Project Management

Schedule:

The project tasks were accomplished on time according to the schedule in the Gantt chart except for the Robot assembly task. There was three days delay in the Assembly task. The team had to disassemble the robot to troubleshoot an issue in the electrical connection. This causes the SPI to drop to the lowest point in the project at (0.94) as shown on the EVA graph below (Figure 14).

The SPI was slightly below one in most of the project period because there was a delay in the delivery of the motors. The SPI at the end of the project was (1.02). The team was able to make up for the lost time because less time was needed for writing the report task. Also, the team took advantage of the contingency work task, which is extra days calculated in the budget and schedule.

Cost:

The project budget is ($3584.34). At the end of the project, the cost of the material is ($1152.34) and the labour cost is ($ 2128). The team goal is to produce an economical SCARA Robot. Minimizing the parts and labour costs was essential to achieve that goal. The fact that the team is consist of two members only with most of the tasks can be done by one member helps minimize the labour cost. Clearly, features can be added to the robot which would drive the cost up.

The CPI at the end of the project is (1.05). The team was able to finish the project under budget because the Robot assembly and programing were done in less time. The team was lucky none of the parts were damaged and needed to be replaced. So, the CPI was never more than one during the project period.