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Assigned Readings:Chapter 12. Project ControlChapter 13. Research and Development ProjectsInitial Postings: Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter.Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion.Also, provide a graduate-level response to each of the following questions: Pick a major U.S. industry, such as automobiles or computers, and discuss the lapses in technology and innovation on the domestic front that permitted foreign competitors to get a foothold and, in some cases, a dominant share of the market. Who or what do you think was to blame for this situation? In the mid-1980s, General Motors undertook a $5 billion program to introduce robotics and computer-integrated manufacturing techniques into many of its assembly plants. The results were disappointing, to say the least. Enormous technical problems dogged the program from the beginning, and the ultimate gains in productivity were decidedly modest. What do you think went wrong? Why? From the long-term perspective, was the automation program a good idea? [Your post must be substantive and demonstrate insight gained from the course material. Postings must be in the students own words - do not provide quotes!] [Your initial post should be at least 450+ words and in APA format (including Times New Roman with font size 12 and double spaced). Post the actual body of your paper in the discussion thread then attach a Word version of the paper for APA review] Project Management: Achieving Competitive Advantage Fifth Edition Chapter 12 Resource Management Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed: 1) MathType Plugin 2) Math Player (free versions available) 3) NVDA Reader (free versions available) 1 Learning Objectives 12.1 Recognize the variety of constraints that can affect a project, making scheduling and planning difficult. 12.2 Understand how to apply resource-loading techniques to project schedules to identify potential resource overallocation situations. 12.3 Apply resource-leveling procedures to project activities over the baseline schedule using appropriate prioritization heuristics. 12.4 Follow the steps necessary to effectively smooth resource requirements across the project life cycle. 12.5 Apply resource management within a multiproject environment. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved P M B o K Core Concepts Project Management Body of Knowledge (P M B o K) covered in this chapter includes: 1. Estimate Activity Resources (P M B o K 6.4) 2. Plan Human Resource Management (P M B o K 9.1) Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Types of Constraints Physical Time Resource Mixed Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Table 12.2 Activity Precedence Table Activity Description Duration Predecessors Member Assigned A Assign Bids 5 days None Tom B Document Awards 5 days A Jeff C Calculate Costs 5 days A Jeff D Select Winning Bid 1 days B,C Sue E Develop P R Campaign 4 days D Carol Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 12.2 Sample Activity Network with Conflicts Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 12.3 Resource Usage Table Demonstrating Overallocation Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Resource Loading The amount of individual resources a schedule requires during specific time periods. Once the Work Breakdown Structure and activity networks are developed, create the resource loading form (or resource usage calendar) The resource usage table shows: Project team members Tasks they are assigned to Time each activity is expected to take Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 12.5 Resource Usage Table Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 12.6 Example of Resource Usage Table with Overallocation Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Resource Leveling A process that address the complex challenges of project constraints (A K A resource smoothing). Objectives: To determine the resource requirements so that they will be available at the right time To allow each activity to be scheduled with the smoothest possible transition across resource usage levels Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Resource Leveling Heuristics for Prioritizing Allocation Smallest amount of slack Smallest duration Lowest I D number (F C F S) Greatest number of successor tasks Requiring the most resources Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved General Procedure for Resource Leveling Create a project activity network diagram. Develop resource loading table. Determine activity late finish dates. Identify resource overallocation. Level the resource loading table. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Construct a Resource-Loading Chart To construct a time-limited resource-loading chart for resource scheduling, there are six main steps to follow: Create activity network. Produce table for each activity, resource requirements, duration, early start time, slack, and late finish time. List activities in order of increasing slack. Draw an initial resource-loading chart with each activity scheduled at its earliest start time. Rearrange activities within their slack to create a profile that is as level as possible. Use judgment to interpret and improve activity leveling. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 12.17 Sample Project Network Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Creating Resource Loading Charts: Resource Staffing Table 12.7 Resource Staffing (Hourly Units) Required for Each Activity Activity Resource Duration Early Start Slack Late Finish A 6 4 0 0 4 B 2 1 4 0 5 C 2 3 4 4 11 D 7 4 5 0 9 E 3 2 9 0 11 F 6 1 11 0 12 Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Resource-Loading Chart Figure 12.18 Resource-Loading Chart for Sample Project Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 12.19 Modified Resource-Loading Chart When Splitting Task C Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Managing Resources in Multiproject Environments Schedule Slippage Resource Utilization In-Process Inventory Resolving Resource Decisions in Multiproject Environments First In Line Greatest Resource Demand Greatest Resource Utilization Minimum Late Finish Time Mathematical Programming Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Summary Recognize the variety of constraints that can affect a project, making scheduling and planning difficult. Understand how to apply resource-loading techniques to project schedules to identify potential resource overallocation situations. Apply resource-leveling procedures to project activities over the baseline schedule using appropriate prioritization heuristics. Follow the steps necessary to effectively smooth resource requirements across the project life cycle. Apply resource management within a multiproject environment. