Principles of Project Management: Cost and Schedule Variance Analysis
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Added on 2023/06/11
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This presentation discusses the cost and schedule variance analysis of a project and emphasizes on the importance of effective leadership and management style. It also provides recommendations for hiring a suitable project manager.
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Principles of Project Management
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Introduction •Purpose is to emphasize on leadership and management style •Analyze the case study •Role of Project Management •Deployment of Fitouts •Consider crucial aspects for project status report
Cost Variance •Actual cost= $ 675,000 Actual completion of the project can be calculated as average of the completion of four floors till the date: = (75 % + 25 % + 25 % + 0 %) / 4 = 31.25 % •BAC(Budget at Completion) of the entire fitout project = $ 1,200,000 •Cost Variance= Earned Value of the Project - Actual cost = $ 375,000 – $ 675,000 =-$ 300,000
Schedule Variance •BAC(Budget at Completion) of the entire fitout project = $ 1,200,000 Planned completionof the project = average of the completion of four floors: = (100 % + 50 % + 50 % + 0 %) / 4 = 50 % •Planned Value of the project = Planned Completion (%) * BAC = 50 % X 1,200,000 = $ 600,000 •Schedule Variance= Earned Value – Planned Value = $ 375,000 – $ 600,000 =-$ 225,000
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Interpretation •Since the cost variance values is negative, this states that the project is still undergoing within the budget •Negative value of the schedule variance depicts project is not in the track of the completion within the expected time •Schedule of the project need proper consideration •New milestones with new timeline should be proposed
List of Additional Information •Executive overview •Project identifiers •Identify the possible strategies •Project summary •Project status report •Include the deliverables and the milestones •Current percentage of the work completed •Actual start date •Actual finish date
Leadership Behavior •Previous manager was not suitable •He does not have the effective communication strategy •Improper managerial skills •Improper leadership skills •He should have the quality of listening to others •He should take better decision-making •He should pass the organizational zoo model of leadership
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Organizational Zoo Model Cont. •This model suggests reflect, plan, do, and observe •A leader should analyze the different course of the action •Every discussion and develops member's reasoning before the association •"Appearance in real life" and "Reflection on Action." •Combining intelligent practice with discussion structure, conduct investigation, and analogy is special.
Recruitment of a New Project Manager •Emphasis should be on the personal and professional behavior •Manager should be capable of considering a broad aspect of the actions •He or she should consider the value of the contribution of every team member •A metaphor test can be executed for analyzing the behavior of the individual
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Overview of existing team environment •Project manager was not suitable for executing the project •Negligence of the team members •Improper communication •Wrong decision-making •Irresponsible decisions
Conclusion Based on the above facts, it can be concluded that the previous project that manager was lagging in many aspects and that led to certain point that can be a difficulty for new project manager to bring back the project on the track. The above report presents the cost and schedule variance that stated how the project was effected in the sense of the timeline because of the improper communication and leadership of the project manager.
Recommendation It can be recommended that hiring a project manager that passes the tests of the organizational zoo can be better suited for the project delivery and accomplishment of the objectives and outputs of the project.
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References •Binder, J., 2016. Global project management: communication, collaboration and management across borders. Routledge. •Boud, D., Cohen, R. and Sampson, J. eds., 2014. Peer learning in higher education: Learning from and with each other. Routledge. •Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management. Project Management Institute. •JOSEPH. PHILLIPS, P.M.P., CBAP, I. and PMP, C., 2018. PMP PROJECT MANAGEMENT PROFESSIONAL STUDY GUIDE. McGraw- Hill Education. •Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. •Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley & Sons. •Meredith, J.R., Shafer, S.M., Mantel Jr, S.J. and Sutton, M.M., 2016. Project management in practice. Wiley Global Education. •Meredith, J.R., Shafer, S.M., Mantel Jr, S.J. and Sutton, M.M., 2016. Project management in practice. Wiley Global Education. •Schwalbe, K., 2015. Information technology project management. Cengage Learning. •Turner, R., 2016. Gower handbook of project management. Routledge. •Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons. •Walker, A., 2015. Project management in construction. John Wiley & Sons.