4-2 Final Project Milestone Two_Approach Selection – Decision Paper

(c) Illustrate with suitable examples, the COCOMO I and II model of project management.

A recent survey by IBM of 585 mobile application developed and managers found that only one-thir of mobile development projects successfully Mey project criteria in terms of budget, schedule, and project objectives. Given that, what are some of the potential Riska for companoes, such as FIMC, that develop and deploy a mobile app on such a tight schedule

N5      Explain some of the basic principles of cost management, such as profits, life cycle costs, tangible and intangible costs and benefits, direct and indirect costs, and reserves. Why is defining activities a process of project time management instead of project scope management?

Project manager manage project budget in project-oriented organization.  1-TRUE 2-FALSE

Use the information in this table to calculate the weighted score for project 2 Criteria Weight Project1 Project2 Project3 Project4 Supports of key business objectives 5% 90 90 50 20 Has strong internal sponsor 10% 70 90 50 20 Has strong customer support 5% 50 90 50 20 Realistic level of technology 10% 25 90 50 70 Can be implemented in one year or less 30% 20 20 50 90 Provides positive NPV 10% 50 70 50 50 Has low risk in meeting scope, time, and cost goals 30% 20 50 50 90

Define Project Scope, Project Deliverable and Project Scope Management. Explain SIX (6) steps for Project Scope Management Processes.  Explain THREE (3) methods for collecting requirement in Project Scope Management.

Project Scope Management Khan, (2006) (see below) states that, "Managing the scope of a project is the most important function of a project manager ... Effective scope management of a project also ensures the success of key completion areas, including time, cost, and quality. Project scope management can be further subdivided into its components which include: project initiation, scope planning, scope definition, scope verification, and scope change control." Based on your Integrated Project: Select two of the subdivisions above and discuss the primary issues that could arise from the process.  Your response should begin with a definition of the selected subdivision before detailing the selected process

Q)Project can involve a single individual or multiple individuals, a single organizational unit, or multiple organizational units from multiple organizations and a project can create following: (Discuss this argument ) Subject :: project management

There are 11 project selection methods which are: Benefit measurement methodsBenefit/cost ratioEconomic modelScoring modelPayback periodNet present valueDiscounted cash flowInternal rate of returnOpportunity costConstrained optimization methodsNon-financial considerations.                                                                                                                                          Which one of these techniques or methods are used in construction projects for the benefit of citizens?

IFS233 Donell Consulting recently completed an IT training platform implementation with a public firm. The project concluded after the completion of a testing, piloting and sign-off from the project stakeholders. Though completed, the project manager was reviewing their notes, in which they listed all the important occurrences that were recorded during various project phases: ● The pilot of the training platform is about to begin, and the COO of the firm has informed the project team that they want an additional 1000 staff trained and included, and the firm will be increasing budget accordingly. The new systems analyst replacement just found an issue with the way in which the training platform is recording information inputted from users. Apparently, it does note read or collate all the metadata produced during user inputs, and only considers metadata that leads to a complete sequence of inputs. This is going to cause issues in how we record the users' activities as the client wants to…

Managing and controlling scope changes affects project deliveries. Discuss change management and ways to reduce project scope changes.

Project Management 3. Jamaica's Highway 2000 project: Identify and justify the project development approach used for the project. Was it agile, waterfall/traditional or hybrid. 4. Was the Jamaica's Highway 2000 project selection method benefits measurements method or constraint         optimization method.

Roger Ginde is developing a program in supply chain management certification for managers. Ginde has listed a number of activities that must be completed before a training program of this nature could be conducted. The activities, immediate predecessors, and times appear in the accompanying table: Activity Immediate Predecessor(s) A BCDEFG с This exercise contains only parts b, c, and d. b) The critical activities for the leadership training program development project are c) The project length for the leadership training program development project = d) Slack time for each of the activities is: days. Activity A B C ס ח ד 0 F B A, D C E, F G Slack Time Time (days) 4 6 1 103510

Roger Ginde is developing a program in supply chain management certification for managers. Ginde has listed a number of activities that must be completed before a training program of this nature could be conducted. The activities, immediate predecessors, and times appear in the accompanying table: Activity Immediate Predecessor(s) A (BCDEFG This exercise contains only parts b, c, and d. b) The critical activities for the leadership training program development project are c) The project length for the leadership training program development project = d) Slack time for each of the activities is: days. B A, D с E, F Activity A B CDEFG Slack Time Time (days) 3 GANGG 5 2 10 4 8

Use the following project status information to calculate each of the requested EVM numbers below (a-i).The project status is reported at the end of week 13. Task     Budget Cost    Budget Duration      Status as of Week 13 A        $5,000         2 Weeks             100 percent complete $5,000B        $8,500         3 Weeks             100 percent complete $9,000C        $15,000        4 Weeks              75 percent complete $14,000D        $10,000        4 Weeks              50 percent complete $9,000   E        $12,000        4 Weeks              Not startedF        $15,000    5 Weeks             Not started a. Planned Valuedb. Actual costc. Cost varianced. Schedule variancee. Cost performance indexf. Schedule performance indexg. Budget at completionh. Estimation to completei. Estimation at completion

which of the following are valid project selection methods   A. Holy Goat   B. The unbalanced program method   C. The weighted scoring method   D. Personal prference

scenarios of a project activities (tables given below) and their required times to be completed in addition to their predecessors for developing a Website' : Activity Description Duration (days) Preceding Activities A Determine user needs 8 Review s/w and languages Purchase software 10 Design format and style 10 E Write programs A F Review outcome product with user 12 G Make revisions 4 C H Select server site E I Install on server 14 D, F Test G, H, I 3. Highlight the total time to complete the project (days) 4. Calculate the late finishing time (backwards calculations)

Q1. Using a suitable example each, describe what the following project planning process activities involve: a. Establish project objective; b. Define scope; c. Create a Work Breakdown Structure (WBS); d. Estimate activity durations; e. Sequencing activities.

