Financial Reporting and Project Management: Automotive Futures Report

This report analyzes financial reporting and project management within the context of a case study involving Automotive Futures, a company specializing in technology contracting and product development. The report delves into the project life cycle, emphasizing the importance of the iron triangle (s...Read More

FINANCIAL REPORTING

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
PART A...........................................................................................................................................1
1. a) Importance of the various iron triangle parameters in setting the Overall Project
objectives....................................................................................................................................1
b) risk register............................................................................................................................3
2 Planning and cost...................................................................................................................30
3. Managing progress and spending..........................................................................................38
4. Earned value analysis............................................................................................................38
PART B..........................................................................................................................................40
Reflection .................................................................................................................................40
CONCLUSION..............................................................................................................................42
REFERENCES..............................................................................................................................43

INTRODUCTION
Project management may be defined as a practice which mainly includes five aspects initiation, planning, executing, controlling
and closure. The main motive behind the adoption of project management is to meet goals within specific time frame by taking into
account constraints. The present study is based o9n the case scenario of Automotive Futures which is involved in technology
contracting, consulting and product/software development. Company has specialization in automation as well as wide range of new
products. In this, report will provide deeper insight about the aspects of project life cycle. Besides this, it will develop understanding
about the extent to which risk register helps in managing projects effectually. Further, report also entails how gantt chart helps in
monitoring the progress of project. It will also presents how earned value analysis can be used under project management for cost
allocation and assessment.
MAIN BODY
PART A
1. a) Importance of the various iron triangle parameters in setting the Overall Project objectives
Iron triangle are the basic factor that are accounted for during planning and delivery of any project. three
factors of iron triangle are well named as Scope, Schedule and Cost. There are many importance which are brought
by the different aspect of the iron triangle to the project manager in conducting the different project as project
triangle used to cover up almost all the aspect of the project management (Bronte-Stewart, 2015). Some of the
importance which are brought by iron triangle are as follows:
Scope: Scope refer to the total amount of the work which need to be done in the organization to deliver the
project. This includes roles and responsibility which has to be performed by the different member in the team to
deliver the project.
1

Efficiency of the work: As all the project manger used to have the idea about the amount of the work which
has to be complete to deliver the project it always improves the efficiency of the project. The biggest reason to
support the same is that these element of the it used to reduce the duplicate of the work which eventually help the
company in saving the amount of the resources which has been invested in the project. This eventually help the
company in improving the efficiency of the project as there is a optimum utilization of all the resources at the time
of completing the project. On the basis of the same the project manager used to set more specific objectives.
Cost: Cost refer to the amount of the resources and the time which will be consumed by the organization to
deliver the project. Importance of cost for the project manager.
Quality management: It is one of the biggest importance which used to be brought by the Iron intangibility
to the project manager. As the quality of any project is always measure on some basis such as value of the cost,
efficiency and durability (Liu and et.al., 2016). As Iron triangle used to identify the cost under which the project
need to be complete it help the project manager in keeping the close eye on the cost at the time of setting the
project objective in the organization.
Schedule: Schedule factor is the factor which used to estimate the time which has been allocated to the team
to complete the project and deliver the same on time.
Clarity of thought: As all the work in the project development is not done by the manager itself, they used
to delegate the some sort of the work to the other member in the team. Scheduling aspect of the iron triangle helps
the project manager to understand the workforce which will require for completing the project. On the basis of the
scheduling aspect of iron triangle the project manager used to delegate the different responsibility to the other
2

member in the organization to complete the task on the time. This eventually help the project manager in keeping
the clarity of the thought in the organization and among the different team member in the organization.
b) risk register
Risk Management Register for Project
Risk Identification Assessment Response Monitoring and Control
Referen
ce Event Cause Effect Probabilit
y Impact
P
x
L
Strategy Trigger Action Responsibl
e person/s
Review
Frequency
Status date
and general
notes
3

