REQUEST 1 – Develop a WBS for the project.

Break down the work to level 3 or 4, as appropriate

I. Setup a kiosk for Nutri Food in Dannang Exhibition and Trade center project – Level 1

1.1 Initiating – Level 2

1.1.1 Define project objectives and scope – Level 3

1.1.2 Identify stakeholders and establish communication plan – Level 3

1.1.3 Conduct feasibility study and budget assessment – Level 3

1.1.4 Gain sponsor approval and funding – Level 3

1.2 Planning – Level 2

1.2.1 Develop project charter – Level 3

1.2.2 Create detailed project plan and schedule – Level 3

1.2.3 Form cross-functional project team – Level 3

1.2.4 Identify and mitigate risks – Level 3

1.2.5 Establish event theme and concept – Level 3

1.3 Executing – Level 2

1.3.1 Preparation and decorations – Level 3

1.3.1.1 Research potential venues and select venue – Level 4

1.3.1.2 Negotiate venue contract and secure booking – Level 4

1.3.1.3 Determine ticket pricing and categories – Level 4

1.3.1.4 Develop marketing and promotion strategy – Level 4

1.3.1.5 Design event branding and promotional materials – Level 4

1.3.1.6 Arrange technical and equipment requirements – Level 4

1.3.1.7 Set up online ticketing system – Level 4

1.3.1.8 Coordinate vendor selection (food, merchandise, etc.) – Level 4

1.3.2 Brochures – Level 3

1.3.2.1 Launching marketing campaign (social media, ads, etc.) – Level 4

1.3.2.2 Execute ticket sales and attendee registration – Level 4

1.3.2.3 Coordinate customers – Level 4

 1.3.2.4 Set up stage, lighting, sound, décor… - Level 4

1.3.2.5 Oversee vendor setup and operations – Level 4

1.3.2.6 Manage on-site event staff and volunteers – Level 4

1.3.2.7 Monitor attendee experience and satisfaction – Level 4

1.3.3 Gift – Level 3

1.3.3.1 Buy flowers, candies for the receivers – Level 4

1.3.3.2 Prepare tickets – Level 4

1.3.4 Direct sale in festival – Level 3

1.3.5 Customer care – Level 3

1.3.5.1 Develop exhibition security and and safety plan – Level 4

1.3.5.2 Establish crowd control and traffic management – Level 4

1.4 Monitoring and control – Level 2

1.4.1 Monitor project progress and performance – Level 3

1.4.2 Manage project risks and issues – Level 3

1.4.3 Manage project adjustments to the schedule, budget and resources – Level 3

1.4.4 Handle team’s communication and stakeholder engagement – Level 3

1.5 Closing – Level 2

1.5.1 Collect attendee feedback and reviews – Level 3

1.5.2 Evaluate event success against objectives – Level 3

1.5.3 Analyze financial performance and budget – Level 3

1.5.4 Provide compensation and rewards for project team – Level 3

1.5.5 Prepare thank-you letters for attendees and sponsors – Level 3

1.5.6 Issue invoices and collect outstanding payments – Level 3

1.5.7 Perform post-event cleanup and venue restoration – Level 3

1.5.8 Document lessons learned and best practices – Level 3

1.5.9 Close contracts with vendors and performers – Level 3

1.5.10 Produce event report for stakeholders and sponsors – Level 3

REQUEST 2 – Deliverable

Milestone Description Deliverables Estimated

Duration
Finish initiating  Approved and signed of by  Project charter 1 week
stage stakeholder  Stakeholder analysis
 It should be review and  Kick-off meeting minute
approved by the project team
 It should be approved and signed
off by stakeholders
 All project team members have
been assigned their roles and
responsibilities
Finish planning  Checking if the project plan has  Project plan, including: 1 week
stage been developed, reviewed and scope, time, resource,
approved by stakeholders communication
 Project team has a clear management plan
understanding of the project’s  Project schedule
scope, objective, timeline and
resources
Finish executing  The project team is executing  Activities: recipe version, 2 weeks
stage the planned activities market research report,
 Deliverables are being produced packaging design demo
on time and to the expected  Distribution campaign
quality documents
 Project issues are being  Customer feedback
addressed promptly report, adjustments
tracking documents
Finish monitoring  The project team is regularly  Project status reports 2 weeks
and controlling monitoring project progress  Change request
stage  Project issues and risks are being  Risk assessments and
tracked and addressed project performance
 Changes to the project plan are metrics
being managed through formal
change control processes
Finish closing stage  All project deliverables have  Lesson learned 1 week
been completed and handed  Final project report
over to the stakeholder  Formal project closure
 All project documentation has documents
been completed and archived  Project archive
 The project team has conducted
a final review of the project’s
outcomes and lessons
REQUEST 3 – Project scheduling

