项目管理实例分析报告-英文版
工程项目管理英文版本
Engineering project management is a critical discipline that involvesthe application of project management principles, methodologies, andtools to effectively plan, execute, and control engineering projects. This article aims to provide an overview of engineering project management, its key components, and its significance in the successful completion of engineering projects.1. Definition and ScopeEngineering project management is the application of project management concepts, techniques, and skills to engineering projects. It encompasses the entire lifecycle of a project, from conception to completion. The scope of engineering project management includes the planning, executing, and controlling of engineering projects to ensure they are completed on time, within budget, and to the required quality standards.2. Key Components of Engineering Project Managementa. Project PlanningProject planning is the process of defining the project objectives, scope, and deliverables. It involves creating a detailed project planthat outlines the activities, resources, and timelines required to complete the project. Key components of project planning include:- Project charter: A document that authorizes the project and definesits objectives, scope, and stakeholders.- Work breakdown structure (WBS): A hierarchical decomposition of the project scope into smaller, manageable components.- Schedule: A timeline that shows the sequence of activities and their durations.- Budget: An estimate of the costs required to complete the project.- Risk management plan: A document that identifies, assesses, and prioritizes risks associated with the project.b. Project ExecutionProject execution is the process of carrying out the project plan. It involves coordinating resources, managing stakeholders, and monitoring progress. Key components of project execution include:- Resource allocation: Assigning resources, such as personnel, equipment, and materials, to project activities.- Communication: Keeping stakeholders informed about project progressand issues.- Change management: Managing changes to the project scope, schedule,and budget.- Quality management: Ensuring that project deliverables meet the required quality standards.c. Project ControlProject control is the process of monitoring and controlling the project to ensure it is on track to achieve its objectives. Key components of project control include:- Progress tracking: Monitoring the actual progress of the project against the planned schedule and budget.- Performance measurement: Assessing the project's performance in terms of quality, cost, and time.- Change control: Managing changes to the project scope, schedule, and budget.- Risk management: Identifying, assessing, and responding to risks that may impact the project.3. Significance of Engineering Project ManagementEngineering project management is essential for the successfulcompletion of engineering projects. It helps organizations to:- Reduce project costs and improve profitability.- Enhance project quality and customer satisfaction.- Mitigate risks and uncertainties.- Improve project efficiency and productivity.- Develop and maintain stakeholder relationships.In conclusion, engineering project management is a vital discipline that ensures the successful completion of engineering projects. By applying project management principles, methodologies, and tools, organizations can achieve their project objectives and deliver high-quality outcomes within the specified time and budget constraints.。
工程项目管理英文资料
Construction project management is a complex and multifaceted discipline that involves the planning, execution, and completion of construction projects. This field requires a combination of technical, organizational, and administrative skills to ensure the successful completion ofprojects within budget, on schedule, and with the desired quality. The following is an overview of construction project management, including key concepts and processes.1. Project PlanningThe first step in construction project management is to plan the project. This involves defining the project objectives, scope, and requirements, as well as developing a project schedule and budget. Project planning also includes identifying the resources needed to complete the project, such as labor, materials, and equipment.2. Project OrganizationA well-organized project team is essential for successful construction project management. The project manager is responsible for assemblingthe team, which may include architects, engineers, contractors, andother specialists. The project manager must also establish clear linesof communication and define the roles and responsibilities of each