HIA1 - Week 3 - Initial Responce - LTG

HAND-IN ASSIGNMENT No. 1 – WEEK 03 / FINAL RESPONSE

KMGT-682-1 EXECUTING AND CONTROL WITH RISK MSC PROJECT MANAGEMENT – OIL & GAS

NAME: LEONARDO TRIGOS GUERRERO

STUDENT ID: H00024346

DATE: 11 / 04 /2014 PAGE 1 OF 13

HAND-IN ASSIGNMENT No. 1

WEEK 03

EXECUTING AND CONTROL WITH RISK

LEONARDO TRIGOS G.





DATE: 11 / 04 /2014 PAGE 2 OF 13

HAND-IN ASSIGNMENT – WEEK 3

Word count: 932

1. EXECUTIVE SUMMARY

A. Business situation:

According to UOL (2014), the LTG Company (LTG) requires to develop a project to customize a software application for the sales department the company (LTG). LTG is recognized in the local market to develop software and IT projects. The directives of LTG decide to develop this project with a project team comprised of members of the company. To assure success of the project, the LTG Company has selected as project manager to Leonardo Trigos, a project manager professional with extensive experience in related projects and knowledge of the company needs. Leonardo has its expectations on achieve success with the strict implementation of the integrated changes control process.

B. Project goal:

The project goals are focused to finish the project in time, with budged and in scope.

The project must be finish at February 28th 2011.

The budged estimated to the project is 51.080 €.

The project must be focused to achieve this objective implementing correctly the integrated changes

control process to avoid corruption of the scope and assure the control of the project.

C. Business value:

With the project, the business value is to achieve a better sales application to facilitate the sales

processes of the LTG Company. It has the value added that the company has the project team to

develop this requirement.

2. BACKGROUND

A. Company overview: The LTG Company works in the sector of Software and IT offering its services to companies in the region in the execution of projects, and technical consultancy of projects. The company is located in Madrid – Spain, where the market is highly competitive.

3. EXECUTION PHASE OF PROJECT

A. Part 1: Baseline of Project – Schedule and Cost





DATE: 11 / 04 /2014 PAGE 3 OF 13

Based on the defined scope at the begins of the project of develop a new software application to the sales department of LTG company, the WBS of the project is illustrated in the Appendix 1. According with the activities, resources, durations defined initially in the planning phase of the project, the project manager exhibit the Gantt chart and the Project Network Diagram of the project baseline illustrated in the Appendix 2 and Appendix 3, respectively. Some of premises established to estimate schedule are:

Work Hours per Day: 8 Hours

Work Hours per Week: 40

Workweek: Monday to Friday (Excluding Holidays)





DATE: 11 / 04 /2014 PAGE 4 OF 13

Figure 1. Calendar of the Project including holidays for 2010

The planned project duration obtained is 97 days (start at October 12th 2010 and finish at January 28th 2011). According to the Project Network Diagram of the Appendix 3, the project has one unique critical path:

Budged Estimation:

The original cost estimate according to the initial baseline of the project is:

BAC: 51.080 €. In the Figure 2 is illustrated the Cost Baseline.

Figure 2. Cost Baseline

B. Part 2: Description of the change management process

We can found issues that has impacts on projects. According to Wanner (2013, p. 1), the scope is always in the focus of a project particularly if a change in the project should be executed. The support of the project management and change management process are crucial to be successful and achieve the expected results.

(1) START 1 2 3 4 5 6 12 13 14 15 END





DATE: 11 / 04 /2014 PAGE 5 OF 13

According to the PMBOK (2013, p. 111), “a change request is a formal proposal to modify any document, deliverable, or baseline”. It The process recommended by Wanner (2013, p. 4) to manage a change request can be illustrated in the Figure 3.

Figure 3. Structured change management process [Source: Wanner (2013, p. 4)]

This process has the objective to reduce the impacts of making changes and correcting errors. In Figure 4 is illustrated.





