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The MobileGo project is making progress implementing the new systems. However, the software upgrades and the new software installation are not complete. The project sponsor has requested an update on the project. Using the  MobileGo Earned Value scenario spreadsheet , complete the following tasks. 

  1. Complete earned value metrics for each line item of the project. 
  2. Use the metrics to create indexes for cost and schedule. 
  3. Explain what the metrics mean in terms of the overall health of the project. 
  4. Project where the project will end in terms of budget and schedule. What potential risks and trade-offs do you see? 
  5. Explain any recommendations you have for improving the project schedule, budget, or both. 

Prepare a 10-slide PowerPoint presentation that you can give to the project sponsor that explains your calculations, predictions, and recommendations. Remember that you are giving this information to the project sponsor, so consider what he or she would need to know as you draft your presentation. Use at least one outside source to support your recommendations for improvement. Adhere to APA Style when creating citations and references for this assignment. You must either use speaker notes or audio to fully explain your slides. Be sure to elaborate in your speaker notes or audio; do not simply repeat the text from your slides. Please submit your calculation and presentation for grading. 

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Course Project Scenario

  The Course Project Scenario In this course, you are introduced to a complex project scenario as follows: You have been assigned to be the project manager for the facility, equipment, and business system upgrade of a call center. This requires: *moving all existing call center stations to a newer, larger facility; *installing and testing a high speed, high capacity Wi-Fi network in the new facility; *upgrading workstations so that they include wireless capability; *installing a new call center management software; and *converting a legacy proprietary business system with a CRM application to a new business system. In this project scenario, time is of the essence. The project sponsor requires that the project take no longer than 6 months to complete. Further, the budget is constrained so that the number of people assigned to the project is very limited and includes the following:   Outside consultants: 2 Project Manager: 1 Business system project lead: 1 Business system implementation team: 3 Wireless system project lead: 1 Wireless system implementation team: 3 Relocation project lead: 1 Relocation team: 2 Workstation project lead: 1 Workstation upgrade team: 2 Outside contractors: Up to five multidisciplinary contractors are allowed in the budget. Note: The wireless system project lead and the workstation project lead are the same person. Two of the three-member wireless system implementation team overlap with the workstation team. This means that only four resources are available for the wireless system implementation and workstation upgrade (not counting the possible use of contractors). The total resources available to the project include 14 people plus 5 contractors.   In this assignment, you will use this scenario to identify the project requirements, define the project scope using a work breakdown structure (WBS), and define the activities required to produce project deliverables.   Background   MobileGo is a small company that sells prepaid mobile phones in selected markets. Its primary sales and service channel is carried out over the internet and by phone. Sales and service has been supported with a team of 36 customer service representatives in a small building. Customers, accounts, and all business functions have traditionally been managed by a proprietary software application using in-house servers that was contracted out early in the founding of the company. All workstations currently connect to the internet and the internal servers supporting the legacy business system and office applications. This is a problem because the company had to move workstations to different parts of the building as the company has grown (thereby making network wiring out of control). The company has grown 150% over the last 5 years and as a result, the systems, the building, and the overall infrastructure have become outgrown. The company has therefore recognized the need to move to a new location and upgrade workstations and systems. The immediate need is to expand from 36 stations to 50—with the plan to triple that number within the next 3 years. The immediate challenges are little funding and people to spare for this set of initiatives. With multiple activities occurring at once and severe constraints on schedule and resources, it is acknowledged that this is a highly complex project.   The Assignment   You have been assigned as the overall project manager for this important initiative. Your supporting team consists of 14 members (not counting contractors), including two outside consultants supporting the business system and wireless upgrade. Now that you have been given this important assignment, here are your next steps:   1. Identify what you deem to be the client requirements. 2. Using the requirements list, create a work breakdown structure (WBS) that identifies all project deliverables. 3. Identify the activities (tasks) required to produce each project deliverable. 4. When identifying project activities, highlight each that may be expected to require the same resources to be carried out in parallel. These highlights will be your first clue that the management of the project can be expected to require some complex maneuvering. Guidance notes: The client requirements should be three pages in length to summarize. You must use at least one outside source that is peer-reviewed or academic in nature from the CSU Online Library. Draw upon the high-level project scenario and, in addition, feel free to draw upon your own experience or research when developing the requirements. Also, remember that the WBS includes deliverables only rather than activities. While the WBS may be written in either a graphical or indented outline form, the indented outline may be a better approach. This is because the activities, once identified, may be easily layered over the project deliverables when using the outline form. Submit the requirements summary in a Word document. The WBS and Activity Identification exercise may be completed using either Word or Excel.  