team member.3. Risk ManagementRisk management is a critical aspect of construction project management. This involves identifying potential risks, analyzing their impact on the project, and developing strategies to mitigate or avoid them. Commonrisks in construction projects include design changes, weather delays, and cost overruns.4. Project ExecutionOnce the project is planned and organized, it is time to execute the project. This involves coordinating the activities of the project team, monitoring progress, and ensuring that the project is on track. Theproject manager must also manage changes to the project scope, schedule, and budget as they arise.5. Quality ManagementQuality management is a crucial component of construction project management. This involves ensuring that the project meets the specified quality standards throughout its lifecycle. Quality management includes activities such as quality planning, quality assurance, and quality control.6. Cost ManagementCost management is another critical aspect of construction project management. This involves monitoring and controlling the project budget, including labor, materials, and equipment costs. Cost management also includes identifying cost-saving opportunities and mitigating cost overruns.7. Project ClosureThe final stage of construction project management is project closure. This involves completing all project activities, delivering the final product, and ensuring that all project objectives have been met. Project closure also includes documenting the project's performance and lessons learned for future reference.8. Key Tools and TechniquesSeveral tools and techniques are commonly used in construction project management to improve efficiency and effectiveness. These includeproject management software, such as Microsoft Project and Primavera P6, as well as various communication and collaboration tools.In conclusion, construction project management is a complex discipline that requires a combination of technical, organizational, and administrative skills. By following a structured approach and utilizing the appropriate tools and techniques, project managers can ensure the successful completion of construction projects within budget, on schedule, and with the desired quality.。
项目案例英文
项目案例英文Project Case Study: How to Improve Team Collaboration and Communication。
Introduction。
In today's fast-paced business environment, effective team collaboration and communication are essential for the success of any project. In this case study, we will explore a real-life project and analyze the strategies and tools that were used to improve team collaboration and communication. By understanding the challenges faced and the solutions implemented, we can gain valuable insights into how to enhance teamwork and communication within our own projects.Case Background。
The project in question was a marketing campaign for a new product launch. The team consisted of members from various departments, including marketing, sales, design, and product development. The project timeline was tight, and the team faced challenges in coordinating tasks, sharing information, and staying aligned on the project goals.Challenges Faced。
项目管理案例分析
项目管理案例分析（一）凯茜·布福德（Cathy Buford）是一个项目团队的设计领导，该团队为一个有迫切需求的客户设计一项庞大而技术复杂的项目。
乔·杰克逊（Joe Jackson）是一个分派到她的设计团队里的工程师。
一天，乔走进凯茜的办公室，大约是上午九点半，她正埋头工作。
“嗨，凯茜，”乔说，“今晚去观看联赛比赛吗？你知道，我今年志愿参加。
”“噢，乔，我实在太忙了。
”接着，乔就在凯茜的办公室里坐下来，说道：“我听说你儿子是个非常出色的球员。
”凯茜将一些文件移动了一下，试图集中精力工作。
她答道：“啊？我猜是这样的。
我工作太忙了。
”乔说：“是的，我也一样。
我必须抛开工作，休息一会儿。
”凯茜说：“既然你在这儿，我想你可以比较一下，数据输入是用条形码呢，还是用可视识别技术？可能是……”乔打断她的话，说：“外边乌云密集，我希望今晚的比赛不会被雨浇散了。
”凯茜接着说：“这些技术的一些好处是……”她接着说了几分钟。
又问：“那么，你怎样认为？”乔回答道：“噢，不，它们不适用。
相信我。
除了客户是一个水平较低的家伙外，这还将增加项目的成本。
”凯茜坚持道：“但是，如果我们能向客户展示它能使他省钱并能减少输入错误，他可能会支付实施这些技术所需的额外成本。
”乔惊叫起来：“省钱！怎样省钱？通过解雇工人吗？我们这个国家已经大幅度裁员了。
而且政府和政治家们对此没任何反应。
你选举谁都没关系，他们都是一路货色。
”“顺便说一下，我仍需要你对进展报告的资料，”凯茜提醒他，“明天我要把它寄给客户。
你知道，我大约需要8到10页。
我们需要一份很厚的报告向客户说明我们有多忙。
”“什么？没人告诉我。
”乔说。
“几个星期以前，我给项目团队发了一份电子邮件，告诉大家在下个星期五以前我需要每个人的数据资料。
而且，你可能要用到这些你为明天下午的项目情况评审会议准备的材料。
”凯茜说。
“我明天必须讲演吗？这对我来说还是个新闻。
”乔告诉她。
项目管理案例分析的实习报告
