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note: Given your background in the financial industry and your goal of becoming a CIO of a large commercial bank, let’s approach this task in a manner that not only fulfills the requirements but also helps you develop a strategic mindset. This will serve you well in your future endeavors.

1. Earned Value Metrics:

Step 1: Calculation

For each line item:

• Planned Value (PV) = (Percentage of Work Planned to be Completed) x (Budget at Completion)
• Earned Value (EV) = (Percentage of Actual Work Completed) x (Budget at Completion)
• Actual Cost (AC) = Actual cost incurred for the work performed

Using the above, calculate:

• Cost Variance (CV) = EV – AC
• Schedule Variance (SV) = EV – PV
• Cost Performance Index (CPI) = EV/AC
• Schedule Performance Index (SPI) = EV/PV

Step 2: Interpretation

• If CV > 0 and SV > 0: Project is under budget and ahead of schedule.
• If CV < 0 and SV < 0: Project is over budget and behind schedule.

Step 3: Projections

• Estimate at Completion (EAC) = BAC / CPI
• Estimate to Complete (ETC) = EAC – AC
• Variance at Completion (VAC) = BAC – EAC

Step 4: Recommendations & Risks

Given the calculations, you can identify areas where costs might be overrun or schedules delayed. Recommendations can be:

• Reallocating resources.
• Adjusting the project timeline.
• Considering alternative vendors or technologies.

POWER POINT SLIDES. NOTE: I can’t send you a ppt here but I can give instructions and guides how and what to put in your ppt.

Slide 1: Introduction

Title: MobileGo Project Update

Content: An in-depth analysis of the current status, performance metrics, risks, and recommendations for the MobileGo Project.

Image (optional): A relevant graphic or logo of the MobileGo project.

Speaker Notes:

“Good [morning/afternoon/evening] everyone. Today, I’d like to present an overview and deep dive into the MobileGo Project. Our objective is to understand where we currently stand, assess our performance using earned value metrics, identify any risks we may be facing, and suggest actionable recommendations to ensure the project’s success. This presentation is not just a mere status update but a strategic tool to help us make informed decisions going forward. Please hold any questions you might have for the Q&A session at the end. Let’s begin.”

Slide 2: Overview of MobileGo Project Status

Title: Current Status

Content:

• Date of project initiation and planned end date.
• Key milestones achieved.
• Pending milestones.
• Current budget spent vs. total budget.

Image: A simple Gantt chart or project timeline. note:I Inserted a JPEG below at the explanation section.

Speaker Notes:

“We initiated the MobileGo Project on [specific date of initiation], and our planned end date is set for [specific planned end date]. As we navigate through this project’s timeline, we’ve successfully achieved several key milestones, such as [mention one or two key milestones]. However, we still have some crucial milestones ahead of us, including [mention one or two pending milestones]. Financially speaking, we’ve spent [specific amount or percentage of the budget], out of our total allocated budget. The Gantt chart displayed here gives a visual representation of our journey so far, showing what we’ve accomplished and what lies ahead. It’s crucial to understand our current standing as it sets the foundation for the subsequent data and insights we’ll be discussing.”

Slide 3: Earned Value Metrics Explained

Title: Understanding Earned Value Metrics

Content:

PV (Planned Value): The value of the work that was planned to be completed by a specific time.

EV (Earned Value): The value of the actual work completed by a specific time.

AC (Actual Cost): The actual costs incurred for the work completed by a specific time.

CV (Cost Variance): EV – AC; Indicates if you’re under or over budget at a specific time.

SV (Schedule Variance): EV – PV; Indicates if you’re ahead or behind schedule.

CPI (Cost Performance Index): EV / AC; A measure of cost efficiency.

SPI (Schedule Performance Index): EV / PV; A measure of schedule efficiency.

Image: A triangle diagram where each corner represents PV, EV, and AC. Arrows in the triangle can illustrate the variances (CV and SV) and performance indexes (CPI and SPI). note:I Inserted a JPEG below at the explanation section.

Speaker Notes:

“Earned Value Management, or EVM, is a methodology used to track the performance and progress of projects. It integrates project scope, cost, and schedule measures to help assess and measure project performance and progress. Let’s delve into its core metrics:

PV, or Planned Value: This is what we expected to have completed by now. It represents the value of the work we planned to complete by this point in the project.

EV, or Earned Value: This represents what we’ve actually accomplished. If we planned to finish 5 tasks by now but only completed 3, the EV represents the value of those 3 tasks.

