Project Management Assessment 3 Report on Project Progress

This report provides an update on the progress of the Project Management Assessment 3. It includes a review of milestones, feedback from project team members, progress of activities, forecasting the impact of any change, identification of project schedule variance, and responses to changes for maintaining project objectives.

Running head: PROJECT MANAGEMENT
Assessment 3
Name of the Student
Name of the University
Author’s Note

1
PROJECT MANAGEMENT
Table of Contents
1. Report on project progress.....................................................................................................2
1.1 Reviewing milestone and communication requirement...................................................2
1.2 Reviewing feedback from project team members............................................................2
1.3 Reviewing progress of activities......................................................................................2
1.4 Forecasting the impact of any change..............................................................................3
1.5 Identification of project schedule variance......................................................................4
1.6 Responses to the changes for maintaining project objectives..........................................5
2. Send an email to the CEO......................................................................................................5
3. Review and alter the schedule of the project.........................................................................7
4. Email to the project team members........................................................................................8
Bibliography...............................................................................................................................9

2
PROJECT MANAGEMENT
1. Report on project progress
1.1 Reviewing milestone and communication requirement
It is found that as per the project management plan, the selection of venue needs to be
completed by 14th of May, however as per the case that is provided, it is found that it’s 14th
May and still the venue for the purpose of conference is not booked. This is mainly because
the venue that was earlier selected is booked by the Park Royal director for the entire week
including Friday and thus, the organization “Managing Network” needs to select the new
venue. It is found that the change that is required within the project must be properly
discussed with the team members as well as other workers of the organization so that they
can get entire idea about the progress of the project.
1.2 Reviewing feedback from project team members
As per the feedback that is provided by the project team members, it is found that the
entire project is properly progressing as per the schedule that is created before the initiation
of the project. As per the feedback, it is identified that the participants have not yet selected
the topics that will be generally discussed in the conference. In addition to this, it is found
that the project managers are expecting to receive the brochure soon so that they can get
printed properly.
1.3 Reviewing progress of activities
It is found that as per the project management plan, it is quite necessary that the work
that is related with venue selection needs to be completed successfully. However, it is found
that it’s 14th May but still the venue is not selected as the venue is booked by the director of
Park Royal for the entire week. Thus, it is identified that due to uncertainties, the project
work is not getting executed as per the plan that is developed earlier.

3
PROJECT MANAGEMENT
1.4 Forecasting the impact of any change
It is found that if the director of the organization “Manager Network” will not be able
to select the venue on time for conducting the conference then it can cause delay in the
completion of the project. Further, it is identified that delay in project completion can
generally enhance the budget of the project which further can create number of financial
issues as well as challenges to the organization.