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Copyright Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Project Management: Achieving Competitive Advantage Fifth Edition Chapter 13 Project Evaluation and Control Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed: 1) MathType Plugin 2) Math Player (free versions available) 3) NVDA Reader (free versions available) 1 Learning Objectives (1 of 2) 13.1 Understand the nature of the control cycle and the four key steps in a general project control model. 13.2 Recognize the strengths and weaknesses of common project evaluation and control methods. 13.3 Understand how Earned Value Management can assist project tracking and evaluation. 13.4 Use Earned Value Management for project portfolio analysis. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Learning Objectives (2 of 2) 13.5 Understand critical issues in the effective use of Earned Value Management. 13.6 Understand behavioral concepts and other human issues in evaluation and control. 13.7 From Appendix 13.1: Understand the advantages of Earned Schedule methods for determining project schedule variance, schedule performance index, and estimates to completion. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved P M B o K Core Concepts Project Management Body of Knowledge (P M B o K ) covered in this chapter includes: Control Schedule (P M B o K 6.7) Control Costs (P M B o K 7.4) Earned Value System (P M B o K 7.4.2.1) Forecasting (P M B o K 7.4.2.2) Performance Reviews (P M B o K 7.4.2.4) Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Control Cycles—General Model Setting a goal. Measuring progress. Comparing actual with planned performance. Taking action. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 13.2 The Project Control Cycle Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 13.3 Project S-Curves Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 13.4 Project Sierra’s S-Curve Showing Negative Variance Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Milestone Analysis Milestones are events or stages of the project that represent a significant accomplishment. Milestones: Signal completion of important steps Motivate team and suppliers Offer reevaluation points Help coordinate schedules Identify key review gates Signal other team members when their participation begins Delineate work packages Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 13.5 Gantt Chart with Milestones Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 13.6 Assessing Project Blue’s Status Using Tracking Gantt Chart Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 13.7 Tracking Gantt with Project Activity Deviation Project status is updated by linking task completion to the schedule baseline. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Earned Value Management Earned Value Management (E V M) recognizes that it is necessary to jointly consider the impact of time, cost, and project performance on any analysis of current project status. Earned Value (E V) directly links all three primary project success metrics (cost, schedule, and performance). Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Earned Value Terms Planned value (P V) Earned value (E V) Actual cost of work performed (A C) Schedule variance (S V) and schedule performance index (S P I) Cost variance (C V) and cost performance index (C P I) Budgeted cost at completion (B A C) Estimate at completion (E A C) Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Steps in Earned Value Management Clearly define each activity including its resource needs and budget. Create usage schedules for activities and resources. Develop a time-phased budget (P V). Total the actual costs of doing each task (A C). Calculate both the budget variance (C V) and schedule variance (S V). Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 13.11 Project Baseline, Using Earned Value Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 13.12 Earned Value Milestones Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Earned Value Example Schedule Variances Planned Value (P V) = 103 Earned Value (E V) = 44 Cost Variances Cumulative Actual Cost of Work Performed (A C) = 78 Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Figure 13.16 Earned Value Report for Project Atlas on May 19 Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Flow of Earned Value System Northrop Grumman’s flow of earned value management: Proposal stage Contract award Baseline stage Maintenance phase Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Using Earned Value to Manage a Portfolio of Projects Table 13.9 Project Portfolio Earned Value (in thousands $) Project P V E V Time Var ($) Var A C Cost Var ($) Var+ Plan Est. at Completion Alpha 91 73 -18 18 83 -10 10 254 289 Beta 130 135 5 0 125 10 0 302 280 Gamma 65 60 -5 5 75 -15 15 127 159 Delta 25 23 -2 2 27 -4 4 48 56 Epsilon 84 82 -2 2 81 1 0 180 178 Blank 395 373 Blank Blank 391 Blank Blank Blank 962 Total Schedule Variance 27 Relative Schedule Variance Total Cost Variance 29 Relative Cost Variance Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Completion Values in E V M Accurate and up-to-date information is critical in the use of E V M. Percentage Complete Rule Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Human Factors in Project Evaluation and Control Project coordination and relations among stakeholders Adequacy of project structure and control Project uniqueness, importance, and public exposure Success criteria salience and consensus Lack of budgetary pressure Avoidance of initial overoptimism and conceptual difficulties Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Critical Success Factors in the Project Implementation Profile Project mission Top management support Project plans and schedules Client consultation Personnel Technical tasks Client acceptance Monitoring and feedback Communication channels Troubleshooting Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Summary (1 of 2) Understand the nature of the control cycle and the four key steps in a general project control model. Recognize the strengths and weaknesses of common project evaluation and control methods. Understand how Earned Value Management can assist project tracking and evaluation. Use Earned Value Management for project portfolio analysis. