Uni t Schedul i ng and Cos t Control Due Date Sat, .docx

Uni t: Schedul i ng and Cos t Control
Due Date: Sat, 5/21/16
Gradi ng Type: Numeri c
Poi nts Pos s i ble: 115
Poi nts Earned: 0
Del i verabl e Length: 7–10 PowerPoi nt s l i des wi th 150–
200 words of s peaker notes per s l i de
Vi ew obj ecti ves for thi s as s ignment
Assignment Objectives
Integrate conti ngenci es for ri s k i nto the proj ect cos t and s
chedul e bas el i ne.
Your organi zati on has j us t compl eted the Ini ti ati on Proces
s for i mpl ementi ng an Emai l Sys tem Upgrade. It was
i denti fi ed i n a recent meeti ng wi th management l eaders
from the Sal es , Cons ul ti ng and IT departments that the
current emai l s ys tem i s caus i ng s igni ficant amount of bus
i nes s i nterrupti ons and mus t be updated i mmedi atel y.
You have been as s i gned the rol e of proj ect manager to devel
op the proj ect s chedul e and budget. As proj ect

manager, you are res pons i bl e for i mpl ementi ng and enforci
ng the proj ect s chedul e and i ts es ti mates , expected
cos ts , and the techni ques and methods that wi l l be chos en
to execute and control the proj ect. The proj ect i s bei ng
i ni ti ated wi th the fol l owi ng i ni ti al proj ect s cope i n mi
nd:
emai l s ys tems currentl y bei ng us ed acros
s twel ve departments and offi ces . Thes e wi l l be
repl aced and cons ol i dated i nto one emai l s ys tem.
hed and trai ning provi ded to al l departments .
new s ys tem, and 500 new us ers that di d not have
emai l before wi l l be added.
l p des k and s upport i nfras tructure wi l l be s et-up to
accommodate the new s ys tem.
Us er PCs wi l l be upgraded to accommodate the new emai l s
ys tem.
You are managi ng an e-mai l cons ol i dati on and upgrade for
your organi zati on, and you are focus i ng on

i mpl ementi ng the proces s of s chedul e and cos t control .
You mus t pres ent your cas e and s upporti ng evi dence for
the need of i mpl ementi ng the proces s of cos t and s chedul e
control to your s takehol ders .
Your pres entati on mus t be 7–10 s l i des wi th 150–200
words of s peaker notes per s l i de. Addi ti onal ly, i ncl ude a
ti tl e
and reference s l i de. The ti tl e s l i de (i ncl uding topi c ti tl
e, your name, etc.) makes your pres entati on l ook and appear
profes s i onal. The reference s l i de at the end wi th correctl y
APA s tyl e formatted references ens ures your
i nformati on and pos i ti ons are s ubs tanti ated and that credi
t for others ' work i s acknowl edged wi th correctl y APA
s tyl e formatted i n-text ci tati ons i n your s peaker notes .
https://classroom.coloradotech.edu/3/6#/class/88032/gradebook/
assignment/611202
Assignment Guidelines
–10 PowerPoi nt s l i des . The
pres entati on s houl d addres s the fol l owi ng:
o The need for proj ect s chedul i ng and cos t control

ect s ucces s ?
of the s chedul i ng and cos t
control proces s ?
o Your pl an for control s chedul e and control cos t proces s
es to be i mpl emented
ent your pl an?
Why?
o The benefi ts of i mpl ementi ng thes e proces s es to your
organi zati on
control pl an were i gnored?
–2 profes s i onal
case s tudi es to s upport your arguments .
–200 words of s
peaker notes .
o Evi dence and cas e s tudi es s houl d be no ol der than 2008.
ons , pl eas e vi s i t the Mi cros oft Offi ce Appl i cati ons
Lab.
Submitted Assignments

ignment gui del i nes l i sted above and mus t contai n
the fol l owi ng:
o A ti tl e s l i de wi th the cours e name, phas e number, topi c
ti tl e, and your fi rs t and l as t names
o A reference s l i de us i ng APA s tyl e to ens ure that credi t
for others ' work i s acknowl edged
7–10 content s l i des .
–200 words of s peaker notes
.
Please submit your assignment.
For assistance with your assignment, please use your text, Web
resources, and all course materials.
Cost and Schedule Variance
1
Cost Summary

Using budgeted cost of work scheduled (BCWS), actual cost of
work performed
(ACWP), and budgeted cost of work performed (BCWP), you
can derive three
other measurements: cost variance, schedule variance, and cost
schedule
index. Refer to the information provided in the table to
calculate the cost and
schedule variance for a landscaping project that you have
contracted with
Steve, a landscape architect, to determine whether he is running
on budget,
over budget, or under budget.
Measurement Cost
BCWS $120
ACWP $150
BCWP $90
Cost Variance (CV) = BCWP – ACWP
The cost variance determines whether you are currently over or
under budget.
Using the cost variance equation of CV = BCWP – ACWP, we
can determine the
cost variance as $90 – $150 = $ –60.
Thus, your landscaping project is currently running over budget.
Unless Steve
can finish the remainder of today’s task and all of tomorrow’s
tasks without
taking more time, it is likely your landscaping project will
finish over budget.

