Case Study #1: Project Scheduling I've called this meeting to resolve a major problem with our management cost and control system (MCCS), remarked Wilfred

Case Study #1: Project Scheduling "I've called this meeting to solve a major problem with our management cost and control system (MCCS). remarked Wilfred Livingston president. "We're having one hell of a time trying to meet competition with our antiquated MCCS reporting procedures. Last year we were comidered onespomiver to the large government contracts because we could not adhere to the customer's financiare porting requirements. The government has recently shown a tenewed interest in Crosby Manufacturing Corporation. If we computerieur project financial reporting procedure, we'll be in great shape to meet the competition head-on. The customer might even walve the financial reporting requirements if we show our immediate intent to convert Crosby Manufacturing was $56 million a year electronics component manufacturing firm in 1985, which time Wilfred Willy Livingston became president. His first major at was to reagie the 700 employees into a modi fied matrix structure. This reorganization was the first step in Livingston's long range plan to obtain large government contracts. The matrix provided the cus tomer focal point policy that government agencies prefer. After three years, the matrix seemed to be working Now they could begin the second phase, an im proved MCCS policy On October 20, 1988. Livingston called a meeting with department managers from project management, cost accounting, MIS data processing and planning Livingston "We have to replace or computer with more thanced model so as to update our MCCS reporting procedures. In order for us to grow, we'll have to develop capabilities for keeping me even the different sets of books for our customer. Our present computer does nove this capability. We're talking about a sizable cash outlay, not necessarily to impress our customers, but to increase our business base and grow. We need weekly room daily, con data so as to better control our project MIS manager. I guess the first step in the design, development, and implemen tation process would be the feasibility study. The prepared a list of the major top ics which are normally included in a fability study of this stsee Exhibiti). Livingston "What kind of costs are you considering in the feasibility study?" MIS ager. "The major cost items include input-output demands, processing storage capacity, rental, purchase ore of a system onrecurring expenditures recurring expenditures cost of supplies facility requirements and training require ments. We'll have to get a lot of this information from the EDP department." EDP manager: "You must remember that for a short period of time, we'll end up with two computer systems in operation at the same time. This cannot be helped. However, I have prepared a typical abheviated schedule of my own see Exhibit II). You'll notice from the right hand column that I'm somewhat opti mistic as to how long it should take Livingstone "Have we prepared a checklist ze how to ealuste avendee?" EDP manager: Besides the benchmark test. The prepared a list of topics that we must include in evaluation of any vendore Exhibit II). We should plan to call on or visit other installation that he purchased the same equipment and see the system in action. Unfortunately, we may have to commit real early and begin developing software packages. As a matter of fact, using the principle of concur rency, we should begin developing sofware packages right now Livingston: "Because of the importance of this project, I'm going to violate our normal structure and appoint Tim Emary from our planning group as project leader. He's not as knowledgeable as you people are in regard to computers, but he does know how to lay out a schedule and got the job done. I'm sure your peo ple will give him all the necessary support he needs. Remember, I'll be behind this project all the way. We're going to convene again one week from today, at which time I expect to see a detailed schedule with all major milestones, team meetings, design review meetings, shows and identified. I'd like the project to be complete in eighteen months, if possible. If there are risks in the schedule, identify them. Any questions? a. Create a list of activities and schedule timelines for this project e.g., Activity - Receipt of bid on spec; Time to complete - 3 months Note: You must assume for timelines and slack. (Minimum 8). Activity A Preceding Activity None A B C AUTOMATED WAREHOUSE Order Picking System Description Define Requirements Assign Team Design Hardware Code Software Build and Test Hardware Develop Patent Request Test Software Integrate Systems 1 E G H D E,F,G Fig: Network Information (example) D D Tas 10 2 4 3 20 102 Actoratet Warsuse Order Pangsten Sched Tile Prihet til More Yet T5 Min 101 Tue 26 2011 15 days Tunin Mon 216 T 1758 Bay days Won 2018 Tue 212 Day 15 days Tw210 Won 4.920 i 29 Tw210 Men TL 49 Won 400 Tun Mar 492 Won 29 15 15 de Tu Mon 500 T50 M2 days Des Code Sun Baktene HW Der Patent het Testo Integrate Byte 15 15 Fig: Schedule Timeline (example) b. Identify at least 4 schedule risks Case Study #1: Project Scheduling "I've called this meeting to solve a major problem with our management cost and control system (MCCS). remarked Wilfred Livingston president. "We're having one hell of a time trying to meet competition with our antiquated MCCS reporting procedures. Last year we were comidered onespomiver to the large government contracts because we could not adhere to the customer's financiare porting requirements. The government has recently shown a tenewed interest in Crosby Manufacturing Corporation. If we computerieur project financial reporting procedure, we'll be in great shape to meet the competition head-on. The customer might even walve the financial reporting requirements if we show our immediate intent to convert Crosby Manufacturing was $56 million a year electronics component manufacturing firm in 1985, which time Wilfred Willy Livingston became president. His first major at was to reagie the 700 employees into a modi fied matrix structure. This reorganization was the first step in Livingston's long range plan to obtain large government contracts. The matrix provided the cus tomer focal point policy that government agencies prefer. After three years, the matrix seemed to be working Now they could begin the second phase, an im proved MCCS policy On October 20, 1988. Livingston called a meeting with department managers from project management, cost accounting, MIS data processing and planning Livingston "We have to replace or computer with more thanced model so as to update our MCCS reporting procedures. In order for us to grow, we'll have to develop capabilities for keeping me even the different sets of books for our