Meredith And Mantel Case Study

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The resources that can affect the project schedule we look at Meredith and Mantel (2012) description of resources. “The fixed resources might include labor-hours of various types of special professional or technical services, machine-hours of various types of machinery or instrumentation, hours of computing time, specialized locations, and similar scarce resources needed for accomplishing project tasks” (p. 387). All of the resources can cause delays in the schedule, however a few of the examples sound very familiar. Machine hours can always cause problems, in most cases the machine that is needed is also a machine used in the day-to-day schedule. Working out the schedule of the machine with the functional group can cause delays. The hours of…show more content…
The authors used two different approaches to cover this. One approach is to take multiple projects and make them be a portion of a large single project. In doing this the PM can have more control on working the schedule of each project as one and coordinating the flow of work to the appropriate shop on time. Of course, we will still have delays when the shop only has one machine and all projects need to use it. The other option is to have all of the projects act independent. The scheduling and allocating resources will still be the same no matter which method is used. However, in the latter method the PM can become overwhelmed trying to work all of the different paths that may be taken with independent projects. Where in a having multi-projects as one large project it can be easier to control. If the projects are all, separate it could result in multiple PMs and then the fight would be to maintain their schedule over the…show more content…
Per PMBOK (2008) the EVM is a performance measurement method used to “integrate project scope, cost, and schedule measures to help the project management team assess and measure project performance and progress” (p. 181). In the Gantt chart, we use that measurement to monitor the schedule and make adjustments as needed for to stay on time. In the EVM, it uses three key dimensions to calculate the projects standings. The planned value (PV) will establish a base line to compare the performance against. It establishes a baseline for the budget assigned to the phases or detailed activity throughout the full project. The earned value (EV) is a calculation to find the value of work performed in a specific phase or activity. This is done by multiplying the estimated percent of work completed for each task by the planned cost for that task. This will give you the amount of funds that should have been spent; you can compare that to the baseline created in the PV. The actual cost (AC) is the total cost that was spent on the activity being measured. This is the total cost of what the EV measured and it follows the baseline established in the PV. Schedule variance and cost variance will also be monitored against the
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