EF=(ES+ Duration) – 1 LS= (LF - Duration) + 1 LF = LS of predecessor -1

ES = EF of predecessor (TIền nhiệm) +1

REQUEST 4 – Schedule updating & tracking

Manager would like to receive the product of the project earlier than planned schedule 2 weeks. Therefore
we have 2 solutions so that our project finishes 2 weeks sooner

Fast tracking:

Arrange task G so that it overlaps over tasks D and B on 2 weeks. This may increase so that require
more attention to communication
Activities are performed in parallel, so it is necessary to analyze carefully to ensure a close relation
and both activities can be performed at the same time (may overlap partially or completely)

Crashing:

1. Add people to join project to complete task G earlier than 2 weeks

2. Force team to work overtime on task G to complete it earlier than 2 weeks

3. Reward team if they can complete task G earlier than 2 weeks

- Crashing will increase cost.

- Crashing is often considered after the Fast-tracking technique.

- The project manager needs to decide which activities can use this method with the lowest cost and highest
efficiency.

- Crashing can lead to the risk of creating errors or having to rework.

REQUEST 5 – Cost evaluation

The project is schedule for 18 months

BAC (total planned budget) = 2,500,000 (JPY)

EV (earned value) = 2,500,000 x 15% = 375,000 (JPY)

PV (planned value) = (2,500,000 x 3) / 18 = 416,666.67 (JPY)

The total spend for the project at the time was 400,000 (JPY) => AC (actual cost) = 400,000 (JPY)

CV (cost variance) = EV – AC = 375,000 – 400,000 = -25,000 (JPY) < 0 => exceeded planned cost

CPI (cost performance index) = EV / AC = 375,000 / 400,000 = 0.9375 < 1 => the project is over budget,
achieved less than spent
SPI (schedule performance index) = EV/PV = 375,000/41,666.67 = 0.9 <1 => the project is behind schedule,
achieved less planned

EAC (estimate at completion) = BAC/CPI = 2,500,000 / 0.9375 = 2,666,666.667 (JPY)

-…….

There is a senior project manager who asked you to give him your estimation about the status of a
project while training you as a junior project manager. The manager gives you the basic information of
the project that is:
1. The cost of project was estimated at ten thousand USD ($10,000)
2. He planned that a team can complete the project in 30 days.
3. After 6 days, he got a report that 25% of the project jobs completed.
4. The total spend for the project at that time was two thousand USD ($2,000).
5. He said that he planned the completion work load and amount of spend equally for everyday from the
beginning to the end of the project.
apply Earned Value Management technique to check the project status. Compute the PV, EV, AC, SV, CV,
SPI, CPI, Estimated at Completion (EAC), Estimate of Completion (ETC) of the project. Give some
comments to explain for the status (schedule / cost) of your project.
The result should be rounded to 2 digit (E.g. money value = $1414.15 instead of $1414.145161).

We have:

AC = $2000

BAC= $10.000

DAC = 30 days

EAC = $2000

EV=BAC *25% = 10000 *25% = $2500

Planed Value PV=6* (10.000/30) = $2000

SV EV-PV=2500-2000 = $500

CV EV-AC 2500-2000 = $500

SPI EV/PV = 2500/2000 = 1.25

CPI = EV/AC = 2500/2000 = 1.25

EAC = BAC/CPI 10.000/1.25 = $8000

ETC EAC-AC-8000-2000 = $6000

 We can see SV and CV >= 1 => the project on budget, and on of schedule time
Need to know:
Duration
Elapsed time
AC (actual cost)
BAC (budget at completion)
EV (earned value)=(BAC x 40%)/ duration = BAC x % complete
PV (planned value)=(elapsed time x BAC)/ duration
SPI (schedule performance index)= EV/PV
CPI (cost performance index)= EV/AC
EAC (estimate at completion)= BAC/CPI
ETC (estimate to complete)= EAC-AC
TCPI (to complete performance index) = (BAC – EV) / (BAC – AC)
CV (cost variance)=EV-AC
SV (schedule variance)=EV-PV