TENDER DOCUCUMENT XYZ COUNCIL NSW IMPLEMENTATION OF CORPORATE PLANNING & REPORTING SYSTEM NOVEMBER 2019 1 Tender Schedule 1 – Tender Form Project #: 14041 Project Name: Corporate Planning and...

Project Notification Form
        Project Status and Control Report
        Name of Project
PPMP20010 - Assessment 1
Part A
Project Status Report
Project Information
Project name:         SAP Implementation Programme
Date:             26th December’2019
Project ownership:     Area responsible for the project
Prepared by:         Name and position
Distribution list:     List of those receiving the report, their positions and role in the project.
(
Gantt Chart
This chart represents the original baseline plan for the project. The shaded column between June and July is the cu
ent date (30
th
June).
)Gantt Chart
    WBS #
    Task & Subtask
    Months
    
    
    Jan
    Fe
    Ma
    Ap
    May
    Jun
    
    Jul
    Aug
    Sep
    Oct
    1
    A.
SAP Implementation Plan preparation
    ————
    
    
    
    
    
    
    
    
    
    2
    B.
Project Preparation
    ———————
    
    
    
    
    
    
    
    
    
    2.1
    B1.
Initial project planning; training
    ———
    
    
    
    
    
    
    
    
    
    
    2.2
    B2.
Project kickoff;
Quality checks
    
    ——
    
    
    
    
    
    
    
    
    
    3
    C.
Business Blueprint
    
    
    ————
    
    
    
    
    
    
    
    4
    D.
Realization
    
    
    ————————
    
    
    
    
    
    
    5
    E.
Final preparation
    
    
    
    —————————————
    
    
    
    5.1
    E1.
Project management, system management
    
    
    
    —————
    
    
    
    
    
    
    5.2
    E2.
Detailed project planning, quality check
    
    
    
    
    
    ——————
    
    
    
    6
    F.
Go Live & Support
    
    
    
    
    
    
    
    ————————
    
    6.1
    F1.
Production support
    
    
    
    
    
    
    
    —————
    
    
    6.2
    F2.
Project ends
    
    
    
    
    
    
    
    
    
    —
    
    7
    G.
Continuous Improvement
    
    
    
    
    
    
    
    
    
    
    —
The Gantt chart depicts timeline with start and the end date of the project. We have considered a period of 6 months as a benchmark to check the project’s capability of being completed within the standard timeline. As per the above Gantt chart, project A, B, C & D are completed within the stipulated timeline of 6 months i.e. here June. But Project E, F & G are taking additional time to get completed.
(
This table contains the Planned Value (PV), Earned Value (EV), and Actual Cost (AC) values. Calculate Schedule Performance Index (SPI = EV/PV) and Cost Performance Index (CPI = EV/AC) in percentages.
)Variance Analysis (cost in thousands)
    Task & Subtask
    Milestone Status
    PV
    EV
    AC
    Performance Index %
    
    
    
    
    
    Schedule
    Cost
    A.
SAP Implementation Plan preparation
    Completed
    50
    50
    50
    100%
    100%
    B.
Project Preparation
    Completed
    100
    100
    125
    100%
    80%
    B1.
Initial project planning; training
    Completed
    50
    50
    50
    100%
    100%
    B2.
Project kickoff;
Quality checks
    Completed
    50
    50
    75
    100%
    67%
    C.
Business Blueprint
    Completed
    80
    80
    70
    100%
    114%
    D.
Realization
    Completed
    50
    50
    55
    100%
    91%
    E.
Final preparation
    In progress
    140
    80
    220
    57%
    36%
    E1.
Project management, system management
    Completed
    60
    60
    100
    100%
    60%
    E2.
Detailed project planning, quality check
    In progress
    80
    20
    120
    25%
    17%
    F.
Go Live & Support
    Not started
    100
    0
    0
    0%
    0%
    F1.
Production support
    Not started
    40
    0
    0
    0%
    0%
    F2.
Project ends
    Not started
    60
    0
    0
    0%
    0%
    G.
Continuous Improvement
    Not started
    10
    0
    0
    0%
    0%
    Task Totals
    
    530
    360
    520
    
    
Total PV of the project = 530. This is also called BAC.
Total PV till end of 6 months = 530 – 150 = 380 because task E, F, G & H have not yet started and task D2 is depicting as half completed as per the Gantt Chart given in section 2 above.
Total EV till the end of 6 months = 360
Total AC till the end of 6 months = 520
SPI = EV/ PV = 360/ 530 = 0.68
CPI = EV/ AC = 360/ 520 = 0.69
SPI > 1.0 is good but SPI < 1 is bad. Here, the SPI is 0.68 which is not good till the end of 6 months.
CPI > 1.0 is good but CPI < 1 is bad. Here, the CPI is 0.69 which is not good till 6 the end of 6 months.
(
Estimate at Completion (EAC) is the expected total cost of the completing all work expressed as the sum of the actual costs to date and the estimate to complete (see PMBOK 2017 Table 7-1 Page 267).
)Estimate at Completion (EAC)
Estimate at Completion (EAC) is the expected total cost of the completing all work expressed as the sum of the actual costs to date and the estimate to complete (see PMBOK 2017 Table 7-1 Page 267).
EAC = Estimate at completion
AC = Actual Cost
BAC = Value of total planned work (PV)
CPI = Cost performance index
SPI = Schedule performance index
1. If both CPI and SPI influence the remaining work, then, EAC = AC+ [(BAC-AC)/ (CPI X SPI)]
520 + [(380 – 520)/ (0.68 X 0.69)
EAC = 808.09
2. If future work will be accomplished at the planned rate, then EAC = AC + BAC – EV
EAC = 690
3. If CPI is expected to be the same for the remainder of the project, EAC = BAC / CPI
EAC = 765.56
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Summarise the impact of the costs on the project and whether there is a need to redefine the risks (see PMBOK 2017 Chapter 11).
)Cost Summary
Summarise the impact of the costs on the project and whether there is a need to redefine the risks (see PMBOK 2017 Chapter 11).
1. CPI of project A, B1 & C is more than 1.0 or 100%. This indicates that you are earning more than or equal to cost spent. This means these projects are over budget. This indicates that the above three projects amount is beyond what has been planned. This is a positive indication.
2. The CPI of the projects B2, D & E are below 1.0 and indicates the projects are under budget. This is a negative sign for the project as it indicates the earnings are less than the cost.
3. Projects F & G are yet to start and no actual or earned value is present to estimate the CPI of the projects.
There is need to redefine the risk for projects B2, D & E. Identifying the reasons of the cost more than the earnings. Then planning the ways to mitigate the cost and implementing the same before processing with the projects.
(
Forecast completion date is derived from the Schedule Performance Index (SPI) and forecasts the end date of the project (see AS 4817-2006 pp.13-15 Section 2.3.2).
Calculate the forecast completion date.
Also state whether re-baselining of the project is required and the impact.
)Forecast Completion Date
Forecast completion date is derived from the Schedule Performance Index (SPI) and forecasts the end date of the project (see AS 4817-2006 pp.13-15 Section 2.3.2).
Calculate the forecast completion date.
Also state whether re-base lining of the project is required and the impact.
Step1. SPI = ES/ AT
ES = Earned Schedule (Point in time when cu
ent progress was planned to occur)
AT = Actual Time (now, or data date)
Here, SV or Schedule Variance...