EXERCISE 8 (5%) This is included for informational purposes only this question was answered.

Instructions 1. Using the attached Change Control Policy, evaluate the attached Change Request. 2. Determine if a Change Request should have been created. 3. If so, determine if, as PM, you can accept the change and if you would accept the change. 4. Write two to three paragraphs discussing the change, its effect, whether you accepted the change and why/why not. 5. Note: Presume that the budget is $220,000 with a schedule of 232 workdays. 1. Taking change control policy into consideration, any change must only be affected if that results would be an improvement. From the cost-benefit analysis, the gain must be there in order to proceed. 2. In this project they are using the original balusters there are no new addition involved in the process. However the restoration installation will require the exact duplicates. The request is a restoration and no change is taking place. Allan James was not required to document this request on the CC1 form. 3. As a Project Manager, this is within my authorization to accept these changes. As a matter of agreement, most projects have this option. We must keep in mind that the reason for change and the effect on the ultimate scope and timeline of the project must be considered. 4. Due to the fact that the original task was hidden in the crawlspace and the (37) balusters found during the restoration portion and the work required can be used same can be used in the upcoming work. The change could be accepted. 5. The budget stands at $220000 and 232 days are allowed, the escalation amounts to an extent of $10000 and additional two weeks, this appears as adjustable. Perhaps the work on other fronts can be speeded up to accommodate the present change request. Conference Center Restoration Project Change Control Plan Anything that changes time, cost, scope, quality or any deliverable will be considered a change to the project. Changes must be requested on form CC-1, Change Control Request Form. The project manager can approve any changes that do not affect project cost or schedule by more than 10%. Any other changes cannot be made without owner approval. CHANGE REQUEST FORM Project Name: Conference Center Restor. Project Number: Project Manager Name: Nancy Mingus Requestor Name: Allan James Request Date: 4/10/08 Resolution Requested By: 4/10/08 Description of Change: Restoration of the back staircase using the original balusters and exact duplicates. Reason for Change: The restoration of the back staircase was not included in the original request and hidden in the crawlspace under the stage we have located 37 balusters that appear to have come from the back stair. We would like to use these for the stair restoration. Impact on Scope and/or Deliverables: The restoration work of the back staircase will be added to the scope and the restored back staircase will become an additional intermediate deliverable. Impact on Time and Cost: Preliminary research indicates that the restoration work of the back staircase will take two work days after the balusters have been restored/duplicated. The actual restoration/duplication process will take two workweeks. The cost of the additional work is estimated to be $10,000. Change Resolution: Accepted Rejected Project Manager: Date: Project Sponsor: Date:

EXERCISE 9 (5%) This is included for informational purposes only this question was answered. Instructions 1. Select a Project Manager for this exercise. 2. Based on the Actual and Baseline data below, calculate all the earned value numbers. 3. Determine if the project is ahead or behind schedule and under or over budget. 4. Submit the completed worksheet along with one-two pages describing the usefulness of earned value generally, then specifically, this projects status and what tells you that. A summary of the baseline and actual data to date is shown below: Base. Base. Base. Actual Actual Actual Task Start Finish Cost Start Finish Cost Restoration Project 12/8/07 5/24/08 12/10/07 1 Definition 12/8/07 12/15/07 12/10/07 12/20/07 1.1 Define Scope 12/8/07 12/10/07 $144 12/10/07 12/13/07 $345 1.2 Create Plan 12/11/07 12/15/07 $625 12/14/07 12/20/07 $297 2 Analysis/Des 12/16/07 2.1 Str. analysis 2.1.1Hire engineer 12/16/07 12/16/07 $216 12/21/07 12/21/07 $300 2.1.2Get report 12/17/09 12/27/09 $1000 12/21/07 1/11/08 $650 2.1.3Go/no go 12/30/09 $72 1/22/08 $100 2.2 Architectural 2.2.1Hire architect 1/2/08 1/14/08 $212 1/23/08 2/06/08 $425 2.2.2 Plans Existing 1/15/08 1/22/08 $2500 2/6/08 3/5/08 $2250 2.2.3 Plans New 1/23/08 2/23/08 $4000 3/5/08 4/2/08 $3575 2.2.4 Review w/Client 2/24/08 2/24/08 $200 4/3/08 4/3/08 $300 2.2.5 Get Constr. Ests 2/25/08 3/25/08 $86 4/3/08 2.2.6 Go/no go 3/26/08 The as-of date for the calculations is 4/4/08. Task PV EV AC SV CV Restoration Project 1 Definition 1.1 Define Scope 1.2 Create Plan 2 Analysis/Des 2.1 Str. analysis 2.1.1 Hire engineer 2.1.2 Get report 2.1.3 Go/no go 2.2 Architectural 2.2.1 Hire architect 2.2.2 Plans Existing 2.2.3 Plans New 2.2.4 Review w/Client 2.2.5 Get Constr. Ests 2.2.6 Go/no go.

Please answer exercise 10 below with the data from 8, & 9.

EXERCISE 10 (10%) This question must be answered using the figures from Exercise 8, and 9.

Instructions 1. Using the existing schedule below, all the control plans developed, the change you approved in the change control assignment, and the actuals given in the previous assignment, update the WBS, project schedule and cost estimates. 2. Submit the revised schedule along with one-two pages summarizing why the project changed as it did and what it means for the future of the project. Quality Management Plan All work will conform to the Secretary of the Interior's Standards for restoration All work will comply with appropriate state and local building, fire and preservation codes The appropriate state and local building, fire and preservation inspectors will inspect all work Procurement Plan The project manager and owners will identify at least three potential candidates for each of the trade skills needed and get references and bids from each. Selection will be made based on price as well as quality measures noted above. Materials will be included in the bids of each contractor/subcontractor, but donations of appropriate materials from vendors will also be considered. All vendors will submit invoices after rendering of services to be paid within 30 days. Completion Plan The project will be considered complete after the certificate of occupancy has been issued and all outstanding invoices have been received and paid. Risk Management Plan Risk L I L*I Contingency Elements will be in 7 7 49 Build in a 20% time/cost worse shape than factor estimated Craftsman won't be 5 7 35 Find alternate available when needed craftsman Budget will be cut 3 8 24 Cut scope Contractor will go 2 10 20 Verify all contractors Bankrupt status Materials will not be 4 8 32 Have alternatives Available specified Natural disaster will 1 9 9 Cut scope/Accept delays interrupt progress Structure is not sound 2 10 20 Re-evaluate feasibility Key contractor leaves 3 8 24 Have alternatives HVAC not sufficient 5 6 30 Evaluate prior to start Existing plaster 3 8 24 Replace/Accept delays cannot be patched

EXERCISE 11 (5%) This question must be answered using data from 8, 9, & 10.

Instructions 1. Using the Good, Bad and Ugly format, conduct a lessons learned session for the restoration project. 2. Assume in your discussions that the highest risk event actually happened. 3. Submit the completed lessons learned worksheet along with one-two pages describing how the various pieces of the document would be used to adjust the planning and executing of future projects. ___________________________ Project Lessons Learned Worksheet Good Bad Ugly

___________________________ Project Lessons Learned Worksheet
Good	Bad	Ugly