DATE: 11 / 04 /2014 PAGE 6 OF 13

Figure 4. Impacts of changes on projects [Source: PMBOK (2013, p. 40)]

C. Part 2: Applying Approved changes

According to UOL (2014), the head of the sales department of the LTG Company in the client feedback session (developed at December 17th 2010) expose a formal change request including the follow aspects that was approved at January 10th 2011 as approved changes:

Task: Create database (including changes and testing) require now 15 days.

Task: Write support modules (including changes) will require now 37 days.

Task: Write high-level functions (including changes) will require now 55 days. Following the recommendations of Sanguera (2010, p. 312), “the baselines in the project management plan and any subsidiary plans may need to be updated as a result of the change”. Applying the approved changes to the project, we get the Tracking Gantt Chart and the Project Network Diagram of the project (according to the changes applied) illustrated in the Appendix 4 and Appendix 5, respectively. In the Tracking Gantt Chart we can see that the project duration has been affected by the changes. This is, the new project duration obtained is 107 days (start at October 12th 2010 and finish at March 14th 2011), 10 days more than defined on the initial baseline. According to the Project Network Diagram of the Appendix 5, the project remains with the unique critical path:

Budged Estimation:

The new cost estimate according to the application of changes over the baseline of the project is:

(1) START 1 2 3 4 5 6 12 13 14 15 END





DATE: 11 / 04 /2014 PAGE 7 OF 13

BAC: 57.280 €. The variation was 6.200 € more than the cost of the initial baseline. In the Figure 4 is illustrated the Cost Baseline including changes.

Figure 5. New Cost Baseline including approved changes

4. CONCLUSIONS

In summary, Luba (2002, p. 7) explains that “the Integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle”. The integrated change control objectives can be summarized are:

I. The factors that create changes should be influenced to assure that changes are beneficial to the project.

II. Determining that a change has occurred.

III. Communicate significant changes to key stakeholders.

IV. Managing changes when and as they occur:

V. Managing the project to help minimize the number of changes that occur.

5. REFERENCE LIST

1. UOL / University of Liverpool (2014), Executing and control With Risk (KMGT-682-1) - Week

2 Lecture notes and Assignments [Online]. Available from: University of Liverpool / Laureate

Online Education (Accessed: 02 April 2014).

2. Wanner, M. (2013). Integrated Change Management. Project Management Institute Annual

Seminars & Simposium – Proceedings. Istanbul - Turkey: Project Management Institute.





DATE: 11 / 04 /2014 PAGE 8 OF 13

3. Project Management Institute (2013). A Guide to the Project Management Body of Knowledge

(PMBOK® Guide). 5th Edn. Newtown Square, Pennsylvania: Project Management Institute,

Inc.

4. Sanghera, P. (2010) PMP® in depth: Project management professional study guide for the

PMP® exam. 2nd Edn. Boston: Course Technology / Cengage Learning.

5. Luba, E. (2002). Successful project management for software product and information system

development. Project Management Institute Annual Seminars & Symposium – Proceedings.

San Antonio, Texas - USA: Project Management Institute.

6. APPENDIXES





DATE: 11 / 04 /2014 PAGE 9 OF 13

APPENDIX 1: WBS OF THE BASELINE

WORK BREAKDOWN STRUCTURE - (Initial Baseline) New software Project

Student: Leonardo Trigos

New SoftwareProject

Gather requirements Write use cases Get client approval Write specifications Create high-leveldesign

