simulation group 2

7/27/2019 Simulation Group 2

1/5

Simulation Report By Group 2

1. What was your initial strategy (Scope Vs. Time Vs. Costs)

During the initial part of the project, we wanted to complete the project

by 18th week, as the project was time critical. Therefore for us, our

strategy revolved around completing the project in time and we

ensured that the scope of the project was achieved. Later on, as we

went way ahead of the schedule we changed our strategy to bring

down costs

2. Which risks you identified and what was risk management plan

The project was time critical therefore the main risk was any delay in

the project. The complete the work mostly high and medium-high

skills resources were used to complete the tasks. Since the resources

where high skilled, only standup meeting were done to conducted to

effectively use the time. Also most of the tasks were outsourced to

better manage the time and keep few resources ready when any more

tasks to be completed or the pace of the work needed to quicken.

3. What actions did you take at each crisis and why? What was the

outcome?

The major crises that we encountered during project are as follows

Over budgeting

Project was behind the schedule

Resources were not satisfied with the work load(frustrated,

bored)

Over budgeting

We tried to compensate the cost by varying the team size

between 8 to 12 members


2/5

As per the management the project scope and time frame were

changed so we had to put in all the resources to accomplish the

task on time, instead of bringing down the cost we finally ended

up completing the project in 15

th

week with a higher cost

Project behind the schedule

We outsourced all the resources to accomplish the task on time

We allowed overtime and utilized the maximum possible number

of resources

To monitor the project status we did stand up meetings with all

the resources

Unsatisfied resources

To provide a sufficient work load we minimized the team size

To deal with the work load issues of team we brought in one on

one coaching

4. How you computed earned value and used it for decision-making

We computed the earned value of the project based on the cost that

we had actually accrued for the given week and based on the

percentage completion of the project. At the end we computed the

earned value for the entire project.

Earned Value = Cost of the project * percentage completion (Based on

stages)

Therefore, the earned value of our entire project was $ 128,000 as

compared to the planned value of $ 80,000

5. What was your final score? What was the learning?

We got a score of 823.

(We are attaching the screen shot of the various functionalities. But we

are unable to take the screen shot of the score page, as the final rating

column was no longer visible for us)


3/5

Going through the simulation game we gain a lot of insights about

project management and the various issues that a manager has to face

in real life situation. We also gained insights related to decision that a

manager has to take and how to approach the situation and review it

while the project is going on.

Learnings:

We learn that while doing a project the balance should be maintained

between cost of the project and project schedule. In our case we gave

a lot of emphasis on schedule and neglect the cost, leading to a high

cumulative cost

Focus should be given in each stage of the project starting from the

beginning. If we neglect any part of the project or stage it will reflect in

the final stage

The team should be aware of its objective. So that the final decision

could be taken easily. For example: while we were running behind the

schedule, we tried to focus on completion of job. But our cost

increased and again we struggled to maintain the cost. So has to

decide whether to assign more weightage to job completion or to keep

the cost within budget

The output was directly related to the performance of the resources.

Initially the team was bored as most of the work was outsourced and

skills were not effectively utilized. Later when the dead line

approached and the project schedule was reduced to 13 week, the

team was highly stressed. The balance between the overtime, team

meetings and coaching was not achieved.

We tried to balance our resources by providing them one on one

coaching as and when the team felt stressed or confused. Throughout

the lifespan of the project we ensured that the weekly reviews were

taking place. We implemented stand-up meeting only when the

situation demanded


4/5

Screenshots


5/5

simulation group 2

Documents