Project Management Report: Newark Stormwater Management Issues

This report examines the project management aspects of a stormwater management project in Newark, focusing on issues arising from heavy development. It delves into critical areas like scope, time, and cost management, emphasizing the importance of project scheduling and network analysis, including techniques such as resource leveling and critical path analysis. The report details the benefits of a baseline schedule, actions needed to recover from schedule delays, and the application of Earned Value Analysis (EVA) for performance measurement. It includes an analysis of the project's budget and schedule status at the 50% completion mark, providing key metrics such as Planned Value (PV), Earned Value (EV), Actual Cost (AC), Schedule Variance (SV), Cost Variance (CV), and estimates at completion (EAC). The report concludes by highlighting the positive impact of EVA on project scheduling, management, and budgeting, and provides a bibliography of relevant sources.

Running head: PROJECT MANAGEMENT
Project Management: The City of Newark is facing storm water management issues due to
heavy development
Name of the student:
Name of the University:

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1. Duration or critical path changes after leveling the resources
Scope, time and cost are referred to as the most valuable knowledge areas that have to
come under major focus line for successful completion of any project. The city of Newark is
recently facing major issues in the sewer system due to storm water coming from the height of
University. Due to this reason the complete construction of the area needs to be modified. The
assigned project manager and the project team members are responsible to design the schedule
for completing the construction project.
The project schedule is prepared using project scheduler process. After that the schedule
network analysis should be conducted by the project team associates. Different schedule
network analysis such as schedule compression, critical path analysis, critical chain method
resource leveling approaches are there that can be used by the assigned project team members.
The total time estimated for the project is 179 days. After leveling the resources the numbers of
days has been increased by 0.5 days. Many resources are assigned for the project among them
project manager is over allocated. After leveling the resources the over allocation of project
manager is resolved and the numbers of days is increased by only 0.5 days. After setting baseline
the entire cost time and budget will also be resolved. It is not mandatory that each time the
planned cost and the actual cost will be similar.
1.1 Benefits of having an approved Baseline Schedule
Any project will be defined as a successful one only when it is managed two basic
criteria.

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The project should always be completed within assigned budget and timeline considering
the investments and support of non technical, technical partners and vendors.
The project manager should make sure that each business assets are properly used and all
resources are allocated efficiently
In order to keep balance between two of these criteria the project team develops project
scheduler subdividing a large project into small activities. Based on the complexity of each
activity the time and resource are assigned to different activities. As soon as the resources are
assigned it become their responsibility to complete that within assigned budget and time.
However, sometime due to complexity it may resource additional budget and time. These things
are all balanced through the baseline scheduler. Though, once a schedule is prepared it never
allowed any further official changes. Baseline is a store value and usually it includes:
 Planned efforts expected from the resources (it is expressed in hour)
 Planned or budgetary cost
 Planned and budgetary revenue rate
 Actual project start days and finis dates
Project baseline helps to improve the future project estimation accuracy and helps to
calculate detail earned value. It also gives the ability to access all performances. Moreover, it can
be said that with the help of an approved baseline for the sewage system improvement project the
assigned project manager will be able to measure that whether the cost is overrunning the
planned budget or not and the time assigned for a project is exceeded or not. During the progress
period if it is found that the cost and time is exceeding the preliminary estimation then the
project will fail to meet the objectives and clients expectation.

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2. Actions to be taken to get the schedule back on track
If during the project progress period it is defined that, additional cost and time is
requiring then the project manager, contractor and civil supervisor should apply certain
techniques to get back the project in correct track. In order to get back the schedule on the
previous track the steps or actions to be taken are as follows:
Situation analysis: According to this process initially the current situation needs to be
analyzed. The new ideas and team engagement plan should be discussed well and the project
objectives, aim and goals are to be shared among all the project team members. Preparing a
timely project status report is the best documentation technique should be used to analyze the
current situation. It will help the project team members to realize the issues with scope, time and
budget changes.
Discussion with stakeholders: After analyzing the details recent situation, the project
manager should conduct a discussion session with the other stakeholders. It will help the project
team members to come to know more details of the project, expected deliverables, outcomes and
objectives.
Modification of the existing project plan: In this phase, the project manager should re-
plan the project considering the potential risks. Some actions should be taken in this step but the
project manager should not limit the changes in re evaluation of the project activities, re
development of planning documents, re design of new viable ad realistic project schedule, re
adjustment in the project scope.
Development of risk management plan: Considering the risks identified regarding cost,
timeline, equipments and sewage system construction the project manager should develop a risk

