PROJECT CHARTER TEMPLATE GENERAL PROJECT INFORMATIONProject Na.docxwkyra78
PROJECT CHARTER TEMPLATE
GENERAL PROJECT INFORMATION
Project Name:
Project Sponsor:
Project Manager:
Email Address:
Phone Number:
Organizational Unit:
Process Impacted:
Expected Start Date:
Expected Completion Date:
Expected Savings:
Estimated Costs:
Green Belts Assigned:
Black Belts Assigned:
PROBLEM, ISSUE, GOALS, OBJECTIVES, DELIVERABLES
Problem or Issue:
Purpose of Project:
Business Case:
Goals/Metrics:
Expected Deliverables:
PROJECT SCOPE & SCHEDULE
Within Scope
Outside of Scope
PROJECT RESOURCES & COSTS
Project Team
Support Resources
Special Needs
PROJECT BENEFITS & CUSTOMERS
Process Owner
Key Stakeholders
Final Customers
Expected Benefits
PROJECT RISKS, CONSTRAINTS, ASSUMPTIONS
Risks:
Constraints:
Assumptions:
DISCLAIMER
Any articles, templates, or information provided by Smartsheet on the website are for reference only. While we strive to keep the information up to date and correct, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the website or the information, articles, templates, or related graphics contained on the website. Any reliance you place on such information is therefore strictly at your own risk.
Test for Understanding Study Guide
PSYC 3003 Week 6
This test contains 45 items with a time limit of 60 minutes. Because there is not a written Application Assignment covering quasi-experimental designs this week, approximately 2/3 of the test items are drawn from Chapter 14, and 1/3 are drawn from Chapter 7.
This study guide is available to help you organize your focus and preparation as you prepare to take the Test for Understanding on the content presented in the Learning Resources assigned for this week. Read the assigned chapters and take notes as needed on the topics listed within this guide.
Please note:The Course Instructor is available throughout the courseto assist you in your achievement of a better understanding of the course content; however, the Instructor will not provideyou with the answers to the study guide.
Chapter 7 – Naturalistic Methods
1. Be able to distinguish among examples of the following naturalistic research designs and corresponding methodology:
a. Observational
b. Case studies
c. Archival
2. Be familiar with how the following sampling methods are conducted:
a. Time
b. Event
c. Individual
3. What is systematic observation? Which of the above listed sampling methods involves this approach?
4. Be able to identify examples of methodology that involves the use of behavioral categories.
5. Be able to distinguish among the differences, and identify examples of, the following terms:
a. Acknowledged participant
b. Unacknowledged participant
c. Acknowledged observer
d. Unacknowledged observer
6. Why is interrater reliability important when collecting naturalistic observation data? How is interrater reliability conducted?
7. What is a ...
PROJECT CHARTER TEMPLATE GENERAL PROJECT INFORMATIONProject Na.docxwkyra78
PROJECT CHARTER TEMPLATE
GENERAL PROJECT INFORMATION
Project Name:
Project Sponsor:
Project Manager:
Email Address:
Phone Number:
Organizational Unit:
Process Impacted:
Expected Start Date:
Expected Completion Date:
Expected Savings:
Estimated Costs:
Green Belts Assigned:
Black Belts Assigned:
PROBLEM, ISSUE, GOALS, OBJECTIVES, DELIVERABLES
Problem or Issue:
Purpose of Project:
Business Case:
Goals/Metrics:
Expected Deliverables:
PROJECT SCOPE & SCHEDULE
Within Scope
Outside of Scope
PROJECT RESOURCES & COSTS
Project Team
Support Resources
Special Needs
PROJECT BENEFITS & CUSTOMERS
Process Owner
Key Stakeholders
Final Customers
Expected Benefits
PROJECT RISKS, CONSTRAINTS, ASSUMPTIONS
Risks:
Constraints:
Assumptions:
DISCLAIMER
Any articles, templates, or information provided by Smartsheet on the website are for reference only. While we strive to keep the information up to date and correct, we make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability, or availability with respect to the website or the information, articles, templates, or related graphics contained on the website. Any reliance you place on such information is therefore strictly at your own risk.
