IT Project Mgt

IT Project Mgt Individual Assignment #3 Part 1: Critical Path Analysis Given the information provided in Table 1: 1. Prepare an Activity on the Node (AON) Network Diagram (you may use MS Project to do this if you wish, or any drawing tool); 2. Prepare a table of the possible activity paths (See Table 7.2 on p. 154 in Marchewka for an example) and identify the cr itical path; 3. Assume that adding an additional pers on to the project allows the project manager to reduce any task under PM control that is 4 or more days long by one day ( tasks P, Q, and R are external and cannot be changed ). How does this affect the critical pat h, and what is t he duration of the project with the added resources? Important Note: Be sure to take into consideration any special dependencies indicated in the chart (e.g., start-to-start, finish-to-fi nish) when calculating durations, slack, critical path, etc. The normal dependency unless otherwise st ated is finish-to-star t. If there is a delay between two activities, it is shown as a plus or minus offset. For example, a start- to-start + 5 dependency means the dependent task is planned to start 5 days after the start of the predecessor ta sk. Any special dependencies shown only apply to the immediate task listed to the left, not to the other tasks in the list. Marchewka – 5 th Edition Individual Assignment #3 Part 2: Earned Value Analysis Senior management has reques ted a status update on the workstation installation project. As a part of this update, managers have r equested that you present an Earned Value analysis (EVA). I have imagined three scenarios for project cost and schedule metrics that could have occurred for this projec t, shown in Table 3. As of the end of the reporting period, according to the original schedule, you were expecting to have completed all work through Activity I. 1. Calculate the values indicated in Table 2 for each of the three scenarios and provide a verbal interpretation of what each answer m eans. I have filled in the first answer as an example of what senior management expects. 2. Provide a written interpretation of the results. For each scenario: a. What would be the implications for managi ng the project (e.g., corrective actions, if any)? b. What statement would need to be made to the project stakeholders? Be sure to take into account all work co mpleted to date in making your calculations, even if the work was not scheduled to be co mpleted at this time (i.e., is ahead of schedule). Use the assumption t hat the project can take cr edit for partially complete work. (Hint: for Scenario 3, take into account the partial work done on Task J). Use the ETC based on typical variances and the EAC using CPI methods for computing ETC and EAC (Study the section on Project Metrics starting on p. 211 in Marchewka and related sections in the PMBOK Guide). Some additional notes: The deliverable is to fill out the matrix of earned value calculations for each of the th ree scenarios, given the informa tion provided in Table 3. I recommend that you use Excel or another spreadshe et program to do the calculations, using the standard formulas as shown in Ma rchewka and the PMBO K Guide. Each of the scenarios should give you slightly differ ent results for most of the calculations, especially those for cost and schedule performanc e. Also, it is impo rtant that you use the ETC based on typical variances and the EAC using CPI calculations; otherwise you will arrive at different answers than I have ca lculated. I filled in the answer for the first calculation which, based on the assignment, i ndicated that the expected work to have been completed at this point in the hypothet ical project was through Activity I. In performing your calculations, assume that t he percentages complete are correct for all activities as of the date y ou are preparing the table, and gi ve credit for any work that has been partially completed, even if it is ahead of schedule.