Project Scope Study Case

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School of Civil Engineering

CIVL3805 Project Scope, Time and Cost Management - Semester 2, 2014 Group Work Weighting: 30% of total assessment (25% for group report and 5% for group presentation) Group Formation You are required to form into groups of ~5-6 team members within the same tutorial class. Group Work Report (25%) Based on the given Case Study*, you are appointed as the Project Management Team to carry out project planning. Including the requirements posed by the questions in the case study narrative, your project planning tasks MUST include: (due week 12): 1. A CPM project schedule showing the duration of all activities and major milestones; identify the critical path(s). 2. An estimated cost of project implementation including a percentage distribution of cost. 3. A time-phased project budget and S-curve showing the cash-flow projection. 4. An earned value analysis and earned value tables and charts showing the relevant EVA performance indicators. 5. Statements and company memo’s describing your solution(s) for the scenarios posed in the Case Study project (e.g. how the project schedule has been shortened? any resultant cost increases?). 6. A revised project schedule showing new critical path(s), and a revised time-phased project budget based on your proposed solution(s). * The Case Study for this semester is The Juicy Luicy Project - Refer to page 9 of this document

Guidelines and Tools 1. The availability of specific trade-off options is a function of the particular project environment based on the given scenario; you are free to make any assumption that is consistent with the tasks involved. However, an assumption that “no change is required” to the original project plan (project schedule and budget) is NOT acceptable since, if a project could have been completed in a shorter period of time at no additional cost, the shorter project schedule should have been submitted originally.

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2. You are also encouraged to use Project Management software such as Primavera, Microsoft Project (MSP), or Open Workbench (OWB) in completing the above tasks. Other software applications for presenting your group report are MS Excel Spreadsheet, MS Word, and MS PowerPoint. Any questions you have relating to the group work should be posted on the discussion topic folder created in the UoS LMS (Blackboard) eLearning website and you are strongly encouraged to participate in the discussion. Submission Date This group work is expected to be carried out progressively over the semester, and should conform to the following schedule: Group work report (maximum 25 pages double-spaced, excluding appendices) Fri 24 Oct 2014, not later than 5pm You are required to submit both the hardcopy and softcopy of your group work report using the assignment dropbox in the Civil building (level 2) and via email to Phill Horne, respectively. Late submissions will be penalised unless special consideration has been sought and given. Assignments more than seven days late will be awarded a mark of zero. Group Work Presentation (5%) A schedule for group presentations in weeks 12 and 13 will be issued later in the semester. Marking Schema 1. The marking for your group report will be based on the quality and contents of the report (see pages 4-5 for assessment criteria). 2. The marking for your group presentation will be based on the (i) quality and contents of presentation materials (i.e. PowerPoint), and (ii) presentation skills (see page 6 for assessment criteria). 3. Every student will get an individual mark for the group work final submissions (i.e. 30% of your total assessment for this UoS will be on the group work report and presentation). Your individual mark may be different from your group mark due to peer reviews. 4. Every student MUST submit a confidential individual self-assessment and peer-assessment form, i.e. peer review (see page 7) for the purpose of rewarding individual contributions for your final group work submission. 5. Please do not show the assessment information to any other group member, i.e. fold and staple your completed self- and peer-assessment form, place it in an envelope with the other self- and peer-assessment forms from your group members and submit the envelope with your group work final submission by no later than 5pm, Fri 24 Oct 2014. 6. An example for the calculation of individual marks from the group assessment, weighted by the group size, and shared according to the average self- and peer-assessment of individual contributions is shown below. Page 2/14

Example for calculation of individual marks Group work mark No. of group members Marks available to group

Name

Ann Bob Chris David Ann Bob Chris David

79 4 316

% given by your group members & yourself

25 25 25 25

25 19 30 26

24 26 20 30

= 24.75% x 4 x 79 = 78% = 25.00% x 4 x 79 = 79% = 23.75% x 4 x 79 = 75% = 26.50% x 4 x 79 = 84%

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25 30 20 25

Mean

24.75 25.00 23.75 26.50

Raw individual mark 78.21 79.00 75.05 83.74

Individual mark 78 79 75 84

School of Civil Engineering

CIVL3805 Project Scope, Time and Cost Management - Semester 2, 2014

Group Work Report Marking Sheet (25% of total assessment) Group Student Overall Grade (out of 100%) Peer evaluation forms attached

Yes (correct number of form / missing form) No

HD = Outstanding; D = Very Good; CR = Good; P = Satisfactory; F = Fail Quality and contents

Structure and presentation of group work report

HD

Part 1  Professionalism - PM as communicator  Depiction of the WBS, Tables, Structures  Triple-constraint identification & management  Aesthetics; clarity; attention to detail; innovative response in communication of the solution; relevant references.

/5

Part 2  Professionalism - PM as communicator  Application of chosen software and depiction of the Gantt, Network, Tables  A CPM project schedule showing the duration of all activities and major milestones; identify the critical path; additional milestones  Choice & selection of table columns showing transparency of solution; accuracy of solution, reasoning and decision choices  Sensitivity analysis & reasoning; decision choices  Aesthetics; clarity; attention to detail; innovative response in communication of the solution; relevant references.