Unit VI Earned Value

ActivityStartPlanned DurationActual DurationPlan DateActual DateDifferenceBudgetActualDifferenceResourceLabelResourcesNumberHourly $Total $Duration (days)Grand Total
Call Center StationsOC1Outside consultant 11$ 150.00$ 150.00
Call center stations inventory3/1/2014143/15/203/15/200$2,100.00$2,100.00$0.00OC1OC2Outside consultant 21$ 150.00$ 150.00
Call center layout-new3/15/2015183/30/204/2/20-3$ 4,500.00$ 5,400.00-$900.00C1,C2,C3PMProject Manager:1$ 100.00$ 100.00
Call center stations breakdown4/2/208134/10/204/15/20-5$ 2,400.00$ 3,900.00-$1,500.00C1,C2,C3BSPLBusiness system project lead:1$ 125.00$ 125.00
Call center stations pack4/10/205204/15/204/30/20-15$ 1,500.00$ 6,000.00-$4,500.00C1,C2,C3BSITBusiness system implementation team:3$ 350.00$ 1,050.00
Call center stations move4/30/2010104/20/205/10/20-20$ 2,000.00$ 2,000.00$0.00C1,C2,C3WSPLWireless system project lead:1$ 100.00$ 100.00
Call center stations install5/10/209155/1/205/25/20-24$1,800.00$3,000.00-$1,200.00C4,C5WSITWireless system implementation team:3$ 85.00$ 255.00
Office Furniture & Equipment MoveRPLRelocation project lead:1$ 90.00$ 90.00
Inventory furniture3/15/2015153/30/203/30/200$1,350.00$1,350.00$0.00RPLRTRelocation team:2$ 250.00$ 500.00
Inventory equipment3/30/2011114/10/204/10/200$6,435.00$6,435.00$0.00WPL,WUTWPLWorkstation project lead:1$ 85.00$ 85.00
Create office layout4/10/20554/15/204/15/200$2,925.00$2,925.00$0.00WPL,WUTWUTWorkstation upgrade team:2$ 250.00$ 500.00
Dissassemble4/15/20574/20/204/22/20-2$2,925.00$4,095.00-$1,170.00WPL,WUTC1Contractor 11$ 100.00$ 100.00
Pack4/22/20995/1/205/1/200$5,400.00$5,400.00$0.00WUT, C1C2Contractor 21$ 100.00$ 100.00
Move5/1/2014165/15/205/17/20-2$8,400.00$9,600.00-$1,200.00WUT, C1C3Contractor 31$ 100.00$ 100.00
Install5/17/20385/20/205/25/20-5$1,800.00$4,800.00-$3,000.00WUT, C1C4Contractor 41$ 100.00$ 100.00
Wi-FiC5Contractor 51$ 100.00$ 100.00
New site survey3/10/20553/15/203/15/200$1,250.00$1,250.00$0.00WSPL,OC2
Develop requirements3/15/2015153/30/203/30/200$5,325.00$5,325.00$0.00WSPL,WSIT
Vendor search3/20/2021214/10/204/10/200$2,100.00$2,100.00$0.00WSPL
Vendor selection4/20/2010134/30/205/3/20-3$2,550.00$3,315.00-$765.00WSIT
Design layout4/15/205154/20/204/30/20-10$450.00$1,350.00-$900.00WSPL
Order Wi-Fi equipment4/30/20155/1/205/5/20-4$250.00$1,250.00-$1,000.00WSPL
Install Wi-Fi system5/5/2010135/15/205/18/20-3$850.00$1,105.00-$255.00WSIT
Test Wi-Fi system5/18/2075/25/205/25/200$3,500.00WSIT
Station Upgrade
Wireless card selection3/30/2021214/20/204/20/200$12,600.00$12,600.00$0.00WUT,C1
Order wireless cards4/20/2011115/1/205/1/200$5,500.00$5,500.00$0.00WUT
Install PC wireless cards5/1/2014185/15/205/19/20-4$11,200.00$14,400.00-$3,200.00WUT,C1,C2,C3
Load software5/19/2065/25/205/25/200$1,200.00C4,C5
Test wireless PC5/25/2055/30/206/2/20-3$3,000.00WUT,C1
Call Center Software
Install software5/25/20105/15/205/30/20-15$5,850.00WPL,WUT
Test software5/3/20275/30/206/5/20-6$15,795.00WPL,WUT
Software training6/5/2046/1/206/10/20-9$2,340.00WPL,WUT
Trial run6/10/2056/15/206/17/20-2$750.00OC1
Cutover to new software6/17/20136/30/206/30/200$1,950.00OC1
Business System Software
Install software5/25/2055/30/206/2/20-3$5,875.00$5,875.00BSPL, BSIT
Test software6/13/2026/15/206/15/200$2,350.00$2,350.00BSPL, BSIT
Software training6/17/2036/20/206/23/20-3$3,975.00$3,975.00BSPL, BSIT,OC1
Trial run6/24/2066/30/206/30/200$7,050.00$7,050.00BSPL, BSIT
Cutover to new software7/12/2037/15/207/18/20-3$3,525.00$3,525.00BSPL, BS