1 Project
specific
ation
not
clearly
outlined
Not having
proper
knowledge
Project
delaye
d
4 5 2
0
Mitigat
e
Due to
lack of
time,
Project
manager
did not
clearly
specify
the
outlines
One of the
main risk
associated
with the
project is
that there
is
probability
that
project
specificati
on may
not be
clearly
outlined.
Many
times, it
happened
that in
planning
phase
client
Technical
team
manager
Monthly 14/07/19
register
updated and
loopholes
are
identified
4

provide
specificati
on but
they forget
to make an
idea about
business
future
requireme
nts and
due to this
reason
cost
increase at
rapid pace
because
project
specificati
on was not
as per
company
requireme
5

nt due to
which
many
loopholes
remain in
the final
product.
Ultimately
, with
origination
of need
again
project get
started.
Thus, it
can be
said that
due to lack
of
foresighte
dness such
kind of
6

mistakes
are made.
In order to
prevent
such kind
of things
first of all
managers
must
review
their
vision and
mission as
well as
innovation
which
they
intend to
bring in
the
business.
After such
kind of
assessmen
t managers
must draft
project
requireme
nts.
2 Delay in
project
Budget
constrain
Leads
to
delay
4 5 2
0
Mitigat
e
Project
manager
did no
Delay in
project
Project
manager
Monthly 27.07.2019.
register
updated
7

in
project
identify
the exact
budget
and also
affect the
entire
project
can cause
due to
several
reason. In
order to
mitigate
such kind
of risks
business
intelligenc
e systems
can be
used like
Tableau.
In these
systems
data can
be fetched
through
the
Google
sheets. In
and
alternative
sources are
identified
8

other
words, it
can be
said that
entire data
can be
entered in
to Google
spreadshee
t and
Tableau
can be
connected
to it. In
Tableau
like Excel
already
there will
be
calculated
fields.
Attractive
9

charts can
be
prepared
in the
Tableau.
By
reviewing
chart
project
manager
will easily
identify on
daily basis
whether
task is
completed
at required
pace or
there is
slowdown
in project
task
10

performan
ce. By
taking
action
immediate
ly pace of
task
performan
ce can be
increased
and by
doing so
delay in
project
can be
avoid.
3 Not
receivin
g proper
support
from
client
employe
es
Not
implement
ing proper
communic
ation
strategy
Delay
In
project
2 5 1
0
Mitigat
e
Business
develop
ment
manager
did not
uses
effective
communi
cation
In any
project it
is
normally a
process
under
Business
developme
nt manager
Monthly 09.09.2019.
register
updated and
immediately
implement
communicat
ion strategy
11

strategies
and as a
result,
error
establish
which
client
employees
first of all
prepare
project
requireme
nt and
then send
same to
the
company
that will
carry out
project.
Usually,
after
commence
ment of
project
due to
some
12

reasons
client
employees
failed to
extent
proper
support
due to
some
reasons. In
such kind
of
situation
there are
chances of
error. In
order to
solve such
kind of
problem
there will
be single
13

representat
ive from
both sides
and only
they will
interact
with each
other. By
doing so
in better
way both
sides can
receive
each other
support.
4 Elevatio
n in cost
of the
project.
Not
allocating
proper
budget
Project
delay
5 5 2
5
Mitigat
e
Project
manager
fails to
control
budget
Cost of the
project
happened
due to
multiple
reasons
like lack
Project
manager
Monthly 25/08/19.
risk register
updated and
sources of
fund
identified
14

of
availabilit
y of
resources,
breakdow
n in
machine
or lack of
coordinati
on etc. In
order to
mitigate
such kind
of risk
project
manager
in a day
two times
will hold
meeting
with
relevant
15

employees
and by
doing so it
can get
regular
update. In
case if
project
seems
derail then
project
manager
can take
action
immediate
ly to
handle the
situation.
5 Penalty
charged
in case
project
get
delayed.
Due to
over
budget and
nit clearly
specificati
on
Increas
e the
budget
5 5 2
0
Mitigat
e
Project
manager
did not
use
specific
budget
Project
cost can
be
elevated
Project
manager
Monthly 2.09.2019
register
updated and
strategy is
implemente
d
16