Test for Understanding Study Guide
PSYC 3003 Week 6
This test contains 45 items with a time limit of 60 minutes. Because there is not a written Application Assignment covering quasi-experimental designs this week, approximately 2/3 of the test items are drawn from Chapter 14, and 1/3 are drawn from Chapter 7.
This study guide is available to help you organize your focus and preparation as you prepare to take the Test for Understanding on the content presented in the Learning Resources assigned for this week. Read the assigned chapters and take notes as needed on the topics listed within this guide.
Please note:The Course Instructor is available throughout the courseto assist you in your achievement of a better understanding of the course content; however, the Instructor will not provideyou with the answers to the study guide.
Chapter 7 – Naturalistic Methods
1. Be able to distinguish among examples of the following naturalistic research designs and corresponding methodology:
a. Observational
b. Case studies
c. Archival
2. Be familiar with how the following sampling methods are conducted:
a. Time
b. Event
c. Individual
3. What is systematic observation? Which of the above listed sampling methods involves this approach?
4. Be able to identify examples of methodology that involves the use of behavioral categories.
5. Be able to distinguish among the differences, and identify examples of, the following terms:
a. Acknowledged participant
b. Unacknowledged participant
c. Acknowledged observer
d. Unacknowledged observer
6. Why is interrater reliability important when collecting naturalistic observation data? How is interrater reliability conducted?
7. What is a ...
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
Integration Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Hello Class- This is a very rough draft of the assignment. I have SusanaFurman449
Hello Class- This is a very rough draft of the assignment. I have broken down each section and potential opportunities for you. This is not all inclusive as you can be creative but you must meet the deliverables of this assignment.
Scope and Schedule: At the end of week 4, you are to finalize the initially approved scope from week two and start building the project schedule. In this week, you are also to work on building the project Work-Breakdown Structure (WBS). Project scope and schedule will include the following components:
- Finalized project scope
- Project requirements – in more details
- WBS structure
- Developed project schedule
- Identify key milestones and deliverables
- Outline project resources and assign them to tasks accordingly.
- Stakeholder engagement – communication plan
Make sure that there is a heading for each section.
Title Page – Name, date, etc
· Finalized Project Scope: Chapter 7 Scope Planning,
I just want a summary of what your final scope is.
· Project Requirements – Details
· WBS Structure- (Week 3) Chapter 7 Video, How to construct a WBS?
·
· Developed Project Schedule – Chapter 8 Video – Develop Project Schedule, Chapter 8 Reading Scheduling Projects – May ways to show schedule just pick one.
Develop Project Schedule
Once you have an estimated duration for each activity in the network must determine (based on durations and sequence) whether the project can be realistically finished by the required completion time.
· In order to do this, the contractor should estimate the duration of each activity.
· He or she should establish an overall window of time for the project.
Develop a project schedule that provides a timetable for each activity and shows:
· The earliest times (or dates) at which each activity can start and finish, based on the project estimated start time (or date)
· The latest times (or dates) by which each activity must start and finish in order to complete the project by its required completion time (or date)
· Incorporate Changes into Schedule
· Throughout a project, changes may occur that impact the schedule.
· Changes might be initiated by the customer or the project team, or they might be the result of an unanticipated occurrence.
· Changes requested early in the project may have less of an impact on schedule and budget than those requested later in the project.
· When the customer requests a change, the contractor or project team should estimate the impact on the project schedule and budget and then obtain customer approval before proceeding.
· If the customer approves the proposed revisions to the project schedule and budget, then any additional activities, revised estimated durations, and revised estimated resources and associated costs should be incorporated into the project schedule and budget.
· With respect to the project schedule, changes can result in the addition or deletion of activities, re-sequencing of activities, changes to estimated durations for specific activi ...
project Development Management (Scope Management )NeveenJamal
Project scope is everything about a project , work content as well as expected outcomes
Project Scope is :
1 Naming all activities to be performed.
2 Resources needed.
3 End product.
4 Quality of product
5 Goals.
6 Constraints and limitations
Ewan Glen looked at the role of Integrated Baseline Reviews, (IBR), as a tool in assurance. The aim of an IBR is to assure both the customer and supplier’s PM team that they have a common understanding of what is to be delivered and how.
