OPSMGT 357 Project Management SEMESTER ONE 2022
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OPSMGT 357
SEMESTER ONE 2022
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
Project Management
1 The sequence of activities in a project follows: ‘Receive stakeholder Approval’ is a ‘ burst activity’ linked to ‘Hire Staff’ , ‘Select Equipment’ and ‘Prepare Venue’ . Following this, ‘Train Staff’ acts as a ‘ merge activity’ .
In your own words, explain the sequence of activities in this network. Hint: you will need to set
out the exact order of activities
If ‘Prepare Venue’ has the longest duration of any activity, and is delayed by 4 days, what effect
(if any) would this have on other activities and the overall project duration?
2 Briefly explain Bruce Tuckman's Team Development Model and the Punctuated Equilibrium Model of Group Development. From a Project Manager’s perspective, which model is more credible and thus useful? Explain your answer.
3 Using an example, explain the concept of ‘Groupthink’ . Is ‘Groupthink’ more or less likely to exist in international projects that are in the early stages of initiation? Explain your answer with reference to the ‘Culture Shock Cycle’ graph.
4 A Status Report follows:
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Project number: 178 Project Manager: Max Meterson
Project priority now: 4
Status as of: December 23, 2014
Earned value figures:
PV = 588,240 EV = 566,064 AC = 596,800 SV = -22, 176 CV = -30,736 BAC = 1,051,200 EAC = 1,090,640 VAC = -39,440 EAC = 1, 107,469 CPI = .95 PCIB = .538 PCIC = .547
Project description: A computer-controlled wave pool that can generate approximately 160 waves per hour, with an availability of three different settings for surfers that use it. ( 1) Advanced Wave, (2) Intermediate Wave, (3) Beginner Wave.
Status summary: The project is approximately 25 days behind schedule. The project has a cost variance of ($30,736).
Explanations: The schedule variance has moved from noncritical activities to those on the critical path. Integration first phase, scheduled to start 13/ 11, is now expected to start 8/ 12, which means it is approximately 25 days behind schedule. This delay is traced to the loss of the first design team which made it considerably difficult to start utilities documentation on 27/ 10 as planned. This loss illustrates the effect of losing valuable resources on the project. The cost variance to date is largely due to a design change in the wave pool layout that cost $13,000. Namely, extra safety barriers and signs were added.
Major changes since last report: One major change was the loss of one design team in the project. Also, extra costs were incurred due to the added safety features in the pool.
Total cost of approved design changes: $13,000. Most of this amount is attributed to the improved safety design of the pool.
Projected cost at completion: EAC is estimated to be $1, 107,469. This represents an overrun of $56,269, given a CPI of .95. This means the project will cost $56,269 more than forecasted. The CPI of .95 causes the forecast to be greater than the VAC - $39,440.
Risk watch: following the addition of water to the pool there is a risk of overflow on premises.
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If the above Status Report were being presented to a Senior Management Customer, what would you consider to be the most important THREE elements/headings of the report? Explain your answer for each element by referring to the report.
5 Developing a time-phased budget baseline is one of the final tasks for planning a project. Using an example, briefly describe two reasons why it is important for project managers to have a time-phased budget baseline.
6 Why are large fluctuations in the demand for particular resources undesirable? What are the downsides of resource levelling?
7 Project crashing is the method for shortening the project duration by reducing the time of one or more critical activities to less than their normal time. Describe TWO common reasons why a project manager might be confronted by the need to reduce a project’s duration. Additionally, discuss the time-cost trade-off in crashing a project.
8 
Examine the above graph and answer the following questions:
(a) (4 marks) At the ‘Data Date’ , in your own words, interpret the project status in terms of cost and schedule.
(b) (2 marks) Of the 4 Earned Value Analysis scenarios covered in class, which one is represented in the graph? Why?
(c) (2 marks) If the estimated cost to complete the project is $97.5, what is the cost variance at completion?
(d) (2 marks) By comparing the two, is the Schedule Variance or Cost Variance greater in this scenario? By how much?
2023-06-19