which is
assigned.
due to
number of
reasons if
contract
terms and
conditions
are taken
into
account.
In terms
and
conditions
, it is
clearly
mentioned
that if
after set
deadline
in 2020 if
project get
delayed
then
17

penalty
will be
imposed
on each
single day.
Thus, to
control
elevation
in cost of
the project
attempt
will be
made to
cut down
cost of the
project so
that if it
get
delayed
beyond
date then
in that
18

penalty
paid can
be offset
by the
savings
that is
done by
cost
cutting in
the
project.
By doing
cost can
be
controlled
in the
business.
6 In case
fault
appear
after
construc
tion,
firm
will
Because of
overlookin
g of
different
suggestion
which has
been pass
on by the
Will
increas
e the
expens
es of
the
organi
zation.
4 5 2
0
Mitigat
e
Project
manager
was
focused
on the
other
program
at the
It is one of
the major
risk that
firm is
facing. As
Project
manager
Monthly 21.09.2019
risk register
updated and
alternative
action are
taken
19

have to
pay
more.
employee
during
constructio
n
time of
construct
ion
per terms
and
conditions
of the
contract if
fault is
observed
in plant
then in
that case
client can
deduct
deposit
amount or
will pay
all
expense
from the
deposit
amount.
Hence, if
any fault
20

appear it
will be
loss for
the firm.
In order to
avoid such
kind of
loss after
completio
n of the
project
multiple
time
testing
must be
done. By
doing so
cost can
be
controlled
in the
business.
21

7 Defect
in the
design
of
invertor
provide
d by the
client
Due to not
proper
checking
of
instrument
at the time
of
collecting
it
It will
increas
e the
time
period
require
to
compl
ete the
project
2 5 1
0
Mitigat
e
Project
manager
has not
passed
on the
specific
instructio
n to the
worker
As per
contract
client
engineerin
g team
will
prepare
invertor
design and
accordingl
y AF
engineers
will
design
entire
machine.
If there
will be
defect in
the design
then in
that case
Technical
team
Monthly 27.09.2019
risk register
updated and
new
inventor
procure
22

entire
project
can go in
the wrong
direction.
In order to
avoid such
kind of
problems
after
receipt of
the risk
related
details
project
manager
of AF
must also
review
design and
must try to
identify
23

loopholes.
Further,
project
manager
must align
project
requireme
nts to the
future
requireme
nts that is
communic
ated by the
TTF. If
both align
then
design
must be
given
green
signal but
if opposite
24

happened
then in
that case
detail
discussion
must be
carried out
about it so
that
existing
design can
be
modified.
8 Project
schedule
is not
clearly
defined
Due to the
error in the
scheduling
process
Project
will
get
delaye
d and
less
amoun
t of
clarity
5 5 2
5
Mitigat
e
Project
allocater
fail to
ensure
proper
scheduli
ng of the
project.
In a
project
number of
tasks are
performed
and many
times it
happened
that
Project
manager
allocater
Monthly 29.09.2019
risk register
updated and
Alternative
strategy was
made
25

project
scheduling
is not
clearly
defined. It
is a part of
human
error. In
order to
mitigate
such kind
of risk
project
manager
must time
to time
review
sequence
of the
forthcomi
ng
activities.
26

