PPMP20010 - Assignment 1: Project Status and Control Report

PROJECT STATUS AND CONTROL REPORT
NAME OF PROJECT
PPMP20010- Assignment 1
Part A
Project Status Report
1 PROJECT INFORMATION
Project name: PPMP20010
Date: 24th April
Project ownership: Infrastructure Update and Software installation by
Baron Health Infrastructure
Prepared by: Project Manager
Distribution list: Procurement and Supply manager.
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PROJECT STATUS AND CONTROL REPORT
NAME OF PROJECT
2 GANTT CHART
WBS
#
Task &
Subtask 1 2 3 4 5 6 7 8 9 10
1 A ————
1.1 A1 —
1.2 A2 —
1.3 A3 —
2 B ————
3 C ———————
—
4 D ———————————
—
4.1 D1 ————
—
4.2 D2 —————
—
5 E ————
—
6 F ——
7 G —
8 H —
3 VARIANCE ANALYSIS (COST IN THOUSANDS)
Task &
Subtask
Milestone
Status PV EV AC
Variance %
Schedule
(EV-PV)
Cost
(EV-AC)
A Complete
d
100 100 100 0 0
A1 Complete
d
25 25 25 0 0
A2 Complete
d
50 50 50 0 0
A3 Complete
d
25 25 25 0 0
B Complete
d
50 50 55 0 -5
C Complete
d
50 50 40 0 10
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PROJECT STATUS AND CONTROL REPORT
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D In
progress
70 40 110 -30 -70
D1 Complete
d
30 30 50 0 -20
D2 In
progress
40 10 60 -30 -50
E Not
started
90 0 0 -90 0
F Not
started
40 0 0 -40 0
G Not
started
50 0 0 -50 0
H Not
started
5 0 0 -5 0
Task Totals 455 240 305 -245 -135
4 ESTIMATE AT COMPLETION (EAC)
EAC = $518,909.85$
5 COST SUMMARY
The cost can be of various types including the fixed and variable cost. The
cost must be considered by the company for the management of the work
and achievement of the goals in the most effective and efficient way. The
cost can affect the plans of the company that have been established and
can also affect the performance (Guide, 2015). The management of the
cost also increases the efficiency in monetary terms resulting in
increasing value with respect to the actual cost incurred. There is different
risk associated with the projects that are undertaken which need to be
identified and determined for the smooth functioning of the project. The
minimal are the risks, minimal is the chances of a collapse of the project
or inefficiency in the completion of the project.
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PROJECT STATUS AND CONTROL REPORT
NAME OF PROJECT
6 S CURVE
The performance can be measured with the S curve regularly and preventive
steps can be taken to overcome the issues leading to decrease in performance.
7 FORECAST COMPLETION DATE
Forecast completion date = 11 Week
The forecast completion date depends upon the actual completion of the work
and the remaining work.
8 MILESTONE REPORT
Mileston
e Task
Scheduled
Completion
Projected
Completio
n
Actual
Completio
n Issues
A Week 2 Week 2 Week 2 -
B Week 4 Week 4 Week 4 -
C Week 5 Week 5 Week 6 Planning of the Work
D Week 7 Week 7 Week 8 Designing of the software
E Week 8 Week 8 Week 8 Estimates taken
F Week 8 Week 9 Week 10 -
G Week 9 Week 10 Week 11 -
H Week 10 Week 11 Week 11 -
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PROJECT STATUS AND CONTROL REPORT
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9 EVENT REPORT
Current Problem Potential Impact Corrective Action
Planning There is a delay in the
completion of the work
The corrective action that
can be taken is to plan to
depend on the factors
surrounding the
organization
Designing The software design must
be such that can be used
by all which needs
developed with deep
knowledge
There must have been an
effective analysis of the
existing systems to
understand the available
options
Estimates The estimates are not as
per the planning and on
the basis of the factors
The estimates regarding
the completion of the
work must be based on
the current and future
scenarios.
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PROJECT STATUS AND CONTROL REPORT
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Part B
Project Controls
Task:
Provide a description of how the project will be controlled including its event driven
and time driven contrallabe caterogies and configuration procedural outputs for
each item categorised. (max 2 pages)
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PROJECT STATUS AND CONTROL REPORT
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The project must be completed in an effective and efficient way but the
company is always surrounded by uncertainties especially when it is a
long-term project. There can be an effect over the project depending upon
the factors which need to be determined and controlled by the techniques
and categories (Xue, Zhang, and Wu, 2018). The project must be
completed timely in order to save the overhead cost that can be there
which makes it important to have control over the process and factors that
can affect the completion of the project.