Create detaileddesign and schedule

Create user interface Get client feedback Create database Write supportmodules

Unit test supportmodules

Write high-levelfunctions

Unit test high-levelfunctions

Integration testing Acceptance testing

1 97d12/10/10 28/02/11

2 10d12/10/10 25/10/10

3 5d26/10/10 01/11/10

4 2d02/11/10 03/11/10

5 5d04/11/10 10/11/10 6 5d

11/11/10 17/11/107 5d

18/11/10 24/11/10

8 15d25/11/10 16/12/10

9 1d17/12/10 17/12/10

10 5d25/11/10 02/12/10 11 30d

25/11/10 10/01/1112 5d

11/01/11 17/01/1113 45d

25/11/10 31/01/1114 10d

01/02/11 14/02/11

15 5d15/02/11 21/02/11

16 5d22/02/11 28/02/11





DATE: 11 / 04 /2014 PAGE 10 OF

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APPENDIX 2: GANTT DIAGRAMM BASELINE

Id Activity Nombre de tarea Duración Comienzo Fin PredecesoSucesor

1 New Software Project 97 días mar 12/10/10 lun 28/02/11

2 1 Gather requirements 10 días mar 12/10/10 lun 25/10/10 3

3 2 Write use cases 5 días mar 26/10/10 lun 01/11/10 2 4

4 3 Get client approval 2 días mar 02/11/10 mié 03/11/103 5

5 4 Write specifications 5 días jue 04/11/10 mié 10/11/104 6

6 5 Create high‐level design 5 días jue 11/11/10 mié 17/11/105 7

7 6 Create detailed design and schedule 5 días jue 18/11/10 mié 24/11/106 8;10;11

8 7 Create user interface 15 días jue 25/11/10 jue 16/12/10 7 9

9 8 Get client feedback 1 día vie 17/12/10 vie 17/12/10 8 16

10 9 Create database 5 días jue 25/11/10 jue 02/12/10 7

11 10 Write support modules 30 días jue 25/11/10 lun 10/01/11 7 12

12 11 Unit test support modules 5 días mar 11/01/11 lun 17/01/11 11 15

13 12 Write high‐level functions 45 días jue 25/11/10 lun 31/01/11 7 14

14 13 Unit test high‐level functions 10 días mar 01/02/11 lun 14/02/11 13 15

15 14 Integration testing 5 días mar 15/02/11 lun 21/02/11 14;12 16

16 15 Acceptance testing 5 días mar 22/02/11 lun 28/02/11 15;9

User Interface Programmer

Project Manager;User Interface Programmer

Database Programmer

Coder

Coder

S‐1 S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15 S16 S17 S18 S19 S20 S21tubre 2010 noviembre 2010 diciembre 2010 enero 2011 febrero 2011 marzo

Tarea

División

Hito

Resumen

Resumen del proyecto

Tareas externas

Hito externo

Tarea inactiva

Hito inactivo

Resumen inactivo

Tarea manual

Sólo duración

Informe de resumen manual

Resumen manual

Sólo el comienzo

Sólo fin

Fecha límite

Tareas críticas

División crítica

Progreso

GANTT DIAGRAM (INITIAL BASELINE)NEW SOFTWARE PROJECT

Página 1

Project: New software proDate: vie 11/04/14Author: Leonardo Trigos G





DATE: 11 / 04 /2014 PAGE 11 OF

13

APPENDIX 3: PND BASELINE

PROJECT NETWORK DIAGRAM - (Initial Baseline) New software Project


FieldsEarly Start Early Finish

NameDuration Total Slack

Late Start Late Finish

Critical Task Noncritical Task

12/10/10 25/10/10

Dur: 10 días Slack: 0 días12/10/10 25/10/10

26/10/10 01/11/10


02/11/10 03/11/10


04/11/10 10/11/10


11/11/10 17/11/10


18/11/10 24/11/10


25/11/10 16/12/10


17/12/10 17/12/10

Dur: 1 día Slack: 44 días21/02/11 21/02/11

25/11/10 02/12/10


25/11/10 10/01/11


11/01/11 17/01/11


25/11/10 31/01/11


01/02/11 14/02/11


15/02/11 21/02/11


22/02/11 28/02/11


Gather requirements Write use cases Get client approval Write specifications Create high-level design Create detailed designand schedule Create user interface Get client feedback

