Module_12_Project_Konnor_King
docx
keyboard_arrow_up
School
University of South Dakota *
*We aren’t endorsed by this school
Course
569
Subject
Industrial Engineering
Date
Dec 6, 2023
Type
docx
Pages
5
Uploaded by konnorking1234
Project Management – GE569
Fall 2023
Dr. W. Loendorf, instructor
Konnor J. King
7342058
Module 12
Due Date: November 11th, 2023
Current Date: November 7th, 2023
Submitted as partial fulfillment for the degree of
Master of Engineering
South Dakota State University
Summary
The XV Olympiad in Calgary involved nearly 2000 athletes from 57 countries in 129
competitive events, attracting over 1,500,000 spectators and covering 5000 journalists. The
organizing committee used a computer-based project planning and scheduling (CBPPS) system
to schedule and manage the 30,000 tasks organized into 50 projects. The goal was to provide the
best games while staying within the budget. The project involved breaking down the 129 events
of the 16-day Olympics into 15-minute periods, except for short-track speed skating, which was
segmented into 1-minute intervals. Meticulous scheduling was necessary to ensure competitors,
royalty, and government officials were at the right place and time. Support staff, including
medical and security personnel, were also carefully scheduled for each event. Transportation,
including 600 buses, had to be organized, often on short notice. The biggest concern was the
weather, which forced the rescheduling of over 20 events, some of which were twice. Despite the
challenges, the Calgary Games were the best yet and completed under budget compared to many
other cities.
Questions
a)
Why did they need drawings of every site, building, and room?
Drawings of every site, building, and room were likely needed for meticulous planning and
coordination. Visual representations of the venues help in organizing the logistics, ensuring that
each space is utilized efficiently, and accommodating the specific requirements of different
events. It would also aid in understanding the flow of people, equipment, and resources
throughout the Olympic Games.
b)
How do you think they did plan for the bad weather?
Planning for bad weather involved contingency scheduling. The organizers may have
identified alternative time slots or days for events that could be affected by adverse weather
conditions. Additionally, communication and coordination with meteorological services would
have been crucial to receiving timely updates on weather forecasts. This information would
allow them to make informed decisions and adjust the schedule as needed to ensure the safety of
participants and the smooth running of the events.
c)
Was scheduling the difficult aspect of planning the games or the logistics?
Scheduling is a critical aspect of planning the games, given the meticulous breakdown of the
129 events into 15-minute or 1-minute intervals. Coordinating the movements of thousands of
athletes, support staff, and attendees, along with managing transportation, medical personnel, and
security, would require detailed planning and scheduling. While scheduling was challenging,
logistics likely played an equally important role, encompassing the overall coordination of
resources, personnel, and facilities to ensure the success of the XV Olympiad in Calgary.
Summary
Government institutions are grappling with the challenge of digitizing data for future
use and patrons. With around 4500 file formats and various computer-aided designs, it's
challenging to determine which arrangements should be standardized for which records. Funding
for this task is challenging due to competing priorities. The U.S. National Archive and Records
Administration (NARA) is pursuing a project to preserve electronic documents and files created
by government agencies, with a budget of up to $1.4 billion. However, a Government
Accountability Office (GAO) report found that development costs could double due to the weak
application of standard earned value management principles. The GAO report recommends
engaging senior NARA leadership and oversight officials to ensure the use of accumulated value
data for decision-making.
Questions
a.
The GAO report seemed to say that EV data was available but not actually used for
decisions. What data do you imagine was being created?
The Earned Value (EV) data being created in the project likely contains information about the
planned cost, schedule, and scope of the archival and records preservation efforts, as well as the
actual progress made regarding costs incurred, work completed, and the program. This data is
used to measure the project’s performance and make forecasts.
Planned Value (PV): The estimated cost and schedule for planned work.
Earned Value (EV): The value of the work completed, often measured in cost.
Actual Cost (AC): The actual cost incurred for the work completed.
Cost Performance Index (CPI): A ratio of EV to AC, indicating cost efficiency.
Schedule Performance Index (SPI): A ratio of EV to PV, indicating schedule
performance.
b.
