ComputeonlyPart Two of this project. Information from part one is needed and shred below.

Undertake the role of "Project Manager" to identifyat least ten (10) Activitiesfor the following (below) case.

Case: Host Workshop. Host a professional development workshop for your employer. The event should be held roughly one (1) month from today.

Part One

Assume that they have a fully capable team with the necessary skills to complete all project work. All Activities identified will be the project scope and should be a fairly comprehensive list of the significant activities necessary to complete the project. Develop your list of Activities. Each Activity must:

• Have plausible estimates (duration and cost) - anticipated expenses should include your time, purchase of materials, hiring of resources, etc.
• Be logically related/sequenced
• Consist of multiple subtasks (i.e., each Activity can be broken down further into several smaller tasks)

Expectations of Part One

Activities

Example: For a "family cookout" project, some activities might include "1. schedule event", "2. purchase supplies", "3. host event", and so on.

Subtasks

Example: For the "family cookout" project, the following might be subtasks for those identified activities, "1. schedule event (confirm availability, send invitations)", "2. purchase supplies (order food, buy drinks, buy charcoal), "3. host event (cook food, entertain guests)". Note: Each subtask must be phrased as a verb/action.

Predecessor ID#(s)

Example: For the "family cookout" project, "1. schedule event" must happen before "2. purchase supplies" and "2. purchase supplies" must happen before "3. host event" takes place. There is no predecessor for "1. schedule event" because it's the first activity. Even though "1. schedule event" must happen before "3. host event", only list the predecessor activity(s) that immediately take place before the activity.

Duration

Example: For the "family cookout" project, "1. schedule event" is 3 days, "2. purchase supplies" is 2 days, and "3. host event" is 1 day.

Budget

Example: For the "family cookout" project, let's assume a $20/hour labor cost, so "1. schedule event" is 3 days x 8 hours x $20 or $480, "2. purchase supplies" is 3 days x 8 hours x $20 or $480, and "3. host event" is 1 day x 8 hours x $20 or $160.

Network Diagram

Example: For the "family cookout" project, this would be a visual depiction of the logical sequence to complete all activities, which is 1 -> 2 -> 3. Each activity in the diagram must include its ID# and duration.

Critical Path

Example: For the "family cookout" project, there is only one path and each activity is dependent upon each other so the critical path is 1-2-3. If we had identified no predecessors for "purchase supplies", meaning that we could start the project with the "purchase supplies" activity instead of the "schedule event" activity, then the critical path is just 2-3.

Critical Time

Example: For the "family cookout" project, this is just adding up the duration of all activities on the critical path which is 3 days + 3 days + 1 day or 7 days. If we had identified no predecessors for "purchase supplies", the critical path would have been just 3 days + 1 day or 4 days.

Budget At Completion

Example: For the "family cookout" project, this is just adding up the budget for all project activities which is $480 + $480 + $160 or $1,120.

Part Two - only this part is needed

Use the Network Diagram created inPart One above to complete this part.

Assume 5 days have passed in your chosen project, that one (1) activity is over budget (Actual Cost at least 20% > Budget), and one (1) activity is behind schedule (Actual Complete at least 20% < Planned Complete).

1. Update the Activities list reflecting the above assumptions
2. Complete Earned Value Calculations using the Activities list
3. Identify two (2) distinct, feasible, and effective responses to control the schedule with justification
   • Note: Changes/controls on one constraint will impact other constraints. Response "feasibility" and "effectiveness" is evaluated based on how comprehensive the justification accounts for likely outcomes - both positive and negative.

Expectations for Part Two

5 days elapsed:

Example: For the "family cookout" project, the duration of all activities on the critical path is 3 days + 3 days + 1 day or 7 days. 5 days elapsed means that the first activity (3 days) is 100% complete, the second activity (3 days) is 2/3 complete, and the third activity (1 day) has not begun.

One activity 20%+ behind schedule:

Example: For the "family cookout" project, this might mean the first activity (3 days) actually take 4 days to complete *or* the second activity (3 days) be only 33% actually complete when it is 66% planned complete. Note: Adjusting 1 activity to be "behind schedule" will require corresponding adjustments to the schedule to be "5 days elapsed".

One activity 20%+ behind schedule

Example: For the "family cookout" project, this might mean the first activity (3 days) actually take 4 days to complete *or* the second activity (3 days) be only 33% actually complete when it is 66% planned complete. Note: Adjusting 1 activity to be "behind schedule" will require corresponding adjustments to the schedule to be "5 days elapsed".

Actual Cost (AC)

Sum total of the actual cost of all work actually performed. Example: For the "family cookout" project, $640 (4 days x 8 hours x $20) + $160 (1 day x 8 hours x $20), or $800.

Planned Value (PV)

Sum total of the approved budget for all work that should be completed [Budget x Planned Complete]. Example: For the "family cookout" project, $480 ($480 x 100%) + $320 ($480 x 66%) or $800

Earned Value (EV)

Sum total of the approved budget for all work that's actually completed [Budget x Actual Complete]. Example: For the "family cookout" project, $480 ($480 x 100%) + $160 ($480 x 33%) or $640.

Cost Variance (CV)

Earned Value (EV) - Actual Cost (AC). Example: For the "family cookout" project, $640 - $800 or - $160.

Cost Performance Index (CPI)

Earned Value (EV) / Actual Cost (AC). Example: For the "family cookout" project, $640/$800 or 0.80.

Estimate to Complete (ETC)

([Budget at Completion (BAC) - Earned Value (EV)] / Cost Performance Index (CPI)). Example: For the "family cookout" project, ([$1,120 - $640] / 0.80) or an additional $600.

First Control Response

The control identified must be effective (accelerate project schedule or reduce budget) and be feasible or practical.

Second Control Response

The control identified must be different and distinct from the first control response, be effective (accelerate project schedule or reduce budget), be feasible or practical, and supported with justification (examples, references).

Please provide explanations - Part TwoONLY