Part 3 Remember the old saying, "A project plan is not a schedule until resources are committed." This exercise illustrates this subtle, but very important, difference.
Part A Using your files from Part 2 input resources and their costs if you have not already done so. All information is found in Tables A2.10 and A2.11.

Prepare a memo that addresses the following questions:
1. Which if any of the resources are overallocated?
2. Assume that the project is time constrained and try to resolve any overallocation problems by leveling within slack. What happens?
3. What is the impact of leveling within slack on the sensitivity of the network? Include a Gantt chart with the schedule table after leveling within slack.
4. Assume the project is resource constrained and resolve any ovcrallocation problems by leveling outside of slack. What happens? What are the managerial implications?
5. What options are available at this point in time?
Include a Gantt chart with the schedule table after leveling outside of slack.
Note: No splitting of activities is allowed.
Note: No partial assignments (e.g., 50 percent). All resources must be assigned 100 percent.
P'art B
When you show the resource-constrained network to top management, they are visibly shaken. After orne explanation and negotiation they make the following compromise with you:
. The project must be completed no later than February 2, 2012 (530 days).
. You may assign two additional development teams.
. If this does not suffice, you may hire other development teams from the outside. Hire as few external teams as possible because they cost $50 more per hour than your inside development people.
Internal Development
Add as many development units (teams) as needed to stay within the 530 days. If you need more than tw4f internal development units, then hire as few external teams as necessary. Select the cheapest possibility! Change as few activities as possible. It is recommended you keep work packages which require cooperation of several organizational units inside your company. You decide how best to do this.
Hint: Undo leveling prior to adding new resources. Once you have obtained a schedule that meets the time and resource constraints, prepare a memo that addresses the following questions: I. What changes did you make and why? 2. How long will the project take? 3. How did these changes affect the sensitivity of the network?

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R&D (2 teams) R&D (2 teams) R&D (1 team) R&D (1 team) Procurement (1 team) Design Development Documentation $100 70 60 70 40 Assembly/test Purchasing