MGT2 Task 3 - Task 3 IT Project Management Questions with Answers ,100% CORRECT

MGT2_KKM1: Monitoring and Controlling Monitoring and Controlling Project Title Project Manager Customer Name Merrilton Mobil Payment Portal Merrilton A. Risk Assessment Risk Description Likelihood (L, M, H) Impact (L, M, H) Responsible Person Prevention/Mitigation Strategy Communication plan for account activation. This may cause delays in activating accounts and system usage. M M Maya Johnson Email a temporary code & include a paper insert in the July utility bill. Patrons that start, stop, or transfer service between now & July 1st will not be accounted for. H H Fatima Kalani Develop a plan to keep the system synchronized until going live on July 1st. Needing additional hardware after June 30th will not be covered by grant money. L M Alex Patel Evaluate all hardware needs & purchase by June 30th with grant funds. Existing maintenance requests may get lost in the current paper- filling system. M L Jack Martin Determine the digitation of maintenance requests based on urgency and impact. Customers could be unhappy with the limited payment options available. H L Mateo Costa Inform customers of future advancements that will be made to offer multiple payment options. Key: L=Low, M=Medium, H=High B. Gantt Chart See attached C1. Earned Value Analysis Team EV AC PV CV CPI SV SPI Maya: System Requirements $6,175.96 $6,800.00 $7820.00 ($624.04) .908 ($1,644.04) .790 Fatima: Utilities $4,616.48 $4,500.00 $5866.67 $116.40 1.025 ($1,250.19) .787 Alex: Code Enforcement $4,123.20 $4,500.00 $5837.84 ($376.80) .916 ($1,714.64) .706 Jack: Public Housing $5,471.72 $5,350.00 $8295.65 $121.72 1.022 ($2,823.93) .660 Mateo: Payment Processing $2287.48 $2,950.00 $1606.45 ($662.52) .775 $681.03 1.424 Total $22,674.84 $24,100.00 $28,966.61 ($1425.16) .941 ($6291.77) .783 C2. Earned Value Projections Team EAC ETC Est. Dur. Est. Completion Date Maya: System Requirements $10,129.60 $3,329.60 26 April 10 Fatima: Utilities $17,155.93 $12,655.93 35 May 2 Alex: Code Enforcement $26,193.25 $21,693.25 53 May 26 Jack: Public Housing $20,728.40 $15,378.40 35 May 5 Mateo: Payment Processing $42,815.67 $39,865.67 44 May 24 PAGE 2 C3. Discussion of Earned Value Analysis and Projections There are five teams in this project. The total CV thus far is ($1425.16). The three teams that are in the negative are System Requirements at (4624.04), Code Enforcement at ($376.80), and Public Housing at ($662.52). Two of the five teams are on point as far as cost efficiency. Utilities and Public Housing have a CPI of 1.02. Code Enforcement & System requirements are slightly spending more than they should with a CPI of .91, and .90. Payment processing is spending a lot more than they should with a CPI of .77. However, the Payment Processing team’s scheduled performance score is 1.42. This is far greater than any of the other teams. Public Housing has the lowest score of .66. The overall SPI is .78. This shows that the majority are spending too much time doing the work. System Requirements and Code Enforcement are spending too much money and time so far on this project. The Utilities and Public Housing teams are doing well as far as spending but are spending too much time on their task. The Payment Processing team is spending too much money but less time working on their tasks. D1. Burndown Chart D2. Discussion of Burndown Chart As seen from the burndown chart the project is running behind schedule for the most part. It appears that they have caught up toward the 16th day, but it is hard to tell if they are going to finish this project on time as we are only 16 days in. E. Mitigation Plan To get this project back on track a mitigation plan has been developed for three of the teams that are not performing well. Although the Payment Processing Team is ahead of schedule with a SPI of 1.42 there still needs some improvement on how much money is being spent on this project thus far. With a CPI of .76, this team’s cost efficacy is an issue. Providing more payment options was discussed at the meeting, however, with the current state of the CPI this will not be an option. The System Requirements team and the Code Enforcement team are struggling with both CPI & SPI numbers. The System Requirements team has a CPI of .90 and an SPI of .83. The team has reported that their work is mostly completed. So, not much can be done at this point to improve their numbers. The Code Enforcement team has a CPI of .91 and an SPI of .71. This team has a grant available to them for purchases until June 30th. This grant needs to be utilized for all remaining purchases. Their SPI needs to be addressed. One option that can be discussed is borrowing some of the Payment Processing team employees to aid in the Code Enforcement workload since they are way ahead of schedule. Starting immediately there will be two meetings a week to go over each team’s CPI & SPI numbers and brainstorm ways to get these numbers on track. One at the beginning of the week on Monday and the other mid-week on Wednesday.