项目管理案例分析的实习报告## Project Management Case Study Internship Report.Executive Summary.This internship report presents the case analysis of a project management initiative undertaken during my internship at [Company Name]. The project aimed to improve project delivery efficiency and stakeholder satisfaction. Key findings and recommendations are summarized, and lessons learned are discussed.Project Overview.The project involved implementing a new project management software suite across multiple project teams. The objectives were to:Streamline project planning and execution.Enhance collaboration and communication.Improve project visibility and control.Increase stakeholder engagement.Methodology.The case analysis employed a mixed-methods approach, including:Literature review of project management best practices.Interviews with project stakeholders.Data analysis of project metrics.Shadowing of project managers.Findings.The case analysis revealed several key findings:The existing project management system was fragmented and inefficient, leading to delays and bottlenecks.Stakeholder communication was often fragmented and ineffective, hindering collaboration and decision-making.Project visibility was limited, making it difficult to monitor progress and identify risks.Stakeholder engagement was minimal, resulting in low buy-in and support for project outcomes.Recommendations.Based on the findings, several recommendations were developed:Implement a unified project management software suite that provides comprehensive functionality and integrates with existing systems.Establish clear communication channels and protocols to foster effective collaboration and information sharing.Utilize project dashboards and reporting tools to enhance project visibility and provide real-time updates to stakeholders.Develop a stakeholder engagement plan to actively involve stakeholders in project decision-making and progress reviews.Lessons Learned.The following lessons were learned during this internship:The importance of stakeholder engagement in project success.The value of utilizing technology to enhance project management efficiency.The need for effective communication and collaboration in complex projects.The challenges of implementing change and the importance of a structured approach.Conclusion.The project management case analysis provided valuable insights into the challenges and opportunities of project management. By implementing the recommendations outlined in this report, [Company Name] can significantly improveproject delivery efficiency, stakeholder satisfaction, and overall project outcomes.## 项目管理案例分析实习报告。
项目案例的英文[4篇]
![项目案例的英文[4篇]](https://img.taocdn.com/s3/m/5cbb1ef8a58da0116c1749b3.png)
以下是网友分享的关于项目案例的英文的资料4篇，希望对您有所帮助，就爱阅读感谢您的支持。 项目案例的英文第一篇 某公司准备开发一个软件产品。在项目开始的第一个月，项目团队给出了一个非正式的、粗略的进度计划，估计产品开发周期为12~18个月。一个月以后，产品需求已经写完并得到了批准，项目经理制定了一个12个月期限的进度表。因为这个项目与以前的一个项目类似，项目经理为了让技术人员去做一些“真正的”工作(设计、开发等)，在制定计划时就没让技术人员参加，自己编写了详细进度表并交付审核。每个人都相当乐观，都知道这是公司很重要的一个项目。然而没有一个人重视这个进度表。公司要求尽早交付客户产品的两个理由是：1)为下一个财年获得收入;2)有利于确保让主要客户选择这个产品而不是竞争对手的产品。团队中没有人对尽快交付产品产生怀疑。 在项目开发阶段，许多技术人员认为计划安排的太紧，没考虑节假日，新员工需要熟悉和学习的时间也没有考虑进去，计划是按最高水平的人员的进度安排的。除此之外，项目成员也提出了其他一些问题，但基本都没有得到相应的重视。 为了缓解技术人员的抱怨，计划者将进度表中的计划工期延长了两周。虽然这不能完全满足技术人员的需求，但这还是必要的，在一定程度上减少了技术人员的工作压力。技术主管经常说：产品总是到非做不可时才做，所以才会有现在这样一大堆要做的事情。 计划编制者抱怨说：项目中出现的问题都是由于技术主管人员没有更多的商业头脑造成的，他们没有意识到为了把业务做大，需要承担比较大的风险，技术人员不懂得做生意，我们不得不促使整个组织去完成这个进度。 在项目实施过程中，这些争论一直很多，几乎没有一次能达成一致意见。商业目标与技术目标总是不能达成一致。为了项目进度，项目的规格说明书被匆匆赶写出来。但提交评审时，意见很多，因为很不完善，但为了赶进度，也只好接受。 在原来的进度表中有对设计
电信公司项目管理咨询案例英文
WBS FORTELECOM CONTRACT IMPLEMENTATIONPROJECTSWen Feng1Alcatel Telecommunications Shenzhen Co., Ltd. April 3, 2002KEY WORDSWBS, Work Breakdown Structure, Project Scope Definition, Project Planning1 ABSTRACTSIn this paper, telecom projects are categorized into three parts with examples: Contract Implementation Projects, System Development Projects and Process Improvement Projects. Creation and adaptation of WBSs for Contract Implementation Projects are discussed in detail, based upon four scenarios assumed. Finally, classical tools and techniques for WBS are reviewed in brief.2 INTRODUCTIONThe Work Breakdown Structure or WBS is an output from project scope definition process, which greatly contributes to the quality of project planning results and, consequently, the successfulness of any project. In the area of project management, one can never over-emphasize the importance to establish a WBS properly, right before an organization begins to commit its significant resources to any intended undertakings.1Wen Feng, Deputy General Manager of Alcatel Telecommunications Shenzhen Co., Ltd., certified PMP, joined in Alcatel in 2000, currently responsible for project and quality management. In 1992, he worked as an engineer in test automation R&D projects in Shenzhen Huawei Technical Co., Ltd. He started his career as a project manager in Singapore Telecom Limited in 1995, managing telecom switching system implementation projects.Due to its very nature, any project, by definition, is unique in certain aspects. This means that one can almost always expect some differences between existing projects and the previous ones. For instance, different customers, changing business environment, new technologies, newly formed project teams, extended scope of deliverables or other additional constraints.Needless to say, project managers and teams in a