Cp-2 Project Performance Report Schedule One Performance

CP-2 Project Performance Report Schedule One Performance Analysis Estimate at Completion Control Plan Revised Estimate at Completion Schedule Two During roughly midway into the CP-2 project, it was found that the project was running ten days behind schedule and it was already over budget. This is due to the fact that several tasks went over budget as well as a sluggish schedule performance. At this point the project manager fully utilized the resources at hand to bring the schedule back into order.

Despite meeting the schedule requirements, the project did go over budget by a marginal amount. This was a result of using extra labor to crash some of the activities. Schedule One The original project schedule predicted that the project would be completed on December 19 of 2008. However, on October 1, 2008 the project manager found that he was ten days behind schedule as well as over budget. The actual schedule at this point predicted that the project would be completed on January 2nd of the following year instead of the intended date.

Task Mode WBS Task Name Duration Start Finish Predecessors Resource Names Fixed Cost Manually Scheduled 1.25 Grand Opening 1 day Fri 12/19/08 Fri 12/19/08 Customer $30,000.00 Figure 3 - Original Schedule Task Mode WBS Task Name Duration Start Finish Predecessors Resource Names Fixed Cost Auto Scheduled 1 Theme Park Project 190 days? Mon 4/14/08 Fri 1/2/09 $0.00 Figure 2 - Project's Tardiness Figure 1 - Schedule One Task Analysis Figure 4 - Network Diagram Performance Analysis At the point in the project the earned value was roughly four hundred thousand dollars less than the planned value at this point in the project representing a significant negative schedule variance.

The cost variance was also nearly a hundred and fifty thousand dollars in the negative also representing the fact that the project was over budget. At this point in the project it was estimated that the total project budget would be slightly under five million dollars and would have a variance at completion of negative five hundred seventy eight thousand dollars.

Task Name Planned Value - PV (BCWS) Earned Value - EV (BCWP) AC (ACWP) SV CV EAC BAC VAC Theme Park Project $1,511,466.67 $1,111,961.33 $1,257,738.00 ($399,505.33) ($145,776.67) $4,990,316.90 $4,411,920.00 ($578,396.90) Estimate at Completion The estimate at completion (EAC) of the project on 10/01/08 was $4,999,031. This is based on the schedule that was predicting project completion of January 2nd of 2009. Thus this figure did not account for any of the crash costs that would be necessary to accelerate the schedule to meet the desired grand opening date.

Control Plan There were many resources available that could help to crash the project at this point. The easiest way to determine how to crash the schedule was to first examine the critical path. The resources that were associated with the critical path could be compared to see if there were more max units available as well as the price of those units. Many of the resources only had 100% of their units available so there wasn't too much of a selection for crashing the project.

The first resource that was planned for crashing was the ride supplier. This resource had % 600 max unit availability and only cost an addition $100 dollars per additional unit. However, this resource was not enough to fully crash the project so other resources had to be called on as well. An additional.