项目管理实例分析报告-英文版

Case Studies

The wedding

第17组：吕沁文于鸿雁孙光莹

The wedding

5.1Make a list of assumptions that will be used as the basis for panning the wedding.

1.Determine Wedding location, determine the ceremony and wedding feast style.

2.Determine Wedding banquet food supply.

3.Estimate costs and determine the scope of the cost.

4.Draw up the guest list: relatives, college classmates, neighbors and friends.

https://www.360docs.net/doc/023839058.html,municate with families and friends about the wedding plan.

6.Make a Clear division of tasks

7.Determine the best man, bridesmaid, minister, and chief witness at a wedding ceremony

8.Make certain of the weather condition in case it rains

5.2Make a list of activities that need to be done between now and the wedding day.

5.3For each activity ,identify the person who will responsible for seeing that the activities is accomplished.

6.1Develop a duration estimate for each activity.

6.4Develop a cost estimate for each activity and determine the total budget for the wedding.

numb

er

activity time cost people

1 Invitation 31 120 Peggy,Tony

2 Procurement 29 6000 Peggy,Tony

3 Decorate homes 27 1000 Peggy,Tony

4 Character design 180 1500 Peggy,Tony

5 Determine a priest 4 100 Peggy,Tony

6 Make Reservation for

Restaurant

15 3000 Mialdied,Peggy,Tony

7 Make a makeup appointment 3 200 Peggy,Tony

8 Wedding car booking 6 100 Big Tony,Carmell

9

Make a Wedding

photography appointment

6 100 Mialdied

10 Others 9 500 Peggy,Tony,Little Maria,Teresa

11 Make communications with

the stakeholders again

14 50 Peggy,Tony

12 Confirm readiness of the

spokesman

6 50 Lucy

13 Final confirmation of the 2 50 Mialdied

wedding day for all items

14 Check all items and hand in

custody finally

6 200

Peggy,Tony,Hawley,W

endy

15 Special preparations forr the

bride and groom

9 200 Peggy,Tony

16 Take wedding photographs 19 400 Peggy,Tony

17 Develop a plan of the

honeymoon

50 100 Peggy,Tony

The total budget for the wedding is $13670.

5.4Using the list of activities , develop a network diagram showing the interrelationships of all the activities.

The

Wedding

Preparation

Planning Invitations

Plan the honeymoon Wedding

location

Determine

the worker reservation Purchasing

The wedding

car

reservation

Booking

wedding

photography

Booking

wedding

makeup

House

decoration

6.2Using a project start time of 0 and a required project completion time of 180 days ,calculate the ES,EF,LS and LF times and total slack for each activity.

6.3Determine the critical path and identify the activities that make up the critical path.

7.1．If the schedule you calculated in Chapter 6 has negative slack, you need to revise your plan and calculate a revised schedule to eliminate all negative slack. Also make any associated changes to the cost estimate for activities and calculate a revised total budget for the project.

If the schedule you calculated in Chapter 6 did not have negative slack, proceed to item 2.

7.2 Assume it is March 31.Provide a list of activities that have completed as of March 31, along with the actual finish dates and actual costs expended for each of these completed activities.

numb er activity

tim

e

cost Actual cost

1 Invitation 31 120 100

2 Procurement 29 6000 5500

3 Decorate homes 27 1000 800

4 Character design 18

1500 801

5 Determine a priest 4 100 120

6 Make Reservation for Restaurant 15 3000 3300

7 Make a makeup appointment 3 200 170

8 Wedding car booking 6 100 80

9 Make a Wedding photography

appointment

6 100 115

10 Others 9 500 450 7.3. Provide a scenario for problems that have come up that will cause a delay in at least two activities that are scheduled to be completed

between May 1 and June 30.

Tony get sick，this problem may delay the activities such as Wedding photo and Develop a plan of the honeymoon.

7.4. Based on the actual finish times and the schedule delay problems identified in item 2, calculate a revised schedule, and then make the necessary revisions to the plan and schedule and continue to do so until all negative slack is eliminated.

8 Using the revised schedule you calculated in response to item 1 in Chapter 7 to eliminate all the negative slack, and the responsibility matrix you developed in Chapter 5, now develop:

8.1a planned resource utilization chart;

8.2 a resource profile, for each resource, based on an as-soon-as possible schedule.

9.1. Now determine actual costs expended through March31 for each

activity that is scheduled to be in progress as of March31.

Make an estimate of the percent complete of the work performed for each of those same activities that are in progress as of March31.

Actual cost

activit

y

TBC 10 20 30 40 50 60 70 80 90

A 100 30 30 40

B 6000 2000 2000 1500

C 1000 300 300 200

D 1500 89 89 89 89 89 89 89 89 89

E 100 120

F 3000 1000 2200

G 200 170

H 100 80

I 100 115

J 500 450

K 50

L 50

M 50

N 200

O 200

P 400

Q 100

Cumul ative 119 238 367 2756 5145 6934 8313

1124

7

1133

6

By the March 31

activity TBC percent(%) earned value

Invitation 120 100 120

Procurement 6000 100 6000

Decorate homes 1000 100 1000

Character design 1500 50 750

Determine a priest 100 100 100 Make Reservation for Restaurant 3000 100 3000 Make a makeup appointment 200 100 200 Wedding car booking 100 100 100 Make a Wedding photography

appointment

100 100 100 Others 500 100 500

9.2. Using the plan, schedule, and activity cost estimates from item 1 in Chapter 7, prepare a budgeted cost by period table and graph a cumulative budgeted cost (CBC) curve for the project.

9.3. Using the actual cost data from item 1 above, prepare an actual cost curve to the CBC graph prepared in item 2 above.

9.4. Using the percent complete data(through March31)from item 1 above, prepare a cumulative earned value by period table and add a cumulative earned value(CEV)curve to the CBC and CAC graph.

EV=CBC(By the March 31)

9.5. As for March31, cumulate for the total project, the:

Cost performance index (CPI)

Cost variance (CV)

Forecast cost at completion (FCAC)

CPI=CEV/CAC=11945.1÷11336=1.053731475

CV=CEV-CAC=11945.1-11336=609.1

FCAC1=TBC/CPI=13670÷1.053731475=12972.94455

FCAC2=CAC+(TBC-CEV)=11336+(13670-11945.1)=13060.9

9.6. If the FCAC in item 5 exceeds the total budgeted cost (TBC) for the project, what suggestions could your team make to reduce the costs of any in-progress activities or those activities not yet started, to get the FCAC within the TBC for the project?

We should focus on the activities that have a large cost estimate, such as project 2. We can make some negotiations with decoration company, in order to reduce some cost.