Constraints are limitations imposed on the project, such as the limitation of cost, schedule, or resources, and you have to work within the boundaries restricted by these constraints. All projects have constraints, which are defined at the beginning of the project.

The PMBOK Guide recognizes six project constraints: scope, quality, schedule, budget, resource and risk. Out of these six, scope, schedule, and budget are collectively known as the triple constraints.

A constraint can be of two types:

Business constraints depend on the state of your organization; for example, time, budget, resource, etc.
Technical Constraints

Technical constraints limit your design choice. For example, let’s say you’re constructing a pipeline, and according to the design your pipeline should be able to withstand a certain amount of pressure. This pressure limit is your technical constraint.

Schedule variance (SV): The difference between the amounts budgeted for the work you actually did and for the work you planned to do. The SV shows whether and by how much your work is ahead of or behind your approved schedule 

Schedule Variance can be calculated by subtracting planned value from earned value.

Schedule Variance = Earned Value – Planned Value

SV = EV – PV

From the above formula, we can conclude that:

·         If Schedule Variance is positive, this means you are ahead of schedule.

·         If Schedule Variance is negative, this means you are behind schedule.

·         If Schedule Variance is zero, this means you are on schedule.

·         When the project is completed Schedule Variance becomes zero, because at the end of the project all Planned Value has been earned.

Cost variance (CV): The difference between the amount budgeted and the amount actually spent for the work performed. The CV shows whether and by how much you’re under or over your approved budget.

 

Cost Variance can be calculated by subtracting actual cost from earned value.

Cost Variance = Earned Value – Actual Cost

CV = EV – AC

From the above formula, we can conclude that,

·         If Cost Variance is positive, this means you are under budget.

·         If Cost Variance is negative, this means you are over budget.

·         If Cost Variance is zero, this means you are on budget.

1.1.    Introduction

The procurement for this project is handled by the Project Management Office (PMO) at Bahrain Polytechnic according to Bahrain Polytechnic’s Purchasing Policy and Procedures.  The Project requirements are listed in the resource sheet.  Required equipment is recorded in the project requirement log and requested during the planning phase. 

1.2.    Procurement Management Processes and activities

Procurement Management consists of the following processes.

o    Plan procurements: Determine the required resources or services, suppliers, develop and send Request for Proposals (RFP), Request for Quotations (RFQ), and receive response from suppliers.

o    Conduct procurements: Obtain seller responses, select sellers, and award contracts.

o    Administer procurements: Management of relationships with the sellers or suppliers, monitoring the contract performance, and making changes where needed.

o    Close procurements: Complete and settle each contract, including resolving of any open items.

 

1.3.    Procurement Management Responsibilities

In the Procurement Management process, the stakeholders hold different roles, and have different responsibilities. The following Responsibility Assignment Matrix (RACI) defines who is responsible, accountable, consulted, and informed during the Procurement Management process.

 | Responsible | Accountable | Consulted | Informed
| Project Management Office (PMO) | Project Manager | Project Supervisor | All stakeholders

Table 23- Procurement Management Plan RACI Matrix

 

1.4.    Procurement Management Approach

The SpendMap software will be used to visualise the procurement processes. The screenshot below shows the main menu of the software, alongside the procurement cycle diagram

Is to make sure the build system and the final product is working properly and to be able to evaluate it based on the successful criteria of the project.

Testing process:

1-      The project manager must test it as an end client.

2-      Ask other colleagues to test the system and provide him/her with a checklist paper to make sure all the functioned and un-functioned features are working properly.

3-      Estimate the time of data transmitted between end user and system.

Schedule time for testing particular tasks.

Develop a test plan.

Determine what are the necessary requirements that should be tested

Determine who will test/use the product. Ex:end users
Collect end-users opinion/feedback to improve the product

2-       Provide the client will a project that supports the education process.

3-       Finishing the project within the deadline which is 3 months.

4-       Completing the project within the budget calculated.

5-        Creating a design of the project which is professional and well agreed to by all stakeholders.

6-       Presenting to the client the project in a professional way, that makes the client satisfied.
7- the project is ready to used properly