/15

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D

CR

P

F

Part 3 A & B  Professionalism - PM as communicator  Approach and (sensitivity) analysis to, and presentation of, the issue of resource overallocation & levelling both in/out slack; implications; decision choices  Time constraint; analysis and impact on the triple constraint; impact & implications; decision choices  Revised project schedules; schedule comparisons; impact & implications; decision choices  Accuracy of solution, reasoning and decision choices  Sensitivity analysis & reasoning; decision choices  Aesthetics; clarity; attention to detail; innovative response in communication of the solution; relevant references.

/25

Part 4  Professionalism - PM as communicator  A time-phased project budget and S-curve showing the cash-flow projection  Analysis, interpretation and communication of cash flow  Baselined solution; accuracy of solution, reasoning and decision choices  Aesthetics; clarity; attention to detail; innovative response in communication of the solution; relevant references.

/10

Part 5  Status report - professionalism - PM as communicator amidst diverse stakeholders  Consistency of status reporting across periods; accuracy of solutions & decision choices  Analysis and impact of project performance  Managing the baseline  Completeness of time-phased budget (PM software and/or Excel file with PV distribution for each time unit)  Explanation on budget, S-curve (rule: 50/50 or proportionality)  An earned value analysis and an earned value

/30

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chart showing the ETC, EAC; completeness of EVA (variances and indexes); Correctness of EVA; Interpretation of EVA results. Completeness of EVA chart; accuracy of solution, reasoning and decision choices Aesthetics; clarity; attention to detail; innovative response in communication of the solution; relevant references.

Part 6  Professionalism - PM as communicator  Analysis and impact on the triple constraint  A revised project schedule/budget  Accuracy of solution, reasoning, decision choices & recommendations  Aesthetics; clarity; attention to detail; innovative response in communication of the solution; relevant references

General comments:

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/15

School of Civil Engineering

CIVL3805 Project Scope, Time and Cost Management - Semester 2, 2014

Group Work Presentation Marking Sheet (5% of total assessment) Group:

___________________________

Number of presenters:

___________________________

Criteria

Rating

The presentation clearly communicate the outcomes of the group’s task

HD

D

Cr

P

F

The task has been carried out in a logical way

HD

D

Cr

P

F

PowerPoint presentations are consistent, and well structured

neat,

HD

D

Cr

P

F

Management process of presentation (time management, uploading of materials)

HD

D

Cr

P

F

Evidence of excellent understanding of task in Q&A session

HD

D

Cr

P

F

Overall grade: _____/5 Other comments:

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School of Civil Engineering

CIVL3805 Project Scope, Time and Cost Management - Semester 2, 2014 Group Work: Self- and Peer Assessment Form in Rewarding Individual Contributions Private and Confidential Name:

________________________

Student ID:

________________________

Group:

________________________

Please think about the quality and not only the quantity of the contribution. Be critical, objective and honest when assigning percentages to your group members and yourself. Group member names

% of individual (put a star * by your name) contributions – including yourself

Check total = 100%## #

100%

this column MUST be completed when you have completed, check that the total is 100%

##

Your signature:

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Reasons# (why you decided that your group member deserved the % you gave – including yourself)

The Better Bubbles Company has been concerned that specialised fruit drinks have been eroding their cola market. The CEO mandates that “If you can’t beat them, join them.” Grape juice was the first product that was successful after an advertising blitz claiming the antitoxin benefits. Lately, competition is compressing grape juice margins and profits. Months of additional market surveys and focus groups have resulted in three potential high-margin drinks: cranberry, blueberry, and pomegranate. All these choices represent antitoxins. The decision is to produce the pomegranate drink that has many health claims. For example, the relative ability of these juices to eliminate harmful free radicals (antitoxins) is 71% for pomegranate, 33% for blueberry, and 20% for cranberry (Technion Institute of Technology). The market potential appears very attractive and should have a higher profit margin than the other potential juice products. Another appeal for pomegranate juice is its familiarity in the Middle East and Asia. The Priority Matrix for the Juicy Luicy Project is:

As the project manager, you have formed your project team and your members have come up with the following work breakdown structure (WBS). 1.0 Juicy Luicy Project 1.1 R&D Product Development 1.1.1 Need survey 1.1.2 Set product specs 1.1.3 Shelf life report 1.1.4 Nutrition report 1.2 Secure Fruit Suppliers 1.3 Initial Production 1.3.1 Equipment rehab 1.3.2 Production trials 1.3.3 Quality trials 1.3.4 Quality metrics 1.3.5 Quality training 1.4 Distribution 1.4.1 Market testing 1.4.2 Package design 1.4.3 Select distributors 1.5 Legal 1.5.1 Complete FDA certification 1.5.2 Register trademark 1.6 Prepare Product Launch Page 9/14