An overview about the Project Planning and management is given in this ppt.
If anyone needs any ppt/pdf/project on any topic related to management can contact me on my emailid-nupur.agrawal8@gmail.com
PROJECT PART ONE
1
Part-1: Creating a New Plane
Students Name
Institution Affiliation
Course
Date
Part-1: Creating a New Plane
Project Title: Creating a New Plane
A Work Breakdown Structure (WBS) lists all project duties. WBS is hierarchical and offers logical, ambiguity-free categorization. Activities or deliverables may define these categories. The WBS must represent the approved work. The project's scope statement should be used to create a timetable and cost estimate. Project managers must construct a WBS before developing a strategy and timeline. Developing a WBS and WBS Dictionary will allow the project team to: 1)gather information on the project's work requirements for creating a new plane, 2)divide operations into smaller portions that will fulfill the project's goals, and 3)design the project so that it is proactive and logical from beginning to end.
Before the project begins, the PM has minimal influence. without specifying project scope. Through scope management, the project manager can design and maintain the scope statement. This statement describes the project manager's deliverables. This phase ensures and communicates to project management that only scope-related activity is done. This step helps complete the work.
Planning
Most firms that use project management make their OPA available to project managers. This, along with a Project Charter and Preliminary Project Scope Statement, will help the PM launch this part of the project. The Project Manager will have a Scope Management Plan after this stage. According to the Scope Management Plan, the PM will document, refine, verify, and oversee the project scope.
Define.
Project scope is next. To define project requirements, the project manager must interview all relevant parties. After understanding the project's stakeholders' needs and expectations, the scope can be established by prioritizing outputs. Discussing some options now may be helpful if they need to be documented later. After completing the scope definition, the project manager should conclude the scope statement. This will help in later project stages when making selections and ensuring everyone knows the project's goals.
Create a WBS.
A well-designed WBS should focus on project deliverables, not tasks (WBS). If you don't use the Work Breakdown Structure (WBS) as a checklist of activities to do (your project plan will help), you can focus on the WBS's primary purpose: organizing and outlining the project's scope. Work packages should be the foundation of the Work Breakdown Structure (WBS). These work bundles should help you estimate the project's cost and timeline.
Verification
In "Scope Verification," you'll win stakeholders' formal approval of your project's scope. To acquire this degree of acceptability, you must often undergo Inspection.
Control
Change Integrated Any project changes require a Control Process (ICCP). During Scope Control, you'll address ever.
This presentation covers the two processes that fall under the Initiating Process Group
1. Develop Project charter
2. Identify Stakeholders
Additionally, it covers the ITTO of the processes
Iterative Process Planning
Work Breakdown Structures
Planning Guidelines
The Cost and Schedule Estimating Process
The Iteration Planning Process
Pragmatic Planning
Project Organizations and Responsibilities
Line-of-Business organizations
Project Organizations
Evolution Organizations
Process Automation
Tools: Automation Building Blocks
The Project Environment
Online PMP Training Material for PMP Exam - Integration Management Knowledge ...GlobalSkillup
Integration Management Knowledge Area in Project management defined by PMBOK 5th Edition by Project Management Institute (PMI). Provided by GlobalSkillup.com towards PMP Certification Exam.
Hello Class- This is a very rough draft of the assignment. I have SusanaFurman449
Hello Class- This is a very rough draft of the assignment. I have broken down each section and potential opportunities for you. This is not all inclusive as you can be creative but you must meet the deliverables of this assignment.
Scope and Schedule: At the end of week 4, you are to finalize the initially approved scope from week two and start building the project schedule. In this week, you are also to work on building the project Work-Breakdown Structure (WBS). Project scope and schedule will include the following components:
- Finalized project scope
- Project requirements – in more details
- WBS structure
- Developed project schedule
- Identify key milestones and deliverables
- Outline project resources and assign them to tasks accordingly.
- Stakeholder engagement – communication plan
Make sure that there is a heading for each section.
