MI

ZANTEPIUNI
VERSI
TY

TEPICAMPUS

COLLEGEOFCOMPUTI
NGANDI
NFORMATI
CS

DEPARTMENTOFI
NFORMATI
ONSSYSTEMS

ASSI
GNMENT:
OFI
NFORMATI
ONSYSTEM PROJECTMANAGEMENT

NAME…………………………………………………I
D

1.
MALI
CHAGALMA NSR/
1106/
13

SUBMI
SSI
ONTOMR.
SAMSON
SUBMI
SSONDATE7/
3/2016E.
C
1.Howdopr
ojectmanager
sef
fect
ivel
yident
if
yandmanage
pr
ojectri
sks?Pr
ov i
deexamplesofcommonpr
ojectr
isksand
st
rategi
esformit
igati
ngthem.
1.1Projectmanagerscaneffect
ivel
yident
if
yandmanageprojectr
isksby
fol
lowingastruct
uredri
skmanagementpr ocess.Thi
spr
ocesstypi
call
y
i
ncludesthefoll
owingsteps:

1.Riskident
if
icat
ion:
Proj
ectmanager
sshouldsyst
emati
callyidenti
fy
potenti
alri
sksbyconsul
ti
ngwitht
eam members,st
akeholders,andsubj
ect
mat t
erexpert
s.Theycanalsor
evi
ewsimi
larpastpr
oject
st oidenti
fy
commonr i
sks.
2.Riskassessment:
Onceri
sksar ei
dent
if
ied,pr
ojectmanager
sshould
assesstheli
keli
hoodandpotent
iali
mpactofeachr i
skontheproj
ect
.Thi
s
hel
pspr i
ori
ti
zewhichri
sksrequi
reimmediateat
tenti
on.
3.Riskresponseplanning:Proj
ectmanagersshoulddevel
opapl anforhow
torespondtoeachi denti
fi
edr i
sk.Thismayinvol
veavoi
dingtherisk,
tr
ansferri
ngittoanotherparty,
mi t
igati
ngi
tsimpact,
oraccepti
ngt heri
sk
andhav i
ngacont i
ngencypl aninplace.
4.Ri
skmonitor
ingandcontr
ol:
Thr
oughouttheproj
ectli
fecy
cle,proj
ect
manager
sshouldconti
nuousl
ymonit
orident
if
iedri
sksandimpl ement
appr
opri
atecontr
olmeasur
estoaddr
essanynewr iskst
hatarise.

1.
2Commonpr
ojectr
isksandst
rat
egi
esf
ormi
ti
gat
ingt
hem i
ncl
ude:
1.Scopecr eep:
Thisoccurswhentheproject
'sscopeexpandsbey ondi
ts
ori
ginalboundari
es,l
eadingtodel
aysandbudgetov err
uns.Tomi ti
gat
et hi
s
ri
sk,projectmanager
sshouldclear
lydef
inethepr oj
ectscopeattheoutset
andest abli
shaformalchangemanagementpr ocesstohandleanyscope
changes.
2.Resourceconstr
aint
s:Li
mitedavai
labil
i
tyofresources,
suchasski l
led
personnel,
equipment,
orfundi
ng,canhinderpr
ojectprogress.Tomiti
gate
thi
srisk,pr
ojectmanager
sshouldconductthor
oughr esourceplanni
ng,
all
ocat
eresour
ceseffi
cient
ly,
andhav
econt
ingencypl
ansi
npl
acef
or
resour
ceshort
ages.

