It project management case study

Project manager Perform a scoping review of the project to determine potential budget cuts. Resource allocation review is done to identify possible re-assignments without compromising the project’s quality. Expenses of the firewall can be moved from the project budget to IT dept. budget. Unauthorized access to critical customer information Can cause the negative image to the company M H Take down the server and troubleshoot to identify the root origin of access and then assess the extent of the damage caused by unauthorized access FTP sites team leader-Zeke Authentication and authorization mechanisms for the sites including an intranet. This technique uses simple indicators to assess and measure the current state of the project with regard to the initially projected timelines for the project (Marshall, 2007).

Planned value refers to the initial budget that has been allocated for a certain project. When coming up with the budget, it is created as per phases, however, the planned value is often referred to determine how much work or tasks ought to have been completed at a certain time. It is commonly referred to also as “Budget at Completion” (BAC). For any project to be said to be on the right path then a certain number of tasks need to have been completed these amount of tasks is referred to as Earned Value (EV). CV is given as a value from Earned Value-Actual Cost at any given time of the project but once the project is completed, CV can be calculated as CV=BAC-AC.

Under this metric, there are two indicators normally measured; Cost Performance Index (CPI) and the Schedule Performance Index (SPI). While the former evaluates how well the project has been managed in budgetary terms, the latter describes the efficiency in which the project has been managed to the present evaluation time. An index of SPI having a lesser value than one is an indication of less work completed while that of greater than one implies more tasks have been completed. It is calculated as SPI=EV/PV-Cost. This technique can further work harmoniously with the Critical Path approach that has been utilized in the study, therefore, helping in averting risks further and control project timelines and costs (Fleming, Q. W. , & Koppelman, J.

M. B2: Interpretation of Current Performance of the Project Summary of calculations are given in the table below. Note: Given that the SPI and CPI are less than one, it can be estimated that the project will complete over budget and also late. As stipulated in the case study, 123 days are allocated as the duration for the project therefore the following can be computed: Approximated final project Cost= BAC/CPI = $173,329. 87, Approximated final Project Duration = Planned duration/SPI = 123 days/ 0. 59 = 209 days. The labor costs need to be mitigated further. If the delay factors are mitigated, as discussed in the interpretation of the project part, the SPI will be 0. 59 indicated a value of less than one and thus implying the project will finish behind schedule.

Challenges of the Project Quality- Considering the status report, the ICT infrastructure set up can be a sophisticated process, with the schedule rearrangement being needed to be coupled with the strain on resources in Xemba Translations Telecommuters expansion, decisions need to be made which may affect the schedule and thus the overall quality of the project. When usually there are pressures on the scheduling process, the aim changes for the project to complete without due consideration of quality. B3ai: Mitigation strategies Recommendations To ensure that those activities which have felt behind the schedule are completed, it is necessary for the senior management of Xemba Translations to put systems and processes in place which will allocate more time for those activities that are behind schedule.

As summarized in the risk assessment matrix in part A of this document, this risks can have potential impacts on the schedule, costs and resource allocation. A quick recap of the same is as follows. Regarding the risk of unauthorized access to critical customer information which can expose the Company’s site to hackers and other malicious intruders, I recommend that to avert and mitigate this risk, we should identify and set up the latest security software. Also, enforcement of access control policy such as the user-password policy should be done and everyone including employees must use the login-password mechanism (Bonham, 2005). Another risk is the one of surpassing the allocated budget for the project. While there is a subjective perspective to this risk it is important to mitigate it through cooperation with the management of making sure a clear message is relayed to customers of the importance and benefits of using web-based services as well as translations.

A comprehensive scrutiny was performed on the above issues that affect the project currently. These problems would be addressed adequately through recommendations below. One of the main problems that were found is that of budget run over. The current state of the project, as well as the estimates, indicate that if there will be no changes made, the project will exceed its initial budget which implies that there would be a need to have additional funding to oversee completion of the project. , & Koppelman, J. M. (2016, December). Earned value project management. Project Management Institute. The contribution of earned value management to project success on contracted efforts.  Journal of Contract Management, 2, 21-33. Vanhoucke, M.  Measuring time: Improving project performance using earned value management (Vol.