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- In a traditional project, the project manager saves the project schedule as a baseline plan in project management software. During the course of the project, the variance reports are created to show the difference between planned and actual activities. Project monitoring and control is different in agile projects than traditional projects. In an agile project, different tools and techniques are used to monitor and control project schedules. How does it help a project manager to monitor cost and schedule in a traditional project? There are different techniques for monitoring schedule performance in a traditional project. One method is a schedule variance report. How is a schedule variance report different from schedule variance in earned value? Does the role of the project manager change when monitoring and controlling agile projects?Farihah is a project manager for a systems development project involving a new database application for her organization’s human resources department. Despite Farihah’s best efforts at estimating the time requirements for the project, the team has missed the deadline for completing the Analysis Phase and producing the System Proposal. Farihah had estimated during her 6-week Planning Phase that Analysis would require 2 months, but the team finished the System Proposal 2 weeks behind their planned target date. Based on her discussions with the team members, Farihah believes that the system is more complex than she originally thought. Should Farihah adjust her timeline, or can she try to make up for the lost two weeks? Farihah needs your advice.Mangement Project management is a discipline that involves planning, organizing, and overseeing the execution of a project from initiation to completion. It encompasses defining project goals, outlining tasks, allocating resources, and managing budgets and timelines. A successful project manager must possess strong leadership skills, effective communication, and the ability to mitigate risks and solve problems efficiently. Collaboration among team members is crucial, as is the flexibility to adapt to unexpected challenges that may arise during the project lifecycle. Continuous monitoring and evaluation ensure that the project stays on track, meeting objectives and delivering value to stakeholders. Question: How can project managers encourage effective collaboration and communication among team members to ensure the successful and timely completion of a project?
- what is the dvantages and disadvantages of Microsoft Project in Project Schedule ManagementPROJECT PLANNING & SCHEDULING WITH PERT/CPM Given the activities of a project; their optimistic (to), most likely (tm) and pessimistic (tp) time estimates (te); and their immediate predecessors shown below:1. When is the earliest project completion?2. Which activities are critical (should not be delayed)?3. Which activities are noncritical (can be delayed)?4. How long can each of the activities be delayed without delaying the wholeproject (maximum slack)? Activities ImmediatePredecessors Activity Times (to) Activity Times (tm) Activity Times (tp) Activity Times (te) Maximum Slack,months A - 1 4 13 B A 4 7 16 C A 2 2 2 D C 4 6 14 E - 1 3 5 F E 3 5 13 G - 7 10 13 H G 6 7 14 I B, D 1 1 1 J F, H, I 13 16 25Image of Diagram included Using the diagram, find: The critical path. How long it will take to complete the project? How does simulation determine the probabilities of various project completion times? What is "slack" and why is it important? Why is activity-on-arrow (AOA) or activity-on-node (AON) of significant value to the project manager? How is the uncertainty in project scheduling dealt with? Should the critical path activities be managed differently from noncritical path activities? Explain.
- PROJECT PLANNING & SCHEDULING WITH GANNT CHART Given the activities of a project; their optimistic (to), most likely (tm) and pessimistic(tp) time estimates; and their immediate predecessors shown below:1. When is the earliest project completion?2. Which activities are critical (should not be delayed)?3. Which activities are noncritical (can be delayed)?4. How long can each of the activities be delayed without delaying the wholeproject (maximum slack)? Activities Activity Times,months ImmediatePredecessors Maximum Slack,months A 2 - B 3 - C 2 A D 4 B E 4 C F 3 C G 5 D, E H 2 F, G2:30 PM ě 0.3KB/s 1ll 54 4G+ 00:15:12 Remaining Multiple Choice The primary difference between PERT and CPM is that CPM uses probabilities on the activity times and PERT does not. O. PERT considers activity costs and CPM does not. PERT can assign probabilities to activity times and CPM does not. CPM considers activity costs and PERT does not. 5 of 20 IIAs it relates to Project Scope Management. What are the highlights of each of the following? – Collect Scope Requirements – Define Scope – Create Work Breakdown Structure (WBS) – Validate Scope – Control Scope
- B/U pe Activity A B D 11. A project has the activity duration and cost information indicated in the table where all times are in weeks. There is a penalty of $4,000 per week for every week the project exceeds 37 weeks. What is the lowest total cost for completing this project? Predecessor Time 18 11 A A B C E D Normal A H 12 15 3 19 Asbe de ABC' AMBBC RACE AB 7 8 12 6 Normal Cost Crash Time Crash Cost $22,000 $32,000 $62,000 $18,000 $35,000 $8,000 $23,000 $32,000 $56,000 $12,000 5 $18,000 19 $22,000 $9,000 $15,000 $5,000 $13,000 $20,000 $45,000 2 5 4for the following project, assume the quantity for the project Equal 37, use LSM to determine the finish date for the project. Productio Activity IPA n Rate Relation [Day/m] A 1 В A 3 FF 2 SS Answer:A project consist of 5 activities A,B,C,D,E with ES, EF, LS and LF of A (0, 6, 9, 15); B (0, 7, 0, 7); C (6, 13, 15, 22); D (7, 13, 7, 13); E (13, 22, 13, 22). Normal Time (in month), Crash time (in month), Normal cost (in million Rp), Crash cost (in million Rp) from each activity are A (6, 4, 20, 24); B (7, 5, 30, 35); C (7, 6, 10, 13); D (6, 4, 20, 26); E (9, 8, 88, 90) a. What activities are in the critical path? How long is the project duration? b. If we want to crash the project for 2 months, what activities need to be crashed? How much additional cost required?