performing organization have to pay special attention to the differences among projects so as to successfully establish or adapt corresponding WBSs.In this paper, telecom projects are categorized into three parts with examples: Contract Implementation Projects, System Development Projects and Process Improvement Projects. Creation and adaptation of WBSs for Contract Implementation Projects are discussed in detail, based upon four scenarios assumed. Finally, classical WBS tools and techniques are reviewed briefly.3 WHAT MAKES PROJECTS DIFFERENT?A project is deemed new or different due to numerous reasons, and the same applies to any telecom projects. Table 1 provides a way to categorize the causes that make a project somewhat different in the eyes of the project stakeholders, particularly of the project manager and the team members.4 TELECOM PROJECT TYPESGenerally speaking, telecom projects can be classified into three categories: Contract Implementation Projects, System Development Projects and Process Improvement Projects.Contract Implementation ProjectsContract Implementation Projects are undertaken to fulfil the contractual obligations by the contractor and its customer. For example, a telecom system supplier (A) signs a contract with an incumbent telecom operator in China (B) to build a pre-defined GSM System in Beijing. A thus launches a Contract Implementation Project in order to deliver the GSM System to B as per what has been stipulated in the contract. Figure 1 shows an example of the WBS of Contract Implementation Projects. Note that only three layers of the WBS are depicted in Figure 1, as the lower layers tend to be more technical-oriented. There are four activities in the second layer, namely project initiating, planning, implementing and closing. This is in conformity to relative project management standards. The third layer covers major tasks under each activity in the upper layer. The decomposition of tasks will carry on till the work packages are adequately manageable.System Development ProjectsSystem Development Projects are the ones initiated within the project organization aiming at creating certain new products and/or services to gain competitive advantages in the market. For example, a telecom system supplier begins a R&D project to develop a state-of-the-art e-business platform so that a banking customer can provide the public its services through a full-electronic means and remotely. Figure 2 shows an example of the WBS of System Development Projects.Process Improvement ProjectsFinally, Process Improvement Projects are targeted to improve the business processes within the project organization or improve part/full of the supplier chain through interaction with related customers and suppliers. Typical examples are to establish an ISO9001-based quality management system, to implement a Custom Relationship Management (CRM) system, to upgrade an ERP system, and so on. Figure 3 shows an example of the WBS of Process Improvement Projects.5 SCENARIO 1: WBS FOR PROJECTS OF DIFFERENT TYPESIt is pretty obvious from Figure 1, 2 and 3 that the three types of projects, namely Contract Implementation Projects, System Development Projects and Process Improvement Projects are very different in nature. In addition, the WBSs for System Development Projects and Process Improvement Projects can drastically different due to numerous possibilities of project deliverables to be achieved. It is therefore highly recommended to establish one WBS template for each project type.It is not uncommon that the WBSs for System Development Projects and Process Improvement Projects need to be established on a case-by-case basis and quite often from scratch. The rest part ofthe paper will be focusing on the Contract Implementation Projects.6 SCENARIO 2: WBS FROM SCRATCHQuite a few cases have been encountered when people ask why so many Contract Implementation Projects are struggling all the time, if not failed or cancelled. (No exception for other types of telecom projects) Also, many start to think of establishing their own project management procedures or even systems. In this case, WBS templates have to be produced from scratch for coming projects, if no single WBS has ever been in existence.When doing so, the WBS layers should defined in such a way that the different projects of the same type require only minimal changes to the WBS. A practical way to structure the WBS template so that for a concrete project, the upper layers of its WBS need to change much less than the lower layers. For example, in Figure 1, the upper three layers can be applied to any Contract Implementation Project with very little change.Another popular way in practice is to structure