Title Page – Name, date, etc
· Finalized Project Scope: Chapter 7 Scope Planning,
I just want a summary of what your final scope is.
· Project Requirements – Details
· WBS Structure- (Week 3) Chapter 7 Video, How to construct a WBS?
·
· Developed Project Schedule – Chapter 8 Video – Develop Project Schedule, Chapter 8 Reading Scheduling Projects – May ways to show schedule just pick one.
Develop Project Schedule
Once you have an estimated duration for each activity in the network must determine (based on durations and sequence) whether the project can be realistically finished by the required completion time.
· In order to do this, the contractor should estimate the duration of each activity.
· He or she should establish an overall window of time for the project.
Develop a project schedule that provides a timetable for each activity and shows:
· The earliest times (or dates) at which each activity can start and finish, based on the project estimated start time (or date)
· The latest times (or dates) by which each activity must start and finish in order to complete the project by its required completion time (or date)
· Incorporate Changes into Schedule
· Throughout a project, changes may occur that impact the schedule.
· Changes might be initiated by the customer or the project team, or they might be the result of an unanticipated occurrence.
· Changes requested early in the project may have less of an impact on schedule and budget than those requested later in the project.
· When the customer requests a change, the contractor or project team should estimate the impact on the project schedule and budget and then obtain customer approval before proceeding.
· If the customer approves the proposed revisions to the project schedule and budget, then any additional activities, revised estimated durations, and revised estimated resources and associated costs should be incorporated into the project schedule and budget.
· With respect to the project schedule, changes can result in the addition or deletion of activities, re-sequencing of activities, changes to estimated durations for specific activi ...
project Development Management (Scope Management )NeveenJamal
Project scope is everything about a project , work content as well as expected outcomes
Project Scope is :
1 Naming all activities to be performed.
2 Resources needed.
3 End product.
4 Quality of product
5 Goals.
6 Constraints and limitations
Ewan Glen looked at the role of Integrated Baseline Reviews, (IBR), as a tool in assurance. The aim of an IBR is to assure both the customer and supplier’s PM team that they have a common understanding of what is to be delivered and how.
An overview about the Project Planning and management is given in this ppt.
If anyone needs any ppt/pdf/project on any topic related to management can contact me on my emailid-nupur.agrawal8@gmail.com
PROJECT PART ONE
1
Part-1: Creating a New Plane
Students Name
Institution Affiliation
Course
Date
Part-1: Creating a New Plane
Project Title: Creating a New Plane
A Work Breakdown Structure (WBS) lists all project duties. WBS is hierarchical and offers logical, ambiguity-free categorization. Activities or deliverables may define these categories. The WBS must represent the approved work. The project's scope statement should be used to create a timetable and cost estimate. Project managers must construct a WBS before developing a strategy and timeline. Developing a WBS and WBS Dictionary will allow the project team to: 1)gather information on the project's work requirements for creating a new plane, 2)divide operations into smaller portions that will fulfill the project's goals, and 3)design the project so that it is proactive and logical from beginning to end.
Before the project begins, the PM has minimal influence. without specifying project scope. Through scope management, the project manager can design and maintain the scope statement. This statement describes the project manager's deliverables. This phase ensures and communicates to project management that only scope-related activity is done. This step helps complete the work.
Planning
Most firms that use project management make their OPA available to project managers. This, along with a Project Charter and Preliminary Project Scope Statement, will help the PM launch this part of the project. The Project Manager will have a Scope Management Plan after this stage. According to the Scope Management Plan, the PM will document, refine, verify, and oversee the project scope.
Define.
Project scope is next. To define project requirements, the project manager must interview all relevant parties. After understanding the project's stakeholders' needs and expectations, the scope can be established by prioritizing outputs. Discussing some options now may be helpful if they need to be documented later. After completing the scope definition, the project manager should conclude the scope statement. This will help in later project stages when making selections and ensuring everyone knows the project's goals.
Create a WBS.
A well-designed WBS should focus on project deliverables, not tasks (WBS). If you don't use the Work Breakdown Structure (WBS) as a checklist of activities to do (your project plan will help), you can focus on the WBS's primary purpose: organizing and outlining the project's scope. Work packages should be the foundation of the Work Breakdown Structure (WBS). These work bundles should help you estimate the project's cost and timeline.
