Reference no: EM132325202

Instructions

Write your responses where it reads "Enter your response here." Write as much as needed to satisfy the requirements indicated. Each item contains the Rubric which will be used to evaluate your responses.

1. Refer toPart 5 of the St. Dismas Assisted Living Facility Case Studydocument.

Kyle Nanno is the construction project manager for the St. Dismas Assisted Living Facility (ALF) project. One of Kyle's responsibilities is to ensure that the construction of the facility is proceeding as planned-on time and on budget. Each week, Kyle holds a meeting with his project team and key stakeholders to review the progress and performance of the construction project. After each meeting, Kyle e-mails meeting minutes to the project team and executives throughout the organization.

After reading the minutes from a recent meeting, Dr. Fred Splient, President and CEO of St. Dismas Medical Center, called Kyle to express concern about important decisions related to the construction of the facility that had not been made. Kyle reported that security-related decisions had not been made because Frank Geagy, Director of Security, had not been attending the weekly meetings. Fred makes it clear to Kyle that Frank must attend all of the team meetings going forward.

After his conversation with Dr. Splient, Kyle calls Frank Geagy. Kyle relays Dr. Splient'sexpectation that Frank attend all Friday project team meetings to review project progress and performance. Frank does not sound happy. Frank tells Kyle, "We have too much real work to do. I can't attend all these meetings."After hearing this, it occurs to Kyle that Frank may not be familiar with the project monitoring and controlling process, or why it is important.

Respond to the following:

a) Describe a process for monitoring and controlling a project.(3-4 paragraphs)

a. What are the functions of the monitoring and controlling process?

b. How does it support the other four process groups?

b) Explain why it is important to have a formal monitoring and controlling strategy for the ALF project. (3-4 paragraphs)

a. What are the overall benefits of using a formal process for monitoring and controlling projects?

b. Why should monitoring and controlling a project be an iterative process?

c) What is your assessment of the approach Kyle is taking to monitor and control the ALF project? (3-4 paragraphs)

a. What steps has Kyle taken to monitor and control the ALF project?

b. Are the steps sufficient for early warning of issues with the project performance?

2. Refer to Part 5 of the St. Dismas Assisted Living Facility Case Study document.

Kyle identified four agenda items for the weekly project team meetings. Reviewing the schedule and budget are included in the agenda. In addition, a change in scope has been proposed by the chief operating officer (COO) and the vice president (VP) of marketing. The scope change involves building and operating a hair salon for the new assisted living facility.

Respond to the following:

a) Project scope, schedule, and cost are often referred to as the triple constraints in project management. What tools and techniques could Kyle use to monitor and controlthe triple constraints? Describe two tools or techniqueseach for monitoring and controlling project scope, schedule, and cost. Explain why you selected those tools or techniques.(3-4 paragraphs)

b) The idea, from the COO and VP of marketing, to include a hair salon was a surprise to the project team.Analyze the risks posed by adding a hair salon using the triple constraints of scope, schedule, and cost as the basis for your analysis. (3-4 paragraphs)

3. Kyle Nanno, the project construction manager, is studying for his Project Management Professional (PMP) certification. He decides to apply the Earned Value Management (EVM) tools from his coursework to the assisted living facility (ALF) construction project at St. Dismas.

The project should have been 100% complete at this time, but the latest information he has indicates that it is only 89% complete. Kyle knows that the stakeholders will want a status report soon and he wants to be prepared.

a) Using the information in the table below, calculate each of the EVM metrics for each activity and for the total project.Show both your calculations and the results.

• Cost Variance (CV)

• Schedule Variance (SV)

• Cost Performance Index (CPI)

• Schedule Performance Index (SPI)

• Estimate to Completion (ETC)

• Estimate at Completion (EAC)

b) Explain what each of the EVM metrics results (that you calculated) mean, regarding the performance of the ALF project. (3-4 paragraphs)

Earned Value Chart for St. Dismas Assisted Living Facility Case Study

4. After calculating the Earned Value Management (EVM) metrics and analyzing the results, Kyle realizes that he can do a better job of managing project performance. Kyle makes a commitment to himself to apply EVM at regular intervals in the project going forward and to take appropriate actions if project performance issues become apparent. In addition, he intends to communicate project performance issues to the stakeholders and provide recommendations to address performance issues.

a) What actions might Kyle take to manage project cost performance? What actions might Kyle take to manage project schedule performance? (2-3 paragraphs)

b) What information should Kyle gather to make a recommendation? How should he gather this information? (2-3 paragraphs)

5. Fred Splient sends the assisted living facility (ALF) project steering committee a written performance report every 2 weeks. He will prepare one in a few days. Kyle Nanno, the construction project manager, stops by Fred's office to share the EVM analysis he conducted. Fred decides to use this information in the status report. Develop the performance report based on the results of the EVM analysis that was done by Kyle. (1 page)

Attachment:- Case Study- St Dismas Assisted Living Facility.rar