If there is
any error
in the
sequence
allocater
then in
that case
steps can
be taken
on time to
handle
situation.
9 Imprope
r
distribut
ion of
resource
s
Due to
improper
knowledge
about the
resources
available
Not
optimu
m
utilizat
ion of
the
resour
ces in
the
organi
zation.
4 5 2
0
Mitigat
e
Project
manager
fail to
ensure
proper
allotment
of
resources
at the
time of
planning
and
allotment
Sometime
s
departmen
t manager
failed to
distribute
resources
across
project
tasks. It
Department
manager
Monthly 10.10. 2019
risk register
updated and
proper
distribution
was made.
27

happened
that on
some tasks
abundant
resources
are
employees
and
somewher
e less
resources
are
employed.
Such kind
of things
lead to
project
delay.
Thus,
project
manager
must
28

determine
time that
is required
to perform
each task
and must
estimate
number of
employees
for that
task. By
doing so
in better
way
resources
can be
utilized in
the
project.
10 Lack of
coordina
tion
between
employe
Uncertaint
y about the
role has to
perform
Disput
es and
conflic
t
4 5 2
0
Mitigat
e
Leader
are not
able to
maintain
the good
In order to
promote
coordinati
Department
manager
Monthly 20.10.2019
risk register
updated and
Alternative
strategy was
29

es working
environe
ment
on among
employee’
s
departmen
t manager
must time
to time
receive
feedback.
According
to
feedback
communic
ation
policy or
teak
structure
can be
prepared
and by
doing so
coordinati
made
30

on can be
promoted
among
employees
at the
workplace
.
2 Planning and cost
a. Activities and network diagram
Table 1: Input for GANTT chart
Task
Mode Task Name Star
t Finish Late Start Late
Finish
Free
Slack
Total
Slack
1 Project
Initiation
Mon
08-
07-
19
Fri 12-07-19 Mon 16-
12-19
Mon 23-12-
19 21 wks 23 wks
2
Commission
Design of
Factory
Sat
07-
12-
19
Thu 26-12-19 Sat 07-12-
19
Thu 26-12-
19 0 wks 0 wks
3 Commission
outline
Sat
07-
Thu 19-12-19 Sat 07-12-
19
Thu 19-12-
19
0 wks 0 wks
31

Design of
Automation
Equipment
12-
19
4
Commission
outline
Design-
Inverter
Product
Sat
07-
12-
19
Thu 12-12-19 Sat 07-12-
19
Thu 12-12-
19 0 wks 0 wks
5
Detailed
design of
Factory
Mon
09-
12-
19
Fri 31-01-20 Mon 23-
12-19
Fri 14-02-
20 2 wks 2 wks
6
Detailed
design of
Automation
Equipment
and Inverter
Product
Mon
09-
12-
19
Fri 31-01-20 Mon 09-
12-19
Fri 31-01-
20 0 wks 0 wks
7 Commission
and develop
Software for
Automation
Mon
09-
12-
19
Fri 14-02-20 Mon 09-
12-19
Fri 14-02-
20
0 wks 0 wks
32

equipment
and Inverter
Product
8
Manufacture
Automation
equipment
Mon
09-
12-
19
Fri 14-02-20 Mon 09-
12-19
Fri 14-02-
20 0 wks 0 wks
9
Manufacture
Modular
Factory
Units
Mon
09-
12-
19
Fri 07-02-20 Mon 09-
12-19
Fri 07-02-
20 0 wks 0 wks
10
Transport
and
Construct
Modular
Factory on
site in
Germany
Tue
10-
12-
19
Mon 03-02-20 Tue 10-12-
19
Mon 03-02-
20 0 wks 0 wks
11
Test
Automation
equipment.
Tue
10-
12-
19
Mon 20-01-20 Tue 10-12-
19
Mon 20-01-
20 0 wks 0 wks
33

