Birla Institute of Technology & Science, Pilani

Work-Integrated Learning Programmes Division

Second Semester 2014-2015
Assignment-2
(EC-1)
Course No.
Course Title
Weightage
Submission date

: AETT ZG523
: Project Management
: 10%
: 20-June 2015

N.B. Both assignments 1 & 2 below should be attempted. Do not copy- work independently in
order to derive value and to get credit.
1. You are serving as Project Manager on a critical communications project, and are now well
along in the project. The following table summarizes the actual progress as of today (all figures
are given in thousands of rupees) Develop a narrative status report for the board of directors of
the chain store that discusses the status of the project to date and at completion. Be as specific as
you can using numbers given and those you might develop. Remember, your audience is not
familiar with the jargon used by project managers and computer software personnel; therefore,
some explanation may be necessary. Your report will be evaluated on your detailed use of the
data, your total perspective of the current status and future status of the project, and your
recommended changes (if any).
NAME

PV

EV

AC

SV

CV

BAC

EAC

COMMUNICATIONS PROJECT
H 1.0
HARDWARE
H 1.1
Hardware specifications (DS)
H 1.2
Hardware design (DS)
H 1.3
Hardware documentation (DOC)
H 1.4
Prototypes (PD)
H 1.5
Test prototypes (T)
H 1.6
Order circuit boards (PD)
H 1.7
Preproduction models (PD)
OP 1.0
OPERATING SYSTEM
OP 1.1
Kernel specifications (DS)
OP 1.2
Drivers
OP 1.2.1 Disk drivers (DEV)
OP 1.2.2 I/O drivers (DEV)
OP 1.3
Code software
OP 1.3.1 Code software (C)
OP 1.3.2 Document software (DOC)
OP 1.3.3 Code interfaces (C)
OP 1.3.4 Beta test software (T)
U 1.0
Utilities
U 1.1
Utilities specifications (DS)
U 1.2
Routine utilities (DEV)
U 1.3
Complex utilities (DEV)
U 1.4
Utilities documentation (DOC)
U 1.5
Beta test utilities (T)
S 1.0
System integration
S 1.1
Architecture decisions (DS)
S 1.2
Integration hard/soft (DEV)
S 1.3
System hard/software test (T)
S 1.4
Project documentation (Doc)
S 1.5
Integration acceptance testing (T)

420
92
20
30
10
2
0
30
0
195
20
45
25
20
130
30
45
55
0
87
20
20
30
17
0
46
9
25
0
12
0

395
88
20
30
6
2
0
30
0
150
20
55
30
25
75
20
30
25
0
108
20
20
60
8
0
49
9
30
0
10
0

476
72
15
25
5
2
0
25
0
196
15
76
45
31
105
40
25
40
0
148
15
35
90
8
0
60
7
45
0
8
0

-25
-4
0
0
-4
0
0
0
0
-45
0
10
5
5
-55
-10
-15
-30
0
21
0
0
30
-9
0
3
0
5
0
-2
0

-81
16
5
5
1
0
0
5
0
-46
5
-21
-15
-6
-30
-20
5
-15
0
-40
5
-15
-30
0
0
-11
2
-15
0
2
0

915
260
20
30
10
40
30
30
100
330
20
70
40
30
240
100
50
60
30
200
20
20
100
20
40
125
10
50
20
15
30

1103
213
15
25
8
40
30
25
100
431
15
97
60
37
336
200
42
96
30
274
15
35
150
20
40
153
8
75
20
12
30

2. From your experience, consider any one project that you worked on or managed. Giving a brief
description of the project, discuss the following:
a. The project organization structure used. Was it appropriate?
b. The communication plan implemented. Did it serve the requirements of the project?
c. Draw the project priority matrix for the project.
d. How did the project perform on the three criteria for project success?
e. Prepare a suitable lessons learned document in an appropriate formatdoc file attached

Glossary:
EV Earned value for a task is simply the percent complete times its original budget.
Stated differently, EV is the percent of the original budget that has been earned by actual work completed. [The older
acronym for this value was BCWPbudgeted cost of the work performed.]
PV The planned time-phased baseline of the value of the work scheduled. An approved cost estimate of the resources
scheduled in a time-phased cumulative baseline [BCWSbudgeted cost of the work scheduled].
AC Actual cost of the work completed. The sum of the costs incurred in accomplishing work. [ACWPactual cost of the
work performed].
CV Cost variance is the difference between the earned value and the actual costs for the work completed to date where
CV = EV - AC.
SV Schedule variance is the difference between the earned value and the baseline line to date where SV = EV - PV.
BAC Budgeted cost at completion. The total budgeted cost of the baseline or project cost accounts.
EAC Estimated cost at completion.
ETC Estimated cost to complete remaining work.
VAC Cost variance at completion. VAC indicates expected actual over- or underrun cost at completion.

Suggested format-headings for lessons learned documentation:

INTRODUCTION
LESSONS LEARNED APPROACH
LESSONS LEARNED FROM THIS PROJECT
The following chart lists the lessons learned for the project. These lessons are categorized by
project knowledge area and descriptions, impacts, and recommendations are provided for
consideration on similar future new construction projects. It is important to note that not only
failures or shortcomings are included but successes as well.

Category
Procurement
Management
Human
Resources
Management
Scope
Management
Quality
Management
Risk
Management

Issue Name

Problem/Success

Impact

LESSONS LEARNED KNOWLEDGE BASE / DATABASE

.

LESSONS LEARNED APPLIED FROM PREVIOUS PROJECTS

PROCESS IMPROVEMENT RECOMMENDATIONS

Recommendation