Project Performance Status Report

Transcription

1 Bahrain Polytechnic Project Performance Status Report Mechanical Project 6 (project management) Husain Alfarhan /Yahya Saif /Raed Algharaifi /Ali Yusuf /Sayed Mujtaba

2 Table of Contents Abstract... Error! Bookmark not defined. No table of figures entries found.... Error! Bookmark not defined. Document Propose... 2 Project Status Summary... 3 Current Status of Scope... Error! Bookmark not defined. a) Work Completed... Error! Bookmark not defined. b) Work in progress:... Error! Bookmark not defined. c) Work not started... Error! Bookmark not defined. Current status of Milestones:... 0 Current Status of Open Issues... 1 Current Status of Open Risks... 2 Current Status of Change Requests... 3 a. Change Request Log... 3 Table of Tables Table 1: completed scope, schedule, and cost for the entire project... 3 Table 1: completed scope, schedule, and cost for the until the end of semester Table 2, Current status of Milestones... 0 Table 3, Current status of Open Issues... 1 Table 4, Current status of Open Risks... 2 Table 5, Change Request Log... 3 Table 6, progress, planed cost and actual spent... 6 Table 7, PV, EV, AC & BAC... 7 Table 8, Project performance... 7 Page 1 of 13

3 Document Propose The aim of the report is to analyze the performance of the project to see how it is progressing in term of scope, schedule, and cost relative to the plan. This report covers the period starting from (Sunday) and it (Tuesday). This project performance report will highlight the current status of the scope including the accomplishments that were achieved so far, the work that is in progress and the work that is not started yet. It will also highlight the issues that are currently occurring and will suggest mitigation action that could eliminate and reduce their impacts. Furthermore it will predict the possible future risks and will state how they can be avoided. It will also contain a list of changes that need to be done to the project and will show a flow chart for the change in request plan. Page 2 of 13

4 Project Status Summary: Table 1: completed scope, schedule, and cost for the entire project Scope Schedule Cost 48.73% % 54.66% Table 2: completed scope, schedule, and cost for the until the end of semester 2 Scope Schedule Cost 73.1% % % Table 3: variance between the desired and actual completed scope, schedule, and cost for the until the end of semester 2 Scope Schedule Cost 26.9 % % ( BD) 4.37% (71.6 BD) We have completed 33.33% of the scope in semester 1 and have completed 15.40% in semester 2. Therefore the total completed scope is 48.73% while we were supposed to complete 66.67% of the scope until the end of semester 2. This means our progress in scope until this moment is 73.1% of the planned scope for semester 2 and therefore the variance is equal to 26.9%. We have completed 42.85% of the entire project at this stage while we were supposed to complete 66.67% of the entire project. This means we are progressing at 64.28% which means we are behind the schedule by 35.72% (variance cost 2440* = BD)) We have spent 54.66% of the entire project budget (1640 BD out of 3000); since we should spend BD at this stage. This means we are getting BD worth of performance for every 1 BD spent (we used % of the budget specified for semester 1 and 2) which means the variance is equal to 4.37 % (variance cost 1640* = 71.6 BD) Page 3 of 13

5 Current Status of Scope a) Work Completed Components type Deliverable Job required Baseline Period (Days) Actual Period (Days) Chassis Chassis frame D A M Sleeves Front suspension Bushings (type: double wishbone) Wishbones D A M Bolts Bearings Rear suspension Ball joints (type: MacPherson) Coil over spring D A S Interior Drives and passengers seats M 6 6 * Note: D: design. A: analysis. M: manufacturing. S: selecting

6 b) Work in progress: Components type Deliverable Job required Baseline Period (Days) Thermoset Feed pump Cooling system Tubes Cooling fan Radiator Safety relive valve D A S 108 External Steering system D A S 108 components Connections Breaking system Master cylinder Brake pads Brake discs DAS 108 Epicyclic gear box for the automatic transmission system. DAS 108 Exhaust system D A S 108 * Note: D: designing. A: analyzing. M: manufacturing. S: selecting c) Work not started Deliverable Baseline Period (Days) Designing and analyzing a deferential 20 Designing and analyzing rotating shaft that will transmit the power from the engine to the deferential. 29 Selecting suitable wheels size that will provide maximum possible performance. 8 Assembling components of the car together. 6 Testing the car to see if it meets the PDS. 7 Page 1 of 13