3.Communi cati
onbreakdown:Poorcommuni cat
ionamongt eam
member s,stakeholder
s,orpr
ojectsponsor scanleadto
misunderstandingsanddelays.Tomitigatethi
srisk,
proj
ectmanager s
shoul
dest ablishcl
earcommuni cat
ionpr ot
ocols,
holdregularmeetings,
andusecol laborat
iontool
stofacil
i
tateef f
ecti
vecommuni cation.
4.Technol
ogyfail
ures:Dependenceontechnologycanexposeprojectsto
theri
skofsyst
em failur
esordatabreaches.Tomi t
igatethi
sri
sk,
pr oj
ect
managersshouldconductthoroughtest
ingoftechnologysyst
ems,
i
mplementrobustcy ber
securi
tymeasures,andhavebackupplansinpl ace
fort
echnol
ogyfail
ures.
2.Howdopr oj
ectmanager screat
eandmanageproj
ect
schedul
es?Whattechniquesandtool
scanbeut
il
izedto
eff
ecti
vel
ypl
anandt rackproj
ectti
meli
nes?
2.
1Projectmanager
screat
eandmanagepr
ojectschedul
esbyf
oll
owi
nga
st
ruct
uredprocesst
hati
ncludest
hef
oll
owi
ngsteps:
1.Defi
neproj
ectactivi
ti
es:Proj
ectmanager
sstartbyident
if
yingallt
he
tasksandacti
vit
iesrequi
redtocomplet
etheproj
ect.Thisi
nvolvesbreaki
ng
downt hepr
ojectscopeintosmall
er,
manageabletasks.
2.Sequenceacti
vi
ties:Oncet hepr oj
ectacti
vi
ti
esareident
ifi
ed,pr
oject
managersdeterminetheor derinwhichtheseactivi
ti
esshouldbe
perf
ormed.Thishelpsinunder standi
ngdependenciesbetweentasksand
ensuresthatt
heprojectprogressesinal ogi
calsequence.
3.Esti
mateacti
vi
tydurat
ions:Projectmanagersest i
matethetimer
equi
red
tocomplet
eeachact i
vi
ty.Thisi
nvolvesconsideringfact
orssuchas
resour
ceavai
labi
li
ty,
skil
llevel
s,andpotenti
alrisks.
4.Developtheschedule:
Usingtheinf
ormati
ongatheredfr
om thepr
evi
ous
steps,
pr oj
ectmanagersdevelopaproj
ectschedul
ethatoutl
i
nesthest
art
andenddat esforeachacti
vit
y,aswellast
heov er
all
proj
ectti
meli
ne.
5.Moni
torandcont
rol
theschedul
e:Thr
oughoutt
hepr
ojectl
i
fecy
cle,
projectmanager
scontinuousl
ymoni t
ort
heprogressofacti
vi
ti
esandmake
adjustmentstot
hescheduleasneeded.Thisinv
olvestr
acki
ngact
ual
progressagai
nsttheplannedschedul
eandmaki ngchangesto
accommodat eanydelaysorchangesinproj
ectscope.
2.
1Toef f
ecti
velyplanandtrackpr
ojectti
meli
nes,
proj
ectmanager
scan
ut
il
izev
arioustechniquesandtool
s,i
ncludi
ng:
1.Ganttcharts:Ganttchar
tsar evisual
represent
ati
onsofpr oject
schedulesthatshowt hestartandenddat esofprojectact
ivi
ties,aswellas
thei
rdependenci es.Thi
stool hel
psinunder st
andi
ngt heoverallproj
ect
ti
melineandi denti
fyi
ngcri
ticalpathacti
vi
ties.
2.Cri
ticalPathMethod(CPM) :CPM i
sat echni queusedtoident
if
ythe
l
ongestsequenceofact i
vit
iesinaprojectthatdeterminest
heshor t
est
possibledurat
ionforcompleti
ngtheproject.Thishelpsini
denti
fyi
ng
acti
vi
tiesthatarecri
ti
calt
ot heproj
ecttimeline.
3.Resourcelevel
i
ng:Resour celev
eli
nginvol
vesadjust
ingtheproject
scheduletoaccountforresourceconstr
aint
sandensur et
hatresourcesar
e
all
ocatedeff
ici
entl
y.Thishelpsinavoidi
ngov er
all
ocat
ionofresourcesand
potent
ialdel
ays.
4.Proj
ectmanagementsof tware:
Therearevariousprojectmanagement
soft
waretoolsavai
labl
ethatcanhelpincreat
ing, managing,
andtracki
ng
proj
ectschedul
es.Thesetoolsofteni
ncl
udef eaturessuchastask
management ,r
esourceal
locati
on,andscheduletracki
ng.