Why do you think the EV data was not being used?
The EV data may have yet to be used for decision-making, possibly due to a lack of proper
understanding or appreciation of Earned Value Management (EVM) principles. It’s also possible
that there were challenges in collecting accurate and timely data, which made it difficult to use
the information effectively.
Lack of Understanding: Government agencies or project teams may not fully understand
Earned Value Management (EVM) principles and how to interpret the data effectively.
Data Collection Challenges: Collecting accurate and timely data for EV calculations can
be challenging, especially in large, complex projects. If data is not collected and updated
regularly, it becomes difficult to rely on it for decision-making.
Resistance to Change: There may be resistance to adopting new project management
methodologies, like EVM, within the organization, which can hinder its practical use.
Complexity: EVM can be complex, and not all stakeholders may be comfortable with the
metrics and calculations involved, leading to underutilization.
Your preview ends here
Eager to read complete document? Join bartleby learn and gain access to the full version
- Access to all documents
- Unlimited textbook solutions
- 24/7 expert homework help
c.
What use do you suspect is being made of EV data in the projects of other federal
agencies? What about state, county, or city agencies?
In other federal agencies and potentially at the state, county, or city levels, EV data can be
used for project monitoring and decision-making. It helps track project progress, cost efficiency,
and schedule adherence. By using EV data, agencies can identify potential issues, assess the
performance of contractors, and make informed decisions to control costs and ensure project
success. Different agencies may have varying levels of EVM implementation, but its potential
benefits are similar across the board.
Project Monitoring: EVM helps in tracking project progress, indicating if a project is
ahead of or behind schedule and if it’s over or under budget. This information can lead to
corrective actions and more efficient resource allocation.
Performance Assessment: EVM provides metrics like the Cost Performance Index (CPI)
and Schedule Performance Index (SPI), which allow agencies to assess how efficiently
they are using resources and whether they are meeting their schedule commitments.
Decision-Making: EVM data can guide decision-making by providing a clear picture of
the project’s health. Agencies can decide to allocate more resources, change project
priorities, or take other actions based on this data.
Contractor Oversight: EVM is also helpful in managing contracts. It allows agencies to
evaluate the performance of contractors and make decisions about contract modifications
or terminations.
Summary
Texas Instruments, Inc. sought an imaging system for their Accounts Receivable
department to interface with their mainframe system. ViewStar Corporation designed the system
using leading-edge technologies and compiled a WBS to plan the budget and track spending.
However, the planned budget exceeded the contract funds available, leading to arbitrary budget
reductions for early tasks. As the contract progressed, underbudgeted items appeared in the EV
chart. However, with particular attention to crucial requirements for later project tasks, progress
began to climb back toward the plan. In exchange, Texas Instruments completed high-earned
value production tasks, bringing the project in only 1% over budget.
Questions
a.
Is not arbitrarily reducing the available budget for tasks dangerous? What was
ViewStar’s probable strategic thinking here?
Yes, reducing the available budget arbitrarily is dangerous for tasks as the project will not get
completed as per the planned process. ViewStar's probable strategy was to win the contract by
hook or cook. But this level of comprising with a low budget is hazardous as they will
compromise the quality of delivering the projects. They may choose to buy low-quality materials
and inferior-quality labor that may even lead to the project's failure. There will be a lot of rework
they would have to do if the equipment causes a breakdown while the work is in progress. Due to
the low-quality material and equipment, there may be defects in the project completion and may
involve unexpected incidents and accidents.
b.
What would be the motivation of a project team that immediately falls behind schedule?
The project team may not agree to work on this project as they are aware of the consequences
of working at low budgets that will force them to compromise with the quality and deliver an
insufficient project. Due to breakdowns and equipment failure, rework, and labor issues, there
will be delays in completing the project that will motivate them to fall behind schedule.
c.
How did the trade late in the project between ViewStar and Texas Instruments probably
operate?
The trade late in the project between ViewStars and Texas Instruments probably operates
because the project pattern and time plan of both the projects are similar, and they are
progressing similarly. The team can lead the projects at both locations and in time intervals.