MME80001 Resource Planning and Management: Assignment Solution Part 3

This document presents a comprehensive solution to a resource planning and management assignment, covering cost variance calculations, earned value analysis, and the assessment of project performance. It addresses key concepts such as Budgeted Cost of Work Performed (BCWP), Budgeted Cost of Work Scheduled (BCWS), and Actual Cost of Work Performed (ACWP). The solution includes practical applications, such as calculating the number of days required for project completion and analyzing the impact of equipment downtime on production rates. Additionally, it outlines the roles and responsibilities of various asset and resource management professionals, including application administrators, asset analysts, asset managers, cost managers, purchasing managers, and service managers, along with human resource functions like recruitment, training, performance management, and conflict resolution. Desklib offers this and many other solved assignments.

Resource Planning and Management 1
RESOURCE PLANNING AND MANAGEMENT
By Name
Course
Instructor
Institution
Location
Date

Resource Planning and Management 1
ASSIGNMENT 1
SECTION A
i.
Cost variance can be calculated using the following equation
C.V= E.A – A.C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Where C.A is the cost variance, E.A is the earned amount and A.C is the actual cost.
E.A = $ 40000
A.C = $ 35000
C.V= $ (40000-35000)
C.V= $ 5000
ii.
From Cost Variance = BCWP – ACWP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Schedule Variance = BCWP – BCWS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Positive variance = cost overrun or schedule behind
Negative variance = cost underrun or schedule is ahead.
BCWP = $95000

Resource Planning and Management 1
BCWS = $98000
ACWP = $92000
Cost variance = $95000 - $92000
Cost variance = $ 3000
Schedule Variance = $95000 - $98000
Schedule Variance = - $ 3000
Therefore it is behind schedule and over-budget
iii.
An amount reserved for unforeseen works that are within the scope of your project
iv.
CR < 1, imply poor project performance
CR = 1, imply project performance is on target.

Resource Planning and Management 1
CR > 1, implies good project performance
And since 0.79 is less than 1,
Therefore for CR= 0.79, you must report to the top management
v.
To mitigate the effects of certain unplanned events and risks that may be external or not controllable within a
project plan
vi.
Schedule performance and cost performance
SECTION B 1
Part 1
Appraise the situation in project B
This project which worth $ 4 billion is about 78 % complete and To Complete Performance Index is
basically a reasonable Earn Value Management (EVM) metric employed chiefly to determine whether a
liberated estimate at the completion of the project is rational. And in this project, it is more than 1 hence it is
very reasonable. The To Calculated Performance Index computes the future needed cost efficiency required
to realize a target Estimate at Completion (EAC). This project is hence reasonable being that it is 78%
complete and it’s To Complete Performance Index is 1.295 which is more than 1 (Lang, 2013). The cost of
the project is this huge and it is 78 % complete further shows that the project control is rationale. According
to resource management perspectives, the project is fully rationale due to a large amount of money injected
into it.

Resource Planning and Management 1
TCPI = BAC −EV
BAC −AC
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Where
AC = Actual Cost
EV = Earn Value
BAC = Budget at Completion
The TCPI is Rational if within 1.2 of CPI And from this project, the TCPI is 1.295.
Part 2
Assume that you are the subcontractor for a twelve-kilometer long linear project in this petrochemical
expansion, which has following 5 activities: (P) Excavating trench; (Q) Laying sub-base; (R) Laying
concrete pipe; (S) Backfilling trench; (T) Compacting.
The whole project is a twelve-kilometer long linear project,
Day 1 (P) Excavating trench 100 m/day
Day 2 (Q) Laying sub-base 80 m/day
Day 3 (R) Laying concrete pipe 120 m/day
Day 4 (S) Backfilling trench 200 m/day
Day 5 (T) Compacting 150 m/day
The total distance worked on per day is calculated as below
100+80 + 120 + 200 +150 = 650

Resource Planning and Management 1
The number of days required for the completion of the project will hence be calculated as below
(650+250) x = 12000
900 x= 12000
X= 13. 33333333333
Therefore the project will take a maximum of 14 days to be fully completed.
ASSIGNMENT 1
SECTION A
i.
Asset
ii.
Assets and resources
iii.
A straight-line depreciation
iv.
Capital cost and investment cost
v.
Own equipment

Resource Planning and Management 1
vi.
Obsolete
SECTION B
B1
Part i
The project was set to be done in 4 years, and for this project, the productivity was 9 hours, five days and it
was to rum for 52 weeks a year (MacKenzie, 2010). But unfortunately the equipment X was not available for
some hours for the first 4 years as shown below;
50 hours in a 1st year
100 hours in a 2nd year
125 hours in a 3rd year
150 hours in a 4th year
Total time out of service is = 50 + 100 + 125 + 150
Total time out of service = 425 hours
For the past 4 years, the work rate was 1600 cubic meters and the availability was 98 %. This hence implies
that the total work done for that year is
1600 × 1460 days (4 years)
2336000 cubic meters. And the availability was 98 %
98
100× 2336000
The amount of work done in the last 4 years = 2289280

