Proj 592 - CP3

According to Wysocki (2012), there are many challenges to keeping a project running smoothly, but as a project manager for Pizza Delivery Quickly, your main concern is about monitoring the established metrics that can alert a project is heading for distress. The project manager must be able to analyze the situation, revise the goals, evaluate the different options and be able to revise the plan as needed. Metrics can facilitate the tracking system, which is essential for evaluating the current project performance level. A cutting edge tracking system serves as a gold standard benchmark or key indicator of the level of progress for the entire project. It is also important to note that the schedule performance index is one of the most widely used metrics for tracking

Under present circumstances project would be delayed by 431 days, no way to deliver on project completion date of November 18th, 2003.

Congratulations! You have just completed the project charter, scope statement, and WBS. Now that you know what needs to be done, as the Project Manager, you are now ready to begin planning your project.

592 Week 1 DQ 1 WBS Construction PROJ 592 Week 1 DQ 2 Project Cost Estimates and Assumptions PROJ 592 Week 2 DQ 1 Cost Components PROJ 592 Week 2 DQ 2 Estimating Processes PROJ 592 Week 3 DQ 1 Project Schedules PROJ 592 Week 3 DQ 2 Sensitivity Analysis PROJ 592 Week 4 DQ 1 Resource Allocation and Leveling PROJ 592 Week 4 DQ 2 Advanced Schedule Techniques PROJ 592 Week 5 DQ 1 Earned Value Calculation PROJ 592 Week 5 DQ 2 Project Monitoring and Control & EV PROJ 592 Week 6 DQ 1 Forecasting Project Completion Cost PROJ 592 Week 6 DQ 2 Project Control PROJ 592

The project manager is under budget but behind schedule. He/She should spend some of their savings getting more resources to put them back on schedule.

A) The weekly budget is formed by only using the early start times of each activity.

In almost every business, project management is critically important. The critical path method (CPM) will provide a timeline for the project manager for when tasks should be completed. In addition, providing a deadline and the negative effects it will have on the following successors if not completed on time. These many task are interdepended. Therefore, the CPM provides the start and finishes times of the tasks, and identifies the few tasks on the critical path that the project manager should observe to determine which task needs the most attention. Already discovering and incorporating the details the task or assignments may require, CPM calculates all task times, which can be measured in hours, days, weeks, and months. For any unintended manually input errors, a warning message will be provided. Including an automatic successor generator, task numbering comment, and data validation, makes it easier on the project manager.

Measurable – All tasks will be listed, allocated and assigned to the most appropriate person within the Quality department. Expected completion dates will be set, weekly progress meeting held to monitor the project and the associated tasks. The goal is to complete all the tasks by the 31 January 2013.

We used PV (planned Value), AC (actual cost), and EV (earned value) to calculate SPI (schedule performance index), SV (schedule variance), CPI (cost performance index), and CV (cost variance). Among these indicators, SPI and SV show whether a project is behind schedule or not, and CPI and CV indicate whether a project is under budget. Therefore, the statuses of the schedule and cost of technical infrastructure, software customization, and combined projects can be easily and clearly checked, respectively.

‘’Cost performance on project s often poor, what are the possible causes of this and how can it be improved?’’

This research paper is focused on one of the biggest concern of the construction industry in today’s world, which is “Construction Delay Claims”. A construction project consists different individual or interdependent activities. There is a higher possibility that some sort of delay might occur in any of the involved activities. In order to mitigate issue of delays and make delay claim resolving process easier, researcher and engineers came with an idea which is know as “Critical Path Method (CPM)”. CPM would have different activity paths but among them the longest path (based on time duration) is known as critical path. Critical path is also known as “Zero Float Path”. Float is a certain extra amount of time allotted to activities which can be utilized before or during that activity. It can be understood that any delay in the activities that are on critical path could cause overall project to be delayed. Though delays are quiet common in construction projects, it is necessary to determine whether the delay is critical or not. Once the criticality of the delay is decided then the responsible party for the delay is determined. This is the basic logic behind all the construction delay claims assessment methodologies. Key tools in the assessment procedure are As- planned schedule and As- build schedule for the project. As- planned scheduled is the schedule submitted by the contractor to the owner prior to the construction work starts. As- build schedule is the schedule which

The team has stated the project’s objectives, defined deliverables, established milestones and technical requirements, which help define the project’s scope and establish priorities. With the imposed deadline, completion of the project on time should be the project’s top priority and thus becomes the

Cost variance is calculated by subtracting budgeted cost for work performed from actual cost for work performed and schedule variance is calculated by subtracting budgeted cost for work scheduled from budgeted cost for work performed. The vice president’s analysis that the project’s costs are overrun is correct and it appears they are also behind schedule. I would agree with the vice president’s analysis that improvements need to be done to keep the cost and schedule under control.

Having 3 days of delay in electrical can affect the whole project. Therefore, the negotiation of 15 working days would exceed up to 18 days, which could cause the penalty of $300 ($100 per extra day). In order to minimise a project’s critical path, sequencing of tasks should be changed. On the off chance that one can do a project’s tasks in alternate grouping to that initially proposed, one might have the capacity to shorten the critical path. A level of intricacy by striving for shortening the critical path, which is primarily hazardous, is unavoidably acquainted with the task. (Aydar, 2014) With a specific end goal to convey this shorter timescale, the critical path should be controlled

Proper following and acknowledgement of the timeline is vital to the success of this project. If the project goes overtime, it can cause serious budget mess-ups and furthermore delays.