Verification
In "Scope Verification," you'll win stakeholders' formal approval of your project's scope. To acquire this degree of acceptability, you must often undergo Inspection.
Control
Change Integrated Any project changes require a Control Process (ICCP). During Scope Control, you'll address ever.
This presentation covers the two processes that fall under the Initiating Process Group
1. Develop Project charter
2. Identify Stakeholders
Additionally, it covers the ITTO of the processes
Iterative Process Planning
Work Breakdown Structures
Planning Guidelines
The Cost and Schedule Estimating Process
The Iteration Planning Process
Pragmatic Planning
Project Organizations and Responsibilities
Line-of-Business organizations
Project Organizations
Evolution Organizations
Process Automation
Tools: Automation Building Blocks
The Project Environment
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
1. Defining the Project
Step 1: Defining the Project Scope
Step 2: Establishing Project Priorities
Step 3: Creating the Work Breakdown Structure
Step 4: Integrating the WBS with the Organization
Step 5: Coding the WBS for the Information System
4–1
2. Step 1: Defining the Project Scope
• Project Scope
• A definition of the end result or mission of the project—a
product or service for the client/customer—in specific,
tangible, and measurable terms.
• Purpose of the Scope Statement
• To clearly define the deliverable(s) for the end user.
• To focus the project on successful completion
of its goals.
• To be used by the project owner and participants
as a planning tool and for measuring project success.
4–2
4. Project Scope: Terms and
Definitions
• Scope Statements
• Also called statements of work (SOW)
• Project Charter
• Can contain an expanded version of scope statement
• A document authorizing the project manager to initiate and
lead the project.
• Scope Creep
• The tendency for the project scope to expand over time due to
changing requirements, specifications, and priorities.
4–4
5. Step 2: Establishing Project Priorities
• Causes of Project Trade-offs
• Shifts in the relative importance of criterions related
to cost, time, and performance parameters
• Budget–Cost
• Schedule–Time
• Performance–Scope
• Managing the Priorities of Project Trade-offs
• Constrain: a parameter is a fixed requirement.
• Enhance: optimizing a criterion over others.
• Accept: reducing (or not meeting) a criterion requirement.
4–5
8. Step 3:Creating the Work Breakdown
Structure
• Work Breakdown Structure (WBS)
• An hierarchical outline (map) that identifies the products and work
elements involved in a project.
• Defines the relationship of the final deliverable
(the project) to its subdeliverables, and in turn,
their relationships to work packages.
• Best suited for design and build projects that have tangible outcomes
rather than process-oriented projects.
4–8
9. Hierarchical
Breakdown of the
WBS
4–9
FIGURE 4.3
* This breakdown groups work
packages by type of work within a
deliverable and allows assignment
of responsibility to an organizational
unit. This extra step facilitates a
system for monitoring project
progress (discussed in Chapter 13).
10. How WBS Helps the Project
Manager
• WBS
• Facilitates evaluation of cost, time, and technical performance of the
organization on a project.
• Provides management with information appropriate
to each organizational level.
• Helps in the development of the organization breakdown structure
(OBS). which assigns project responsibilities to organizational units and
individuals
• Helps manage plan, schedule, and budget.
• Defines communication channels and assists
in coordinating the various project elements.
4–10
12. Work Packages
• A work package is the lowest level of the WBS.
• It is output-oriented in that it:
1. Defines work (what).
2. Identifies time to complete a work package (how long).
3. Identifies a time-phased budget to complete
a work package (cost).
4. Identifies resources needed to complete
a work package (how much).
5. Identifies a person responsible for units of work (who).
6. Identifies monitoring points (milestones)
for measuring success.
4–12
13. Step 4:Integrating theWBS with the
organization
• Organizational Breakdown Structure (OBS)
• Depicts how the firm is organized to discharge its work responsibility
for a project.
• Provides a framework to summarize
organization work unit performance.
• Identifies organization units responsible
for work packages.
• Ties the organizational units
to cost control accounts.
