Kingston-Bryce Scorecard

Kingston-Bryce Scorecard

A scorecard is an ideal tool for monitoring the project’s progress. It will rely on the indicators that were identified at the beginning. The analysis will involve four main aspects; finances, customer, business processes, as well as learning and growth. The customer aspect will emphasize the satisfaction of the clients; needs. Learning and growth will highlight the opportunity to consistently improve and ensure value is present. Business processes will highlight the importance of timely delivery of products.

Timelines

Activity	Planned Time (months)	Actual Time (months)	Deviation	Reason
Complete the legal paperwork & Budget	2	2	0	N/a
Complete the remodeling of the building	1	1	0	N/a
Hire Human Resources	3	5	2	Lack of experienced candidates in dealing with an acquisition
Hire the workforce management/administrative	2	4	2	The hiring company experienced a technical issue
Complete the new designs and hire manual labor	3	5	2	The hired labor staged an industrial action
Complete the new furniture and sell it.	3	4	1	There was a delay in the delivery of raw materials

As shown in the table above, four activities experienced a delay. The hiring process for human resources was interrupted by the lack of qualified candidates who are capable of dealing with the transition. The hiring of the administrative workforce experienced a delay due to a technical issue within the outsourced hiring company. The completion of designs was interrupted by the industrial action that manual laborers staged, citing extensive working hours and little pay. The late delivery of raw materials led to a slight delay in the completion of the new furniture. The deviation period is seven months. The completion period still falls within the 18-month projection meaning that the project is within schedule.

Project Duration

• The last four milestones experienced unexpected delays of 7 months
• The entire project was still completed within the projected 18 months schedule
• The first two milestones were completed within schedule.

Budget

• The completion of the entire project occurred within budget.
• The project’s deviation in the completion of four milestones had little to no impact on the budget.
• The pay increment for manual laborers was addressed through the contingent fund that was part of the budget. 20 percent of the contingent fund was used to top up the labor cost allocation
• The recruitment of human resources also consumed 15 percent of the contingent fund due to the delay as KBL sought an appropriate candidate.
• The completion of the other two milestones occurred within the projected budget.

Key performance indicators (KPIs)

Key performance indicators are important in ensuring that various aspects of a project are leading to the desired outcome.

Cost of project

Monitoring the cost of the project is important in understanding whether the budget allocations are sufficient. Different parties fulfill each milestone. Some milestones require new procedures, such as guiding. Evaluating each of the milestones to ensure that the cost does not exceed the contingency funds shields the entire project from potential failure. The contingency fund was estimated at $1 million to cover any arising emergencies. The remaining $4 million was expected to cover the other project’s aspects. Any additional costs that led to an inflated budget would have indicated the presence of issues that need urgent examination.

Rate of deviation

The project was expected to last for 18 months. Four milestones deviated by 7 months. However, these deviations did not affect the projected period. If the deviation in different milestones led to delays that exceeded the 18-month schedule, it would highlight problematic aspects. Such deviations are expected to affect the cost of the project due to a longer period of committing human and financial resources.

Number of successful new hires

The project involved hiring an HR official, administrators, and manual laborers. There were challenges during the hiring process, which resulted in unexpected delays. The number of successful hires that the project has at different stages is an important indicator of the process’ success. The project required about 20 temporary employees and 10 permanent staff. The total number of hires was supposed to be 30 by the end. However, KBL only managed to hire 25 new employees. Of these, 15 were temporary, while the rest were permanent. This figure explains the industrial action that manual laborers staged, citing excess work that was not commensurate to the pay. Thus, the project did not successfully achieve the projected number of new hires. This caused a delay in the completion of other related aspects, which fortunately did not exceed the budget.

Regardless of the challenges that have occurred during the completion of the project, the possibility of scope creep does not exist. It is impossible for scope creep to occur because the delays were not overlooked or handled carelessly. The 18-month schedule allowed for additional delays in case of emergencies or unexpected challenges. Thus, the allowance eliminated any cases of addressing issues fast to avoid any deviation in time (Larson & Larson, 2009).

Reference

Larson, R., & Larson, E. (2009). Top five causes of scope creep … and what to do about them. PMI® Global Congress 2009—North America. Orlando.

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Your task is to develop a scorecard in Microsoft Word or Excel. If using Excel in creating a scorecard, copy it into a Word document. The scorecard will be used to measure the project’s performance. Include the following in your scorecard:

Actual versus budget for the following (you will need to create these numbers):
Timelines
Project duration
Budget
What are some key performance indicators (KPIs) that can determine if your project is performing successfully? Why is this important?
Is there a possibility of scope creep?