One project manager covers all eight weeks, keeping terms consistent between the model and the posts.

Several have closed projects formally, with audits and lessons-learned sessions, which helps the week-six discussion on closure.

They also manage contractors, which keeps the outsourcing discussion grounded.

Several have led international projects, which suits the week-eight chapter and discussion.

Their discussion posts draw on projects they have run, giving teammates concrete examples to respond to.

Their schedules are built to survive change, with links rather than fixed dates.

Part 2's software is the main hurdle, especially linking tasks correctly and assigning resources without creating overallocation.

Week six combines Part 1 with a group response and a quiz.

Week eight combines Part 2 with the last group response and quiz, and the week closes on Friday.

Earned value calculations in week five are new to many students.

Every discussion post needs three journal sources and Scripture, which adds steady research to each week.

Students also struggle to keep Part 2 consistent with Part 1, since a deliverable missing from the proposal often appears in the schedule.

Group timing adds pressure in even weeks, when the joint response depends on teammates.

Students who are new to project work also find the vocabulary dense, with terms such as float, lag and baseline used precisely.

Resource overallocation in Microsoft Project is a common trap, since the software flags it in red and fixing it can shift the whole schedule.

The topic is agreed in week one and submitted in week two.

Individual posts arrive early in odd weeks, and group shares early in even weeks.

Part 1 arrives several days before week six ends, and Part 2 early in week eight.

Every item is priced separately, with the two project parts the largest.

Booking every item at the outset brings the total down, and a mid-term start is priced only on what is left.

Payment follows each item as it is delivered.

Part 2 can be ordered alone if your Part 1 is already graded.

Discussions can be ordered one cycle at a time.

Each project stage is dated around your section's calendar so nothing arrives on the due day.

The Microsoft Project file is checked on a current version before delivery.

Payment follows each delivered item.