Assignment 2: Microsoft Project Toolset. Eric Palmer & Mahindra Bheodari. Kennesaw State University. IS 8100 Spring 2015

Assignment 2: Microsoft Project Toolset 1 Assignment 2: Microsoft Project Toolset Eric Palmer & Mahindra Bheodari Kennesaw State University IS 8100 Spring 2015

Assignment 2: Microsoft Project Toolset 2 2a. Scope Management 1. Work Breakdown Schedule (WBS): copy and paste your WBS from your MS Project file. Write a 100 word paragraph describing your WBS.

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Assignment 2: Microsoft Project Toolset 4 The Work Breakdown Structure represented above for the software project represents tasks performed over the last year. Since the project was given a year of development time and aimed at ending on March 2, 2015, the project had to start on February 24 th, 2014. The Work Breakdown Structure uses MS Project template for Software Development Projects made up of ten tasks. The tasks that are performed in the Work Breakdown Structure are; Scope, Analysis/ Software Requirements, Design, Development, Testing, Training, Documentation, Pilot, Deployment, and Post Implementation Review. The Work Breakdown Structure also shows how the project was able to complete tasks on time and identifies ones that took longer than expected.

Assignment 2: Microsoft Project Toolset 5 2. Project baseline: copy and paste task tracking for the two baselines you created in the MS Project file. Write a 150 word paragraph for each baseline describing the variances.

Assignment 2: Microsoft Project Toolset 6 This project uses two different baselines to judge the project s progression. The first baseline used was the Start Baseline. This baseline detailed the originally planned start date that the project was agreed to begin. The project started on schedule on February 24 th. The first task of

Assignment 2: Microsoft Project Toolset 7 completing the Scope was completed without any issues, but later ran into problems with the preceding tasks. The second baseline that was created was the Finish Baseline. It detailed the originally planned end dates for each task on the Work Breakdown Structure. As the tasks were completed it showed how one task that went over schedule would affect the next tasks from being able to complete on time. The reason behind why one late task would make the other tasks late is due to the fact that time could not be made up. Staff on the project were not able to put in the extra hours to play catch-up. 2b. Time Management 1. Gantt chart: copy and paste task and task dependencies from your MS Project file. Write a 100 word paragraph describing your Gantt chart.

Assignment 2: Microsoft Project Toolset 8 The Gantt Chart shows a number of horizontal lines based on each task that is part of the Work Breakdown Structure. Looking at the Gantt Chart for this project you will see the start dates all the way through to the finish dates of the software development project. The horizontal lines are specific for each task and visually show how long each task should have taken to be completed with how much time it actually took. When each task is completed it is marked by a milestone represented with a diamond symbol on the chart. Looking at the Gantt Chart is will become apparent that the Development, Testing, Training, Documentation, and Pilot tasks took the most time.

Assignment 2: Microsoft Project Toolset 9 2. Network Diagram: copy and paste from your MS Project file the network diagram showing critical path. Write a 150 word paragraph describing the critical path and the network diagram.

Assignment 2: Microsoft Project Toolset 10 The Network Diagram has an appearance similar to that of a flowchart. It shows the start of the project and how it progresses from task to task. Some tasks are completed one after another, and others are done within a same period. The Network Diagram shows when each part starts and finishes, the duration it took, and the percentage of completion. The Network Diagram will show all tasks and task dependencies required to be completed for the project. Each Network Diagram has a Critical Path which is the path that when all tasks are added up, takes the longest time. This Critical Path shows what must be done to meet a project deadline and anything longer then this path will result in more project delays and potentially going over budget.

Assignment 2: Microsoft Project Toolset 11 2c. Cost Management 1. Fixed and variable costs: copy and paste cost tables in Gantt tracking to show fixed and variable costs. Write a 100 word paragraph describing the cost table.

Assignment 2: Microsoft Project Toolset 12

Assignment 2: Microsoft Project Toolset 13 Fixed costs are costs that do not change. They are often related to machinery or supplies. For this project the only fixed costs are related to the Server, Workstations, and Training Manuals amounting to $14,400. The other costs associated with the project are known as Variable costs because they can change depending on output. Some examples of Variable costs are associated with paying staff salaries who work on the project. This project shows that the Variable cost for the project has a baseline cost at $140,520.00. It is based on the baseline start and baseline finish dates from February 24st 2014 to March 2 nd, 2015. Since this project had variances with the tasks and task dependencies resulting in not making the baseline finish date, there is Variable Costs that are now associated with the project. The project is actually taking from February 24st 2014 to April 19 th 2015, resulting in an actual overall cost of $154,216.00.

