Project Execution and Control - CEM200R-2 by chanenjeane

PROJECT EXECUTION AND CONTROL

CEM ON-THE-JOB TRAINING MAPUA UNIVERSITY INTRAMUROS

BY: CHANEN JEANE MIRANDA

Project Execution Control UNIVERISTY OF ILLINOIS AT URBANA-CHAMPAIGN By: Chanen Jeane Miranda.

Project Execution and Control is an online course offered in Coursera by the University of Illinois at UrbanaChampaign. COURSE DESCRIPTION The instructor of the course is Fataneh Taghaboni-Dutta, Ph. D., PMP. There are also guests from Walgreens, such as Senior Director Sean Bauer and Senior Manager Andrew Howard. There are also experts from a Technology company Senior Manager Harshad Desai.

The course is about the project management process. The course will cover the execution phase, deliver the project within the timeline and budget, and assess the project. The course is designed to teach you to manage projects using a waterfall method and an agile approach. The first module covers how to construct a realistic project plan. Furthermore, the second module focuses on using the waterfall technique to track the development of a project. The following module is about completing the project and learning more about it. The last section covered how to use Scrum to start and plan dynamic projects. Since the course covers the execution project, closure, and assessment, this is a vital topic in Construction and Engineering Management. We must be familiar with the execution process, progress review, and closing when working in the field.

Learning Objectives of the Course At the end of the course students will learn about resource leveling and its many sorts, tracked projects, scrum project closure, adaptive sprint process, and earned value management. The student will learn to use crashing, fast-tracking, cost tracking, and project cost and time forecasting. Also, They aim to teach the student how to re-evaluate projects, identify issues with earned value management, and build a project baseline plan. After completing the course, the students will also learn to create a status report, use a change management plan, reallocate resources, and audit projects

PROJECT EXECUTION AND CONTROL

Course Syllabus Week

Topics

Learning Objectives

Assessment

Dates

Waterfall approach – Creating a Realistic Project Plan

• •

Understand resource leveling. Identify the types of resource leveling. Employ crashing. Employ fast tracking. Reevaluate project scope. Construct a baseline plan for a project.

1 Quiz

Sept 27, 2021

Waterfall Approach – Tracking a Project’s Progress

• •

Understand how projects are tracked. Understand earned value management. Track schedule performance. Track cost performance. Forecast the cost of a project. Forecast the timing of a project. Identify concerns with earned value management. Use a tracking Gantt chart.

1 Quiz

Oct 4, 2021

Oct 14, 2021

• • • •

• • • • • •

Module 3: Waterfall Approach — Finishing Well: Project Closure and Learning

Create a status report. Employ a change management plan. Deliver a project for acceptance. Reallocate resources. Audit a project. Do performance evaluations. Lead a project. Lead high-performing teams.

1 Quiz

Module 4: Scrum — Initiating and Planning for Dynamic Projects

Communicate the status of project work through the use of daily stand up meetings. Employ burndown charts to monitor project work status. Report results to stakeholders in a sprint review meeting. Improve team processes using sprint retrospective meetings. Understand scrum project closure. Understand the sprint adaptive process. Identify obstacles in adopting scrum. Identify hybrid models of project management.

1 Quiz

Waterfall Approach — Finishing Well: Project Closure and Learning: Peer Review Assignment

Oct 18, 2021

Document Title

DELIVERY OF THE COURSE A series of online video lectures are used to provide the course. After each topic, short quizzes called concept checks are given to assess the student's understanding of the concepts covered. At the end of each module, there is also a long quiz. From Week 2 to Week 4 of the course, professionals who are presently working in the industry were asked to share their knowledge and answer questions from the course teacher. We're also prompted to download a program called "Project Libre." They offered a video lecture after describing the topic of utilizing project libre to do the work they covered in the course, such as analyzing project cost using it or reviewing it. With "Project Libre" the student can explore the application and use it for other projects.

