Eurocash has decided to develop a mutual fund comprised almost entirely of Eastern European

1.1. (TCO A) Work Breakdown Structure (WBS)
 Eurocash has decided to develop a mutual fund comprised almost entirely of Eastern European companies with a high growth potential. The process of developing a new mutual fund begins with concept development, which includes establishing a clear definition of the project's objectives that is agreed upon by senior management and developing a marketing strategy. A business analysis is then performed that includes assessments of market feasibility, internal feasibility (budgetary resource requirements), and regulatory feasibility.If the proposed fund passes the business analysis, the fund design is developed. The design process consists of product design, service design, internal review and authorization, and SEC registration (assuming a U.S. market). As the design process nears completion, generally recognized as a positive preliminary review by the SEC, employee training is performed.After completion of the employee training and final regulatory approval, the product is launched, and postlaunch reviews are conducted at predetermined intervals. Prepare a WBS for this project with activities corresponding to a two-level task and subtask hierarchy. Provide columns showing the WBS code and activities. Number and indent the WBS codes so that the level of each activity is clearly identified. (Points : 25)
2.(TCO E) Schedule Crashing
Using the network below and the additional information provided, find answers to the following questions.(a) What is the crash cost per day per activity?(b) Which activities should be crashed to meet a project deadline of 13 days at minimum cost? State the number of days you will crash each activity.(c) What is the additional cost to crash the project?Critical path = B-C-D = 14
Activity
Normal time
Normal total cost
Crash time
Crash total cost
A
5
$300
3
$380
B
3
$250
1
$330
C
6
$400
4
$700
D
5
$150
3
$250




3.(TCO E) Projects often cross many functional boundaries, with team members reporting to different functional managers. This cross-functional aspect can create problems with roles and responsibilities. You decide to use an RACI to help with this situation. Your manager is wondering why you are spending your time on this tool when you already have resources assigned to tasks in your schedule.
(a) What is an RACI? How is one constructed? (b) Why is the RACI such an effective tool for project managers? (Points : 25)

4.(TCO C) Classify the following three costs on a project you are managing as direct, indirect, or fixed costs.
Training of project team membersLabor costs associated with creating deliverablesMaterial costs associated with a number of projects in a program (Points : 25)
5. (TCO F)
Earned Value The following data were obtained from a project to design a new software package.
Activity
Duration
Predecessors
Budgeted Cost
A
3 days
--
$8,320
B
6 days
--
$11,740
C
4 days
A
$11,550
D
2 days
C and B
$7,850
E
3 days
A
$10,750
F
2 days
D and E
$8,600
At the end of Day 5, the status of the project is as follows.
Activity
% Complete
Actual Cost
A
100%
$7,200
B
50%
$6,370
C
25%
$8,250
D
0%
$0
E
80%
$8,560
F
0%
$0
(a) Calculate the cost and schedule variances and indexes (CV, SV, CPI, SPI) for Tasks A, B, C, D, and E.(b) Write a brief analysis of the status of the project at this time, including task level, project level, and critical path. (Points : 25)
6.TCO C) You are the project manager assigned to oversee the installation of an online professional development system.  This is an off the shelf package which is expected to take 120 days to complete. The total cost per day is $2,666.  After 75 days the project is 61% complete and $230,000 has been spent. What is the estimate to complete (ETC). Is the project over budget or under budget? (Points : 25)

7.TCO E) Resource Allocation and Leveling
The following data were obtained from a project to expand a school.
Activity
Duration
Predecessors
Resources/Cost
A
2 weeks
--
Two excavators/$800 day each
B
3 weeks
--
Two dump trucks/$600 day each
C
2 weeks
B
Two concrete mixers/$250 day each
D
3 weeks
A and C
Two cranes/$2,000 day each
E
2 weeks
B
One high-lift/$500 day each
F
1 weeks
B
Two excavators/$800 day each
G
3 weeks
F
Two cranes/$2,000 day each
 The contractor has access to the listed quantity of machines of each type available at the listed cost. The operations cannot be split. Additional equipment can be rented at a 50% cost premium if needed.(a) Identify any resource conflicts in the above project. State the activities involved, the time frame of the conflict(s), the resources in conflict, and the quantity of resources involved.(b) What is the least-cost method of resolving the conflict(s), assuming the project duration must not be extended? What additional cost, if any, will be incurred? (Points : 25)

8.(TCO D) Change control is critical to a successful project. Describe how a good change control process functions to control changes on a project. (Points : 25)

9.TCO G) Your project is progressing well in your estimation. Your team has collected the following data. From these data, calculate the project’s ETC.
Activity A is 60% complete at a cost so far of $50,000. It was estimated to cost $200,000 when finished. It is at the end of Week 3 of 5. Activity B is 85% complete at a cost so far of $150,000. It was estimated to cost $80,000 when finished. It is at the end of Week 4 of 5. Activity C is complete at a cost so far of $110,000. It was estimated to cost $100,000 when finished. Assume spending will continue at the same rate. (Points : 25)

10. (TCO B) You are the project manager for three different projects.
 Project A: This project is behind schedule by 12 weeks. It was to have been completed in 3 months. The sponsor has additional funds to help complete the project on time if needed but does not want to increase risk to the project. Project B: This project is scheduled to take 27 weeks to complete. You are in the planning stage of the project. You need to reduce the schedule for this project by 8 weeks. This project has a number of predecessors that were created by the project team’s preference. The sponsor insists on having all the work done on time without unduly increasing risk or costs to the project. Project C: This project is in the execution stage of the project. It is behind schedule by 6 weeks; it was scheduled to be completed in 10 weeks. The sponsor is desperate to accomplish something on this project. The budget is limited to the original amount, and all soft predecessors have already been removed.  For each of the projects above, choose an appropriate schedule compression technique. Explain your choice. (Points : 25)