QUESTION
| By reviewing these artifacts, please put together your interpretation of the project to date: |
| 1) Put together a client-facing narrative of the project to date. Think of what you would send to client stakeholders who aren’t in the project on a day-to-day basis but need an executive summary of the current status, how we got here, and any big upcoming issues or decision points. |
| 2) Document 3-5 key risks of this project. What would you suggest to mitigate the risks you see? |
| 3) Prepare a timeline / progress summary. Are we on track? When will we complete? |
| 4) Prepare a budget summary and forecast |
| 5) Beyond the provided data, what are three key questions you would ask (and who you would ask) to effectively take on managing this project? |
| 6) On August 1, the client’s product owner called to let you know she was leaving the company and would be replaced temporarily by her boss, the VP of marketing, until a permanent replacement could be hired. Later that day, before your introductory call, the VP sends over the list of new features she’d like to see added to the scope. What are three key questions you ask on that call? |
| Now in iteration 9, you have joined the project and have requested some information to get some grounding on the engagement so far: |
| * Story list extract from the project management tool |
| * The original budget proposal |
| * The original timeline proposal |
Story List Extract
| Iteration | Type | Estimate | Original estimate | Current State | Created at | Accepted at | Requested By |
| 7 | bug | finished, needs testing | 20-Jul-16 | John Thornton | |||
| 8 | feature | 3 | 3 | finished, needs testing | 7-Jun-16 | Camila Vega | |
| 8 | feature | 3 | 3 | finished, needs testing | 7-Jun-16 | Camila Vega | |
| 8 | feature | 2 | 2 | finished, needs testing | 7-Jun-16 | Camila Vega | |
| 8 | feature | 3 | 1 | finished, needs testing | 7-Jun-16 | Camila Vega | |
| 8 | feature | 3 | 1 | finished, needs testing | 7-Jun-16 | Camila Vega | |
| 6 | bug | finished, needs testing | 7-Jul-16 | John Thornton | |||
| 6 | bug | finished, needs testing | 12-Jul-16 | Keith Abe | |||
| 7 | bug | finished, needs testing | 19-Jul-16 | John Thornton | |||
| 9 | feature | 5 | 5 | finished, needs testing | 7-Jun-16 | John Thornton | |
| 9 | feature | 3 | 3 | finished, needs testing | 7-Jun-16 | Camila Vega | |
| 7 | bug | finished, needs testing | 19-Jul-16 | Jose Torres | |||
| 9 | feature | 3 | 3 | finished, needs testing | 7-Jun-16 | Sarah Lindquist | |
| 9 | feature | 5 | 5 | finished, needs testing | 7-Jun-16 | Camila Vega | |
| 9 | feature | 3 | 3 | unstarted | 7-Jun-16 | Camila Vega | |
| 9 | feature | 3 | 3 | unstarted | 7-Jun-16 | Camila Vega | |
| 9 | feature | 3 | 3 | unstarted | 7-Jun-16 | Keith Abe | |
| 9 | feature | 3 | 3 | unstarted | 7-Jun-16 | Camila Vega | |
| 9 | feature | 2 | 2 | unstarted | 7-Jun-16 | Keith Abe | |
| 8 | bug | finished, needs testing | 26-Jul-16 | John Thornton | |||
| 8 | bug | finished, needs testing | 26-Jul-16 | John Thornton | |||
| 10 | feature | 5 | 5 | unstarted | 7-Jun-16 | Camila Vega | |
| 10 | feature | 5 | 5 | unstarted | 7-Jun-16 | Camila Vega | |
| 10 | feature | 5 | 5 | unstarted | 7-Jun-16 | Camila Vega | |
| 10 | feature | 3 | 3 | unstarted | 7-Jun-16 | Camila Vega | |
| 10 | feature | 3 | 3 | unstarted | 7-Jun-16 | Camila Vega | |
| 10 | feature | 5 | 5 | unstarted | 7-Jun-16 | Camila Vega | |
| 10 | feature | 2 | 2 | unstarted | 7-Jun-16 | Camila Vega | |
| 11 | feature | unstarted | 7-Jun-16 | Camila Vega | |||
| 10 | feature | 2 | 2 | unstarted | 7-Jun-16 | Camila Vega | |
| 11 | feature | unstarted | 1-Aug-16 | Sarah Lindquist | |||
| 11 | feature | unstarted | 1-Aug-16 | Sarah Lindquist | |||
| 11 | feature | unstarted | 1-Aug-16 | Camila Vega | |||
| 11 | feature | unstarted | 1-Aug-16 | Camila Vega | |||
| 11 | feature | unstarted | 1-Aug-16 | Camila Vega | |||
| 11 | feature | unstarted | 1-Aug-16 | Camila Vega | |||
| 11 | feature | unstarted | 1-Aug-16 | Camila Vega | |||
| 11 | feature | unstarted | 1-Aug-16 | John Thornton | |||
| 11 | feature | unstarted | 1-Aug-16 | John Thornton | |||
| 11 | feature | unstarted | 1-Aug-16 | John Thornton | |||
| 11 | feature | unstarted | 1-Aug-16 | John Thornton |
Original Budget
