Alabama Resource Analysis

First, by not conducting research before the kick-off meeting, or creating a project charter for stakeholders to sign, Ms. Briggs failed to gather all the information necessary for the meeting. She also will not have the benefit of lessons learned from similar projects (Dow and Taylor, p. 112). The case study reveals little effort on anyone’s part to setting up a repository for project documentation. Instead, Ms. Briggs intends to learn new software that may have some benefit for scheduling.

project data from work breakdown structures and schedules" and comparing it to "topdown project goals." After this, the teams are to estimate investment risks

1. What is the estimated project completion date? (Assume there are no holidays and ignore the sunk cost of the planning team’s effort)

The project must be completed prior to the end of this financial year (30 June 2015) as funding is available from current budget.

Timescales – as I have not been presented with the table data, I will need to find the relevant information. Depending on how much data there is and where this data can be found, it may cause a problem of the deadline of

Budgets and Planning. To begin with, the program, like the organization, fosters an open and collaborative environment for the process to take place. In this regard, it is, therefore, impossible for any one space or environment to be able to accommodate every conceivable project or application that is “thought up”. Therefore, certain perimeters and guidelines need to be established to assess costs with the program and help determine a course of action in future planning. As we are discussing costs, we assume there is a

(b) Describe the EVM process used to determine how far our project is ahead of or behind schedule.

* Development began in late 2002 and was to be completed in 12 months’ time.

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.

Project constraints include the pre-set budget of $10,000 and the deadline of 4:00pm local time on 3 July 2012.

It is proposed that AcuScan align budgeting goals to accommodate the current project timelines and making a small sacrifice in costs to aid in the development by hiring outside contractors.

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.

Plans, Actual Results and Forecasts that depends on management’s needs; some daily some only once per year.

Initial projections show that the current schedule will take 50 weeks to finish with a final budget estimate of $3.152 million. Although the project estimate comes in under budget, the time frame for completion extends beyond the acceptable 45

The next step in the model requires that my group fully understand our goals and priorities. Again, with this step I believe we have correctly prepared ourselves for success. The project list we developed in January includes a timeline for each project, with a projected start date, duration, and end date. This list allows us to narrow focus of the negotiation on two projects that were slated to initiate during the blackout period of