12
Transport
Automation
equipment
to New
Factory
Wed
11-
12-
19
Tue 07-01-20 Wed 11-
12-19
Tue 07-01-
20 0 wks 0 wks
13
Install
Automation
equipment
in New
Factory
Wed
11-
12-
19
Tue 21-01-20 Wed 11-
12-19
Tue 21-01-
20 0 wks 0 wks
14
Install
Software for
Automation
equipment
Thu
12-
12-
19
Wed 08-01-20 Thu 12-12-
19
Wed 08-01-
20 0 wks 0 wks
15
Install
software for
Inverter
Product
Line
Thu
12-
12-
19
Wed 15-01-20 Thu 12-12-
19
Wed 15-01-
20 0 wks 0 wks
16 Test
Inverter
Production
Fri
13-
12-
Thu 23-01-20 Mon 06-
01-20
Fri 14-02-
20
0 wks 3.2 wks
34

line 19
17
Handover
and Train
TTF
engineers in
Automation
process and
Product
production
Fri
13-
12-
19
Thu 23-01-20 Mon 06-
01-20
Fri 14-02-
20 3.2 wks 3.2 wks
18 Project
Close out
Mon
16-
12-
19
Mon 16-12-19 Fri 14-02-
20
Fri 14-02-
20 45 days 45 days
35

Figure 1: GANTT chart
Network diagram is given above in which critical path is given. Critical path refers to the activities that cannot be delayed in
terms of performance. It also refers to the longest time period for which the project will be carried out. Critical path for the current
project is 2+6+11+13+16+18 all other activities will be covered while performing this task. 23 weeks or 201 days will be required to
complete the project. Thus, it can be said that within 6 months this project can be completed. Float is the one of the most important
concept of the project management because it indicates the duration by which project activity can be delayed. In the project
management there are always some activities which need to be performed and completed on time. On other hand, there are few tasks
that can be delayed by few hours and days and this will not lead to elevation in cost of the project. Thus, scheduling of the tasks is
36

done in such a way that benefit of extra time can be taken. It can be seen from the table given above that slack of 21 weeks is available
in case of project initiation stage and 17th and 18th activity which are Handover and Train TTF engineers in Automation process and
Product production and Project Close out. In both these tasks slack of 3.2 weeks and 45 days is available. Thus, these tasks can be
delayed but if same thing is done in case of other tasks then in that situation project cost will increase at rapid pace.
(B) Gantt chart
Figure 2: GANTT chart with label
37

38
© Engineers Technical staff
Tasks
Wee
ks
Day
s
Number
of
engineer
s
Rat
e
Hours
worke
d
Total
pay to
engineer
s
Number of
Production/Technici
an staff
Rat
e
Hours
worke
d
Total
pay to
technica
l staff
Total
cost
Fixed
cost
(Value
in
million)
Gain/
Loss
Project
Initiation 1 7 0 69 8 0 0 39 8 0 0
2,00,00
0 0
Commission
Design of
Factory 3 21 10 69 8 115920 5 39 8 32760 148680
280000
0 2651320
Commission
outline
Design of
Automation
Equipment 2 14 10 69 8 77280 5 39 8 21840 99120
160000
0 1500880
Commission
outline
Design-
Inverter
Product 1 7 10 69 8 38640 5 39 8 10920 49560
150000
0 1450440
Detailed
design of
Factory 8 56 10 69 8 309120 5 39 8 87360 396480
380000
0 3403520
Detailed
design of
Automation

3. Managing progress and spending
Table 2: Total profit on bonus
Start date of project 08-07-19
Completion date 25-09-20
Days for project 445
Time in which project will be
covered 223
Extra days 222
Bonus 50,000
Total 11100000
Total cost 48,500,000
Target value 58,500,000
Surplus 10,000,000
Total gain 21,100,000
It is expected that expenses will remain in control and due to this reason bonus of $11100000 will be earned. Target value of the
project is 58,500,000 and actual expenditure made is 48,500,000. Hence, total gain made on this side is $10,000,000. Overall, gain
made on bonus and surplus amount is equal to $21,100,000.
4. Earned value analysis
Standard Actual Variance Standard Actual Planned Earned value CPI SPI
39