PROJECT EXECUTION AND CONTROL Document Title

Course Summary The first module of the course discusses creating a realistic project plan through a waterfall approach. It discusses resource levelling and its types, such as scheduling resources and levelling them with float and outside of float. The course highlighted the employment of crashing, fasttracking, and re-evaluating the project scope. Furthermore, module 1 discusses the establishment of the baseline plan. The course provided a video on using project libre to schedule resources within and outside the float and set a baseline. Module 2 discusses the tracking of a project's progress through the waterfall approach. The discussion started on how projects are tracked, followed by the basics in earned value management. Also, they explained how to use project libre when updating the project progress. Then the discussion was followed by the analysis of earned value and used the application project libre. The module also highlighted the tracking of cost and schedule performance. Moreover, they talked about forecasting the cost and schedule. They identified the concerns with earned value management. In the last part of the module, they tackle the use of the tracking Gantt chart. They invited an expert to give insight into tracking project progress. Module 3 discusses the project closure through the use of the waterfall approach. They first tackle the status report followed by a change management plan. The highlighted the closing phase of the project cycle, such a delivering the project, releasing the resources, and project audit. They invited experts to give insights concerning documenting the project plan and execution and lessons from past projects. They discussed the performance evaluation of the project during the closing phase. They discuss how to lead the project and to lead a high-performance team. A peer-graded activity is given at the end of this module. In the last module, they discuss the initiating and planning for dynamic projects using Scrum. The module started with discussing the daily stand-up and how to observe it. They discuss how to employ burndown charts in monitoring the project status. They also describe the sprint review meeting, backlog grooming, and sprint retrospective and how they can improve team processes. Project closure using the scrum method is explained and described as well as the obstacles of Scrum. They discuss the adaptive sprint process. Furthermore, hybrid models were briefly discussed. Also, in this module, the guests gave insight into almost every topic discussed in this module.

Source: https://medium.com/

PROJECT EXECUTION AND CONTROL

LEARNINGS Resource Leveling in Construction Project SCHEDULING OF RESOURCES In the scheduling of resources, the project managers need to detect the overallocation problem. Project managers do not like to work on a project plan that, at first, relies on resources working extra to complete their allocated tasks. The project managers must first detect the overallocation problem. However, they also need to know if they have resources or not. If yes, good that plan can now be executed. But, if not, they have to do resource allocation. In construction, they have three main types of resources materials, equipment, and people. We don't have enough of one item or another at specific points in our projects most of the time. SCHEDULING RESOURCES – LEVELING WITHIN FLOAT

There are just three team members in the example above; the resource allocation problem was handled by deferring noncritical operations until more resources became available. In the case above, the project will still be completed without incurring any additional expenditures. Recognizing the project's critical activities and comprehending the float of noncritical project activities are critical. The strategy of leveling outside the float might be varied. SCHEDULING RESOURCES – LEVELING WITHIN FLOAT

Source: Coursera: Project Execution and Control. Week 1. Scheduling Resources — Leveling Outside of Float Source: Coursera: Project Execution and Control. Week 1. Scheduling Resources — Leveling Within Float

Source: Coursera: Project Execution and Control. Week 1. Scheduling Resources — Leveling Outside of Float

Source: Coursera: Project Execution and Control. Week 1. Scheduling Resources — Leveling Within Float

The over-allocation problem persists, as seen in the example above, regardless of where the activity is moved. That is when they must negotiate with the customer, and the answer to this difficulty will be determined by the project's priority. They will need to recruit an additional worker if they want to finish on time. They must renegotiate the initial project scope due to money and timing restrictions. This is why the project lifecycle's execution, planning, and definition often overlap to ensure that the plan is realistic. 6

Document Title

LEADING Leaders are not only excellent managers, but they also understand how to deal with constantly changing circumstances. To keep the project on track, a leader must first be able to recognize the need for change. This entails identifying and expressing a requirement that might have a substantial impact on the project's direction and functioning. Aligning people with the new direction, inspiring them to collaborate to overcome obstacles posed by the shift, and recognizing the importance of the new goals. Recognize that effective planning will reduce the need for change implementation, which is why all good leaders have strong management abilities.