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Mobilego Project

Stephen M. Ballard Columbia Southern University MGT 6304, Managing Complex Projects Dr. Chiboza Madueke 2 Oct 2021

Call center calculation CV SV CPI SPI Cost Variance Schedule Variance Cost Performance Index Schedule Performance Index

$0.00 $0.00 $1.00 $1.00 $0.00 $900.00 $1.00 $1.20 $0.00 $1,500.00 $1.00 $1.63 $0.00 $4,500.00 $1.00 $4.00 $0.00 $0.00 $1.00 $1.00 $0.00

$1,200.00 $1.00 $1.67

11

22https://online.columbiasouthern.edu/webapps/mdb-sa-BB5f85d6ea5857f/originalityReport?attemptId=b21b75a2-2709-46e0-af56-a735ddb7c8fe&course_id=_65335_1&download=true&includeDeleted=true&print=true&force=true

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This slides includes the calculation of earned value metrics for each line item of call center stations. “Cost variance was calculated by get- ting the difference between earned value and actual cost. Schedule variance was the difference between earned value and planned value.

Cost performance index was the ratio of earned value to actual cost. Schedule performance index was the ratio of earned value to

planned value (Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget. 2

Office, Furniture, and Equipment Move calculation $0.00 $0.00 $1.00 $1.00 $0.00 $0.00 $1.00 $1.00 $0.00 $0.00 $1.00 $1.00 $0.00 $1,170.00

$1.00 $1.40 $0.00 $0.00 $1.00 $1.00 $0.00 $1,200.00 $1.00 $1.14 $0.00 $3,000.00 $1.00 $2.67

This slides includes the calculation of earned value metrics for each line item of Office, furniture, and equipment move.. “Cost variance was calculated by getting the difference between earned value and actual cost. Schedule variance was the difference between earned val- ue and planned value. Cost performance index was the ratio of earned value to actual cost. Schedule performance index was the ra- tio of earned value to planned value(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on bud-

get.

3

Wi-Fi $0.00 $0.00 $1.00 $1.00 $0.00 $0.00 $1.00 $1.00 $0.00 $0.00 $1.00 $1.00 $0.00 $765.00 $1.00 $1.30 $0.00 $900.00 $1.00 $3.00 $0.00

$1,000.00 $1.00 $5.00 $0.00 $255.00 $1.00 $1.30

This slides includes the calculation of earned value metrics for each line item of Wi-Fi. Cost variance was calculated by getting the “differ- ence between earned value and actual cost. Schedule variance was the difference between earned value and planned value. Cost performance index was the ratio of earned value to actual cost. Schedule performance index was the ratio of earned value to planned val-

ue(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

4

Station Upgrade calculation $0.00 $0.00 $1.00 $1.00 $0.00 $0.00 $1.00 $1.00 $0.00 $3,200.00 $1.00 $1.29

This slides includes the calculation of earned value metrics for each line item of Station Upgrade. Cost variance was calculated by getting the “difference between earned value and actual cost. Schedule variance was the difference between earned value and planned value.

Cost performance index was the ratio of earned value to actual cost. Schedule performance index was the ratio of earned value to

planned value(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

5

Call Center Projection

EAC ETC Estimate at Completion Estimate to Complete

$2,100.00 0 $4,500.00 -900 $2,400.00 -1500 $1,500.00 -4500 $2,000.00 0 $1,800.00 -1200

This slides shows the projection of call center activities where it will be in terms of budget. “Estimate at completion was found by [EAC=AC+ETC]

while Estimate to Complete was found by [ETC =(BAC-EV) / CPI) (Watt, 2021).” Two of the activities requires an additional budget. 6

Office, Furniture, and Equipment Move Projections

$1,350.00 0 $6,435.00 0 $2,925.00 0 $2,925.00 -1170 $5,400.00 0 $8,400.00 -1200 $1,800.00 -3000

This slides shows the projection of office, furniture, and equipment move, where it will be in terms of budget. “Estimate at completion was found by [EAC=AC+ETC] while Estimate to Complete was found by [ETC =(BAC-EV) / CPI) (Watt, 2021).” Three activities requires an additional

budget.

