Project Management and Performance Index
1) The Palouse Ice Rink: Brenda and Jim bought copies of The Fast Forward MBA in Project Management by Eric Verzuh and started reading the chapter “Solving Common Project Problems”. Respond to the following items coherently:
i. Which of the “problems” do they have? ii. Using the facts and your inferences from the case, describe what specific techniques, methods, documents, strategies, etc. they should use for each of the project management problems they have. iii. Explain for each technique, method, etc. why it will benefit the project to build the second ice rink, and what will happen if each technique, method, etc. that you are recommending were not used.
2) BAE Baggage Handling System (BHS): Respond to the following items coherently:
i. What problems/challenges occurred during the timeframe when Federico Peña was mayor? ii. Given the constraints he faced when he succeeded Peña in November 1989, what should Mayor Webb have done differently?
3) Earned Value Analysis: A project manager reports the following information:
• Planned value = $300,000.
• Earned value = $290,000.
• Actual cost = $320,000.
• Total Project budget is $750,000.
The executives on the project’s steering committee want answers to two questions, at a minimum, during briefings.
Where are we today?
Where will we end up?
Match the following measures with the appropriate question, using the two-column table below and put the value you calculate next to the measure.
i. Budget at Completion (BAC) ii. Planned Value (PV) iii. Earned Value (EV) iv. Actual Cost (AC)
v. Schedule Variance (SV) vi. Schedule Variance % (SV %) vii. Schedule Performance Index (SPI) viii. Cost Variance (CV) ix. Cost Variance Percent (CV %)
x. Cost Performance Index (CPI) xi. Estimate To Completion (ETC) xii. Estimate At Completion (EAC) xiii. Variance At Completion (VAC) xiv. To Complete Performance Index (TCPI) Where are we today? Where will we end up?
i. Which of the “problems” do they have? ii. Using the facts and your inferences from the case, describe what specific techniques, methods, documents, strategies, etc. they should use for each of the project management problems they have. iii. Explain for each technique, method, etc. why it will benefit the project to build the second ice rink, and what will happen if each technique, method, etc. that you are recommending were not used.
2) BAE Baggage Handling System (BHS): Respond to the following items coherently:
i. What problems/challenges occurred during the timeframe when Federico Peña was mayor? ii. Given the constraints he faced when he succeeded Peña in November 1989, what should Mayor Webb have done differently?
3) Earned Value Analysis: A project manager reports the following information:
• Planned value = $300,000.
• Earned value = $290,000.
• Actual cost = $320,000.
• Total Project budget is $750,000.
The executives on the project’s steering committee want answers to two questions, at a minimum, during briefings.
Where are we today?
Where will we end up?
Match the following measures with the appropriate question, using the two-column table below and put the value you calculate next to the measure.
i. Budget at Completion (BAC) ii. Planned Value (PV) iii. Earned Value (EV) iv. Actual Cost (AC)
v. Schedule Variance (SV) vi. Schedule Variance % (SV %) vii. Schedule Performance Index (SPI) viii. Cost Variance (CV) ix. Cost Variance Percent (CV %)
x. Cost Performance Index (CPI) xi. Estimate To Completion (ETC) xii. Estimate At Completion (EAC) xiii. Variance At Completion (VAC) xiv. To Complete Performance Index (TCPI) Where are we today? Where will we end up?