The activities involved in a project are listed in the following table. Construct the project network and use CPMto find the critical path Ac tivity Content Predece ssor(s) Duration (days) A Initial research B Studysite selection Prepare research plan Contact the surveysite Training staff Prepare the form Field re search Write the re search report Meeting Summary A 2 A 4 B 2 E B, C 3 F C 1 G D, E, F G 5 2 I H 3

What roles do traditional process management duties of planning, organizing, and controlling play in project management?

Identify the critical path for the following three scenarios of a project activities (tables given below) and their required times to be completed in addition to their predecessors for developing a Website': Activity Description Duration (weeks) Preceding Activities A Determine user needs 3 Review s/w and languages 1 C Purchase software 4 D Design format and style 4 B E Write programs A F Review outcome product with user C G Make revisions 1 D, F H Select server site 3 E I Install on server and test 6. G J 3 Н, I 1. Draw the path. 2. Calculate the early finishing time (forwards calculations) 3. Highlight the total time to complete the project (weeks) 4. Calculate the late finishing time (backwards calculations) 5. Calculate the slack time of the non-critical path activities 6. Identify the critical path (highlight critical path activities)

8 EARNED VALUE ANALYSIS The following project is reported to be at the end of its 8 week. Find the cost and schedule variances. Also find the CPI, SPI, CSI, ETC and EAC for the project. Find the condition of the project at the this reporting period. PV AC Budget ($) Duration Actual Cost % D-8 Activity Predecessor (s) (week) ($) Complete 300 400 A 3 100 A3 В 4 200 180 100 B:4 C 7 250 300 90 A 8 600 400 50 400 200 В 40 150 180 F В 4 100 G C 4 100 200 40 500 H D, E 2 300 F, G 3 J H, I 1 100 ㅇ CO 프 (-)

Which project life cycle model (traditional, agile...) is more appropriate for the public and/or private sector?

List two outputs for each of the Project Risk Management processes (note that the Implement Risk Responses process is not discussed in this chapter)

Project Duration= Planning on spending per month Project Budget (BAC) Percent complete per month Performance Analysis % Complete Planned Value (PV) Actual Cost (AC) Earned Value (EV) Schedule Variance (SV) Schedule Performance Index (SPI) Cost Variance (CV) Cost Performance Index (CPI) Estimate at Completion (EAC) Estimate to Complete (ETC) Variance at Completion (VAC) 5 months $300,000.00 $1,500,000.00 Month 1 20% 20% of work completed 15% of work completed Spent additional $110,000 Month 2 Instructions: Utilizing the EVM cheat sheet provided by the instructor, complete the calculations i formulas and functions to attain your answers. Please do not simply plug in numbers. This exerci ability to use Excel. Finally, answer the questions below to explain your answers. Question 1: What do your SV numbers tell you about the project schedule and how? Answer 1: Question 2: What do your SPI numbers tell you about the project schedule and how? Answer 2:

Earned value analysis is the project management tool that is used to measure project progress. You are a project manager in company XYZ that responsible to handling the packaging machine project with the total cost budgeting is RM100,000. There are including RM24,000 (Design), RM60,000 (build) and RM16,000 (install & test). The information regarding on the project progress development in weeks 8 as shown in Table 2 below: No Type Cumulative Budgeted Cost (CBC) 2 Cumulative Actual Cost (CAC) Cumulative Earned Value (CEV) 1 3 TOTAL RM i. ii. iii. iv. 64,000 68,000 54,000 100,000 Percentage 64.0 Cost performance Index (CPI) [hint: CEV/CAC] Cost variance (VC) [hint: CEV-CAC] 68.0 54.0 a) Based on question 2(a), calculate and elaborate the various of indicators of cost performance for this project based on the respective below: 100.0 Forecasted cost of completion (FCAC) with action taken [hint: TBC/CPI] Forecasted cost of completion (FCAC) without any action taken [hint: CAC + [TBC-CEV]

The triple constraints of project management include: O A. Risk, Scope and quality O B. WBS, Scope and deliverables O C. Cost, quality and communication O D. Cost, time and scope

he project charter involves several elements including, the project manager and project title.   Use suitable examples to explain any other five elements of the project charter Milestone schedule Key assumptions Constraints Major risks

How can project managers ensure that the project deliverables meet the client's requirements in a time and cost-constrained project?

a. Introduction PPE GLOVEb. Objective of Project/Manufacturing Processc. History of Company/Product (PPE GLOVE)