3.
Expl
aint
heconceptofscopeveri
fi
cati
onandscopev al
i
dat
ion.
Howcanproj
ectmanagersensurethattheproj
ectdel
i
ver
abl
es
meett
hedefi
nedscopeandstakeholderexpect
ati
ons?
3.
1Expl
aint
heconceptofscopev
eri
fi
cat
ionandscopev
ali
dat
ion.
Scopev er
ifi
cati
oni stheprocessofformali
zingaccept anceoftheproj
ect
scope.Iti
nv ol
vesreviewingtheproj
ectdeli
verabl
eswi ththecustomeror
sponsortoensuret hattheyarecompletedandmeett heirexpect
ati
ons.
Thisprocesstypicall
yoccursattheendofeachpr ojectphaseoratt heend
oftheproject,
andi ti
nvolvesobtai
ningfor
mal acceptanceandsi gn-
off
f
rom t
hest
akehol
der
s.
Scopevali
dati
on,ontheotherhand,isthepr ocessofensuri
ngthatthe
proj
ectdel
iver
abl
esmeett hedefinedscope.Thi sinvol
vesconducti
ng
i
nspecti
onsandteststoveri
fythatthedeliverablesmeetthespeci
fi
ed
requi
rementsandarefi
tforuse.Italsoinv
ol vesensuri
ngthatanychanges
tothescopeareproper
lydocument edandappr oved.

3.
2canpr
ojectmanager
sensurethatt
heprojectdeli
ver
abl
es
meett
hedefi
nedscopeandstakehol
derexpectat
ions?
Toensur et hatthepr ojectdeli
verablesmeett hedef i
nedscope
andst akeholderexpect at
ions,proj
ectmanager scant akesev eral
steps.Theycanst artbycl earl
ydefiningthepr ojectscopet o
provi
deacl earreferencepoi ntforscopev erif
icationand
vali
dation,ensuringt hatthedel i
ver
abl esali
gnwi t
ht hedef i
ned
scopeandr equirement s.Engagingst akeholdersr egularl
yisalso
i
mpor tant,asital l
owsf orcommuni cat i
onandcol l
abor at
ionthat
canhel palignthepr ojectdeliv
erableswi ththeirexpect at
ions.
Usingast r
ucturedr evi
ewpr ocessf orscopev eri
fi
cation,
conducti
ngr egularqualit
ychecks, anddocument i
ngaccept ance
cri
ter
iaalsoplayacr uci
alroleinensur i
ngt hatthedel i
verabl
es
meetthespeci f
iedcr it
eri
af orformal acceptance.Addi ti
onall
y,
seeki
ngf eedbackf rom stakeholdersandmaki ngadj ustmentsas
necessaryensurest hatthedel i
verablesali
gnwi t
hthei r
expectat
ions.Thismayi nvolvemaki ngchangest othepr oj
ect
scopeordel i
verablesbasedonst akeholderi nput.
1.Clearlydefinethepr ojectscope:Iti
simpor tanttohaveaclear
anddet ail
edpr oj
ectscopet hatoutli
nestheobj ecti
ves,
deli
verables,andr equirementsoft heproject.Thisshouldbe
communi catedtoal l
st akeholder
sandagr eeduponbef oret
he
proj
ectbegi ns.
2.Involv
estakeholder si
nt heprocess:Engagingstakeholders
throughoutt
hepr ojectli
fecyclei
scrucialforensuri
ngthatt hei
r
expectati
onsaremet .Thisinvol
vesregularcommuni cati
on,
feedbacksessions,andi nvolv
ementi nscopev eri
fi
cati
onand
vali
dati
onprocesses.
3.Conductr egul
arr
evi
ews: Projectmanagersshouldconduct
regul
arreviewsofproj
ectdeli
v erabl
eswithstakeholder
sto
ensurethattheymeetthei
rexpect ati
ons.Thi
scani nvol
ve
demonst r
ations,
walkt
hroughs, andpresent
ationstogather
feedbackandmakeanynecessar yadj
ustments.
4.Usef or
mal acceptancepr ocesses: For
mal acceptance
processes,suchassi gn-offproceduresanddocument ati
on,
shouldbeusedt oobt ainapprov alf
rom stakeholder
sf orproj
ect
deli
verabl
es.Thishelpsi nensuringthatthereisaclearrecordof
acceptanceandr educest heriskofmi sunderst
andings.
5.Managechangesef f
ectivel
y:Anychangestotheprojectscope
shouldbeproperl
ydocument ed,eval
uatedf
orimpact,and
approvedbyrel
evantstakeholder
s.Thishel
psinensuri
ngt hat
changesareproperl
ymanagedanddonotaf fectt
heov eral
l
proj
ectdel
iver
ables.