Create database

Write support modules Unit test supportmodules

Write high-levelfunctions

Unit test high-levelfunctions

Integration testing

Acceptance testing





DATE: 11 / 04 /2014 PAGE 12 OF

13

APPENDIX 4: TRACKING GANTT CHART (INCLUDING APPROVED CHANGES)

Id Activity Nombre de tarea Duración Comienzo Fin PredecesoSucesor

1 New Software Project 107 días mar 12/10/10 lun 14/03/11

2 1 Gather requirements 10 días mar 12/10/10 lun 25/10/10 3

3 2 Write use cases 5 días mar 26/10/10 lun 01/11/10 2 4

4 3 Get client approval 2 días mar 02/11/10 mié 03/11/103 5

5 4 Write specifications 5 días jue 04/11/10 mié 10/11/104 6

6 5 Create high‐level design 5 días jue 11/11/10 mié 17/11/105 7

7 6 Create detailed design and schedule 5 días jue 18/11/10 mié 24/11/106 8;10;11

8 7 Create user interface 15 días jue 25/11/10 jue 16/12/10 7 9

9 8 Get client feedback 1 día vie 17/12/10 vie 17/12/10 8 16

10 9 Create database (Including changes and testing)

15 días jue 25/11/10 jue 16/12/10 7

11 10 Write support modules (Including changes)

37 días jue 25/11/10 mié 19/01/11

7 12

12 11 Unit test support modules 5 días jue 20/01/11 mié 26/01/1111 15

13 12 Write high‐level functions (Includingchanges)

55 días jue 25/11/10 lun 14/02/11 7 14

14 13 Unit test high‐level functions 10 días mar 15/02/11 lun 28/02/11 13 15

15 14 Integration testing 5 días mar 01/03/11 lun 07/03/11 14;12 16

16 15 Acceptance testing 5 días mar 08/03/11 lun 14/03/11 15;9

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

0%

S‐1 S2 S4 S6 S8 S10 S12 S14 S16 S18 S20 S221 octubre 01 noviembre 01 diciembre 01 enero 01 febrero 01 marzo

Tareas críticas

División crítica

Progreso de tarea crítica

Tarea

División

Progreso de tarea

Tarea manual

Sólo el comienzo

Sólo fin

Sólo duración

Línea base

División de la línea base

Hito de línea base

Hito

Progreso del resumen

Resumen

Resumen manual

Resumen del proyecto

Tareas externas

Hito externo

Tarea inactiva

Hito inactivo

Resumen inactivo

Fecha límite

TRACKING GANNT CHART - INCLUDING APPROVED CHANGESNEW SOFTWARE PROJECT

Página 1

Project: New Software ProjecProject Manager: Leonardo TExecution and Control with Ri





DATE: 11 / 04 /2014 PAGE 13 OF

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APPENDIX 5: PND (INCLUDING APPROVED CHANGES)

PROJECT NETWORK DIAGRAM - (After Apply Approved Changes) New software Project


FieldsEarly Start Early Finish

NameDuration Total Slack

Late Start Late Finish

Critical Task Noncritical Task

12/10/10 25/10/10


26/10/10 01/11/10


02/11/10 03/11/10


04/11/10 10/11/10


11/11/10 17/11/10


18/11/10 24/11/10


25/11/10 16/12/10


17/12/10 17/12/10

Dur: 1 día Slack: 54 días07/03/11 07/03/11

25/11/10 09/12/10


25/11/10 10/01/11


11/01/11 26/01/11


25/11/10 14/02/11


15/02/11 28/02/11


01/03/11 07/03/11


08/03/11 14/03/11


Gather requirements Write use cases Get client approval Write specifications Create high-level design Create detailed designand schedule Create user interface Get client feedback

Create database andtesting

Write support modules Unit test support modules

Write high-level functions Unit test high-levelfunctions

Integration testing

Acceptance testing

HIA1 - Week 3 - Initial Responce - LTG

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