TABLE Q2a Immediate Expected Budget ID Task Predecessor Duration (days) (RM) A Meet with client 1 5 1,000 B Write the programme A 20 20,000 Debug the programme 5 3,000 D Prepare draft manual В 2,000 5 E Meet with clients 2 5 2,000 F Test the programme С, Е 20 4,000 Make modification F 10 16,000 Finalize manual G 10 10,000 J Advertise С, Е 20 16,000 TABLE Q2b Actual Actual ID Task Status Actual Start (days) Duration Costs (days) (RM) A Meet with client 1 100% +5 days 5 3,000 Write the programme 100% +15 days 30 18,000 C Debug the programme 100% As per other delays 10 5,000 D Prepare draft manual 100% As per other delays 5 2,000 Meet with clients 2 Test the programme Make modification Finalize manual E 100% As per other delays 2,000 F 50% As per other delays 20 1,500 As per other delays As per other delays G 0% 10 0% 10 +5 on top of other J Advertise 25% 20 2,000 delays
Billy has worked for Meta Solution Sdn. Bhd. (MSSB) for five years, mainly in administrative positions. Three months ago, he was informed that he was being transferred to the firm's IT project management group. Billy was excited because he realized that project management was typically the career path to the top in the MSSB, and everyone had to demonstrate the ability to "get their feet wet" by successfully running projects. Billy had just left a meeting with his superior, Bob, who assigned him project management responsibilities for a new software development the company had successfully bid.
It is now Week 14 of the project. The performance of the project is as summarized in TABLE Q2b. Report the progress of the project as at Week 14 using a Gantt Chart. Perform an analysis of the project status at Week 14 by using EVA.
Use the CPI and SPI to determine project efficiency. Estimate the performance of the project at completion and propose suitable steps to enhance the overall performance
Step by step
Solved in 8 steps with 4 images