Part 1 1. Each work package will represent an activity 2. Develop the WBS outline using the software available (save your file). 3. Use this file and the information provided below to create a project schedule. 4. The following holidays are observed: January 1, Martin Luther King Day (third Monday in January), Memorial Day (last Monday in May), July 4th, Labor Day (first Monday in September), Thanksgiving Day (4th Thursday in November), December 25 and 26. 5. If a holiday falls on a Saturday then Friday will be given as an extra day off, and if it falls on a Sunday then Monday will be given off. 6. The project team works eight-hour days, Monday through Friday. 7. The project will begin on January 3, 2012. 8. Based on this schedule, submit a memo that answers the following questions: a. When is the project estimated to be completed? How many working days will it take? b. What is the critical path? c. Which activity has the most total slack? d. How sensitive is this network? e. Identify three sensible milestones for your project and explain your choice. f. Compare the advantages/disadvantages of displaying the schedule as a network versus a Gantt chart Include the following (one page) printouts: • • •

A Gantt chart, including milestones identified in 7(e) above. A network diagram (including milestones identified in 7(e) above) highlighting the critical path A schedule table reporting ES, LS, EF, LF, and slack for each activity

Hints: Change the timescale to months and weeks. The estimated duration of the project is 135 days. Remember to save your files for future exercises! Warning: Experience has taught students to frequently make separate backup files for each exercise. The software is never as friendly as users expect!

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The following information has been derived from the WBS:

FS = Finish to Start lag

Part 2 Remember the old saying, “A project plan is not a schedule until resources are committed.” This exercise illustrates this sometime subtle, but important point. Using your files from Part 1, input resources and their costs if you have not already done so. All information can be found in Tables A2.1 and A2.2 Prepare a memo that addresses the following questions: 1. Which if any of the resources are over-allocated? 2. Assume that the project is time constrained and try to resolve any over-allocation problems by levelling within slack. What happens? 3. What is the impact of levelling within slack on the sensitivity of the network? 4. Include a Gantt chart with the schedule table after levelling within slack. 5. Assume the project is resource constrained and resolve any over-allocation problems by levelling outside of slack. What happens? What are the managerial implications? 6. What options are available at this point in time? 7. Include a Gantt chart with the schedule table after levelling outside of slack.

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Note: No splitting of activities is allowed. Note: No partial assignments (i.e. 50 %). All resources must be assigned 100 %.

Part 3 Top management has accepted the July 19th completion schedule created at the end of Part 2. Prepare a brief memo that addresses the following questions: 1. How much will the project cost? 2. What is the most expensive activity? 3. What does the cash flow statement tell you about how costs are distributed over the life span of the project? Include a monthly cash flow for the project. Include a monthly cash flow and a cost table for the project. Once you are confident that you have the final schedule, save the file as a baseline. Hint: Save a backup file just in case without baseline! Page 12/14

Part 4 A Assume that today is 31st March 2012, and Table A2.3 contains the tracking information for the project up till now. Enter this information into your saved baseline file and prepare a status report for the first three months of the Juicy Luicy project. This requires saving your resource schedule as a baseline and inserting the appropriate status report date in the program. Assume that no work has been completed on the day of the status report. Your status report should include a table containing the PV, EV, AC, BAC, EAC, SV, CV, and CPI for each activity as well as for the entire project. Your status report should also address the following questions: 1. How is the project progressing in terms of cost and schedule? 2. What activities have gone well? Why? 3. What activities have not gone well? Why? 4. What do the PCIB and PCIC indicate in terms of how much of the project has been accomplished to date? 5. What is the forecasted cost at completion (EACf)? 6. What is the predicted VACf? 7. Report and interpret the TCPI for the project at this point in time. 8. What is the estimated date of completion of your project? 9. How well is the project doing in terms of its priorities? 10. How long should the project take given these revised estimates? 11. How happy will top management be with these forecasts given the priorities of the project? 12. What recommendations would you make to senior management? Present the above information in a form worthy of consideration by senior management. Include an Earned Value table and a Tracking Gantt Chart. Note: Insert 31st March 2012, as the status date in the Project Information box.

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Part 4 B Assume that today is 31st May 2012, and Table A2.4 contains the tracking information for the project up till now. Enter this information into your saved baseline file and prepare a status report for the Juicy Luicy project. This requires saving your resource schedule as a baseline and inserting the appropriate status report date in the program. Assume that no work has been completed on the day of the status report. Your status report should include a table containing the PV, EV, AC, BAC, EAC, SV, CV, and CPI for each activity as well as for the entire project. Your status report should address the following questions: 1. How is the project progressing in terms of cost and schedule? 2. What activities have gone well? Why? 3. What activities have not gone well? Why? 4. What do the PCIB and PCIC indicate in terms of how much of the project has been accomplished to date? 5. What is the forecasted cost at completion (EACf)? 6. What is the predicted VACf? 7. Report and interpret the TCPI for the project at this point in time. 8. What is the estimated date of completion of your project? 9. How well is the project doing in terms of its priorities? 10. How long should the project take given these revised estimates? 11. How happy will top management be with these forecasts given the priorities of the project? 12. What recommendations would you make to senior management? Present the above information in a form worthy of consideration by senior management. Include an Earned Value table and a Tracking Gantt Chart. Note: Insert 31st May 2012, as the status date in the Project Information box.

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