Project Execution, Reporting, and Managing Resources

Carlos Cody

04/15/2016

QSO 640

Project Execution, Reporting, and Managing Resources

        The project schedule is used for the planning, execution, controlling and monitoring, and for the communication of the project scope to the stakeholders. “The project schedule is also the tool that links the project elements of work to the resources needed to accomplish that work” (Scott, 2016 ). At minimum a project schedule should include start and finish dates, resource assignments, identifying critical paths, and the relationship of all activities. Based off of the information given Varga cannot increase the budget nor can she speed up the delivery of the defective component. Varga decided to use a method known as crashing. Crashing is a good method to use however based on the time constraints and the budget constraints was not the best method to use. A better method would have been resource reallocation which is simply moving resources from a non-critical path to a critical path (Fourie, 2015). This technique is the best out of the three because it does not require changing the schedule logic nor does it require additional resources to be added such as in crashing. In order to use this technique Varga must move the critical path component that is defective and proceed with installing the operating system now in its place. By having this activity done first it releases the burden of the locomotive engineers giving them the time that is needed as well as freeing up the time needed for the training to take place. The reason resource reallocation works best here is that the resource used for the critical path or not the same resources used for a non-critical path thus freeing up the resources such as workers and parts to be reallocated to another activity. Hence it is also stated that a new activity also be inserted here such as the training to take place for the select group of stakeholders. By effectively knowing which technique to use in the given situation it allows for Vagra to possibly stay on track while meeting some of the needs of the other stakeholders.

        The project cost is used to measure the production of the full life cycle of the project. The project cost usually encompasses scheduling, work activities, job controls, and usually strives to complete the project within the budget guidelines. Although Vagra gave the client what he wanted, Vagra did not give the full story on the budget and how a setback in a scheduled activity will affect the overall budget. Therefore it would have been better for Vagra to give the full account which would of included the planned value, earned value, and actual cos (Usmani, 2016). Leaving out the actual cost to money spent to date was where the error occurred. The actual cost allowed with planned value and earned value allows you to calculate schedule variance, cost variance, schedule performance index, and cost performance index which would have given Schaller an accurate measurement. Although the schedule variance is the difference between the earned value minus the planned value by itself is incomplete. The best thing for Vagra would have been to give a more detailed report at least labeling the estimate to complete showing how much it will cost to complete the rest of the work. Vagra could have also used the to complete performance index to outline in details the remaining work divided by the remaining funds to help come up with solutions if any to help keep them within budget.

        Project conflict and team management are mostly all centered around the skill of communication. The project conflicts here have seemed to arrive because of disagreements, team history, declined request, and the difference in communication styles for team management. Vagra is the project manager and at the end of the day the success or failure lies on her shoulder. This is the time for Vagra to exercise her power for the success of the project to solve the conflicts. With the realization that the conflict could potentially hinder the project completion it is necessary that Vagra not use avoidance in this case but to exercise the power of her position. With the use of exercising her power she must bring both partied together to negotiate. Since both parties are adversarial at this point the purpose of the negotiation will take place with the goal in mind of staying on schedule, resolving the issue, and to act as problem solvers not adversary. The communication will take place to determine the best methods for moving forward by focusing on the win-win situation by resolving the ongoing issue of working together and to find out where the other feels the problems are occurring. This style of communication is necessary for Vagra to do since she has already been informed that the issue is ongoing and not new. Therefor by exercising her power and changing her communication style Vagra should be able to map out a win-win situation to keep the project on track until completion.