Project Management Controls in Sprint National Small-Cell Program Case

This case study provides an in-depth analysis of the project management controls implemented in Sprint's National Small-Cell Program, focusing on schedule and scope management during the project execution phase. It details the stage-gate review process, outlining key performance measures and decision-making processes at each stage. The study identifies the processes followed for monitoring knowledge areas, including the design of efficient project plans, utilization of effective report management procedures, and recommendations for improvement. Furthermore, it explores the tools and techniques used for monitoring, such as Gantt charts and the critical path method for schedule management, and work breakdown structures and project status reports for scope management. The case study also addresses change control, highlighting the importance of integrated change control processes to accommodate necessary adjustments while maintaining project quality and objectives. Appendices include a cost baseline and a schedule baseline for reference.

Running head: PROJECT MANAGEMENT
Case Study- Sprint National Small-Cell Program
Name of the Student
Name of the University
Author’s Note

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PROJECT MANAGEMENT
Table of Contents
1. Schedule.................................................................................................................................2
a) Stage Gate Review Process................................................................................................2
b) Processes followed for monitoring knowledge area..........................................................2
c) Tools and techniques for monitoring each knowledge area...............................................3
2. Scope......................................................................................................................................3
a) Stage Gate Review Process................................................................................................3
b) Processes followed for monitoring knowledge area..........................................................4
c) Tools and techniques for monitoring each knowledge area...............................................4
Bibliography...............................................................................................................................6
Appendices.................................................................................................................................7
Appendix 1: Cost baseline.....................................................................................................7
Appendix 2: Schedule beeline................................................................................................7

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1. Schedule
a) Stage Gate Review Process
Points in the project for the reviews
The project related processes are reviewed in context to the project schedule for
making sure that the entire project is on the right track and it will get executed within the
expected time that is 278 days by utilizing the budget of around $600,000,000.
Key performance measures for each stage
The key performance measures for each of the stage of the project are generally listed
below:
 The entire project will get completed within 78 days if the entire schedule of the
project is managed properly
 The project will get completed within the approved budget if the resources as well as
materials of the project are successfully managed.
 Achieving success in the development of Sprint national small cell program, if the
stakeholders who are involved are experienced as well as skilled.
Decision process
The decision process that are needed in project scheduling are listed below:
 It is necessary to track the project schedule on a weekly basis.
 Utilization of earned value analysis calculation assists in managing the schedule of the
project successfully.

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b) Processes followed for monitoring knowledge area
The processes that are generally followed in order to monitor the schedule are listed
below:
 Designing of efficient project plan in order to monitor the schedule
 Utilization of effective report management procedure
 Recommendations for improving the project
c) Tools and techniques for monitoring each knowledge area
The tools and techniques needed for monitoring the schedule of the project are listed
below:
Gantt chart: It is one of the chart that is devised to plan the sequence of the project
activities which reflects the time that is needed for completing the project. Tracking Gantt
chart of the project helps in ensuring that the project is on right track.
Critical path method: Critical path method is defined as one of the resource utilization
algorithm that helps in identifying the longest stretch of activities which further helps in
monitoring the schedule of the project.
2. Scope
a) Stage Gate Review Process
Points in the project for the reviews
It is found that the processes of the project is reviewed successfully in context to
scope of the project that states that all the phases of the project “Sprint National Small-Cell
Program” will be successfully completed within 278 days by utilizing the budget that is
approved by the organization.
Key performance measures for each stage

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The key performance measure for each of the stage of the project in context to project
scope are reflected below:
 If all the phases of the project will get finished within the expected time and budget
then it can be analyzed that the project is performing as per the scope.
 If all the resources of the project are properly allocated to the respective project
activities then it can be ensured that the project is following the scope and it will
achieve the objectives of the project
Decision process
The decision process for the scope of the project are listed below:
 It is quite necessary for the managers to follow the project scope.
 Tracking the project on regular basis reveals whether the project follows scope or
not.
b) Processes followed for monitoring knowledge area
The processes that are used for monitoring the scope of the project are listed below:
 By measuring the performance of the project against the scope beeline
 Determining the magnitude of the variance of the project
 By deciding whether preventive or corrective actions are required
 It is necessary to provide update on the baseline of scope
 It is important to evaluate the impact of changes
c) Tools and techniques for monitoring each knowledge area
The tools and techniques that are used for monitoring the scope of the project are
generally listed below:

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Work breakdown structure: As in WBS, the project activities are broken down into
smaller tasks, it is quite easy for the managers to monitor the progress of the project.
Project status report: With the help of the project status reports, the managers can
be able to get time updates and can be able to visualize the status of the project either with the
help of baseline chart or performance charts.
Resource workload view: The resource workload view not only monitors the scope
but also helps in avoiding the conflicts within the project that are mainly associated with
scheduling.
d) Change control
It is identified that in order to focus on the quality the quality manager wants much
time so that the work that is associated with the quality of the project can be completed. It is
found that in order to improve the quality of the program, the budget that is associated with
the project also increases.
The increased budget as well as time for the project must be approved by the project
sponsor so that the quality manager can be able to focus on the project quality. In order to get
approval, it is the responsibility of the project manager to fill the change request form which
is then reviewed for approving the changes by performing integrated change control.

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Bibliography
Conforto, E. C., Salum, F., Amaral, D. C., da Silva, S. L., & de Almeida, L. F. M. (2014).
Can agile project management be adopted by industries other than software
development?. Project Management Journal, 45(3), 21-34.
Joslin, R., & Müller, R. (2015). Relationships between a project management methodology
and project success in different project governance contexts. International Journal of
Project Management, 33(6), 1377-1392.
Marcelino-Sádaba, S., González-Jaen, L. F., & Pérez-Ezcurdia, A. (2015). Using project
management as a way to sustainability. From a comprehensive review to a framework
definition. Journal of cleaner production, 99, 1-16.
Todorović, M. L., Petrović, D. Č., Mihić, M. M., Obradović, V. L., & Bushuyev, S. D.
(2015). Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), 772-783.
Too, E. G., & Weaver, P. (2014). The management of project management: A conceptual
framework for project governance. International Journal of Project
Management, 32(8), 1382-1394.

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Appendices
Appendix 1: Cost baseline
October 2018
November 2018
December 2018
January 2019
February 2019
March 2019
April 2019
May 2019
June 2019
July 2019
August 2019
September 2019
October 2019
November 2019
$ 0.00
$ 100,000,000.00
$ 200,000,000.00
$ 300,000,000.00
$ 400,000,000.00
$ 500,000,000.00
$ 600,000,000.00
$ 700,000,000.00
Cost Cumulative Cost
Figure 1: Cost baseline
(Source: Created by Author)
Appendix 2: Schedule beeline
Figure 2: Schedule baseline
(Source: Created by Author)