March 2013 Project Management Class. Team Project covering the elements of project management, planning and control. Illustrations display knowledge of MS project functionality, experience and capability of advanced MS excel skills as well as teamwork, presentation skills and macro/micro analysis techniques.

1. Big Kola Company
The POM + Project
PMB 410 – Project Planning and Control
March 31, 2013
Team Alpha:
Nadia Aaron: Artwork/ PowerPoint
Glacier Bonjardim: Write-up
Elizabeth Bosley: MS Project
Peggy Sue Carpenter : Team Lead, Editing, Presentation

2. Why Pomegranate?
Market potential is promising, with higher profit margin than other juice products
Pomegranate – 71% ability to Blueberries – 33%
produce antitoxins Cranberries- 20%

3. Priority Matrix

4. Parts 1 & 2: Planning Phase
WBS
Activities: Relationships
Critical Path & Lags
Budgeting
Resource Loading/Leveling

5. WBS
Potential Milestones:
01/03/12 – Project Start Date, R&D Product Development
02/22/12- Initial Production
03/07/12 – Distribution (biggest and busiest activities)
04/18/12- Legal (Project is about 95% complete)

6. Network Diagram with Critical Path
Activity with most slack: Task ID 17: Selecting distributors is
estimated to take 25 days but may actually only take about one
week of that allotted duration.

7. Cascade/Waterfall Chart
Critical Activities:
ID 3 - Need Survey
ID 4 -Set product specs
ID 5 -Shelf life report
ID 7 -Secure fruit supplies
ID 9 -Equipment Rehab
ID 10 -Production trials
ID 11-Quality trials
ID 12 -Quality metrics
ID 13 –Quality training
ID 21-Prepare product launch

8. Leveled Resources within Slack

9. Marketing Resource Allocation

10. Activity Description BCWS ACWP BCWP PCT % ETC BAC EAC VAC
PV AC EV
Baseline BAC Financial BAC*% BAC-EV AC+ETC BAC-EAC
1 POM+Project 0 0 0 0% $805,920 $805,920 $805,920 $0
1.1 R&D Product Development 0 0 0 0% $121,600 $121,600 $121,600 $0
1.1.1 Need Survey 0 0 0 0% $64,000 $64,000 $64,000 $0
1.1.2 Set Product Specs 0 0 0 0% $28,800 $28,800 $28,800 $0
1.1.3 Shelf Life Report 0 0 0 0% $19,200 $19,200 $19,200 $0
1.1.4 Nutrition Report 0 0 0 0% $9,600 $9,600 $9,600 $0
1.2 Secure Fruit Suppliers 0 0 0 0% $9,600 $9,600 $9,600 $0
1.3 Initial Production 0 0 0 0% $370,400 $370,400 $370,400 $0
1.3.1 Equipment Rehab 0 0 0 0% $254,400 $254,400 $254,400 $0
1.3.2 Production Trials 0 0 0 0% $26,400 $26,400 $26,400 $0
1.3.3 Quality Trials 0 0 0 0% $48,000 $48,000 $48,000 $0
1.3.4 Qualiity Metrics 0 0 0 0% $5,600 $5,600 $5,600 $0
1.3.5 Quality Training 0 0 0 0% $36,000 $36,000 $36,000 $0
1.4 Distribution 0 0 0 0% $191,520 $191,520 $191,520 $0
1.4.1 Market Testing 0 0 0 0% $96,000 $96,000 $96,000 $0
1.4.2 Package Design 0 0 0 0% $15,520 $15,520 $15,520 $0
1.4.3 Select Distributors 0 0 0 0% $80,000 $80,000 $80,000 $0
1.5 Legal 0 0 0 0% $57,600 $57,600 $57,600 $0
1.5.1 Complete FDA Certificate 0 0 0 0% $43,200 $43,200 $43,200 $0
1.5.2 Register 0 0 0 0% $14,400 $14,400 $14,400 $0
1.6 Prepare Product 0 0 0 0% $55,200 $55,200 $55,200 $0
PMB 410 Project Planning and Control
Team Alpha Week 2 POM Big Kola Budget and Cost Calculations
Legend:
BAC: Budget at complete: 805,920
EAC: Estimate at complete: 805,920
VAC variance at complete: zero
BCWS: Baseline budget at complete: zero
ACWP: Retrieved from Financials: none yet….
BCWP: (BAC * % complete): nothing yet….
PV: Planned value: baseline budget at complete
AC: actual costs: none yet
EV: earned value (in MS project only done by cost) currently zero
Have not started the project yet, so ETC is 805,920 (BAC-EV) (805,920 – 0)
EAC= (AC+ETC) = (0+805,920)
VAC= (BAC-EAC) = (805,920 – 0)

11. Planning Phase - Conclusion
Network is very sensitive, majority of the tasks are dependent on the task
before it.
 Production has resources over allocated of 1500% with an estimated cost of
$370,400
The POM + Project is estimated to be completed on July 12, 2012 with a total

of 135 working days.

