IENG300 Assignment # 4 Solution

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.

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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.

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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.

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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

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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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