4–13
15. Step 5: Coding the WBS for the
Information System
• WBS Coding System
• Defines:
• Levels and elements of the WBS
• Organization elements
• Work packages
• Budget and cost information
• Allows reports to be consolidated at any level in the
organization structure
4–15
17. Responsibility Matrices
• Responsibility Matrix (RM)
• Also called a linear responsibility chart.
• Summarizes the tasks to be accomplished and who is
responsible for what on the project.
• Lists project activities and participants.
• Clarifies critical interfaces between units
and individuals that need coordination.
• Provide an means for all participants to view their responsibilities
and agree on their assignments.
• Clarifies the extent or type of authority that
can be exercised by each participant.
4–17
18. Project Communication Plan
• What information needs to be collected
and when?
• Who will receive the information?
• What methods will be used to gather
and store information?
• What are the limits, if any, on who has access to certain
kinds of information?
• When will the information be communicated?
• How will it be communicated?
4–18
19. Information Needs
• Project status reports
• Deliverable issues
• Changes in scope
• Team status meetings
• Gating decisions
• Accepted request changes
• Action items
• Milestone reports
4–19
20. Key Terms
4–20
Cost account
Milestone
Organization breakdown structure (OBS)
Scope creep
Priority matrix
Responsibility matrix
Scope statement
Process breakdown structure (PBS)
Work breakdown structure (WBS)
Work package
21. Evaluating Economic Profitablity
Engineering Economy focuses on return that a given project or capital
investment will or should produce. Five methods for evaluating the
economic profitability of a single proposed problem solutions (i.e
alternatives):
1. PW - Present Worth
2. FW – Future Worth
3. AW – Annual Worth
4. IRR – Internal Rate of Return
5. ERR – External Rate of Return
1, 2, 3 Converts Cash Flows into their equivalent worth by using interest rate
known as MARR
4, 5 computes annual rate of profit or return resulting from an investment
and are then compared to MARR
22. Types of Projects
Private Public
Purpose Provide goods or services at a
profit, maximize profit or
minimize costs
Protect health, protect lives
and property. Provide
services (at no profit) provide
jobs
Sources of Capital Private Investors & Lenders Taxation; private lenders
Method of
Financing
Individual Ownership;
partnership, corporations
Direct Payment of Taxes,
Loans without interest; loans
at low interest; self
liquidating bonds; indirect
subsidies; guarantee of
private loans
Multiple Purposes Moderate Common (e.g. reservoir
project for flood control,
irrigation, drinking water,
electrical power, recreation
23. Private Public
Project Life Usually Short (5-10 years) Usually Long (20 – 60
years)
Relationship of
suppliers of capital
to capital in projects
Direct Indirect or None
Nature of Benefits Monetary or relatively easy
to equate to monetary terms
Often non monetary,
difficult to quantify ,
difficult to equate to
monetary terms
Beneficiaries of
Project
Primarily early undertaking
project
General Public
Conflict of Purpose Moderate Quite Common (dam
for flood control or
environment protection
24. Private Public
Conflict of
Interests
Moderate Very common (between
agencies)
Effect of Politics Little to Moderate Frequent Factors, short
term tenure for decision
makers, pressure
groups, financial and
residential restrictions,
etc
Measurement of
Efficiency
Rate of Return on Capital Very Difficult, no direct
comparison with prvate
projects
25. Benefit Cost Ratios with Present Worth
• Conventional Benefit Cost Ratio with PW
• B-C= PW (Benefits of Proposed Project)
PW (Total Cost of the Proposed Project)
• B-C= PW (B)
I – PW (MV) + P (O&M)
• Modified Benefit Cost Ratio with PW
• B-C= PW (B) – PW (O & M)
I – PW (MV)
26. Benefit Cost Ratio with Annual
Worth
• Conventional Benefit Cost Ratio with AW
• B-C= AW (Benefits of Proposed Project)
AW (Total Cost of the Proposed Project)
• B-C= AW (B)
CR+ AW (O&M)
CR = Capital Recovery Per Annum
• Modified Benefit Cost Ratio with PW
• B-C= AW (B) – AW (O & M)
CR
27. Example
• The city of Columbia is considering extending the runways of its municipal airport so
that commercial jets can use the facility. The land necessary for runway extension is
currently a farmland that can be purchased for $350,000. Construction costs for the
runway extension are projected to be $600,000 and the additional annual maintenance
costs for extension are estimated to be $22500. If runways are extended, a small
terminal will be constructed at a cost of $250,000. The annual operating and
maintenance cost are estimated at $75,000. The projected increase in flights will require
the addition of two traffic controllers at an annual cost of $100,000. Annual benefits
of the runway extension have been estimated as follows:
• $ 325,000 - Rental from airline leasing space
• $65000 – Airport tax charged to passengers
• $50,000 - Convinience benefits for residents of Columbia
• $50,000 – Additional tourism benefits for Columbia
Study Period is 20 years and MARR is 10% per year to determine if runway should be
extended or not?