7 Current status of Milestones: Table 4, Current status of Milestones Milestone Baseline SD Baseline ED Actual SD Actual ED Status M1 Chassis 16/02/ /06/ /02/ /06/2014 C M2 Front suspension 16/02/ /06/ /02/ /06/2014 C M3 Rear suspension: Bolts, ball joints, coil-over, spring, bearings 16/02/ /06/ /02/ /06/2014 C M4 Simple seats 09/04/ /04/ /04/ /04/2014 C M5 Cooling system 14/09/ /12/ /09/ IP M6 Steering system 14/09/ /12/ /09/ IP M7 Breaking system 14/09/ /12/ /09/ IP M8 Epicyclic gear box 14/09/ /12/ /09/ IP M9 Exhaust system 14/09/ /12/ /09/ IP M10 Deferential 10/02/ /03/ NS M11 Rotating shaft 15/04/ /05/ NS M12 Wheels size 14/05/ /05/ NS M13 Assembling car components 22/05/ /05/ NS M14 Car testing 27/05/ /06/ NS

8 Current Status of Open Issues Table 5, Current status of Open Issues No. Description Root Cause Impact Contingency Plan Lack of experts assistance and Get experts assistance. therefore students took more time to Delay in the plan. solve the problems. I1 I2 Lack of time Damaging the accessories. Lack of resources in the library which caused the students to spend long time researching in the internet. The insufficient training that was given to the students resulted in manufacturing many parts out of tolerance and therefore they were remanufactured which resulted in time loss. Insufficient training period. Bad quality of accessories. I3 Lack of Space Small Workshop. I4 I5 Lack of welding machines. Bad welding There are only two welding machines, and one of them is not working properly. Insufficient training. One of welding machines is not working properly. The welding material is thinner than the required for welding mild steel. More cost spent due to the remanufacturing. Pressure on the students which affected their performance which correspondingly reduced the quality of the car. More money spent on purchasing new accessories. Injuries have occurred because there are many students working with hazardous equipment in a small place. Being behind the schedule. Stress concentration. Heat effected zone which makes the material weaker. Provide username and passwords to students to scientific research databases (such as science-direct, springer, and Elsevier) and EBook library. Increase the practical training period. Extend the project period or work overtime. Increase the number of students per team. Less preferred solution: decrease the scope of the project. Extend the training period. Purchase high quality accessories Putting rules and guidelines. Work on UOB labs. Fixing the defective welding machine. Rent welding machine. Increase the practice period. Fixing the defective welding machine. Purchase the exact welding material, and make sure that is fitted correctly. Page 1 of 13

9 Current Status of Open Risks: Table 6, Current status of Open Risks No. Description Root Cause R1 R2 Chassis might be taken by other students. Running out of time for manufacturing. There are no rules or regulations about the ownership of the project in the university. The specified time for the manufacturing is insufficient. Too big scope targets. Priority (H,M,L) Probabilit y (%) Impact (H,M,) H 10 % H H 90 % H R3 Bad welding Lack of practice. M 70 % M R4 R5 R6 The budget might be reduced to 1000 BHD Injuries Damaging the chassis during the relocation process Bahrain polytechnic management has many projects to do during 2014 and Working in a small workshop in a short period with high pressure. Using dangerous machines and tools. Workers relocate the workshop machines, tools, tables several times each course. M 40 % M H 80 % H L 40 % L Contingency Plan Writing an official letter to Keallen and John asking them to keep the chassis. Increase manufacturing period. Decrease the scope. Increase the number of students per team. Increase the practice period. Choose the best students in welding to do the welding. Negotiate with the management through explaining the importance, aims of the project, and strive to maintain their support. Prepare plan B through finding alternative suppliers. Increase manufacturing period. Working in UOB labs. Applying safety procedures. At least three students must have a valid first-aid license. Wearing personal protective equipment including overall, safety shoes, safety glasses and gloves. Putting rules and regulations (including a rule that states that the chassis should always be covered and rules governing the relocating process). Page 2 of 13