4
PROJECT MANAGEMENT
1.5 Identification of project schedule variance
As per the project management plan, the schedule variance of the project is reflected from the above figure that is
provided above.
Calendar
09-Apr
16-Apr
23-Apr
30-Apr
07-May
14-May
21-May
28-May
04-Jun
11-Jun
18-Jun
25-Jun
02-Jul
09-Jul
16-Jul
23-Jul
30-Jul
06-Aug
13-Aug
20-Aug
27-Aug
03-Sep
10-Sep
17-Sep
24-Sep
01-Oct
08-Oct
15-Oct
22-Oct
29-Oct
05-Nov
12-Nov
Item Topic Activity TBC Responsible
Planning phase
Meeting 1000 Project Manager 200 200 200 200 200
Venue selection 700 Event Manager 350 350
Audiences identification 500 Project Manager 250 250
Deciding on a theme 500 Event Manager 250 250
preparing budget and plan 700 Decorator 100 100 200 300
Finding sponsors 500 Project Sponsor 250 250
Milestone 1: Completion of
Execution phase
Setting date and booking venue 20000 Business Consultant 5000 5000 5000 2500 2500
Providing lighting as well as 5000 Decorator 2500 500 2000
Arranging rental equipment 5000 Event 2500 2500
Making ararngement for 15000 Event manager 7500 7500
Milestone 2: Completion of
Conference
Conference metting 2200 Event 1100 1100
Closure phase
Arranging food for participants 7000 Food 3000 2000 2000
Food preparation 7000 Project 7000
Sign off the project 500 Project Manager 250 250
Milestone 3: Completion of closure phase 65600
200 200 200 200 200 350 350 250 250 250 250 100 100 200 300 250 250 5000 5000 5000 5000 3000 4500 10000 7500 1100 1100 3000 2000 9000 250 250
200 400 600 800 1000 1350 1700 1950 2200 2450 2700 2800 2900 3100 3400 3650 3900 8900 13900 18900 23900 26900 31400 41400 48900 50000 51100 54100 56100 65100 65350 65600
Actual cost required 200 200 180 180 180 150 200 200 240 240 240 90 90 190 280 241 241 4900 4900 4900 4900 2500 4300 9990 7200 900 1000 2900 1900 8900 245 245
Cumulative actual cost (AC) 200 400 600 780 960 1140 1290 1490 1690 1930 2170 2410 2500 2590 2780 3060 3301 3542 8442 13342 18242 23142 25642 29942 39932 47132 48032 49032 51932 53832 62732 62977
% Complete 100% 100% 100% 100% 100% 100% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Cumulative EV 200 200 200 200 200 17.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
SPI 1 0.5 0.33 0.25 0.2 0.01 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total budgeted cost
Cummulative planned value (PV)
Figure 1: Schedule variance as per the earlier plan
(Source: Created by Author)
Due to the changes in the schedule of the project as the director of the organization is unable to find the venue by 14th
of May, It is found that some changes are identified in the SPI which is reflected below:
This document is Project Schedule Template.
It is part of the supporting assessment resources for Assessment Task 2 of BSBPMG512. Week beginning
Calendar
09-Apr
16-Apr
23-Apr
30-Apr
07-May
14-May
21-May
28-May
04-Jun
11-Jun
18-Jun
25-Jun
02-Jul
09-Jul
16-Jul
23-Jul
30-Jul
06-Aug
13-Aug
20-Aug
27-Aug
03-Sep
10-Sep
17-Sep
24-Sep
01-Oct
08-Oct
15-Oct
22-Oct
29-Oct
05-Nov
12-Nov
Item Topic Activity TBC Responsible
Planning phase
Meeting 1000 Project Manager 200 200 200 200 200
Venue selection 700 Event Manager 350 350
Audiences identification 500 Project Manager 250 250
Deciding on a theme 500 Event Manager 250 250
preparing budget and plan 700 Decorator 100 100 200 300
Finding sponsors 500 Project Sponsor 250 250
Milestone 1: Completion of execution
Execution phase
Setting date and booking venue 20000 Business Consultant 5000 5000 5000 2500 2500
Providing lighting as well as audio visual 5000 Decorator 2500 500 2000
Arranging rental equipment 5000 Event 2500 2500
Making ararngement for accomodation of 15000 Event manager 7500 7500
Milestone 2: Completion of execution
Conference
Conference metting 2200 Event 1100 1100
Closure phase
Arranging food for participants 7000 Food 3000 2000 2000
Food preparation 7000 Project 7000
Sign off the project 500 Project Manager 250 250
Milestone 3: Completion of closure phase 65600
200 200 200 200 200 350 350 250 250 250 250 100 100 200 300 250 250 5000 5000 5000 5000 3000 4500 10000 7500 1100 1100 3000 2000 9000 250 250
200 400 600 800 1000 1350 1700 1950 2200 2450 2700 2800 2900 3100 3400 3650 3900 8900 13900 18900 23900 26900 31400 41400 48900 50000 51100 54100 56100 65100 65350 65600
Actual cost required 200 200 180 180 180 150 200 200 240 240 240 90 90 190 280 241 241 4900 4900 4900 4900 2500 4300 9990 7200 900 1000 2900 1900 8900 245 245
Cumulative actual cost (AC) 200 400 600 780 960 1140 1290 1490 1690 1930 2170 2410 2500 2590 2780 3060 3301 3542 8442 13342 18242 23142 25642 29942 39932 47132 48032 49032 51932 53832 62732 62977
% Complete 100% 100% 100% 100% 100% 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Cumulative EV 200 200 200 200 200 17.5 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
SPI 1 0.5 0.33 0.25 0.2 0.01 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total budgeted cost
Cummulative planned value (PV)
Figure 2: Schedule variance after change in schedule
(Source: Created by Author)