Schedule Variance (SV) = BCWP – BCWS
Schedule variance shows the cost variance between the value of
the work
performed versus the value of the work scheduled to be
performed. A negative
schedule variance indicates that your project is behind schedule;
a positive
number signals that it is on schedule.
Your landscaping project is also currently behind schedule.
Using the schedule
variance equation of SV = BCWP – BCWS, you have a schedule
variance of
$90 – $120 = $–30.
The project is running over budget because Steve has completed
three of
the four tasks in 5 hours. This indicates that Steve is taking
longer to complete
the work and each hourly delay is costing you a budgeted $30
per hour.
https://class.ctuonline.edu/LCMSFileShareCommon/6e9/470/d0
6/068/441/187/5eb/834/318/86d/94/7601.pdf
Colorado Technical University Virtual Campus, PM620B-
1602B-01
Cost and Schedule Variance

2
Performance Indexes
Cost variance and schedule variance metrics only show part of
the picture. If
you want to determine how efficient your project is and predict
the final costs
and dates, you must use cost and schedule performance indices.
The cost performance index (CPI) is determined by the
following equation:
CPI = BCWP/ACWP
A CPI value of less than 1 indicates that your project is running
over budget.
Your CPI for the landscaping project is 0.60.
The schedule performance index (SPI) is determined by the
following
equation:
SPI = BCWP/BCWS
A value less than 1 indicates that your project is behind
schedule.
Your SPI for this project is 0.75.
The cost schedule index (CSI) combines the CPI and SPI indices
to provide

an overall measure of the project.
The CSI is determined by the following equation:
CSI = CPI * SPI
Your CSI for the landscaping project is 0.45.
The further the CSI is from 1, the less likely the project will be
able to recover.
Your project is over budget and behind schedule. Your CSI for
the project is
0.45. It is highly unlikely that you will be able to completely
recover your
project—it most likely will end up costing you more and taking
you longer.
Schedule and Cost Control Within Project Management
1
Schedule and cost management are the tactical components of
the project
management model. These two elements correlate to the Project
Management Institute's (PMI's) time management and cost
management,
both areas of knowledge. Schedule and cost management
facilitate the
conversion of the project strategy and project plan into real
activities and a
schedule that conforms to project objectives, constraints, and
deadlines. You

must then define the means and processes by which you plan to
control these
activities to ensure that the project stays on track and within the
baseline
schedule and cost. Without schedule and cost control, the
project strategy
and plan are useless.
Schedule and cost control begins with the translation of the
scope definition
into the work breakdown structure (WBS). This is the definition
of work to be
completed to achieve project objectives. The WBS will act as
the basis for
determining the following:
• the sequence and dependencies within which the
work/activities will
be performed;
• the level of effort assigned to each activity;
• the project schedule; and
• baseline costs.
You need a method of tracking where you are and where you
need to be,
however, to give you control over the execution of the project
schedule to
deliver the time, cost, scope, and quality objectives of your
project. This is
accomplished by first creating a baseline for your project
schedule and costs
and then tracking the progress with tools and processes.
Projects that deviate
from the baselines are managed and put back on track with the
schedule and

cost controls.
The following are some tools and processes used to control the
progress and
execution of a project schedule and cost:
• Gantt chart: a graphical depiction of the project schedule,
including
activities, durations, resources, and dependencies
• Critical path network/method: a graphical depiction of the
activities; their dependencies; what tasks are on the critical
path; and
what slack, if any, exists in each of the activities
• Status or progress reports: a frequent report of the work that
has
been completed, what is scheduled for completion in the
forthcoming
reporting period, risks, concerns, and issues
https://class.ctuonline.edu/LCMSFileSharePreview/Resources/A
dobePDF/3025.pdf
1602B-01
Schedule and Cost Control Within Project Management
2

• Schedule change control: the formal process of how to manage
schedule changes. This is usually carried out by an agreed-upon
and
documented change management process
• Earned-value analysis: a method designed to track work and
effort
and compare the amount of work that was planned for
completion
against the schedule
Schedule and cost control is a repetitive process that continues
until the
completion of all project activities and the fulfillment of project
objectives.
Project management software or spreadsheets can present most
of schedule
and cost control data.
“PMI” is a registered trademark of Project Management
Institute, Inc.
Schedule and Cost Control
1
Schedule and cost management are the tactical components of
the project
management model and are what convert your project strategy

