APPENDIX TWO Something Computer Project Exercises In developing the exercises, tradeoffs had to be made to enrich the learning experience. One of the major problems students initially encounter in data and detail overload. This reduces their ability to Identify project and data problems and to compare alternatives. Although the project found in the exercises is real, it has been reduced and detail has been eliminated many times to concentrate on applying project management principles and understanding linkages. In addition, other simplifying asumptions have been made so that students and instructors can trace problems and discuss outcomes. These assumption detrict from reality, but they keep the focus on the objectives of the exercises and reduce student frustration with software intricacies. Moving from this exercises to real projects in primarily one of increasing detail The POM+ Project Big Kola Company has been concerned that specialized fruit drinks have been eroding their cola market. The CEO mandates that if you can't beat them, join them "Grape Juice was the first product that was successful for an advertising bit claiming the antito benefits. Lately, competition is competing grape Juice margins and profits. Months of additional market surveys and focus groups have resulted in the potential high-margin drink cranberry, blueberry and pomegranate. All these choices representations. The decision is to produce the pomegranate drink that has many health claims. For example, the relative ability of these joies to eliminate harmful free radicals (antioxin) is 71 percent for pomegranate 33 percent for blueberry, and 20 percent for cranberry Technion Institute of Technology. The market potential appears very attractive and should have a higher profit margin than the other potential juice products. Another appeal for pomegranate juice its familiarity in the Middle East and Avis The Priority Matrix for the POM Project Tim Sep Cost M Time Scope Cont Castle X Acept Connor Gape the project manager, has formed his project team and the members have come up with the following work breakdown structure LO POM+ Project 1.1 R&D product development 11. Need survey 112 Set product spees 13 Shelf life report L14 Nutrition report 1.2 Secure fruit suppliers 1.3 Initial production 131 Equipment relab 13.2 Production trials 131 Quality trials 1.3.4 Quality metrics 11 Quality training 14 Distribution 14.1 Market testing 1.4.2 Package design 1:43 Select distributors 1.5 Legal 1.5.1 Complete FDA certification 1.5.2 Register trademark 1.6 Prepare product launch Remember save your mes 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 S 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 S 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 to SM RA 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 12.2. Prepare a memo that addresses the following questions: TABLE A2. Resource Assignments TABLE A21 Resource Assignments Activity Resources Need survey MRKT (500%) Set product specs R&D (400x), MRKT (2005) 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%) QUAL (300%), PROD (1.500%) Quality training Market testing MRKT (500X) Package design DESIGN (300%). MRKT (100%) Select distributors MRKT (500) Complete FDA certification LEGAL (300%) Register trademark LEGAL (3005) Prepare product launch QUAL (300%), PURCH (200%). PROD (1.500%). MRKT (500%), ENG (500%), R&D (100%) TABLE A22 Resources Availability and Pay Rates Rese Abbre Hourly rate Marketing staff MRKT 5 530 RAD RAD 5 5 BOM Engineering ENO 10 $ 100/ht Purchasing PURCH 2 5 SOM Quality engineers QUAL 530/ Designers DESION SOM LEGAL 1 $ 120/ Priction PROD 30 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 overallocation problems by leveling outside of slack. What happens