AC, or Actual Cost: This is how much we’ve spent to achieve the EV. It’s crucial because, even if our EV and PV are on track, we might be spending more than we planned, indicating inefficiencies.

The variances and indexes, namely CV, SV, CPI, and SPI, are derived from these core metrics and give us insight into our project’s health in terms of cost and schedule. High-level, positive variances and indexes greater than one are generally favorable, whereas negative variances and indexes less than one might be cause for concern. We’ll dive deeper into interpreting these in the next slide.”

Slide 4: Interpretation of CV & SV

Title: Performance Analysis

Content:

• Graphical representation of CV & SV over time.
• Brief statements on whether the project is under budget, over budget, ahead of schedule, or behind schedule.

Image: A bar graph comparing CV (Cost Variance) and SV (Schedule Variance) for different project phases. Each bar represents a specific phase, and the height of the bar indicates the magnitude of CV and SV. note:I Inserted a JPEG below at the explanation section.

Speaker Notes:

“In this section, we’ll analyze the project’s performance using the Cost Variance (CV) and Schedule Variance (SV) metrics. These metrics provide crucial insights into our project’s financial and schedule health.

The graph you see illustrates how CV and SV have evolved over time throughout various project phases.

CV (Cost Variance): When this bar is above the zero line, it indicates that we’re under budget for that phase. Conversely, if it’s below the line, we’re over budget.

SV (Schedule Variance): If the bar is above the zero line, we’re ahead of schedule. Below the line suggests we’re behind schedule.

Our goal is to strive for positive values in both CV and SV, as that typically signifies a healthy project. So, as we analyze the graph, we’ll also provide brief statements to determine whether we’re currently under or over budget and if we’re ahead or behind schedule.”

Image Note:

• The bar graph should visually represent the project phases (e.g., Initiation, Planning, Implementation, Testing, Closure) on the x-axis and have CV and SV values on the y-axis. Each bar should be color-coded or labeled to differentiate between CV and SV. Positive values should be above the zero line, and negative values below it.

Slide 5: Cost and Schedule Projections

Title: Future Projections

Content:

• Predicted EAC, ETC, and VAC.
• Implications of these projections.

Image: A line chart showing trend lines or projections based on current data for EAC (Estimate at Completion), ETC (Estimate to Complete), and VAC (Variance at Completion). note:I Inserted a JPEG below at the explanation section.

Speaker Notes:

“In this section, we’ll explore the future projections of our project based on our current performance data. These projections are crucial for understanding where we are likely to stand by the end of the project and what adjustments may be necessary.

EAC (Estimate at Completion): This represents our best estimate of the total cost of the project when it’s completed. It’s based on our current performance.

ETC (Estimate to Complete): This tells us how much more we expect to spend to complete the project based on our current performance.

VAC (Variance at Completion): This reflects the difference between our initial budget (BAC) and our projected final cost (EAC).

The line chart displayed here provides a visual representation of these projections. The trend lines for EAC, ETC, and VAC will help us understand whether we are on track or if we need to make adjustments. Let’s also discuss the implications of these projections in terms of budget and schedule management.”

Image Note:

• The line chart should have EAC, ETC, and VAC on the y-axis and time on the x-axis. The trend lines should show the expected trajectory based on current data. Use different colors or labels to distinguish between EAC, ETC, and VAC.

Slide 6: Identified Risks & Trade-offs

Title: Challenges Ahead

Content:

• List of potential risks, like:
  • Technical challenges.
  • Resource constraints.
  • Vendor delays.
  • Budget overruns.

Image:

A simplified text-based risk matrix:  note:I Inserted a JPEG below at the explanation section.

Speaker Notes:

“As we move forward with the MobileGo Project, it’s vital to be aware of potential challenges and risks that may impact our progress. In this section, we’ve identified several key risks:

Technical Challenges: These can arise from complex system integrations or unforeseen technical hurdles that may impact project timelines and budgets.

Resource Constraints: With limited resources, we might face difficulties in allocating the right people and assets to meet project demands, potentially leading to delays.

Vendor Delays: Dependencies on external vendors can sometimes result in delays beyond our control.

Budget Overruns: Staying within budget is a constant concern, and overruns can have significant consequences for the project.

The risk matrix displayed here gives an overview of these risks in terms of their impact and likelihood. High-impact and high-likelihood risks require our immediate attention and mitigation strategies. As we proceed, we’ll discuss trade-offs and mitigation strategies to address these challenges effectively.”