the WBS in terms of "Nodes" of a telecommunications network. Because topologically any telecom system can be perceived as a combination of ''Nodes" and "Links". Figure 4 illustrates the structure of the WBS in terms of"Nodes".This kind of WBS can be quite convenient and effective, when the focus is on material management. However, due to the fact that number of nodes for different projects vary from several to hundreds, the WBS has to change greatly to cover the entire project node-by-node. Furthermore, overlapping and repetition of tasks cross the nodes in the next layer of the WBS make things even tougher to handle. For instance, planning is in reality not performed on a node-by-node basis, and so do many other tasks like initiating and closing in order for the project implementation to be cost-effective.7 SCENARIO 3: WBS FOR PROJECTS OF SAME TYPEIf a project organization has properly maintained WBS templates for Contract Implementation Projects, then only minimal change is required to obtain a workable WBS whenever there is a project. Let us still take Figure 1 as an example. In this case, the upper three layers of WBS applies straightforward with no change at all.Differences take place at the lower layers of the WBS, if the scale of project justifies that the layers are necessary. Typical amendments are project scope such as a system with nine nodes versus one with 99 nodes, different geographical locations such as mountainous, hilly or plain areas in the country, etc. Nevertheless, these amendments can be done only by "copy and paste". Figure 5provides a further breakdown of the activity "Installation".Although the tasks like site inspection, local logistics, hardware installation and software test appear to be repetitive over the nodes, in fact it is necessary that they be treated separately due to different locations, even though they could be located close enough - within the same city like GSM system.8 SCENARIO 4: WBS FOR BRAND-NEW TELECOM SYSTEMSIn today's fast growing telecommunications industry and most dynamic marketplace worldwide, new products have been developed and brought into the market at a speed of several months, and new feature release or software upgrading in weeks. It is not uncommon that project organizations face with tremendous difficulties adapting their resources to cope with brand-new Contract Implementation Projects. For instance, from wire-line systems to wireless ones, from circuit switching to packet switching, or from narrow-band to broadband, and so on. All of these will have definite impacts on the WBS.When creating a WBS for a Contract Implementation Project with brand-new technology or system, one needs to identify carefully the differences of engineering needs caused. Let us take the task "Site Survey" in Figure 1 as an example. If the WBS was originally for wire-line systems, and then the task can be decomposed mainly into power supply, machine house, network connection and cabling subtasks. However, if a wireless system is to be implemented, then subtasks such as radio-testing, tower availability and lightening protection must be added. This is illustrated inFigure 6 - WBS Change due to Wireless Technology.9 PROVEN TOOLS AND TECHNIQUESWhatever the scenario seems to be, many proven project management tools and techniques about WBS are valid. Among them are brainstorming, expert judgement, templates, decomposition and configuration management. What is the most important is when and how to combine them to establish an appropriate WBS cost-effectively.BrainstormingBrainstorming has been quite frequently used to identify problems, root causes and solutions through team effort. WBS is among one of the key topics, but normally brainstorming is used to review WBSs for coming projects. Results can be obtained efficiently and most of the time effectively. Brainstorming can be best applied when team members are readily prepared in terms of knowledge and experience. Otherwise it can also be very ineffective or simply wasting of time. For example, if a team has only been doing switching system implementation, when creating WBS for a optical cable project, better seeking for experts in that field instead of storming the brain.Expert JudgementThe key issue here is how to define the term "Expert". In practice, it is less difficult to find technical or engineering experts with sufficient knowledge and experiences. Unfortunately, not the case to have someone with project management expertise at the same time. Therefore, care must be taken to make sure that experts are working with project managers in coordinated way. For example, the experts usually tend to agree with the WBS in Figure 4 other than the one in Figure 1 