| Week start date | 5-Jun | 12-Jun | 19-Jun | 26-Jun | 3-Jul | 10-Jul | 17-Jul | 24-Jul | 31-Jul | 7-Aug | 14-Aug | 21-Aug | |||
| Iteration | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |||
| Name | Role | Expected Hours | |||||||||||||
| 1 | Camila Vega | Analyst | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | 10 | |
| 2 | Sarah Lindquist | Tech lead Developer | 34 | 34 | 34 | 34 | 34 | 34 | 34 | 34 | 34 | 34 | 34 | 34 | |
| 3 | Peter Saville | Developer | 34 | 34 | 34 | 34 | 34 | 34 | 34 | 34 | 34 | 34 | 34 | 34 | |
| Rate | |||||||||||||||
| 1 | Camila Vega | Project Manager | $205 | $2,050 | $2,050 | $2,050 | $2,050 | $2,050 | $2,050 | $2,050 | $2,050 | $2,050 | $2,050 | $2,050 | $2,050 |
| 2 | Sarah Lindquist | Developer | $175 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 |
| 3 | Peter Saville | Developer | $175 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 | $5,950 |
| Anticipated Weekly Spend | $13,950 | $13,950 | $13,950 | $13,950 | $13,950 | $13,950 | $13,950 | $13,950 | $13,950 | $13,950 | $13,950 | $13,950 | |||
| Anticipated Project Totals | $13,950 | $27,900 | $41,850 | $55,800 | $69,750 | $83,700 | $97,650 | $111,600 | $125,550 | $139,500 | $153,450 | $167,400 |
Original Timeline and Plan
| Iteration | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | |
| Devs | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | 2 | |
| Assumed velocity (points /dev/week) | 8 | 8 | 8 | 8 | 8 | 8 | 8 | 8 | 8 | 8 | 8 | 8 | |
| Team Velocity | 16 | 16 | 16 | 16 | 16 | 16 | 16 | 16 | 16 | 16 | 16 | 16 | |
| Capacity: | 16 | 32 | 48 | 64 | 80 | 96 | 112 | 128 | 144 | 160 | 176 | 192 | |
| Original Scope (in points) | 152 | 152 | 152 | 152 | 152 | 152 | 152 | 152 | 152 | 152 | 152 | 152 |
Assume: 2 devs, full time, with 8 points per dev per week velocity
Assume: 10 weeks of active development to compelte original scope
=CONCATENATE(“Assume $”,$’Original Budget’.N15/1000,”k total budget”)
ANSWER
Narrative
After going through the entire project I can tell that the project is in good shape and is ready to complete it on time as we already completed till iterations 8 in timely manner and is about tos tart iteration 9. The only worrisome factor is the increase in actual costs compared to budgeted costs which might get control through proper budgetary and project control for next 4 weeks. We are expecting project will get closed in time with sligh increase in cost by around 5% of the estimation taken.
Risk
Some of the major risks which this project might face and mitigation strategies associated with it are as follows:
a) Costs Risk: This is the risk associated with increase in costs due to chang ein per hour costs of the resources managing the projects. It can be mitigated by signing long term contract with the resouce i.e. same rate till the project get completed.
b) Delay Risks: This is the risk aasociated with project due to increase in timeline i.e. project will take more time than what it is anticipated previously.It can be mitigated by following proper project management tools to track all milestones get completed in time or not.
c) Scope Change Risks: This is the risk which arises as client asks change in scope i.e. clients want some modifications than what it tell previously. It can be mitigated by making client awares about the projects from the very beginning so that project will be done similar to what clients want.
Timeline
From the story extracts, it is clear that project has already completed till iterations 8 at the beginning of week 9. It is also accepted by the client. At the same time week 9 iterations has also started which means project is ahead of schedule and we are expecting it to be completed by week 11 if there i sno change in scope of 152 capacities.
Budget and Summary Forecast
The analysis using above table cleraly shows that actual cost exceeds the budgeted cost by 4%. We assume that for coming 4 weeks, the budget will remain same as estimated initially for our forecast and then also our costs will exceed the budget by 4%.
Key Question Asked
1) Why actuals exceed the budgets?
2) Why there is no proper budget control to control costs?
3) What measure are we taking to control the budgets?
d) Is it possible for us to go with estimated costs for next 8 weeks?
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