4.Discusstheconceptofearnedvaluemanagement(
EVM)and
i
tssignif
icancei
nprojectcostmanagement.HowdoesEVM hel
p
proj
ectmanagerstrackprojectper
formanceandi
dent
if
ycost
vari
ances?

4.
1Discusst
heconceptofear
nedval
uemanagement(
EVM)andi
ts
si
gni
fi
cancei
npr
ojectcostmanagement
.
EarnedVal
ueManagement(EVM)isaprojectmanagementt
echni
quet
hat
i
ntegrat
esscope,
schedul
e,andcostdat
atoprovi
deacomprehensi
vev
iew
ofpr oj
ectperf
ormance.Ithelpsproj
ectmanagerstr
ackthepr
ogressofthe
projectandident
ifycostvari
ancesbycomparingthepl
annedval
ue,ear
ned
value,andactualcostoftheproj
ect.
Thesi gni
ficanceofEVM i npr ojectcostmanagementl i
esinitsabil
it
yto
provi
dei nsightintotheproject'
sper for
manceandcostef fi
ci
ency .Byusi
ng
EVM, projectmanager scanmeasur etheproject
'spr
ogr essinter
msoft he
valueofwor kcompl et
ed(ear nedv al
ue)againsttheplannedv al
ue,all
owi
ng
them toassessi ft
hepr oj
ectisont r
ackorifthereareanycostorschedule
overruns.

4.
2HowdoesEVM helppr
ojectmanager
str
ackpr
ojectper
for
manceand
i
dent
if
ycostv
ari
ances?
EVM hel psprojectmanagerstrackpr oj
ectper for
mancebycal culat
ingkey
perf
ormancei ndicat
orssuchasCostPer formanceI ndex( CPI
)and
SchedulePer formanceIndex(SPI).Thesei ndicat
orspr ovi
deaclear
understandingofhowef fi
cient
lythepr oj
ecti susingitsresour
cesand
whetheri ti
saheadoforbehi ndschedul e.Byanal yzi
ngt hesei
ndicators,
proj
ectmanager scanidenti
fycostv ari
ancesandt akecorrect
iveactionsto
bri
ngt heprojectbackont r
ack.
Furt
hermor e,EVM helpsproj
ectmanager sforecastthefi
nalcostand
scheduleofthepr oj
ectbasedont hecurrentperfor
mance, al
l
owingthem to
makei nf
ormeddeci sionsandadjustmentstoensur etheproj
ect'
ssuccess.
Ital
sopr ov
idesabasi sforcommuni cat
ingprojectstat
usandper f
ormance
tostakeholders,
enablingtr
ansparencyandaccount abil
i
tyinproj
ect
management .
I
nsummar y,EVM i
sav al
uabletoolinpr
ojectcostmanagementasi thelps
pr
ojectmanagerst
rackprojectper
formance,i
denti
fycostvar
iances,and
makeinfor
meddecisionstoensurethesuccessful
deli
veryoftheproject
wi
thinbudgetandschedul
e.