5
PROJECT MANAGEMENT
1.6 Responses to the changes for maintaining project objectives
It is very much necessary for the project manager to undertake steps that are
helpful in maintaining the objectives of the project in spite of the changes in the
schedule of the project. The steps are generally reflected below:
Proper management of project schedule: It is identified that in order
to finish the work of the project within the assumed time, it is very much necessary to
manage the schedule of the project quite effectively.
Hiring a greater number of workers: The delay that has occurred due
to the venue selection will generally cause delay in completion of the project. In
order to avoid such issues, it is very much necessary to hire a greater number of
workers in order to complete the work.
2. Send an email to the CEO
To
The CEO of Manager Network,
Date: 11-12-18
Subject: Getting approval for moving the project forward
Respected Sir/ Ma’am
This is to bring into your kind consideration as the venue is not booked until 14th
of May, delay has occurred within the schedule of the project. The project

6
PROJECT MANAGEMENT
manager requires some more time in order to select the venue for the purpose of
conference. In order to progress with the project, new schedule for the project is
created which is attached below. Kindly, review the schedule of the project and
provide us confirmation so that we can proceed with the progress of the project
Thanking you,
Project manager

7
PROJECT MANAGEMENT
3. Review and alter the schedule of the project
The schedule of the project activities that has been changed is reflected in red within the diagram below:
This document is Project Schedule Template.
It is part of the supporting assessment resources for Assessment Task 2 of BSBPMG512. Week beginning
Calendar
09-Apr
16-Apr
23-Apr
30-Apr
07-May
14-May
21-May
28-May
04-Jun
11-Jun
18-Jun
25-Jun
02-Jul
09-Jul
16-Jul
23-Jul
30-Jul
06-Aug
13-Aug
20-Aug
27-Aug
03-Sep
10-Sep
17-Sep
24-Sep
01-Oct
08-Oct
15-Oct
22-Oct
29-Oct
05-Nov
12-Nov
Item Topic Activity TBC Responsible
Planning phase
Meeting 1000 Project Manager
Venue selection 700 Event Manager
Audiences identification 500 Project Manager
Deciding on a theme 500 Event Manager
preparing budget and plan 700 Decorator
Finding sponsors 500 Project Sponsor
Milestone 1: Completion of execution
Execution phase
Setting date and booking venue 20000 Business Consultant
Providing lighting as well as audio visual 5000 Decorator
Arranging rental equipment 5000 Event
Making ararngement for accomodation of 15000 Event manager
Milestone 2: Completion of execution
Conference
Conference metting 2200 Event
Closure phase
Arranging food for participants 7000 Food
Food preparation 7000 Project
Sign off the project 500 Project Manager
Milestone 3: Completion of closure phase
Figure 3: Changed schedule
(Source: Created by Author)

8
PROJECT MANAGEMENT
4. Email to the project team members
To,
The Team members,
Date:11-12-18
Subject: For making aware of the changes within the tasks
Dear Team,
This is to inform you that due to the delay in the selection of the venue, we have made some
changes within the project schedule. The attachments that are provided below reflects on the
changes within the schedule as well as in the project baseline. Kindly, check the attachments
in order to get proper idea about the new project schedule.
Thanks & Regards,
Project manager

9
PROJECT MANAGEMENT
Bibliography
De Carvalho, M.M., Patah, L.A. and de Souza Bido, D., 2015. Project management and its
effects on project success: Cross-country and cross-industry comparisons. International
Journal of Project Management, 33(7), pp.1509-1522.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
pp.291-298.
Kaiser, M.G., El Arbi, F. and Ahlemann, F., 2015. Successful project portfolio management
beyond project selection techniques: Understanding the role of structural
alignment. International Journal of Project Management, 33(1), pp.126-139.
Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to
measuring and monitoring project performance. John Wiley & Sons.
Sánchez, M.A., 2015. Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, pp.319-330.
Serra, C.E.M. and Kunc, M., 2015. Benefits realisation management and its influence on
project success and on the execution of business strategies. International Journal of Project
Management, 33(1), pp.53-66.
Todorović, M.L., Petrović, D.Č., Mihić, M.M., Obradović, V.L. and Bushuyev, S.D., 2015.
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), pp.772-783.

10
PROJECT MANAGEMENT
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual
framework for project governance. International Journal of Project Management, 32(8),
pp.1382-1394.