28. • Conventional B-C (Here MV is considered negligible as expenditure incurred in non
refundable)
• B-C= PW (Benefits of Proposed Project)
PW (Total Cost of the Proposed Project)
= $490,000 (P/A 10%, 20)
$1,200,000 + $ 197000
(by using Interest and Annuity Tables for discrete compounding)
= 1.448 > 1 (therefore extend runways)
30. Cost Control
• Project cost control includes
• monitoring cost performance
• ensuring that only appropriate project changes are included
in a revised cost baseline
• informing project stakeholders of authorized changes to
the project that will affect costs
• Earned value analysis is an important tool for cost
control
31. The Gantt Chart and Progress Reporting
Complete
Behind
Complete
Ahead
Behind
Time Now
Activity A
Activity B
Activity C
Activity D
Activity E
Activity F
Activity G
Activity H
32. The Need for Earned Value Analysis
cost
time
time now
progress
time
time now
budget
actual
Over-budget Ahead of schedule
We need to be able to resolve this as we may be
• under-budget and ahead of schedule
• over-budget and ahead on schedule
• on budget and ahead of schedule
Cannot make management decisions until we know the status of the project
33. Earned Value Analysis (EVA)
• EVA is a project performance measurement technique that
integrates scope, time, and cost data.
• (original plan plus approved changes), you can determine how
well the project is meeting its goals
34. Earned Value Analysis Terms
• Budgeted cost of work performed (BCWP), also called earned
value, is the percentage of work actually completed multiplied
by the planned cost
• Budgeted cost of work scheduled (BCWS), also called planned
value, is that portion of the approved total cost estimate planned
to be spent on an activity during a given period
• Actual cost of work performed (ACWP), also called actual cost,
are the total direct and indirect costs incurred in accomplishing
work on an activity during a given period
35. Earned Value Analysis--EVA
• Earned value = Budgeted Cost of Work Performed
(BCWP)
• Planned value = Budgeted Cost of Work Scheduled
(BCWS), and
• Actual Cost = Actual Cost of Work Performed
(ACWP)
• When you complete an activity, you earn the
budgeted value of that activity
36. Schedule Performance Index (SPI)
• Defined as the ratio BCWP/BCWS
• A value close to 1 indicates an activity that is on
schedule
• Values greater than 1 suggest the activity is
ahead of schedule
• Values less than 1 indicate a schedule overrun
37. Cost Performance Index (CPI)
• Defined as the ratio BCWP/ACWP
• A value close to 1 indicates an activity that is on
budget
• Values greater than 1 suggest the activity is
below budget
• Values less than 1 indicate a budget overrun
38. Cost Variance (CV)
• Defined as the difference between the budgeted cost
of work performed and the actual cost of work
performed
• = BCWP - ACWP
• A positive CV indicates a lower actual cost than
budgeted for the control period, while a negative CV
indicates a cost overrun
39. Schedule Variance (SV)
• Defined as the difference between the budgeted cost
of work performed and the budgeted cost of work
scheduled
• = BCWP - BCWS
• Indicates the deviation between the work content
performed and the work content scheduled for the
control period
40. Table Earned Value Formulas
Term Formula
Earned Value Budgeted Cost of Work Performed (BCWP) =
budgeted cost to date X % complete
Cost Variance CV=BCWP-ACWP (actual cost of work performed)
