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CIT 20203

SOFTWARE PROJECT MANAGEMENT

MAY 2015

ASSIGNMENT 2

Name

SATHEESSON GOVINDASAMY

I.D

012014111314

Name

MOHD.AFIF

I.D

012014

Submission Date

28 AUGUST 2015

Lecturer

Marks:

Task

MDM. KAMALIAH BT KHAMIS

Marks

1.
2.
3.

Total
TASK 1
Part 1:
Using the information in the table, draw horizontal bars to illustrate when you think each task
would logically start and end. Then use Microsoft Project to create a Gantt chart based on this
information.

Figure : Gantt Chart

Part 2:
Identify at least two milestones that could be included under each of the process groups in the
table. Then write a detailed description of each of these milestones that meets the SMART
criteria.

Initiating:
1. Project Charter developed and signed-off by the key stakeholders. This document formally
recognizes the existence of Project and it provides direction on objectives and management.
2. The approved funding for the project: The funding for the project must be assigned and
approved in order to proceed.
Planning:
1. Cost estimate accepted: The acceptance of the cost estimate in a document will also mean
the acceptance of the WBS.
2.
Communication Plan document: This is the document that will guide the project
communications
Executing:
1. Report of software and Hardware tests: This document will show that all the installations were
performed successfully and that they are working according to the specifications.
2. Training sessions successfully completed format: A document signed by the instructor and the
participants to show that the training sessions were successfully completed.
Controlling:
1. Change control procedures manual: A document that will establish the procedures required in
order to accept a change requirement.
2. Work performance report: write a report after finishing major activities in order to control and
analyze the performance of the work.
Closing:
1. Final project report: A document accepted and signed as an evidence of the work performed
appropriately.

TASK 2
Critical Path Method (CPM) or Critical Path Analysis (CPA) is a powerful tool that helps a
project manager to schedule and manage complex projects. Given the following task lists:
Task
A. High level analysis
B. Selection of hardware platform

Length
1 week
1 day

Predecessor
A

Task
C. Installation and commissioning of hardware
D. Detailed analysis of core modules
E. Detailed analysis of supporting modules
F. Programming of core modules
G. Programming of supporting modules
H. Quality assurance of core modules
I. Quality assurance of supporting modules
J.Core module training
K. Development and QA of accounting reporting
L. Development and QA of management reporting
M. Development of Management Information System
N. Detailed training

Length
2 weeks
2 weeks
2 weeks
2 weeks
3 weeks
1 week
1 week
1 day
1 week
1 week
1 week
1 week

Predecessor
B
A
D
D
E
F
G
C,H
E
E
L
I, J, K, M

Task List: Planning a custom-written computer project


Prepare the CPA. From the CPA, determine the early start and early finish and late start and late
finish. Define the critical path and state the reasons why you choose that path.

Figure : CPA of Planning a Custom-written Computer Project

A
Start : 1/1/15
Finish
:
8/1/15
Res :
B
Start : 9/1/15
Finish
:
9/1/15
Res :

I.D : 1
Dur : 7 Days

I.D : 2
Dur : 1 Day

D
Start : 9/1/15
Finish : 23/1/15
Res :

I.D : 4
Dur: 14 Days

F
Start :
Finish :
Res :

I.D : 6
Dur:14 Days

C
Start
10/1/15
Finish
24/1/15
Res :

I.D : 3

Dur :14 Days

H
Start :
Finish :

I.D : 8
Dur :
Days

Res :
E
K
Start
:
Start :
Finish :
Finish :

I.D : 5
I.D : 11
Dur:14
Dur
Days :
Days

Res :
Res :

J
Start
25/1/15
Finish
25/1/15
Res :

:
:

G
I.D : 10
Start :
Dur Finish
: 1 :
Res
:
Day
I
Start :
Finish :

L
Start :
Finish :
I.D : 7
:
Dur:21Res
Days

I.D : 9
Dur
:
Days

I.D : 12
Dur :
Days

Res :

N
Start :
Finish :
Res :

I.D : 14
Dur :
Days

M
Start :
Finish :

I.D : 13
Dur :
Days

Res :

Figure : Precedence Diagramming Method for Planning a Computer-written Computer Project

TASK 3

Given the following information for a one-year project, answer the following questions. Recall
that PV is the planned value, EV is the earned value, AC is the actual cost, and BAC is the
budget at completion.
PV= $23,000
EV= $20,000
AC= $25,000
BAC= $120,000
a. What is the cost variance, schedule variance, cost performance index (CPI), and
schedule performance index (SPI) for the project?
According to Table 1. Earned value formula, the results of the cost variance, schedule variance, cost
performance index (CPI), and schedule performance index (SPI) are shown in the following:Cost variance (CV) is the earned value minus the actual cost.
CV = EV AC = $20,000 $25,000 = -$5,000
Schedule variance (SV) is the earned value minus the planned value.
SV = EV PV = $20,000 $23,000 = -$3,000
Cost performance index (CPI) is the ratio of earned value to actual cost and can be used to estimate
the projected cost of completing the project.
CPI = EV / AC = $20,000 / $25,000 = 0.8 x 100 = 80%
Schedule performance index (SPI) is the ratio of earned value to planned value and can be used to
estimate the projected time to complete the project.
SPI = EV / PV = $20,000 / $23,000 = 0.869565 x 100 = 86.957%

b. How is the project doing? Is it ahead of schedule or behind schedule? Is it under budget or
over budget?
The project is not working well. According to Schwalbe (2006, p.272) stated that if CV is a
negative number, it means that performing the work cost more than planned. If a negative SV
means that it took longer than planned to perform the work. Moreover, if the CPI is less than one
or less than 100 percent, the project is over budget, and if the SPI is less than one or 100 percent,
the project is behind schedule. Therefore, according to the project calculated CV equals -$5,000,
SV equals -$3,000, the CPI is 80% less than 100 percent, and the SPI is 87% less than 100
percent, so that the project is both over budget and behind schedule.

c. Use the CPI to calculate the estimate at completion (EAC) for this project. Is the project
performing better or worse than planned?

As a result of the formula use the CPI to calculate the estimate at completion (EAC) for this project
showed as below, the calculated EAC is $150,000 more than planned $120,000, so that the project is
performing worse than planned, because if the project goes as planned, it will finish in 12 months and
cost $120,000.
EAC = BAC / CPI = $120,000 / 0.8 = $150,000

d. Use the schedule performance index (SPI) to estimate how long it will take to finish this
project.
According to the formula of estimating time to complete this project as below:
SPI = 12 months / SPI = 12 / 86.957% = 13.8 months
As a result of SPI, it will take 13.8 months to finish this project.