Keller Graduate School of Management
PM592, Professor Marcus Williams, 20 February 2012
TABLE OF CONTENTS
Executive summary 3
1. SCHEDULE #1 3
2. performance analysis 6
3. estimate at completion 7
4. control plan 10
5. revised estimate at completion 12
6. schedule #2 14
APPENDIX A – Schedule 1
APPENDIX B – Schedule 2
We are here to discuss the “Theme Park” project that we were set to complete. To date we are 40% complete with the project. We currently do not have any actual costs associated with the project so we can assume that they are in order. However, I think that we should still look into the matter since we were given a budget guideline to follow.
The schedule on the other hand is an area that I am greatly concerned with. We have several tasks that are behind schedule. The entirety of the project is behind schedule and this is apparent with a PI (Performance Index) of 0.65. What this means is, for every $1 that we spend, we are running at an efficiency of $0.65. This is unacceptable. We must take action on these areas to increase our PI and make sure that our project meets all its deadlines.
SCHEDULE #1 Given the scope of the project by the customer, we took the information and formatted it into a WBS (Work Breakdown Structure) and presented it back for customer buy-in. We developed the WBS using Microsoft Project, breaking it down into more manageable packages and into separate activities to better manage. Attached is a copy of the Gantt Chart showing the progress that we have made on the project as of 1 October 2008. SEE APPENDIX A
PERFORMANCE ANALYSIS After entering the data and setting the project to 40% completion, we noticed that the project is behind schedule. This was apparent by the Schedule Variance and the SPI (Schedule Performance Index). The Schedule Variance for the project is ($570,977.84) with a Schedule Variance Percentage of -35%. We also noticed that