Monitoring and Controlling Merrilton
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Western Governors University *
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ORGANIZATI
Subject
Industrial Engineering
Date
Jan 9, 2024
Type
docx
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Uploaded by ChefSardine3952
MGT2_KKM1: Monitoring and Controlling
Monitoring and Controlling Template
Project Title
Project Manager
Customer Name
Merrilton Mobile
Payment Portal Project
Merrilton
PAGE 1
MGT2_KKM1: Monitoring and Controlling
Monitoring and Controlling Template
A. Risk Assessment
Risk
Description
Likelihood
(L, M, H)
Impact
(L, M, H)
Responsible
Person
Prevention/Mitigation
Strategy
Get a final communicatio
n plan. If we cannot get the
feature to work, it will delay account activations.
M
L
Maya Johnson
All registered accounts will receive an email and a mailer with a temporary code will also be sent out with the July statement. If there are
any service
changes for
example a
start, a move,
or a stop of
service during
this period
from now until
the go-live
date will not
appear in the
new system.
M
H
Fatima Kalani
Support and maintain
the synchronization of
the databases until
the start of the project
in July.
We may need
to order some
extra
hardware. The
City Budget
will cover that.
L
M
Alex Patel
Evaluate and purchase any required
hardware by the deadline of June 30
th
so grant funds can be used.
With the current paper-
filling system, there is a concern that existing paper
maintenance requests might get lost.
M
L
Jack Martin
We need to prioritize the digitization of all existing paper maintenance requests.
The limited payment options may cause unhappy customers.
H
L
Mateo Costa
Let the customers know that more payment options may be implemented soon.
Key: L=Low, M=Medium, H=High
B. Gantt Chart
Please see the attached file.
C1. Earned Value Analysis
PAGE 2
MGT2_KKM1: Monitoring and Controlling
Monitoring and Controlling Template
Team
EV
AC
PV
CV
CPI
SV
SPI
System Requirement
s
Maya
$6,175.96
$6,800.00
$7,360.00
($624.04)
0.91
($1,184.04)
0.84
Utilities
Fatima
$4,616.48
$4,500.00
$5,808.00
$116.48
1.03
($1,191.52)
0.79
Code Enforcement
Alex
$4,123.20
$4,500.00
$5,760.00
($376.80)
0.92
($1,636.80)
0.72
Public Housing
Jack
$5,471.72
$5,350.00
$8,268.00
$121.72
1.02
($2,796.28)
0.66
Payment Processing
Mateo
$2,287.48
$2,950.00
$1,606.45
($662.52)
0.78
$681.03
1.42
Total
$22,674.84
$24,100.00
$28,802.45
($1,425.16)
4.66
($6,127.61)
4.43
C2. Earned Value Projections
Team
EAC
ETC
Est. Dur.
Est. Completion Date
System
Requirements
Maya
$10,129.60
$3,329.60
24
Apr 6
Utilities
Fatima
$17,087.38
$12,587.38
35
May 2
Code Enforcement
Alex Patel
$26,193.25
$21,693.25
53
May 26
Public Housing
Jack
$20,784.31
$15,434.31
35
May 2
Payment
Processing
Mateo
$42,815.67
$39,865.67
44
May 24
C3. Discussion of Earned Value Analysis and Projections
There are five project Teams. Two of those teams, Public Housing and Utilities with CPIs of 1.02 and 1.03 exceeded expectations in financial efficiency. The other three teams’ cost PAGE 3
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MGT2_KKM1: Monitoring and Controlling
Monitoring and Controlling Template
performances are below normal expectations and could be improved. The payment processing team has currently the worst financial performance of the group with a CPI of 0.78 which will need to be addressed.
Now on to the Project schedule, four out of the five teams are struggling to maintain the cadence and stay on time according to their SPIs which are all below 1.0. The payment processing with a SPI of 1.42 has the best performance schedule-wise. According to the Earned Value Analysis and projections the whole project should be done ahead of schedule but will go over budget.
D1. Burndown Chart
PAGE 4
MGT2_KKM1: Monitoring and Controlling
Monitoring and Controlling Template
D2. Discussion of Burndown Chart
Looking at the above burndown chart, we can see that the project is running behind schedule for the first 16 days. Things get back on track after the teams complete 5 tasks. Looking at the current trajectory, they will need to work more efficiently by trying to complete at least 1 task per day from now until the end of the fiscal year.
PAGE 5
MGT2_KKM1: Monitoring and Controlling
Monitoring and Controlling Template
E. Mitigation Plan
The first mitigation plan will be to address the schedule issue of the Public Housing Team. They have the lowest SPI at 0.66 and they are currently behind schedule. They are currently last at getting their tasks done. This team will need a weekly meeting to go over lessons learned from past mistakes, so they are not repeated in the future. They also need another weekly meeting on how to improve time management.
The second mitigation plan will be to address the Payment Processing team's financial inefficiency. They currently have the lowest CPI of 0.78. Their SPI of 1.42 is the best
of all the other teams. For them to not go over budget, their cost performance will have to be modified properly throughout the whole project. We will have to have meetings twice a week to address cost overruns and how to optimize resources with project priorities.
The third mitigation plan is about modifying the schedule performance of the Code Enforcement Team. They currently have the second-lowest SPI at 0.72 and the second-worst
SV of $(1,636.80). They need to improve their performance because of key project pieces such as mobile device acquisitions. Weekly team meetings during the critical path task dates with an emphasis on optimizing the deliverables schedule will help keep the team on track in the future.
.
PAGE 6
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