Lebanese International University

School of Engineering
Department of Electrical Engineering
Spring 2012
IENG300 Engineering Project Management

Assignment 4 Solution
Instructor: Dr. Bassam Hussein

Due Date: Week 11

Exercise 10.2:

Codes of ethics are pretty instrumental in providing guidance to the members of particular
professional society. PMI is one of those societies and its members are professional project
managers. Codes of ethics play the following roles in general:
o
o
o
o
o
o
o
o

Serve & protect the public.

Provide guidance.
Offer inspiration.
Establish shared standards.
Support responsible professionals.
Contribute to education.
Deter wrongdoing.
Strengthen the image of the engineering profession

Adhering to the guidelines provided will constitute a behavior that is most probably ethical
and not doing so would be considered as unethical. Based on those guidelines, appropriate
and inappropriate behavior may be correlated accordingly.

Exercise 10.5
This exercise is designed to illustrate the notion of relationship building through exchange.
Many scenarios are possible here. The key here is to assess your current bank account in that
relationship and what kind of influence currencies would be appropriate for building a
stronger relationship. You may view relationships in terms of transactions. You should be
encouraged to experiment with this concept and see how useful it is.

IENG300 Engineering Project Management

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Exercise 11.2
This exercise is designed to choose a decision making method to fit the situation. You
should first privately select what you consider the appropriate decision-making method that
should be used. Different approaches may be used and there may always be a debate
regarding differences in opinion.
Casino Night: Make decision on your own. You have sufficient information and anticipate
no disagreement over the choice.
Trysting Tree Golf Club: Consult with others. While you have sufficient information to
make a decision to insure support for the decision it is wise to share ideas with relevant
stakeholders before making the decision.
New Product Development: Call a meeting a reach a consensus. You do not have
sufficient information to make a decision and it is critical that the team support the decision.
At the end of the exercise, it is useful to review the conditions in which group consensus
should and should not be used.
Exercise 13.3

The project appears to be doing nicely. In both periods 4 and 8 the cost variance is positive
+$300 and +$400, respectively. This suggests a pattern of good cost variance that is
under budget.
The schedule variance is also positive +$300 and +$400 for period 4 and period 8. Since
Task D is already 25% complete, Task B must have been completed at least one period early.

IENG300 Engineering Project Management

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End of Period 4
Actual %
Task
Complete
A
Finished
B
50%
C
33%
D
0%
E
0%
Cumulative Totals

EV
$
400
1200
500
0
0
$2100

AC
$
300
1000
500
0
0
$1800

PV
$
400
800
600
0
0
$1800

CV
$
+100
+200
0
0
0
$+300

SV
$
0
+400
-100
0
0
$+300

End of Period 8
Actual %
Task
Complete
A
Finished
B
Finished
C
Finished
D
25%
E
33%
F
0%
Cumulative Totals

EV
$
400
2400
1500
400
300
0
$5000

AC
$
300
2200
1500
300
300
0
$4600

PV
$
400
2400
1500
0
300
0
$4600

CV
$
+100
+200
0
+100
0
0
$+400

SV
$
0
0
0
+400
0
0
$+400

Note: Completion of the answer sheet requires constant reference to the baseline figure.
IENG300 Engineering Project Management

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Exercise 13.6
After 6 time periods the project is roughly 66% complete and so far work on the project has
taken 1,600 hours less work than planned. There is 400 hours worth of work on Activity 4
which was suppose to have been done that has not done. Since Activity 4 is on the critical
path, the project is behind schedule. If schedule is the number priority, the project manager
may want to consider investing some of the savings on accelerating critical activities.

IENG300 Engineering Project Management

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Status Report: Ending Period 1

Task
% Complete
EV
1
50%
1000
Cumulative Totals
1000

AC
500
500

PV
1000
1000

CV
+500
+500

SV
0
0

Status Report: Ending Period 2

Task
% Complete
EV
1
Finished
2000
Cumulative Totals
2000

AC
1500
1500

PV
2000
2000

CV
+500
+500

SV
0
0

Status Report: Ending Period 3

Task
% Complete
EV
1
Finished
2000
2
0%
0
3
10%
300
4
20%
500
Cumulative Totals
2800

AC
1500
0
200
500
2200

PV
2000
1600
500
1000
5100

CV
+500
0
+100
0
+600

SV
0
-1600
-200
-500
-2300

Status Report: Ending Period 4

Task
% Complete
EV
1
Finished
2000
2
50%
1200
3
30%
900
4
40%
1000
Cumulative Totals
5100

AC
1500
1000
800
1500
4800

PV
2000
2400
1000
2000
7400

CV
+500
+200
+100
-500
-300

SV
0
-1200
-100
-1000
-2300

Status Report: Ending Period 5

Task
% Complete
EV
1
Finished
2000
2
Finished
2400
3
50%
1500
4
60%
1500
5
25%
400
Cumulative Totals
7800

AC
1500
2000
800
1500
400
6200

PV
2000
2400
2000
2200
400
9000

CV
+500
+400
+700
0
0
+1600

SV
0
0
-500
-700
0
-1200

Status Report: Ending Period 6

Task
% Complete
EV
1
Finished
2000
2
Finished
2400
3
80%
2400
4
80%
2000

AC
1500
2000
2100
1800

PV
2000
2400
2300
2400

CV
+500
+400
+300
+200

SV
0
0
+100
-400

IENG300 Engineering Project Management

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5
50%
Cumulative Totals
Indexes
Period
1
2
3
4
5
6

SPI
1.00
1.00
.55
.69
.87
.96

800
9600

CPI
2.00
1.33
1.27
1.06
1.26
1.20

600
8000

PCIB
.07
.14
.19
.35
.54
.66

IENG300 Engineering Project Management

800
9900

+200
+1600

0
-300

SPI = EV / PV
CPI = EV / AC
PCIB = EV / BAC

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IENG300 Engineering Project Management

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