MANAGING Being proactive in identifying and addressing problems. Being able to read people and respond effectively when others want assistance. Being successful in managing their time; time will be the scarcest resource a project manager has, and they will need to be able to effectively organize their time, which means they will know how to prioritize and delegate. Project managers will interact with a diverse collection of individuals, which necessitates the ability to communicate with each group in words that are meaningful to them. Most importantly, they must be an optimist, believing that no matter what goes wrong, there is a way to resolve the challenges and complete the project on time, on budget, and within scope.

PROJECT EXECUTION AND CONTROL

LEARNINGS LEADING LEADINGTEAMS TEAMS For Forproject projectmanagers, managers,the theproject projectteam teamand andits itsperformance performanceare arean animportant importantaspect aspectof of leadership. leadership.With Witheach eachnew newproject, project,project projectteams teamsmust mustgo gothrough throughaaprocess processof ofteam team development developmentto tobecome becomeaacohesive cohesiveone. one.There Thereare arefive fivesteps stepsto tothis thisprocedure. procedure.

Source: Coursera: Project Execution and Control. Week 3. Leading Teams Members are still learning about the project and each other at this point. The team then continues on to the storming stage, which is the second step. During this stage, team members will openly or covertly disagree over project concerns. Conflicts frequently arise as a result of differing viewpoints and ideas about the project or what has to be accomplished. Project managers must assist the team in moving to the next level of development, the norming stage, as rapidly as feasible. This is when project participants grasp the project's goals and embrace the behavioral standards and the team responsibilities. They may not always agree on everything. However, the team has come to a shared understanding. And acceptance of how the project should be conducted, allowing the team to go to the performance stage. The work is well-coordinated, and they have learned to deal with challenges as they emerge constructively. The team stays at this stage with the support of the project manager until the project is finished. At which point, the group proceeds to the last step, which is the adjourning stage. Although some team members may have already gone, this is a critical step in the post-project transition. 8

PROJECT EXECUTION AND CONTROL

LEARNINGS EARNED VALUE MANAGEMENT The US Department of Defense established the earned value concept in the early 1960s, and it has since become highly essential in project management and cost engineering. It's still a significant element of all US government purchases and procurement, and it's still the most popular way for project schedule and cost control. For project managers, understanding the notion is critical. Earned value is a notion that emphasizes the actual cost of performance. Put another way; it assesses how much we have achieved for the money we have spent. The plan will be the baseline in project management if we have a strategy that all stakeholders have agreed. We will use the baseline to assess how well we're doing as we work on the project. As a result, a project's baseline is established, including the initial scope, cost, and timeline. Project Libre is an application that can be used to enter updated information concerning the project's progress. They can do project tracking using the earned value concept using the schedule variance, schedule performance index, cost variance, and cost performance index. Moreover, earned value can be used for forecasting the cost. Source: Coursera: Project Execution and Control. Week 2

They used the formula for an estimate to complete, estimate at completion, variance at completion, and to-complete performance index. Through earned value management, the cost can be forecasted. The project managers can also forecast the schedule. They will be using the formula for the project performance index. When it comes to assessing schedule performance and variance, project management software systems like Microsoft Project and earned value management might lead to misconceptions. It is critical to recognize and address these flaws. Many academics are working to enhance how schedules may be monitored using time rather than cash as the unit of measurement. However, none has yet become a widely accepted standard. Until then, the most important thing to remember is to understand how it works. You'll be able to keep an eye on it and operate it appropriately once you've figured it out.