for a Contract Implementation Project.DecompositionThe key question here is "When should I stop?" For Contract Implementation Projects, the duration of work packages is dependent upon the level of effort per node, which is approximately 1-5 days depending upon technology and local logistics. Experiences have shown that 40 hours or one week for the duration of a work package could be appropriate.TemplatesIn a properly maintained project management system, WBS templates can be of great help to project planning in terms of efficiency and effectiveness. In a projectized organization, project management system and quality management system is often interchangeable. Otherwise it is recommended to have the former within the latter. The reason is simple. Quality management system has well-defined and proven international standard - ISO9001- to follow, and not the case for project management system.Configuration ManagementThe very philosophy of configuration management is, in many times, a critical tool for the creating and adapting project WBSs, especially for complex telecom projects. Whenever there is a change in one part of a WBS, the rest parts have to be reviewed to make sure all elements in the WBS have consistency as per the project scope. For example, in Figure 6, changes have made to adapt a WBS for wire-line system to one for wireless system. One has to make sure that the subtasks added, i.e. radio testing, tower availability and lightening protection should be done for all "site survey" tasks (meaning for all the nodes) in the WBS. Even more importantly, the scope of subtask "cabling" should be extended to the dimensioning from the outdoor antenna to the indoor equipment, which is not required for a wire-line system.10 REFERENCESA Guide to the Project Management Body of Knowledge, PMI, USA, 1996.。
项目管理的英文作文
项目管理的英文作文下载温馨提示:该文档是我店铺精心编制而成，希望大家下载以后，能够帮助大家解决实际的问题。
文档下载后可定制随意修改，请根据实际需要进行相应的调整和使用，谢谢!并且，本店铺为大家提供各种各样类型的实用资料，如教育随笔、日记赏析、句子摘抄、古诗大全、经典美文、话题作文、工作总结、词语解析、文案摘录、其他资料等等，如想了解不同资料格式和写法，敬请关注!Download tips: This document is carefully compiled by theeditor. I hope that after you download them,they can help yousolve practical problems. The document can be customized andmodified after downloading,please adjust and use it according toactual needs, thank you!In addition, our shop provides you with various types ofpractical materials,such as educational essays, diaryappreciation,sentence excerpts,ancient poems,classic articles,topic composition,work summary,word parsing,copyexcerpts,other materials and so on,want to know different data formats andwriting methods,please pay attention!Well, project management is really important. It helps to keep everything on track. You need to have good plans and make sure everyone knows what to do.Sometimes it can be really challenging. There are so many things to consider and unexpected problems that can pop up. But you just have to deal with them as they come.There are different stages in project management. Like starting the project, then managing the progress, and finally finishing it up. Each stage has its own tasks and requirements.You also need to communicate well with the team. Let them know what's going on and listen to their ideas and concerns. That way, you can work together better.。
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Case StudiesThe wedding第17组：吕沁文于鸿雁孙光莹The wedding5.1Make 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.municate with families and friends about the wedding plan.6.Make a Clear division of tasks7.Determine the best man, bridesmaid, minister, and chief witness at a wedding ceremony8.Make certain of the weather condition in case it rains5.2Make 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 totalThe total budget for the wedding is $13670.5.4Using the list of activities , develop a network diagram showing the interrelationships of all the activities.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 activitytimecost Actual cost1 Invitation 31 120 1002 Procurement 29 6000 55003 Decorate homes 27 1000 8004 Character design 181500 8015 Determine a priest 4 100 1206 Make Reservation for Restaurant 15 3000 33007 Make a makeup appointment 3 200 1708 Wedding car booking 6 100 809 Make a Wedding photographyappointment6 100 11510 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 completedbetween 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 eachactivity 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 March31.9.2. 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=1.053731475CV=CEV-CAC=11945.1-11336=609.1FCAC1=TBC/CPI=13670÷1.053731475=12972.94455FCAC2=CAC+(TBC-CEV)=11336+(13670-11945.1)=13060.99.6. 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.。