Question: A Gantt chart. A network diagram highlighting the critical path. A schedule table reporting ES, LS, EF, LF, and slack for each activity. Hint: Change
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A Gantt chart.
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A network diagram highlighting the critical path.
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A schedule table reporting ES, LS, EF, LF, and slack for each activity.
Hint: Change the timescale to months and weeks. The estimated duration of the project is 135 days.
Remember: Save your files for future exercises!
The following information has been derived from the WBS. Note that the activity number is what appears in the software with the complete WBS entered.
| #* | Activity | Duration | Predecessor(s) |
|---|---|---|---|
| 3 | Need survey | 20 | None |
| 4 | Set product specs | 15 | 3 |
| 5 | Shelf life report | 10 | 4 |
| 6 | Nutrition report | 5 | 4 |
| 7 | Select fruit suppliers | 20 | 5, 6 |
| 9 | Equipment rehab | 30 | 4 |
| 10 | Production trials | 15 | 7, 9 |
| 11 | Quality trials | 20 | 10 |
| 12 | Quality metrics | 5 | 11 |
| 13 | Quality training | 15 | 12 |
| 15 | Market testing | 30 | 5, 6 |
| 16 | Package design | 15 | 15 |
| 17 | Select distributors | 25 | 5, 6 |
| 19 | Complete FDA certification | 15 | 7, 15 |
| 20 | Register trademark | 5 | 7, 15 |
| 21 | Prepare product launch | 15 | 13, 16, 17, 19FS + 25 days, 20FS + 15 days |
FS = Finish to Start lag.
Part 2
Remember the old saying, A project plan is not a schedule until resources are committed. This exercise illustrates this sometime subtle, but important point.
Using your files from Part 1, input resources and their costs if you have not already done so. All information is found in Tables A2.1 and A2.2.
Prepare a memo that addresses the following questions:
TABLE A2.1Resource Assignments
| Activity | Resources |
|---|---|
| Need survey | MRKT (500%) |
| Set product specs | R&D (400%), MRKT (200%) |
| Shelf life report | R&D (300%) |
| Nutrition report | R&D (300%) |
| Select fruit suppliers | PURCH (100%) |
| Equipment rehab | ENG (1,000%), PROD (2,000%) |
| Production trials | PROD (1,500%), PURCH (100%), ENG (1,000%) |
| Quality trials | QUAL (300%), PROD (500%) |
| Quality metrics | QUAL (300%), PROD (100%) |
| Quality training | QUAL (300%), PROD (1,500%) |
| Market testing | MRKT (500%) |
| Package design | DESIGN (300%), MRKT (100%) |
| Select distributors | MRKT (500%) |
| Complete FDA certification | LEGAL (300%) |
| Register trademark | LEGAL (300%) |
| Prepare product launch | QUAL (300%), PURCH (200%), PROD (1,500%), MRKT (500%), ENG (500%), R&D (100%) |
TABLE A2.2Resources Availability and Pay Rates
| Resource | Abbrev | Available | Hourly rate |
|---|---|---|---|
| Marketing staff | MRKT | 5 | $ 80/hr |
| R&D | R&D | 5 | $ 80/hr |
| Engineering | ENG | 10 | $ 100/hr |
| Purchasing | PURCH | 2 | $ 60/hr |
| Quality engineers | QUAL | 3 | $ 80/hr |
| Designers | DESIGN | 3 | $ 60/hr |
| Legal staff | LEGAL | 3 | $120/hr |
| Production | PROD | 20 | $ 60/hr |
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Which if any of the resources are overallocated?
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Assume that the project is time constrained and try to resolve any overallocation problems by leveling within slack. What happens?
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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.
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Assume the project is resource constrained and resolve any overallocation problems by leveling outside of slack. What happens?
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