PROJECT EXECUTION AND CONTROL

"Construction/Improvement of Drainage in Barangay Canlalay, Biñan City, Laguna." (ACTUAL APPLICATION) Project Description The project utilized is the "Construction/Improvement of Drainage in Barangay Canlalay, Biñan City, Laguna." The client in this project is the Department of Public Works, and Highways is the client. Moreover, M.T. Maliuanag Construction Services will oversee the project. The project is still ongoing. The latest bill or update in the project is last May 2021. Learning Objectives 

To learn how to track the project schedule and cost through the use of schedule variance, schedule performance index, cost variance, and cost performance index.



To forecast the cost of the project through ETC, EAC, VAC, and TCPI.

Budget at Completion

9,799,372.51

Earned Value

6,145,186.50

Actual Cost

6,145,355.90

Planned Value

5,965,857.98

The "Construction/Improvement of Drainage in Barangay Canlalay, Biñan City, Laguna." has a budget at completion of ₱ 9, 799, 372.51. As per the document, the project is 62.71% done. The earned value of the project is ₱ 6, 145, 186.50. The earned value is computed using (formula). The actual cost of the plan is ₱ 6, 145, 355.90. The planned value is ₱ 5, 965, 857. 98.

PROJECT EXECUTION AND CONTROL

PROJECT TRACKING: EARNED VALUE • To learn how to track the project schedule and cost through the use of schedule variance, schedule performance index, cost variance, and cost performance index.

Project: Construction/Improvement of Drainage in Barangay Canlalay, Biñan City, Laguna Project Tracking

Value

Desciption

Cost Variance

169.40

CV is negative. Therefore, Cost overrun

Cost Performance Index

0.99997

CPI <1 is Cost underrun

179,326.52

SV is postive. Therefore, Ahead of Schedule

Schedule Variance

Schedule Performance Index

1.03

SPI >1 is Ahead of Schedule

Tracking the project cost, the cost variance, and performance index is identified to check if the budget is still on budget, underrun, and overrun. Cost variance is identified as ₱ -169. 40. The cost performance index is 0.99997. When the CV is negative means, the budget is running in cost overrun. It is also the case when the CPI <1. Meaning looking at these two means the project is running towards cost overrun. However, as you can see the number is not much high since it's less than 200. This concept can give you an overview on how much the project is exceeding. In schedule variance, a negative value represents that the project is behind. 0 value means the project is proceeding as schedule. As per the computation, it's a positive ₱ 179, 326.516 means the project is ahead of its schedule with the mentioned amount. Calculating the SPI, you will get 1.03, which shows the project is ahead of its schedule. 11

PROJECT EXECUTION AND CONTROL

FORECAST: COST • To forecast the cost of the project through ETC, EAC, VAC, and TCPI Forecasting the cost of the project is based on the update on the work completed. The project is already 62.71% done the scheduled accomplishment is 60.88%. Knowing the BAC, EV, CPI, and AC can calculate estimated money to complete the project. The table shows that the funds needed to complete the project is ₱ 3, 654, 295.64. Calculating the Estimate at completion means the total project cost will be ₱ 9, 799, 651 .54. The variance is the cost overrun, and it will be ₱ -279.03. The TCPI is equal to 1 means the project is still on target. Project: Construction/Improvement of Drainage in Barangay Canlalay, Biñan City, Laguna Forecast Cost

Value

Desciption

Estimate to Complete 3,654,295.64

Money needed to complete the project.

Estimate at Completion

Reality of the project cost at the end of the project

Variance at Completion TCPI

9,799,651.54 279.03 1.00

Negative sign is equals to cost overrun TCPI =1 ON TARGET

PROJECT EXECUTION AND CONTROL

Documentation

PROJECT EXECUTION AND CONTROL

Project Execution Control UNIVERISTY OF ILLINOIS AT URBANA-CHAMPAIGN

“A good plan can help with risk analysis, but it will never guarantee the smooth running of the project.” – Bentley and Borman

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