cost as per
the
completion
progress to
date (%) value
PI 0.2 0.2 0 100 90 0.2 1
0.00222222
22
A 2.8 2.91 -0.11 100 90 2.8 0.9621993127
0.03111111
11
B 1.6 1.72 -0.12 100 80 1.6 0.9302325581 0.02
C 1.5 1.53 -0.03 100 25 1.5 0.9803921569 0.06
D 3.8 4.08 -1.04 3.04 80 45 3.04 0.7450980392
0.06755555
56
E 5.4 5.97 -0.57 100 65 5.4 0.9045226131
0.08307692
31
F 3.4 1.32 -0.13 1.19 35 75 1.19 0.9015151515
0.01586666
67
G 6.5 2.76 -0.485 2.275 35 80 2.275 0.8242753623 0.0284375
H 4 2.75 -0.75 2 50 40 2 0.7272727273 0.05
Earning value analysis is that method which is allowed the manager to measure the amount of work that is actually perform on
the project in order to analyse the amount of cost and schedule report. This also shows that whether the project is go in better direction
40

or not (Chen, Chen and Lin, 2016). From the above, it has been calculated that the variance is calculated by subtracting the actual
amount with the standards. Further, there are many values which will comes in negative that means there is a need to make proper cost
control and it can be done only when the project manager uses advance techniques. Further, it is also analysed that the project manager
also incur extra cost and it must be control such that in order to complete the task D, project manager allocated only 3.8 million but
unfortunately, they spend 4.08 so the difference arises i.e. 3.04. Therefore, it is clear that there is a need to make proper measure in
order to control the cost as well.
On the other side, it is also analysed that Cost performance index is another ration which measure the financial effectiveness of
the project such that it is the term which is calculated by dividing the cost of work performed by the actual cost of the work performed.
Therefore, project initiation is the first task and its value if 1 which means that there is a good result of the project (Eirgas and et.al,
2019). on the other side, it is also analysed that task A, B, C , E, F are also nearby 1 which means that the project is good with this
allocated budget and as a result, it will be more beneficial to generate best results as per required. On the other side, as per the task, D ,
G , H are the task which is not nearby 1 that means these task may be over budget or under budget. Therefore, it is clearly realized that
when the CPI is less than 1 then the project is over budget and there are some task which are over budget and there is a need to take
control on these by applying effective techniques.
In addition to this, SPI is the schedule performance index which means that it is very powerful measure of the amount of work
which is actually required in order to complete the project. Therefore, it is the part of the earned value management techniques.
Therefore, as per the above mention table, it is analysed that the overall task which included form PI to H, all are not nearby 1 and
these are less than 1 that clearly states that the team is accomplishing the less work from the planned work. Therefore, it is analysed
that if the team is achieve the work i.e. SPI > 1.0 then all the con- critical path activities are performed. Though there is a variance,
which state that for every given task, the team is required around 0.88 hours so that they will be easily attain the defined aim and
objectives (Bryde, Unterhitzenberger and Joby, 2018). From the Gantt chart it is clear that the project is completed by 14 February but
it takes more time to complete the project and it is so because there is a negative deviation and in order to complete the same, it is
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necessary for the project manager to apply effective techniques so that it will not be easily affect the project in negative way. Thus, it
is clear that the project manager, should take better and corrective actions in order to minimize the cost incurred.
PART B
Reflection
Module has helped me in improving variety of the skill and also gaining the knowledge. As module has asked me to drive
myself to do many new and the challenging activities which was not performed by me in the past. As a result it has helped me in
improving the personal as well as professional skill. At the same time there were many challenges which was faced by me at the time
of completing the module.
Interpretation of the Data: This was the issue which was faced by me and my team on the regular basis. As module has asked
us to go through the good amount of the financial data and interpret the same to carry out the outcome of the Module. It was very
difficult to interpret the data in the module as the data which need to be gather is to be gathered with the help of the proper
understanding of the module. As all the student were having the different opinion in the team it was getting difficult for the team to
interpret the data. To overcome the same issue the team has always hear the issue and the concern of all the student. On the basis of
the same the best decision used to take place in the team regarding the interpretation of the data.
Reliability of the outcome: This is one of the biggest challenge which was faced by me and my team. As it was always
difficult for us to understand the reliability of the outcome which has been found by us, as it was difficult to find out the proper