Schedule Variance SV=BCWP-BCWS (budgeted cost of work
scheduled)
Cost Performance Index CPI=BCWP/ACWP
Schedule Performance Index SPI = BCWP/BCWS
41. Earned Value Calculations for One
Activity After Week One
Activity Week 1 Week 2 Total % Complete
after Week 1
EarnedValue
after Week 1
(BCWP)
Purchase web server 10,000 0 10,000 75% 7,500
Weekly Plan (BCWS) 10,000 0 10,000
Weekly Actual (ACWP) 15,000 5,000 20,000
Cost Variance (CV) -7,500
Schedule Variance (SV) -2,500
Cost Performance
Index (CPI)
50%
Schedule Performance
Index (SPI)
75%
42. Earned Value Calculations for One
Activity After Week One
Activity Week 1 Week 2 Total % Complete
after Week 1
EarnedValue
after Week 1
(BCWP)
Purchase web server 10,000 0 10,000 75% 7,500
Weekly Plan (BCWS) 10,000 0 10,000
Weekly Actual (ACWP) 15,000 5,000 20,000
Cost Variance (CV) -7,500
Schedule Variance (SV) -2,500
Cost Performance
Index (CPI)
50%
Schedule Performance
Index (SPI)
75%
43. Rules of Thumb for EVA Numbers
• Negative numbers for cost and schedule variance indicate
problems in those areas. The project is costing more than
planned or taking longer than planned
• CPI and SPI less than 100% indicate problems
44. Why Earned Value Analysis??
• You can’t tell what your true cost variance is because
you don’t know where you are relative to schedule
• Suppose you are behind schedule but also you have spent
less than what the schedule has called for. Are you really
under budget?
45. Budgeted Cost of Work Performed
(BCWP) = Earned Value
• Defined as the monetary value of the work actually
accomplished within the control period.
ACTIVITY BCWP
1 $12,000
2 $20,000
3 $25,000
$57,.000
CUMULATIVE
46. Budgeted Cost of Work Scheduled
(BCWS)
• Defined as the value of the work scheduled to
be accomplished in a given period of time
ACTIVITY BCWS
1 $12,000
2 $30,000
3 $32,000
$74,000
CUMULATIVE
47. Actual Cost of Work Performed
(ACWP)
• Defined as the cost actually incurred and recorded in
accomplishing the work performed within the
control period
ACTIVITY ACWP
1 $10,000
2 $25,000
3 $16,000
$51,000
CUMULATIVE
48. Table Earned Value Formulas
Term Formula
Earned Value Budgeted Cost of Work Performed (BCWP) =
budgeted cost to date X % complete
Cost Variance CV=BCWP-ACWP (actual cost of work performed)
Schedule Variance SV=BCWP-BCWS (budgeted cost of work
scheduled)
Cost Performance Index CPI=BCWP/ACWP
Schedule Performance Index SPI = BCWP/BCWS
49. Let’s try it
• For each of the activities in the examples above,
calculate
• SCHEDULE VARIANCE
• COST VARIANCE
• Calculate cumulative schedule and cost variance
50. Let’s try it
• For each of the activities in the examples above,
calculate
• SCHEDULE PERFORMANCE INDEX
• COST PERFORMANCE INDEX
• Calculate cumulative cost and schedule performance
indices
51. Answers to Schedule and Cost Variance
• Cumulative schedule variance = -17,000
• Cumulative cost variance = 6,000
52. Budgeted Cost
• Total Budgeted Cost
• Cumulative Budgeted Cost
• Cumulative Actual Cost
• Cumulative Earned Value
53. Cost Performance Index
CPI = Cumulative Earned Value
Cumulative Actual Cost
If CPI is below one – corrective action
required
If CPI is above one – project is going with
economy/profit generating
Cost Variance
CV = CEV – CAC
54. Cost Forecast
Forecasted Cost at completion =Total Budgeted Cost
Cost Performance Index
FCAC = TBC
CPI
Forecasted Cost at completion = Cumulative
Actual Cost + Total Budgeted Cost –
Cumulative Earned Value