Assignment 2: Microsoft Project Toolset 14 2. Earned value analysis: copy and paste earned value cost and schedule indicator tables. Write a 150 word paragraph for each (cost and schedule) indicator. In the cost indicator discuss CV, CV%, CPI, BAC, EAC, and VAC. For schedule indicator discuss SV, SV%, and SPI. Earned Value Cost Indicator

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Assignment 2: Microsoft Project Toolset 16 The first part of the Earned Value Analysis is to examine the Earned Value Cost Indicator Table. The Cost Variance (CV) for the project was $13,786.00 meaning that it costs an extra $13,786.00 to complete the project then what was expected. The Cost Variance Percentage (CV %) was - 11% with a Cost Performance Index (CPI) of 0.9. The Baseline Cost (BAC) is how much the project costs if everything is to remain on schedule, which for the project is $140,520.00. The Estimate at Completion (EAC), the expected cost for the project up to this date, is $155,576.16. The Variance at Completion (VAC), or the difference between the (BAC) and the (EAC), for the project is $15,056.16. Looking at the Earned Value Cost Indicator Table it does show that costs have increased a modest amount, but in reality compared to many similar projects the costs are not as high as expected.

Assignment 2: Microsoft Project Toolset 17 Earned Value Schedule Indicator

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Assignment 2: Microsoft Project Toolset 19 The table above represents the Earned Value Schedule Indicator. The Earned Value Schedule Variance shows the difference in cost between the current progress of the project and the baseline of the tasks and resources up to today s date. The Schedule Variance (SV) for the project is currently $12,590.00. The overall Schedule Variance Percentage was -9%. Lastly, the Schedule Performance Index for the project was 0.91. The index is determined by ratio of the budgeted cost of work performed by the budgeted cost of work scheduled. Compared to the Earned Value Cost Indicator, the Schedule Indicator was not as bad. There were only a few main tasks that had large changes in schedule. Those tasks were the Pilot and Deployment tasks since it took extra time making sure the finished product was ready for release and the actual deployment took extra time due to technical difficulties. 2d. Human Resources Management 1. Resource sheet: copy and paste the resource sheet with work resources. Write a 100 word paragraph describing the work resources.

Assignment 2: Microsoft Project Toolset 20 The Resource sheet is make up of thirteen different resources. The Management makes many of the top level decision such as the project scope and finding sponsorships. They are the highest paid resource at $65 an hour. The Project Manager helps define resources, works with the various team members associated with the project, and makes $46 an hour. The Analyst performs various reports such as the Needs Analysis for the project and determines initial software specifications for the project. The Analyst makes $33 an hour. The next two resources are the two software developers that divide the project development activities, they make $50 and $47 an hour. There are two full time software testers working on the project, making sure that all bugs are documents and presented to the Project Manager. These testers are mid-level employees making $15 an hour. The Trainers are the resources responsible for documentation and training staff and stakeholders how to use the product, they make $28 an hour. The Technical Communicators document the help features and develop a help system, they get paid $30 an hour. The last work resource is the Deployment Team. They work making sure the project is ready for its launch date, and take necessary procedures taking the project live. They make $45 an hour. The last three resources are materials; $5000 for the web server, $8,500 for workstations, and $900 on training manuals. 2. Resource calendar: copy and paste your standard and evening shift calendars. Write a 100 word paragraph describing each calendar.

Assignment 2: Microsoft Project Toolset 21 The Standard Calendar for the software development project is set for normal working hours. Regular work hours is comprised of an eight hour day, five days a week. No employees on the Standard Calendar should be working more than forty hours a week, and even then the company pays time and a half increase in hourly pay (hourly pay times 1.5). Most of the project is completed under this calendar. The standard calendar applies to the project dates from February 2014 to the project completion in April 2015.

Assignment 2: Microsoft Project Toolset 22 The Evening Calendar is for the tail end of the software development project, and it works a different sift from the Standard Calendar. Resources selected to work on the project associated with the Evening Calendar have work hours for 4pm to Midnight. Hours are only reflected for working weekdays, and in the event of emergency requiring work on weekends, employees are paid time and a half based off their hourly pay. The only resource assigned to the Evening Shift Calendar is the Deployment Team. This has been done for a number of reasons such as the rest of the team are busy getting the project ready during the day and once finalized it is passed on to Deployment. Because deploying a system is sometimes resource intensive and may result in the rest of the company having to be idle, the Deployment Team works second shift. It is also helpful to have a team around the clock in case of problems needing immediate attention. 3. Resource leveling: copy and paste graphics showing your resource leveling work. Select one resource and describe in a 150 word paragraph how you apply resource leveling The process of Resource Leveling is making sure that all resources are not over allocated. When I initially started to work on the Work Breakdown Structure and assigning resources to tasks I

Assignment 2: Microsoft Project Toolset 23 ran into over allocation problems with Developers. The Software Developers on the project were working too many concurrent tasks during the same days pushing their required work output much higher than the rest of the resources on the project. To solve this problem I had to add another team of software developers. On the resource sheet you will see Developer 1 and Developer 2. I had the Developers assigned to tasks that made a better effort of not working multiple tasks in the same day so that they would have a flat eight hours of work expected from them during the week days. In the table above, you can see how the resources are broken down by tasks and day of the week. All resources have been leveled to make sure that no one works more than an eight hour day.