Resource Planning and Management 1
For the new production rate
The hours lost is 425 hours = 17.70 days
Therefore for the 1460 days, we will only remain with (1460- 17.7) = 1442.6 days
Production rate = 2289280
1442.6 = 1586.9 cubic meters per day
The combined productivity will hence be given by = $ 2.4 million + $1 million + 0.5 million + 0.25 million
The combined productivity = $ 4.25 million (Hussey, 2013).
Part ii
The roles and responsibilities of Asset management
Application administrator
Application administrators employ the Asset Management confirmation forms in the Application
Administration console to:
 Adjust functional roles and permissions roles.
 Organize instruction of assignment.
 Organize the defaulting depreciation method for a precise CI classification.
 Organize license regulation management.
 Organize the significance of a CI inaccessibility record grounded on the inaccessibility class and
type.
 Organize the approval procedure for conformations (John, 2015).
Asset analyst
Asset analysts employ Asset Management to track, create, and manage CIs (Sharma, 2014). The asset
analyst responsibility may comprise the below tasks:
 Producing and adjusting CI records.
 Putting extra facts, and linking other items to the CI records.

Resource Planning and Management 1
 Allocating an individual to a CI.
 Accomplishing bulk updates.
 Producing repairs and audit schedules for CIs.
Asset manager
When you bare asset manager, your role needs an general view of the CIs which you are accountable
(Usmani, 2015).
 Linking the contracts to the appropriate CIs.
 Sustaining the contract data.
 Ensuring that consumers are renovating their pacts.
 Supervising inventory.
 Making purchase requests.
Consolidated service desk staff
Normally, the service desk staff’s responsibilities comprises the below:
 Demonstrating operator information for a CI.
 Checking network topology interactions between CIs.
 Operating with occurrences associated with specific CIs.
 Producing purchase requests to decide a problem.
Cost manager
Cost managers operates diligently with the asset analysts and employs Asset Management to analyze
cost info and make cost recovery reports and periodic charge-back.

Resource Planning and Management 1
Purchasing manager
Purchasing managers employ Asset Management to keep interactions with place sale orders with
suppliers and track those orders to gratification (Pamol, 2015). These managers adjust purchase
requisitions, offer to price for items.
Service manager
Service managers employ Asset Management to create service objects employed for Understanding
business problems, for instance, cost of unavailability of services (Hurt, 2014).
Roles and responsibility of Resource management
Recruitment and Staffing
This is the key role of human resource management. HR staffs assume the roles of receiving the correct type
of skills as per the obligation of the firm. Staffing is generally grouped into two parts: Attract the talent and
later hire the right candidates.
Training and Development
As soon as the workers are hired, they must be trained. Human resource management is accountable for
evaluating the preparation requirements of the personnel. Not only the new employees but also the tenured
staffs must be skilled on the new know-hows or other essential skills after their promotion.
Appraisals and Performance Management.
HRM undertakes timely appraisals for the workers as per the regulation of the firm. This comprises
appraising the recital of the workers, giving them suggestions and feedbacks, producing appraisal reports.
Conflict Resolution

Resource Planning and Management 1
In any firm, there is a conflict which arises and these conflicts may hinder the performance of the overall
production of the company, therefore, the human resource personnel comes in to resolve the disagreement.
Employee Relation
Workers relation management is basically the roles and responsibility of the HR personnel. They screen the
candidatures and interviews the people. They are also in contact with the colleges and the placement cell.

Resource Planning and Management 1
Bibliography
Hurt, J., 2014. Humaan Resource management. 2nd ed. Chicago: CRC.
Hussey, K., 2013. Water Resources Planning and Management. 2nd ed. Chicago : Cambridge University Press.
John, H., 2015. Human Resource Management. 2nd ed. London: CRC.
Lang, R., 2013. Integrated Approaches to Resource Planning and Management. 3rd ed. Hull: University of Calgary
Press.
MacKenzie, S., 2010. Integrated Resource Planning and Management: The Ecosystem Approach in the Great Lakes
Basin. 1st ed. Chicago: Springer .
Pamol, K., 2015. Managing Company through human resource. 2nd ed. Hull: Springer .
Sharma, K., 2014. Water Resources Planning and Management. 3rd ed. Hull: CRC.
Usmani, S. J., 2015. Geospatial Technology in Land Resource Planning and Management. 2013 ed. Hawaii: LAP
LAMBERT Publication.