10 Current Status of Change Requests A. Change Request Log: Table 7, Change Request Log Change Request Number CR1 CR2 CR3 CR4 CR5 Change Request Short Description Request Date Current Status Do changes to the chassis design: because it was discovered that the stresses in practical are higher than what was calculated in theory, therefore new triangulations members will be added to the chassis frame, and also it will transformed from two drivers into one driver. Extend the project period to have more time for manufacturing: because the lack of time, it is required to have two more working weeks at least. Change the rear suspension from McPherson to a solid axial: as the solid axial suspension is less complex and requires less time it is recommended to be used to overcome the lack of time issue. Increase the budget in order to purchase high quality accessories: the accessories were getting damaged easily due to their cheap quality, therefore accessories with better quality is required. Change the used material in manufacturing the suspension from mild steel 1020 to mild steel 1018: because in the analysis stages we realized that the stresses are high in the suspensions, therefore stronger material is required. 08/04/ /05/2014 In Review by Change Control Board. Approved and Being Added to the Project Plan. 20/04/2014 Rejected by the CCB. 01/06/2014 Rejected by the CCB. 08/04/2014 Rejected by the CCB. Page 3 of 13

11 B. Integrated Change Control Process (5) The change request process was followed in the project was as illustrated in the flow chart below: Figure 1: Change request process flow chart 1. Change management process 2. Identify the need for a change by, Stakeholder, Customer, and Project Manager. 3. Change is to be logged by the Project Manager in the change request register. 4. Change request to be submitted by the Project Manager to Change Control Board CCB. 5. CCB meets Change control meeting to evaluate change and decides. 6. Project Manager informs the team by the changes, updates plans and baselines, Implement change if Change Control Board CCB approves the change. Page 4 of 13

12 Moreover, the CCB uses a certain methodology to make their decision, which is shown in the flow chart below: Figure 2: decision methodology flow chart Page 5 of 13

13 Key Performance Indicators (KPI's): NO Components Progress Planed cost Actual spent 1 Chassis 100% 150 BD 190 BD Front suspension, Rear suspension, Bolts, ball joints, coil-over, spring, bearings 100% 635 BD 580 BD 5 Simple seats 100% 35 BD 35 BD Total 100% 820 BD 805 BD NO Components Progress Planed cost Actual spent 1 Cooling system 66 % 180 BD 100 BD 2 Steering system 33 % 80 BD 30 BD 3 Braking system 33% 440 BD 80 BD 4 Epicyclic gear box 66 % 800 BD 575 BD 5 Exhaust system 33 % 120 BD 50 BD Total 46.2 % 1620 BD 835 BD NO Components Progress Planed cost Actual spent 1 Deferential 0% 100 BD 0 BD 2 Engine + Rotating shaft 0% 200 BD 0 BD 3 Wheels 0% BD 4 Assembling car components 0% 40 BD 0 BD 5 Testing the car 0% 10 BD 0 BD Total 0% 560 BD 0 BD Table 8, progress, planed cost and actual spent Semester 1 Semester 2 Semester 3 Activity N.O Plan Actual Progress Plan Actual Progress Plan Actual Progress A1 820 BD 805 BD 100 % A BD 835 BD 46.2% A3 560 BD 0 BD 0% Page 6 of 13

14 PV = 2440 BD EV (820 1) + ( ) + (560 0) = AC = 1640 BD BAC 3000 BD Table 9, PV, EV, AC & BAC Control Value Interpretation SV (schedule variance) EV- PV = = BD Behind schedule SPI (schedule performance indicator) EV/PV = /2440 = We are progressing at 64.28% of the pace we are expected to. CV (cost variance) EV-AC = = CPI (cost performance variance) EV/AC = /1640 = We are spending more than planned by BD BD saving. (Losing) We are getting BD worth of performance for every 1 BD spent. Bad EAC (estimate at completion) BAC/CPI = 3000/ = BD New budget which is higher than original. ETC (estimate to complete) EAC AC = = We will expect to spend this amount to complete project VAC (variance at completion) BAC-EAC = = We are expecting to lose BD at the end of this project. A. Schedule: The project is behind Schedule. Schedule Variance (SV): BD. Schedule Performance Index (SPI): % B. Cost: The project is over Budget. Cost Variance (CV): BD. Cost Performance Index (CPI): Table 10, Project performance Page 7 of 13