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Summary (2 of 2) Understand critical issues in the effective use of Earned Value Management. Understand behavioral concepts and other human issues in evaluation and control. From Appendix 13.1: Understand the advantages of Earned Schedule methods for determining project schedule variance, schedule performance index, and estimates to completion. Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved Copyright Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved =.== 44EV Schedule Performance Index43 103PV æö = ´=. ç÷ èø 1 Estimated Time to Completion7163 months .43 =.== 44EV Cost Performance Index56 78AC  $ $ æö ==´ ç÷ èø 1 Estimated Cost to Completion210,714118,0 00 .56 \% = 27 6.84 395 \% = 29 7.34 395 0 Rule 100 50 Rule 50 Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.1 Measurements for Project Control Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.2 Duration and Cost for Activities Performed in Month 1 Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.3 Actual Performances in Month 1 Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.1 Control limits and actual cost for activity A, weeks 1 through 4. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.2 OBS for example project. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.3 Simple WBS. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.4 Linking the OBS and the WBS. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.5 Gantt chart for an early start. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.4 Summary Report for Weeks 1-4 Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.5 The Values of BCWS, BCWP, and ACWP for Weeks 1–4 Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.6 Values of SI and CI for Weeks 1–4 Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.6 EV analysis: (a) activity A; (b) activity B; (c) activity E. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.7 EV analysis for the project. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.8 SI for the project. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.9 CI for the project. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.10 Integrating CI and SI. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.7 Cumulative Cost and Schedule Control Report by OBS Element (Weeks 1-4) Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.8 Cost and Schedule Control Report by WBS Element Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.9 Schedule of Milestones or Control Points Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.10 Delivery Schedule for the 110 Systems Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.11 Scheduled Milestones at the End of Week 5 Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.11 Planned number of systems to finish each milestone after 5 weeks. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.12 Constructing the planned status from the MPS. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Figure 12.13 LOB and actual performance. Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.12 Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.13 Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.14 Copyright © 2017, 2005, and 1994 by Pearson Education, Inc. All Rights Reserved Project Management: Processes, Methodologies, and Economics, 3e Avraham Shtub, Moshe Rosenwein Table 12.15 Project Management: Processes, Methodologies, and Economics Third Edition Chapter 12 Project Control Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved If this PowerPoint presentation contains mathematical equations, you may need to check that your computer has the following installed: 1) MathType Plugin 2) Math Player (free versions available) 3) NVDA Reader (free versions available) Table 12-1 Measurements for Project Control Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-2 Duration and Cost for Activities Performed in Month 1 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-3 Actual Performances in Month 1 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-1 Control Limits and Actual Cost for Activity a, Weeks 1 Through 4 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-2 O B S for Example Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-3 Simple W B S Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-4 Linking the O B S and the W B S Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-5 Gantt Chart for an Early Start Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-4 Summary Report for Weeks 1-4 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-5 The Values of B C W S, B C W P, and A C W P for Weeks 1-4 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-6 Values of S I and C I for Weeks 1-4 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-6 EV Analysis: (A) Activity A; (B) Activity B; (C) Activity E Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-7 E V Analysis for the Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-8 S I for the Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-9 C I for the Project Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-10 Integrating C I and S I Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-7 Cumulative Cost and Schedule Control Report by O B S Element (Weeks 1-4) Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 1-8 Cost and Schedule Control Report by W B S Element Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-9 Schedule of Milestones or Control Points Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-10 Delivery Schedule for the 110 Systems Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-11 Scheduled Milestones at the End of Week 5 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-11 Planned Number of Systems to Finish Each Milestone After 5 Weeks Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-12 Constructing the Planned Status from the M P S Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Figure 12-13 L O B and Actual Performance Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-12 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-13 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-14 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Table 12-15 Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved Copyright Copyright © 2017, 2005, 1994 Pearson Education, Inc. All Rights Reserved 30