measure to check out the reliability of the outcome which has been ascertain by the team. As it is very important to check the
reliability of data before building the further data on the basis of the same it was always proving difficult for us to find out the proper
measure to check the reliability. At that time the senior professor and the tutor has helped us to check the reliability of the data as we
used to cross check the data with them and try to implement the different feedback from there side in the data.
Coordinating with the other member in the team was another big issue which was faced by me. As in the team all the member
was given the separate roles and duties which need to be followed by them to carry out the outcome of the module. It was getting
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difficult for me to communicate and coordinate with them. To overcome the same issue we have taken the help of the different
communication tool which has helped us in improving the efficiency as well as coordination in the team.
Module has also helped me in developing variety of the personal development skill in mine. As with the help of the module I
am able to develop my communication skill as module has asked me to communicate with the variety of the authority and team
member to find out the best outcome (González, Coronado and Casas, 2016). Module has helped me in developing my sourcing skill
as well. As to interpret the different data and find out the best outcome out of the assessment it has always asked me to source the
variety of the information internal and external which has helped me in developing my interpretation skill. Another skill of mine
which has seen a good amount of the progress is interpretation skill as module has asked me to interpret huge amount of data.
After conducting the module and completing the assessment it has been understood from my side that the good project
manager is always require to have a good communication skill. As they are the one who used to interact with all the team member on
regular basis and try to fix out the different concern which are faced by the team. Also another characteristic of good project manager
is that all the project manager used to have a good leadership and team building skill as it is the responsibility of the project manager
to build the good working environment in which all the team member can work together (Kariuki, 2015). Project manager also used to
have the good and the clear vision about the future and on the basis of the same different decision are taken in the organization.
Project manager are also good decision maker as they are the one who is having the responsibility to take the different decision in the
organization.
CONCLUSION
By summing up above report it has been concluded that for AF Plc project, different iron triangle parameter are used such that
cost, schedule, scope that helps the firm to manage the work as per needed and they all are interrelated to each other, further, report
also concluded that there are different risk which are identified which the project manager is actually face with such that Elevation in
cost of the project, Not receiving proper support from client employees, Delay in project etc. further, report also provide the Gantt
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chart and network diagram in order to make sure that the all the critical task are identified such that the project required 201 days in
order to complete the project. Lastly, report also concluded that CPI of the project is almost nearby 1 that means the project is in
progress and on the other side, SPI is negative which means that there is a need to minimize the cost and take initiatives in order to
control the cost.
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REFERENCES
Books and Journals
Bronte-Stewart, M., 2015. Beyond the iron triangle: Evaluating aspects of success and failure using a project status model. Computing
& Information Systems. 19(2). pp.21-37.
Liu, J and et.al., 2016. Praxis of performance measurement in public-private partnerships: Moving beyond the iron triangle. Journal of
Management in Engineering. 32(4). p.04016004.
González, G. E. G., Coronado, C. A. L. and Casas, G. H. P., 2016. Project manager profile characterization in energy sector.
International Journal of Information Technology Project Management (IJITPM), 7(4), pp.64-84.
Kariuki, J., 2015. Project manager leadership style, teamwork, Project Characteristics and Performance of Water Projects in Kenya.
Nairobi: Doctoral Thesis University of Nairobi.
Bryde, D., Unterhitzenberger, C. and Joby, R., 2018. Conditions of success for earned value analysis in projects. International
Journal of Project Management. 36(3). pp.474-484.
Eirgash, M. A., and et.al, 2019. Earned Value Analysis for Construction Projects Using Project Management Scheduling Engine.
American Journal of Civil Engineering. 7(5). pp.121-125.
Chen, H. L., Chen, W. T. and Lin, Y. L., 2016. Earned value project management: Improving the predictive power of planned value.
International Journal of Project Management. 34(1). pp.22-29.
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