Image Note:

• The risk matrix shows various risks categorized by impact and likelihood. You can customize the risks and their associated impact and likelihood levels based on your project’s specifics.

Slide 7: Recommendations for Improving Project

Title: Path Forward

Content:

• Bullet points of suggested actions:
  • Reallocating resources.
  • Re-prioritizing certain tasks.
  • Engaging with alternative vendors.

Image:

A simplified text-based flowchart representing the recommended process improvements: note:I Inserted a JPEG below at the explanation section.

Speaker Notes:

“As we face challenges and risks in the MobileGo Project, it’s crucial to chart a clear path forward. Here are some key recommendations for improving our project:

Reallocating Resources: We should assess our current resource allocation and consider redistributing team members or assets to areas that need more support.

Re-prioritizing Certain Tasks: Some tasks may need to be reprioritized to ensure we’re addressing critical elements of the project first.

Engaging with Alternative Vendors: Exploring alternative vendor options can help mitigate the risk of vendor delays and provide backup plans.

This simplified flowchart outlines the decision process for implementing these recommendations. We will delve deeper into each of these actions and discuss the potential benefits and trade-offs in the following slides.”

Image Note:

• The flowchart represents a decision tree where the first decision is whether to reallocate resources or not. Depending on the decision, it branches into either reprioritizing tasks or engaging with alternative vendors. This chart provides a visual guide for the decision-making process.

Slide 8: Supported Recommendations

Title: Validated Improvements

Content:

• Cite an external source (like a renowned IT management methodology or a case study) that supports one or more of your recommendations. Ensure this source is credible and relevant.

Image:

A text-based quote or key takeaway from the external source. NOTE: pls turn this quote into an image or make it creative.

“Effective resource allocation is crucial for project success, as it optimizes the utilization of resources and contributes to achieving project objectives efficiently.”

Speaker Notes:

“Our recommendations are not just based on intuition but are supported by well-established industry best practices. Let’s take a look at one such validation:

We’ve found support for our recommendation to ‘Reallocate Resources’ in the renowned IT management methodology, the Project Management Institute’s (PMI) PMBOK Guide. According to PMBOK, resource allocation is a critical aspect of project management, ensuring that the right resources are in the right place at the right time.

Here’s a key takeaway from PMBOK: ‘Effective resource allocation is crucial for project success, as it optimizes the utilization of resources and contributes to achieving project objectives efficiently.’

This validation underscores the importance of our recommendations and the alignment with industry-recognized standards. It’s reassuring to know that our proposed path forward is consistent with established best practices.”

Image Note:

• Display a key quote or takeaway from the PMBOK Guide (or another relevant source you choose) that reinforces the importance of resource allocation in project management.

Slide 9: Conclusion and Next Steps

Title: Concluding Remarks

Content:

• Recap of key points from the presentation.
• Immediate next steps or actions to be taken.

Image:

checklist for the next steps:  note:I Inserted a JPEG below at the explanation section.

Speaker Notes:

“As we wrap up our presentation, let’s summarize the key takeaways and discuss the immediate next steps.

Recapping our main points:

• We’ve assessed our project’s performance using Earned Value Metrics.
• Identified potential risks and challenges.
• Proposed recommendations, supported by industry best practices.
• Validated our improvements with credible sources.

Now, for our immediate next steps:

• We’ll start by reallocating resources as planned.
• Reprioritize tasks based on the new resource allocation.
• Begin discussions with alternative vendors as a risk mitigation strategy.
• We must closely monitor our CV, SV, CPI, and SPI metrics to ensure we stay on track.
• Regularly communicate the project’s status to stakeholders to maintain transparency.
• Stay updated with industry best practices to adapt as necessary.
• Conduct periodic risk assessments to stay ahead of potential issues.
• Review and adjust the project budget as needed.
• Implement any other recommendations we identify as we move forward.

This checklist serves as our roadmap for the coming weeks and months. It will help guide our actions and keep us on the path to project success.”

Image Note:

• Display the text-based checklist for the next steps to visually reinforce the action items for the audience.

Slide 10: Q&A

• Title: Questions & Answers
• Content: Open the floor for questions. Consider having a few anticipated questions and answers prepared in your speaker notes to initiate the discussion if needed.
• Image: An inviting graphic or an icon symbolizing discussion.