12. Part 3 Baseline Status
Baseline as of 2 months
Project is 29% Complete
Status of progress
Analysis and Recommendations

13. Changes in project
 Top management has accepted The POM + Project completion date of
July 19, 2012
 With new projected completion date, estimated project cost is: $890,720
with a cost variance of $84,800 from original estimated cost
 Activity ID 8: Initial Production remains the most expensive activity with
an initial baseline of $370,400 and a variance of $40,000 bringing the total
task cost of: $410,400


14. Completed Milestone: R&D Product Development
Actual Duration: 54 days/Actual Cost: $166,400

15. EVM Performance indices are illustrating an overrun
R&D was on track with the optimal indicator of 1.0
Need to secure fruit supplier , so Initial Production-longest running activity does not delay the
rest of the project

16. Cost as of: March 31, 2012

17. Budget as of: March 31, 2012

18. Cash Flow Report
Cost Cumulative Cost
70000 1000000
900000
60000
800000
50000
700000
600000
Cumulative Cost
40000
Cost
500000
30000
400000
300000
20000
200000
10000
100000
0 0

19. Status Report as of: March 31, 2012
Progress – Cost & Schedule Activities
 Marketing department is overrunning on  R&D tasks have been completed
hours since beginning of 1st quarter – successfully with exception of Task ID
Possible solution: Hire additional 6: Securing Fruit Supplier, where task
personnel, provide more funding for has not yet started
overtime or May need to level resources  Initial production has started with a
outside of slack to push deadline current downtime due to failure of
 Increase in legal departments actual equipment, undergoing rehabilitation
work hours
Conclusion: Can no longer meet completion date of: 07/19/2012. R&D has
pushed out our schedule by 5 days. Based on priority matrix, controlling costs is most
important than meeting estimated completion date. By controlling the slips identified
today, Team Alpha can still deliver the POM+ project effectively.

20. Summary as of: March 31, 2012
New estimated date of completion: 07/26/2012

21. Part 3: New Baseline
Baseline as of 5 months
Project is 77% Complete
Status of progress
Analysis and Recommendations

22. Cascade/Waterfall Chart as of: May 31, 2012
New estimated date of completion: 07/27/2012

23. Earned Value Indicators 5/31/12
According to our PCIB, we have 77% of our work complete with our budget and PCIC indicates that based on our
new estimates, we have accomplished about 79% of our tasks from the entire project.

24. Earned Value Indices in MS Project
*Note – When the BAC = EV or a zero appears in the formula on the numerator, MS Project will display an ERROR

25. Revised Budget as of: May 31, 2012
The current EAC is at $1,180,016, where the predicted variance cost is an overrun of $80,816.

26. New Cash Flow Report

27. POM + - Project Actuals

28. Variance Review as of: May 31, 2012
Project is running slightly over budget as previously indicated by performance indicators. The overrun
is tied to cost and schedule issues caused by the Initial Production deliverable which is now complete.

29. Summary as of: May 31, 2012
Milestones:
R&D is 100% complete, the second milestone of Initial Production has gone past it’s
midway mark at 76% complete.
Market testing and package design. Certification from the FDA has also been completed
Risks/Opportunities:
Budget and Cost overruns, and finishing distributor selection.
We are showing to have overrun our budget with a cost variance of $114,995 in
production. The TCPI confirms the overrun is not expected to be correctable before the
project ends.
Initial production has not finished. Distribution and Legal deliverables have started.
Prioritizing the schedule has shown an opportunity for correction, which will help with budget
forecasts, but the overrun cannot be corrected for completed tasks. The production team must
stay on track to complete the Initial Production Deliverable and keep Distribution on track.
The estimated date of completion is July 27, 2012, which is a day behind our projected
completion date of July 26, 2012.

30. References
Gray, C., & Larson, E. (2011). Project management the
managerial process. (5 ed., p. 625-630). New York, NY:
McGraw-Hill/Irwin. Retrieved from:
http://highered.mcgraw-hill.com/sites/dl/free/0073403342/825965/Appendix_02.pdf