PPMP20007 Project Management Concepts For Development Program
Questions:
2. Evaluate the status of a project and recommend appropriate corrective action where necessary.
3. Describe the common techniques used for project quality assurance and project risk management.
4. Assess the impacts of organisational, cultural, and governance issues on project success
Answers:
In this schedule version with the help of Microsoft project application the issues of resource over the allocation can be diminished. These are the followin
g steps those are required to be maintained for resolving the issues:
Step 1: Click on the Resource Tab
Step 2: The leveling option should be searched
Step 3: The individual assignment o a task can be adjusted with the help of leveling even the remaining work can be divided with the help of the leveling approach.
Step 4: Click on all the levels
The entire allocation problems cannot be mitigated by adding up different resources with the existing resources. The project duration and date both will be impacted with the allocation issues. The project duration has been enhanced by 5 days and the project completion date has been enhanced by 7 days like the preliminary phase. After the date increment the date Tue 7/3/18 has become Tue 7/10/18. It states that, addition of resources are not at all beneficial rather after addition of resources the duration of project completion also get increased.
In order to reach the organizational goals in terms of the project objectives, this report is being represented on behalf of a project, for implementing “Xyzzy Financial System”. This system helps the organization to achieve its re determined goals. It has been assumed that the project will be completed in 319 days. However, the overall time duration get reduced as three analysts are allocated to Task 6.1 as per the client request. Due to over resource allocation the project is expected to be completed in 279 days as 5days has been increased. The project is expected to completed be completed on Tue 7/10/18 after considering the project commence date as 5th June 2017. Due to lack of resources the project duration has been increased. Another identified issues states that no such additional resource can be added to the project at the ongoing phase. However the project duration can be reduced by adding extra resources to it.
It has been determined that no addition tasks are incorporated for the staffs in the given schedule. However, within the 8th activity that is ; recruitment of training staffs is an activity that is required to be added to make sure that appropriate staffs are appointed for the project.
|
Change |
Impact on project duration (longer, shorter or no impact) |
By how much |
Explanation |
|
Change in person-weeks required for tasks 6.11.1-6.11.3 |
Longer |
17 days |
As no extra resources are added to task thus the duration of task get enhanced. It implies that in order to complete the project additional days are needed. |
|
Allocation of both DB specialists to tasks 6.11.1-6.11.3 |
No impact |
NA |
By putting the same amount of tasks extra resources are allotted to avoid the negative impact on the project.
|
|
Change in person-weeks required for task 4.3 |
No impact |
NA |
The project will not be directly impacted by task 4.3 thus the duration of the project will also be similar. |
|
Reduction in time between conversion tasks |
Shorter |
20 days |
Due to the task conversion, the duration get reduced by 2 weeks thus the project duration also got reduced by 20 days. Thus, for completing the project all together 4 weeks reduced. |
|
Change |
Impact on direct labor costs (longer, shorter or no impact) |
By how much |
Explanation |
|
Change in person-weeks required for tasks 6.11.1-6.11.3 |
Longer |
$36,000.00 |
The direct labor cost was enhanced due to the increment in the working hours in the database for tasks 6.11.1-6.11.3. |
|
Allocation of both DB specialists to tasks 6.11.1-6.11.3 |
No impact |
NA |
The overall working hour was reduced but there is no negative impacts of the database specialist as the amount of works remain same. |
|
Change in person-weeks required for task 4.3 |
Longer |
$7,200.00 |
As the number of allotted person in task 4.3 was changed thus the direct labor cost also get enhanced. It also implies that the workload for the security specialists also increased. |
Project Manager: David Grey
Status as of: <8th September 2017> End of Week:<week 10>
Earned Value Figures
|
PV |
EV |
AC |
SPI |
CV |
CPI |
EAC |
BAC |
VAC |
|
$126,800.00
|
$126,800.00
|
$126,800.00
|
1 |
$0.00
|
1 |
$521,160.00
|
|
$0.00
|
Project Description
In order to support the organizational business process, the project Xyzzy Financial System is required to be developed. The project will be started on 5th June 2017 and it is expected that the project will be completed after 259 days.
Milestone Status
|
Milestone |
Description |
week scheduled (baseline) |
Date scheduled (baseline) |
Week & dateReached |
|
M1 |
Project Start |
1 |
5/6/17 |
1 (start) 5/6/17 |
|
M2 |
Detailed Analysis complete
|
3 |
1/9/17
|
3 (1/9/17)
|
|
M3 |
All software programs complete
|
6 |
28/2/18 |
6 (28/2/18) |
|
M4 |
Integration and testing complete
|
7 |
12/2/18
|
7 (12/2/18) |
|
M5 |
All deliverables, conversion and training complete
|
9 |
12/6/18 |
9 (12/6/18) |
Status summary (schedule and budget) Schedule
Planned finish date (from Gantt chart):12/6/18
Current estimated finish date (from tracking Gantt chart): 12/6/18
The planned cost to date: $126,800.00
The actual cost to date: $126,800.00
Schedule Variance: $0.00
Summary:
Based on the finish date it has been determined that the project on the scheduled dates and is required to be completed within the estimated time phase. The calculated schedule variance is referred to as $0.00 thus, it can be said that the project schedule is maintaining accordingly.
Summary:
The value of CPI is 1, which implies that the project is on the progressing phase as per the project budget.
Bibliography
Hill, G.M., 2013. The complete project management office handbook. CRC Press.
Kasemsap, K., 2016. The roles of information technology and knowledge management in project management metrics. Project Management: Concepts, Methodologies, Tools, and Applications: Concepts, Methodologies, Tools, and Applications, p.229.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.
McNeil, A.J., Frey, R. and Embrechts, P., 2015. Quantitative risk management: Concepts, techniques and tools. Princeton university press.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International Journal of Project Management, 32(2), pp.202-217.
Newton, R., 2016. Project management step by step: how to plan and manage a highly successful project. Pearson UK.
Pritchard, C.L. and PMP, P.R., 2014. Risk management: concepts and guidance. CRC Press.
Snyder, C.S., 2014. A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management, 33(2), pp.278-290.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.
Turner, J.R., 2014. The handbook of project-based management (Vol. 92). New York, NY: McGraw-hill.
Turner, R., 2016. Gower handbook of project management. Routledge.
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