The controllable categories can be categorized in the following way:-
Deliverables – The deliverables are the products which are being used
irrespective of the nature of the business, input or output, can be
addressed in an advance or which can be created or tested for the
purpose of the completion of the project is tangible or intangible.
Configuration Items – The configuration items are the support for the
products that are being used for the product used being deliverable and
the set of the products that are important for the completion of the
projects.
Project Status reports – The other controllable categories with regards to
the projects are the regular report on the status of the project completion
to determine that it is as per the scheduled time and also make changes if
required.
Daily Logs – The daily logs are the register for maintaining the risk and
daily working of the project completion. The daily logs are used to
determine the regular update of the project undertaken.
Issue items – The issues or the factors that are being faced during the
completion of the projects are categorized for the purpose of overcoming
them and take preventive steps to overcome them in the best possible
way.
The procedural Outputs that must be maintained by the company
include the activities as follows:-
Planning – The planning is a most important aspect of the completion of
the projects that need to be taken care by the management. There must
be effective planning of the work to be carried out as well as the
procurement of the material for the completion of the project in a way that
the cost is minimal and does not affect the project (Santosh, and Apte,
2011).
Identification – The identification is important for the determining of
appropriate material and the process that needs to be carried out for the
effective and efficient completion of the work.
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PROJECT STATUS AND CONTROL REPORT
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Control – The control refers to the tools and technique along with
procedures that are considered by the organization to overcome the
issues that are being taken by the company.
Status accounting – The accounting is important for the management of
the cost incurred on the completion of the project. The checking at every
point of the delivery must be checked for controlling and accounting of the
costs.
Verification and audit – There must be a proper inspection of the work that
is being completed and measure the performance of the work. The Audit
of the accounting transaction must be carried out to determine the
efficiency of the work performed for the project.
These can be used by the company in the following way:-
Event-driven controls – There are various events that are surrounding the
project that need to be taken care for the completion of the project. The
controls that are being set up depending on the events that have occurred
during the working of the project (Khazaeni, Y. and Cassandras, 2016,
May).
Time-Driven controls – The time driven control are established by the
organisation on the basis of the time and instead of the event that has
occurred. These are established regularly to maintain the effectiveness
and efficiency of the projects.
Impact of the Controls on the company project
The company will be able to complete the project on time with the cost-
benefit and management. The timely completion is important as it can
result in an increase in the cost of the company and can affect the
budgets that are being prepared. The control can be useful in forecasting
the detail and issues and take positive steps against them to make them
analyse the project performance and analyse it. It will make them
understand the reason for the variances that have caused due to issues
and take preventive steps so that the budgets can be met and there is a
timely completion.
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PROJECT STATUS AND CONTROL REPORT
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References
 Guide, A.U.S., 2015. Understanding and Monitoring the Cost-Determining
Factors of Infrastructure Projects. Also available at
http://ec.europa.eu/regional_policy/sources/docgener/evaluation/pdf/
5_full_en.pdf
 Santosh, E.V. and Apte, E.M., Loss in Productivity in Relation with Delay
Analysis in Building Construction Projects. IOSR Journal of Mechanical and
Civil Engineering (IOSR-JMCE) Volume 11, Issue 3 Ver. IV PP 73-80
 Sartori, D., Catalano, G., Genco, M., Pancotti, C., Sirtori, E., Vignetti, S. and Bo,
C., 2014. Guide to Cost-Benefit Analysis of Investment Projects. Economic
appraisal tool for Cohesion Policy 2014-2020.
 Usmani, F., 2018. Planned Value (PV), Earned Value (EV) & Actual Cost (AC) in
Project Cost Management. PM Study Circle. [Online]. Also available at
https://pmstudycircle.com/2012/05/planned-value-pv-earned-value-ev-
actual-cost-ac-analysis-in-project-cost-management-2/. [ Accessed on 25-4-
2018]
 Willmer, A., 2014. Using S-Curves to improve Project Performance. Project
Tracker. [Online]. Also available at
http://projectpro-ph.com/wp-content/uploads/2017/03/Using-S-Curves-to-
Improve-Project-Performance.pdf. [ Accessed on 25-4-2018]
 Xue, H., Zhang, S., Su, Y. and Wu, Z., 2018. Capital Cost Optimization for
Prefabrication: A Factor Analysis Evaluation Model. Sustainability, 10(1),
p.159.
 Khazaeni, Y. and Cassandras, C.G., 2016, May. Event excitation for event-
driven control and optimization of multi-agent systems. In Discrete Event
Systems (WODES), 2016 13th International Workshop on (pp. 197-202). IEEE.
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