7

Wi-Fi projections

$1,250.00 0 $5,325.00 0 $2,100.00 0 $2,550.00 -765 $450.00 -900 $250.00 -1000 $850.00 -255

This slides shows the projection of Wi-Fi activities where it will be in terms of budget. “Estimate at completion was found by [EAC=AC+ETC]

while Estimate to Complete was found by [ETC =(BAC-EV) / CPI) (Watt, 2021).” Four activities requires additional budget.

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S o u r c e M a t c h e sS o u r c e M a t c h e s ( (1 81 8))

lardbucket 74%

Student paper 83%

Student paper 97%

Student paper 97%

8

Station Upgrade Projections

$12,600.00 0 $5,500.00 0 $11,200.00 -3200

This slides shows the projection of station upgrade activities where it will be in terms of budget. “Estimate at completion was found by

[EAC=AC+ETC] while Estimate to Complete was found by [ETC =(BAC-EV) / CPI) (Watt, 2021).” One activity requires additional budget.

9

Recommendations

The project should have more resources to reduce the days that were depleted. The budget of the project should be increased for it to be com- pleted on time. The entire team should be involved in budget estimation. The project manager should communicate any deficit in budget earli-

er.

10

Reference

Watt, A. (2021). 12. Budget Planning. Retrieved 2 October 2021, from https://opentextbc.ca/projectmanagement/chapter/chapter-12-budget- planning-project-management/

1

Student paper

Call center calculation CV SV CPI SPI Cost Variance Schedule Variance Cost Performance Index Schedule Performance Index

Original source

During the project, the manager can evaluate the schedule using the sched- ule variance (SV) and the schedule performance index (SPI) and the budget using the cost variance (CV) and the cost performance index (CPI)

2

Student paper

“Cost variance was calculated by getting the difference between earned value and actual cost.

Original source

· Cost Variance – Difference between earned value and actual cost

3

Student paper

Schedule variance was the difference between earned value and planned value.

Original source

Schedule variance- difference between earned value and planned value

2

Student paper

Cost performance index was the ratio of earned value to actual cost.

Original source

· Cost Performance Index – Ratio of earned value to actual cost

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Student paper 63%

Student paper 83%

Student paper 97%

Student paper 97%

Student paper 63%

Student paper 83%

Student paper 97%

4

Student paper

Schedule performance index was the ratio of earned value to planned value (Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

Original source

Schedule performance index is the measurement of schedule organization which is a ratio of the earned value to planned value

2

Student paper

“Cost variance was calculated by getting the difference between earned value and actual cost.

Original source

· Cost Variance – Difference between earned value and actual cost

3

Student paper

Schedule variance was the difference between earned value and planned value.

Original source

Schedule variance- difference between earned value and planned value

2

Student paper

Cost performance index was the ratio of earned value to actual cost.

Original source

· Cost Performance Index – Ratio of earned value to actual cost

4

Student paper

Schedule performance index was the ratio of earned value to planned val- ue(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

Original source

Schedule performance index is the measurement of schedule organization which is a ratio of the earned value to planned value

2

Student paper

Cost variance was calculated by getting the “difference between earned value and actual cost.

Original source

· Cost Variance – Difference between earned value and actual cost

3

Student paper

Schedule variance was the difference between earned value and planned value.

Original source

Schedule variance- difference between earned value and planned value

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Student paper 97%

Student paper 63%

Student paper 83%

Student paper 97%

Student paper 97%

Student paper 63%

pmlearningsolutions 98%

2

Student paper

Cost performance index was the ratio of earned value to actual cost.

Original source

· Cost Performance Index – Ratio of earned value to actual cost

4

Student paper

Schedule performance index was the ratio of earned value to planned val- ue(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

Original source

Schedule performance index is the measurement of schedule organization which is a ratio of the earned value to planned value

2

Student paper

Cost variance was calculated by getting the “difference between earned value and actual cost.

Original source

· Cost Variance – Difference between earned value and actual cost

3

Student paper

Schedule variance was the difference between earned value and planned value.

Original source

Schedule variance- difference between earned value and planned value

2

Student paper

Cost performance index was the ratio of earned value to actual cost.

Original source

· Cost Performance Index – Ratio of earned value to actual cost

4

Student paper

Schedule performance index was the ratio of earned value to planned val- ue(Watt, 2021).” Cost and schedule performance index are all above one which means the project is on budget.

Original source

Schedule performance index is the measurement of schedule organization which is a ratio of the earned value to planned value

5

Student paper

EAC ETC Estimate at Completion Estimate to Complete

Original source

estimate at completion (EAC) and estimate to complete (ETC)

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