and project
plan into real activities. Without schedule and cost control, the
project
strategy and plan are useless.
After creating a schedule that conforms to project objectives,
constraints, and
deadlines, the next task is to define the means and processes to
help you
control these activities to ensure the project stays on track and
within the
baseline schedule and cost.
Schedule and cost control begins with the translation of the
scope definition
into the work breakdown structure (WBS). This is the definition
of work to be
completed to achieve project objectives. The WBS will act as
the basis for
determining the following:
• The sequence and dependencies that affect the work and the
activities
to be performed
• Level of effort assigned to each activity
• Project schedule
• Baseline costs
As project manager, you need a method of tracking to bring
control over the
execution of the project schedule to deliver the time, cost,
scope, and quality
objectives of the project. Exercise proper control by first
creating a baseline
for the project schedule and costs and then tracking the progress

with project
management tools. Look at your baseline compared to actual
project
completion and put back on track, or proactively manage, any
projects that
deviate from the baseline in either cost or schedule. Continue
this process of
schedule and cost control repetitively until the completion of all
project
activities and the fulfillment of project objectives.
The Project Schedule and Human Resources
One of the steps in creating the project schedule is to assign
resources to
tasks. How well you complete this task can directly affect the
success of the
project. If the right people are matched to the right roles, the
result is a
motivated team. Miss something in this step and you may be
facing an uphill
battle in managing a successful project.
A project role is a set of responsibilities that must be met for
the project
activities to be completed. Depending on the organizational
structure in place
https://class.ctuonline.edu/LCMSFileSharePreview/Resources/A
dobePDF/29524.pdf
1602B-01
Schedule and Cost Control

2
in the company, project roles may or may not match operational
roles.
Step 1: Identify the Roles
The first step in assigning people to roles is to identify the roles
that must be
filled. If you are working as project manager in a project-based
organization
or there are strong product development life cycles in place,
roles may
already be defined. If not, look at the project deliverables and
determine the
roles that are needed. Base roles on related work and skills.
Step 2: Define the Required Skills
Once you have defined the roles needed to fill, determine the
skills that are
needed to fill each role. This thought process includes subject
matter,
business, and professional skills needed. Focus on the most
critical skills for
each role. Identify any skills gaps to determine training needs.
Ultimately,
use the results of this skills assessment to help define resource-
related
project risks.
Step 3: Match People to Roles
The final step is to match the people to whom you, as project
manager, have

access with the role that best suits them based on skills and
interests.
Consider the skills that each person has, the roles they have
filled in the past,
and the skills they are interested in developing. Understanding
where the
people on the team want to grow is critical to building a
motivated team,
which will greatly contribute to the success of the project.
Unit 1IP ASSIGNMENT DETAILSCost and Schedule
VarianceSchedule and Cost Control Within Project
ManagementSchedule and Cost Control
Digital Project
For this project, you will be responsible to create and simulate a
design using Multisim. You will have to develop the design
using standard logic gates and implement the design using
VHDL. There are two design projects (Project 1 and Project 2)
to choose from and two ways to implement the design (logic
gates and VHDL). Therefore, there are four options to choose
from. Each team member will select one from the following four
options.
· Option 1: Project 1 using Logic gates
· Option 2: Project 1 using VHDL
· Option 3: Project 2 using Logic gates
· Option 4: Project 2 using VHDL
Please note that the design should be implemented using IC
Chips rather than individual logic gates.
Once you have completed your design and simulated it, you will
then test your design to make sure that it meets the project
requirements.
The deliverable for this project is a paper. The requirements for
the paper are provided after a description of the projects.
Project 1
Develop a logic circuit necessary to meet the following
requirements:

In a certain chemical-processing plant, a liquid chemical is used
in a manufacturing process. The chemical is stored in three
different tanks. A level sensor in each tanks produces a HIGH
voltage when the level of chemical in the tank drops below a
specified point.
Design a circuit that monitors the chemical level in each tank
and indicates when the level in any two of the tanks drops
below the specified point.
Project 2
Develop a logic circuit necessary to meet the following
requirements:
A battery-powered lamp in a room is to be operated from two
switches, one at the back door and one at the front door. The
lamp is to be on if the front switch is on and the back switch is
off, or if the front switch is off and the back switch is on. The
lamp is to be off if both switches are off or if both switches are
on. Let a HIGH output represent the on condition and a LOW
output represent the off conditions.
PAPER REQUIREMENTS
The paper should include the following:
1. Title page (your name and GID, team member(s))
2. Statement of the problem and design approach
3. Design process, formulas or expressions, design tradeoffs to
minimize chips or execution time, etc. (choice of AND, NAND,
OR, for example). This section should include a narrative of the
design methodology and efforts to create a good design (based
on chip minimization or other metrics), and not just expressions
or tables. Be sure to include
. a. Truth tables
. b. Boolean expressions
· Final design and/or code
· Simulation results and analysis
· Validation of teammate's design/code
· Project Challenges: Note any difficulties you faced during the
completion of your design and how you overcame them
· Team Interaction Reflection: Describe how you used

Blackboard to facilitate interaction, how you worked with one
another in the design phase, challenges you encountered,
methods you employed to overcome any challenges.
· Teammate Assessment: Using the Project Participation Rubric
below, fill in the table below giving your teammate a ranking of
Needs Improvement, Competent, or Excellent. Be sure to justify
your ranking.

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