5.Questi
ononEVM Metr
icsCal
cul
ati
on-Pr
ojectD:
ForPr
ojectD,
the
fol
lowingdat
aisav
ail
abl
e:
i
.Pl
annedVal
ue(
PV)
:$200,
000
i
i
.Ear
nedVal
ue(
EV)
:$180,
000
i
i
i.Act
ual
Cost(
AC)
:$210,
000
Cal
cul
atet
hef
oll
owi
ngEVM met
ri
cs:
a)Schedul
eVar
iance(
SV)
b)CostVar
iance(
CV)
c)Schedul
ePer
for
manceI
ndex(
SPI
)
d)CostPer
for
manceI
ndex(
CPI
)
Expl
ainwhateachcal
cul
atedmet
ri
crepr
esent
sinPr
ojectDandi
nter
pret
ther
esult
s.
Tocal
cul
atet
heEVM met
ri
csf
orPr
ojectD,
wecanuset
hef
oll
owi
ng
for
mul
as:

a)Schedul
eVar
iance(
SV)=Ear
nedVal
ue(
EV)-Pl
annedVal
ue(
PV)
b)CostVar
iance(
CV)=Ear
nedVal
ue(
EV)-Act
ual
Cost(
AC)
c)Schedul
ePer
for
manceI
ndex(
SPI
)=Ear
nedVal
ue(
EV)/Pl
annedVal
ue
(PV)
d)CostPer
for
manceI
ndex(
CPI
)=Ear
nedVal
ue(
EV)/Act
ual
Cost(
AC)

Let
'
scal
cul
ateeachmet
ri
candi
nter
prett
her
esul
tsf
orPr
ojectD:
a)Schedul
eVar
iance(
SV)=$180,
000-$200,
000=-
$20,
000
Thenegat i
veval
ueofScheduleVari
ancei
ndi
cat
esthattheproj
ecti
s
behindschedul
e.I
nthi
scase,theproj
ecti
s$20,
000behindthepl
anned
schedul
e.

b)CostVar
iance(
CV)=$180,
000-$210,
000=-
$30,
000
Thenegat
ivev
alueofCostVar
iancei
ndi
cat
est
hatt
hepr
ojecti
sov
er
budget.I
nthi
scase,t
hepr
ojecthasspent$30,
000mor
ethanwhatwas
ori
ginal
lypl
anned.

c)Schedul
ePer
for
manceI
ndex(
SPI
)=$180,
000/$200,
000=0.
9
TheSchedul
ePerf
ormanceIndexval
uelessthan1(
0.9)i
ndi
cat
esthatt
he
pr
ojecti
sbehi
ndschedul
e.Theproj
ecthasachiev
edonl
y90%ofthe
pl
annedval
ue.

d)CostPer
for
manceI
ndex(
CPI
)=$180,
000/$210,
000≈0.
857
TheCostPerfor
manceIndexval
uelesst
han1(0.
857)i
ndi
catest
hatthe
proj
ectisov
erbudget
.Theproj
ecthasear
nedonl
y85.7%oft
heactual
cost
spent.
I
nsummar y,
thenegativeSchedul
eVariance(SV)andCostVari
ance( CV)
i
ndi cat
ethattheprojectisbehi
ndscheduleandoverbudget
,respectiv
ely.
TheSchedul ePerformanceIndex(SPI
)andCostPer f
ormanceIndex( CPI)
valueslessthan1f urt
herconfi
rmthesedelaysandoverr
uns.Thepr oj
ect
needst otakecorr
ect i
veacti
onstoimproveit
sperfor
manceandbr ingt he
projectbackontrack.