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management plan. The risk register should contain the possibilities of risk occurrences and its
impact on the project. Analyzing each risk respective risk mitigation strategies are also needed to
be developed.
Resource leveling: Resource leveling is the other way through which over allocation of
resources can be resolved. Resource leveling can increase the time but it will help the project
manager to deliver a quality project within assigned budget.
For this particular project it can be identified that if theses above mentioned aspects are
considered then the project will be back on the right track.
3. Discussion on Earned Value Analysis
The earned value measurement technique helps the project manager to make effective
comparison between the planned time and hours measured for the project completion and the
actual time the project is taking to e completed. For each and every individual activity the
comparison can be done through Earned value measurement. The project manager will come to
realize the performance trends and also can successfully predict the potential overruns. For
individual task it acts as a good indicator that measures the actual time and cost spent for the
project success. For avoiding unwanted risks and uncertainties much dependence on forecasting
on project life cycle should be avoided. Once the project will be completed the earn value
amount will be completely equal to the planned value. Therefore, it can he said that for
increasing project estimation accuracy the Earned value analysis technique is not at all helpful.

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4. Its benefits on schedulers, project managers, budget etc
Earn value analysis technique is beneficial for project schedule design, managers and
event budget management also as it helps to measure the variance or difference between the
actual time and planned time. The benefits can be obtained from this analysis are as follows:
 It prevents the occurrence of scope creep
 It helps to avoid risks and reduce the already exiting risks
 It helps to analyze profitability measures
 It gives better accountability opportunities
 Helps to make project forecasting
It also helps to improve the visibility with project stakeholders and improve the
communication between the project team associates.
5. Earned value at 50% of the project duration
After 50% completion of the project, the Earned values have been calculated for this
project. The values obtained from the measurement shows that only addition 0.5 days is needed
to accomplish the project. The issues of over allocation of resource are resolved. In order to
accomplish the project Lump Sum contract method will be used to make sure that the project is
meeting its preliminary requirements without any errors or challenges.
The project is running on a correct track till its 50% completion. If the process run in
similar ways then the project would be able to meet the objectives and goals.

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6. Budget and time status of project
From Earned value analysis the result that has been generated are as follows:
The Planned value of the project- PV (BCWS)=$810,920.00
The Earned Value- EV (BCWS) = $810,880.00
The value of AC (ACWP) = $810,920
The SV = ($40.00)
CV = ($40.00)
EAC = $1459, 216.41
BAC= $1459, 144.00
VAC = ($72.41)
It can be said that, if the above measured components are properly followed during the
design, construction and implementation of the City of Newark is facing storm water
management issues due to heavy development project the project manager will easily be able to
meet the project objectives and other assumptions.

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Bibliography
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Process Management 1 (pp. 127-146). Springer, Berlin, Heidelberg.
Hornstein, H. A. 2015. The integration of project management and organizational change
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Management, 33(6), 1377-1392.
Kerzner, H., and Kerzner, H. R. 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Marcelino-Sádaba, S., Pérez-Ezcurdia, A., Lazcano, A. M. E., and Villanueva, P. 2014. Project
risk management methodology for small firms. International Journal of Project
Management, 32(2), 327-340.
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project management performance and project success. International journal of project
management, 32(2), 202-217.
Sanchez, M. A. 2015. Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, 319-330.

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Todorovic, M. L., Petrović, D. Č., Mihic, M. M., Obradovic, V. L., and Bushuyev, S. D. 2015.
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