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II Q1: In a hydroelectric project (Hydroelectric Power Plant 1000 MW), the overall work breaks down structure consists of four sub-projects, which are: Sub-Project 1 is engineering services (studies) and workshop supervision Sub-Project 2 is ancillary executive activities Sub-Project 3 is the main construction operation of the dam and power plant And Sub-Project 4 is the construction and installation of electrical and mechanical equipment for dams and power plants The project manager has assigned an independent manager for all projects and a comprehensive and detailed project schedule has been prepared and based on it, progress charts of each project have been identified. Table 1 shows the total budget and time (Baseline) required for each sub- project and the whole project. Whole Project Table 1: Baseline plan for the completion of Sub-Project and the whole Project Sub- Sub- Sub- Sub- Project 1 Project 2 Project 3 Project 4 Budget at Completion 600 1400 6000 2000 (BAC) ( million) Schedule at Completion 72 30 72 60 (SAC) (month) 10000 72 About 24 months have passed since the start of the project. The main stakeholders (i.e. Investors) want to know what the performance of each "Sub-Projects" and the "Whole Project" have been and what the forecasts will be. Hence, you as a senior Project Analyst are assigned for this task. Based on the actual information obtained from the project financial and physical reporting system, you have extracted and aggregated the actual values on this date (month 24) for each project in Table 2. Table 2: aggregated values corresponding to actual values ( million) at the assessment date (month 24) Sub- Sub- Sub- Sub- Whole Project 1 Project 2 Project 3 Project 4 Project Planned value (PV) 180 910 1440 600 3130 Actual cost (AC) 190 1000 1700 550 3440 Earned value (EV) 160 850 1100 510 2620 Now you need to find the answer for the below questions to meet stakeholders' request: A. By measuring the "Whole Project" and each Sub-Projects" performances, critically analyse whether they are in normal condition or the health condition worrying? (0 to 0.64: weak; 0.65 to 0.84: Moderate; 0.85 to 1: Good; above 1: Super good). (15 Marks) B. With this progress, critically analyse what will be the future of Whole Project and Sub- Projects? become a Project Executive in a large construction company. Currently, you are involved in a hospital construction project in North Ireland, where the indirect cost is 130,000 per month and total normal direct cost (sum of normal direct costs of all activities) is 15,000,000. The senior project manager is under pressure with stakeholders to reduce the overall project duration. Thus, based on the project information provided by the project team (see Table 3), the project manager asked you to critically evaluate the three below scenarios and recommend the optimum one to satisfy stakeholders: . Scenario 1: Reduce the project duration to 63 months Scenario 2: Reduce the project duration to 58 months Scenario 3: Reduce the project duration to 55 months Predecessor Table 3: Project information Activity Normal Time (month) A 20 B 17 18 D 15 E 14 F 12 Crash Time (month) 17 15 16 13 Crash Cost Per month () 150,000 120,000 100,000 80,000 75,000 60,000 A A B, C B D, E 11 10 The senior project manager has asked to report your full detail analysis using the below template: Table 4: Report template Total Cost Duration Crashing (month) action Marginal crash cost () Project Indirect Cost () Project Direct Cost () Critical Path *add more rows if required. Q4: Critically explain the main reason why some companies have more developed project processes than others? Q3: When you finish the hospital construction project, due to your great performance, you have been appointed as the project manager for the construction of the new luxurious recreational complex. In this project you faced two BIG challenges that need to deal with the help of what you have learnt during the Project & Quality Management module at SHU: Challenge A: You develop a schedule based on the Critical Path Method and start the project. But during the execution of the project, you find out that your project equipment is dedicated to some other projects and there is a shortage of wood too. Of course, this will cause a delay in your project. Now, you need to identify where was the problem? What do you need to do? Note: Your answer must not exceed 200 words (15 Marks) Challenge B: In this project, the expensive custom-made doors are required and will need to be installed within a specific time frame of construction. The doors were designed in advance of the project, and orders were placed to ensure they will be completed and delivered to the construction site when required. The project budget included the cost of the custom doors as approved by the investors. You also selected a vendor manufacturer that would be capable of producing the quality that the investors requested. Shortly before the doors were to be delivered to the project site, the vendor emailed you they were running behind schedule because of a delay in receiving exotic materials required in the custom doors. The doors would be two weeks late. You reviewed the project schedule and noticed that this would increase the duration of that segment of project work activity which would, in turn, create other problems on the project site. Therefore, the doors would need to be installed as originally scheduled. You discussed this to the vendor, and they proposed two options: Option 1: an expedite fee could be paid that would push the doors up in the manufacturer's schedule, ensuring they would be at the project site on time. Option 2: the manufacturer had a lesser-quality window that was already in stock and could be delivered on time. Critically evaluate the above options separately and justify your final decision