Implies: Project may result in a cost and/or a schedule overrun High quality (productive) work with above average costs Possible increases to overhead/labor rates An effective but inefficient process Price increases Requirement(s) change(s) Note: This is a scenario that needs to be watched closely Result may be either a cost overrun or complete ahead of […]

Implies: Found less costly ways to do the work/work done in less time than planned High quality (productive) work with below average costs Work is less complex Fewer revisions & rework Decreases to overhead/labor rates Vendor discounts Quantity discounts An effective & efficient process     Note: This is the best-case scenario to be in

Implies: Only a few large repairs were done; expensive specialty work – requiring special skills/ custom-made/material/equipment/machinery was performed;  additional equipment required; did more repairs than planned; paving charges; overtime charges/ shift-work differential; first of a kind situation; an increase in overhead rates; price or wages/ benefit increases; loss of volume discounts or a high quality

Directorate Support Group:        Research & Technology Directorate Support SubGroup: Research & Technology Program (RTP) Monthly (x $1,000) Prior Year Oct-02 Nov-02 Dec-02 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 BCWS – Plan ($) $100 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 BCWP – Performance ($)

Cost Control Equations Cost Variance = BCWP – ACWP You’ve overspent when the ACWP > BCWP You underspent when the ACWP < BCWP And on-target when the ACWP = BCWP Schedule Variables = BCWP – BCWS You’re behind schedule (late) when the BCWS > BCWP You are ahead of schedule (early) when the BCWP >

Questions to consider: Method(s) to use: Action(s) to take: 1.  Who is your audience?  What is their level of PM knowledge?   Any method Monitoring and Evaluation Tools – Miles Section 5 Decision Options – Miles Section 6 2.  How does your audience like to receive information? For detailed analyses: Use Projectivities maps (See Miles,

DESCRIPTION: DESCRIBE THE ORIGINAL CONCEPT, WHERE IT IS HEADED NOW AND WHY. OBJECTIVE: A STATEMENT OF THE PROBLEM(S) TO BE STUDIED OR THE QUESTION(S) TO BE ANSWERED. ACTION PLAN: INCLUDE A MILESTONE CHART, USING PRINCE 2 STRUCTURE. ADDRESS THE KEY PROBLEM AREAS BY ORDER OF PRIORITY. REFER ALSO TO STEP V: DEVELOP AN ACTION PLAN

• There’s no obvious commercial benefit/ too little return on investment • System cannot reliably perform as required • Better resourced competitor(s) have rolled out a more competitive offering • Too many safety-related accidents/ loss of life • Project completion would cost a lot more than initially estimated by vendor or contractor/ expected by the

NOTE: Some managers have reported that up to 75% of a product’s personnel will leave if they are not immediately re-assigned to another project. • Planned project/product has become obsolete. • Failure to meet deadlines or the conditions of the contract. • Investors show little interest in it. • Project is not achieving its objectives.

(Can occur at any point in the project’s life cycle) THERE ARE ALWAYS SITUATIONS IN WHICH PROJECTS MUST BE STOPPED. BELOW ARE SEVERAL REASONS FOR STOPPING: Final achievement of the objectives. Project cannot impact on the bottom line (either make or save the firm $). Poor initial planning and market prognosis. A better alternative is