RISING HAWKS - ITP 7
PROJECT EXECUTION, TRACKING,
CHANGES, AND QUESTIONS WITH EVA
, Brief Overview of Our Changes to the WBS
Due to unforeseen issues that have occurred during the course of the project, certain areas of our
project plan have been altered to address and reflect these problems.
Required changes to WPS:
The first change made was the project was moved to half way finished so the updated
time was moved to 3/1/16 simulating 3 months into our 6-month project.
Due to deliveries being delayed the duration for task 22 (1.4.2) was increased from 5
days to 10 days. This delayed the tasks related to installation as well.
Having just learned that the software products we planned to purchase have seen new
releases with increased price tags, all resources that were labeled with “License” for their
materials label had their standard rates doubled.
Our project didn’t have a specific tasks related to construction so we instead altered the
installation tasks to simulate the delays and price increase issue. To simulate the increase
in price the rates for our infrastructure engineer was doubled while tasks 23, 32, 41, and
plus sub tasks had the start dates delayed a month. After the delay some tasks now started
on non-working days so the schedule was further adjusted to account for that.
Due to the previous changes the end of project tasks also had to be adjusted. Training
could not begin before all installation had finished therefore task 63 and all sub tasks
were adjusted so they would start when the last installation was complete. Project close-
out also had to be adjusted now that the schedule had shifted quite dramatically so that
task 73 and all sub tasks now begin after training is complete on 9/29/16.
What was the effect of the changes on your project cost? How much did it increase? Are
you still on budget or are you over budget now?
The project had made some changes from a three-month cycle and was updated to a six month
running cycle. Due to this delay in the cost, it was estimated that the increase in total cost went
from 83,941.08 to an adjusted amount that was 128,370.03. At this point, we are over our initial
budget, and also needed more time to complete tasks in a timely fashion. For instance, because
of specific tasks not being mentioned in our initial document, we had to increase our delivery
times from 5 days into a 10-day difference, which required us to pay our engineer for that extra
period of time. Schedules are meant to have an adjustment period and while on the fly
scheduling does not usually work, the idea of having a failsafe plan will usually allow changes to
not impact daily business.
PROJECT EXECUTION, TRACKING,
CHANGES, AND QUESTIONS WITH EVA
, Brief Overview of Our Changes to the WBS
Due to unforeseen issues that have occurred during the course of the project, certain areas of our
project plan have been altered to address and reflect these problems.
Required changes to WPS:
The first change made was the project was moved to half way finished so the updated
time was moved to 3/1/16 simulating 3 months into our 6-month project.
Due to deliveries being delayed the duration for task 22 (1.4.2) was increased from 5
days to 10 days. This delayed the tasks related to installation as well.
Having just learned that the software products we planned to purchase have seen new
releases with increased price tags, all resources that were labeled with “License” for their
materials label had their standard rates doubled.
Our project didn’t have a specific tasks related to construction so we instead altered the
installation tasks to simulate the delays and price increase issue. To simulate the increase
in price the rates for our infrastructure engineer was doubled while tasks 23, 32, 41, and
plus sub tasks had the start dates delayed a month. After the delay some tasks now started
on non-working days so the schedule was further adjusted to account for that.
Due to the previous changes the end of project tasks also had to be adjusted. Training
could not begin before all installation had finished therefore task 63 and all sub tasks
were adjusted so they would start when the last installation was complete. Project close-
out also had to be adjusted now that the schedule had shifted quite dramatically so that
task 73 and all sub tasks now begin after training is complete on 9/29/16.
What was the effect of the changes on your project cost? How much did it increase? Are
you still on budget or are you over budget now?
The project had made some changes from a three-month cycle and was updated to a six month
running cycle. Due to this delay in the cost, it was estimated that the increase in total cost went
from 83,941.08 to an adjusted amount that was 128,370.03. At this point, we are over our initial
budget, and also needed more time to complete tasks in a timely fashion. For instance, because
of specific tasks not being mentioned in our initial document, we had to increase our delivery
times from 5 days into a 10-day difference, which required us to pay our engineer for that extra
period of time. Schedules are meant to have an adjustment period and while on the fly
scheduling does not usually work, the idea of having a failsafe plan will usually allow changes to
not impact daily business.
