Management
Introduction
This paper provides a clear insight into the changes made on the baseline schedule as well as the justification for the changes. The project involves assessment of an opportunity and it is expected that a regularly presentation to the executives is fulfilled on a monthly basis. However, the senior executive presentation had been previously scheduled after two months of the project inception. It is pertinent to note that the results of an audit will be instrumental in guiding the rescheduled presentation to the executives. Moreover, for the organization to enhance its competitive advantage the current projects timelines must be altered to suit the executive’s request. This will allow information regarding the project to be shared across the board with non-project team members. The opportunity assessment is required for a presentation next week. However, less than half of the tasks have been completed a week to the presentation (Moss, 2008).
There are multiple activities, which will be affected to ensure that the information required for the executive presentation is ready within a week. The most crucial aspect of the project crushing will involve resource allocation from the normal eight hours a day to twenty hours. Moreover, simultaneous implementation of activities will also be instrumental in ensuring timely completion of the tasks required before the executive presentation. The remaining tasks were expected to take a total of twenty-one days. However, they should be completed within seven days. Initial discussions with the management had been completed and an agreement on the scope reached. The finalizing of the terms of the engagement of the project team was expected to take three days but this will be achieved within a single day. This will be achieved by holding a final project inception meeting on a day when there is a board meeting. This will allows access to all the executives who are required to authorize the terms of engagement. The project manager will spearhead the inception meeting. In the initial schedule interviews, processes reviews and contact reviews would take five working days. The activities were to be carried out in a series manner and resource allocation was eight hours a day. These three tasks will be crushed by implementing them in a parallel manner. They will be completed within forty hours, which is only two days in the new schedule.
Interviews with the relevant personnel and stakeholders will be instrumental in collection of valuable information necessary to construct an empirical justification of the project to the executives. The task of identification of best practices as well as auditing of the financial reports of the organization will also be carried out concurrently. Initially the two activities were expected to take four days. However, with the additional hours of the resources necessary to complete the task one day will be adequate for the completion of the tasks. This will reduce the time required to complete the tasks by a further two days. The crushing of the previous activities will allow the process of data analysis to start early enough. Moreover, the preparation of the audit report will be delivered in a timely manner after all the prerequisite activities have been completed. The audit report preparation and the progress project report will be prepared within two days. The total time required for all the activities is one hundred hours of the resources available. This implies that all the deliverables for the executive presentation will be available (Melton, Smith, & Yates, 2008).
References
Melton, T., Smith, P., & Yates, J. W. (2008). Project benefits management linking your project to the business. Amsterdam: Butterworth-Heinemann.
Moss, P. (2008). Assessment, equity, and opportunity to learn. Cambridge: Cambridge University Press.