customer. Our present computer does nove this capability. We're talking about a sizable cash outlay, not necessarily to impress our customers, but to increase our business base and grow. We need weekly room daily, con data so as to better control our project MIS manager. I guess the first step in the design, development, and implemen tation process would be the feasibility study. The prepared a list of the major top ics which are normally included in a fability study of this stsee Exhibiti). Livingston "What kind of costs are you considering in the feasibility study?" MIS ager. "The major cost items include input-output demands, processing storage capacity, rental, purchase ore of a system onrecurring expenditures recurring expenditures cost of supplies facility requirements and training require ments. We'll have to get a lot of this information from the EDP department." EDP manager: "You must remember that for a short period of time, we'll end up with two computer systems in operation at the same time. This cannot be helped. However, I have prepared a typical abheviated schedule of my own see Exhibit II). You'll notice from the right hand column that I'm somewhat opti mistic as to how long it should take Livingstone "Have we prepared a checklist ze how to ealuste avendee?" EDP manager: Besides the benchmark test. The prepared a list of topics that we must include in evaluation of any vendore Exhibit II). We should plan to call on or visit other installation that he purchased the same equipment and see the system in action. Unfortunately, we may have to commit real early and begin developing software packages. As a matter of fact, using the principle of concur rency, we should begin developing sofware packages right now Livingston: "Because of the importance of this project, I'm going to violate our normal structure and appoint Tim Emary from our planning group as project leader. He's not as knowledgeable as you people are in regard to computers, but he does know how to lay out a schedule and got the job done. I'm sure your peo ple will give him all the necessary support he needs. Remember, I'll be behind this project all the way. We're going to convene again one week from today, at which time I expect to see a detailed schedule with all major milestones, team meetings, design review meetings, shows and identified. I'd like the project to be complete in eighteen months, if possible. If there are risks in the schedule, identify them. Any questions? a. Create a list of activities and schedule timelines for this project e.g., Activity - Receipt of bid on spec; Time to complete - 3 months Note: You must assume for timelines and slack. (Minimum 8). Activity A Preceding Activity None A B C AUTOMATED WAREHOUSE Order Picking System Description Define Requirements Assign Team Design Hardware Code Software Build and Test Hardware Develop Patent Request Test Software Integrate Systems 1 E G H D E,F,G Fig: Network Information (example) D D Tas 10 2 4 3 20 102 Actoratet Warsuse Order Pangsten Sched Tile Prihet til More Yet T5 Min 101 Tue 26 2011 15 days Tunin Mon 216 T 1758 Bay days Won 2018 Tue 212 Day 15 days Tw210 Won 4.920 i 29 Tw210 Men TL 49 Won 400 Tun Mar 492 Won 29 15 15 de Tu Mon 500 T50 M2 days Des Code Sun Baktene HW Der Patent het Testo Integrate Byte 15 15 Fig: Schedule Timeline (example) b. Identify at least 4 schedule risks

Case Study #1: Project Scheduling "I've called this meeting to resolve a major problem with our management cost and control system (MCCS)," remarked Wilfred Livingston, president. "We're having one hell of a time trying to meet competition with our antiquated MCCS reporting procedures. Last year we were considered nonresponsive to three large government contracts because we could not adhere to the customer's financial re- porting requirements. The government has recently shown a renewed interest in Crosby Manufacturing Corporation. If we can computerize our project financial reporting procedure, we'll be in great shape to meet the competition head-on. The customer might even waive the financial reporting requirements if we show our immediate intent to convert." Crosby Manufacturing was a $50-million a year electronics component manufacturing firm in 1985, at which time Wilfred "Willy Livingston became president. His first major act was to reorganize the 700 employees into a modi- fied matrix structure. This reorganization was the first step in Livingston's long- range plan to obtain large government contracts. The matrix provided the cus tomer focal point policy that government agencies prefer. After three years, the matrix seemed to be working. Now they could begin the second phase, an in- proved MCCS policy. On October 20, 1988, Livingston called a meeting with department managers from project management, cost accounting, MIS, data processing, and planning Livingston: "We have to replace our present computer with a more advanced model so as to update our MCCS reporting procedures. In order for us to grow, we'll have to develop capabilities for keeping two or even three different sets of books for our customers. Our present computer does not have this capability. We're talking about a sizable cash outlay, not necessarily to impress our customers, but to increase our business base and grow. We need weekly, or even daily, cost data so as to better control our projects." MIS manager: "I guess the first step in the design, development, and implemen tation process would be the feasibility study. I have prepared a list of the major top- ics which are normally included in a feasibility study of this sort" (see Exhibit I). Livingston: "What kind of costs are you considering in the feasibility study?" MIS manager: "The major cost items include input-output demands; processing: storage capacity, rental, purchase or lease of a system nonrecurring expenditures; recurring expenditures; cost of supplies; facility requirements; and training require ments. We'll have to get a lot of this information from the EDP department." EDP manager: "You must remember that, for a short period of time, we'll end up with two computer systems in operation at the same time. This cannot be helped. However, I have prepared a typical (abbreviated) schedule of my own (see Exhibit II). You'll notice from the right-hand column that I'm somewhat opti mistic as to bow long it should take us Livingston "Have we prepared a checklist on how to evaluate a vendor?" EDP manager: "Besides the benchmark test. I have prepared a list of topics that we must include in evaluation of any vendor (see Exhibit III). We should plan to call on or visit other installation that have purchased the same equipment and see the system in action. Unfortunately, we may have to commit real early and begin developing software packages. As a matter of fact, using the principle of concur rency, we should begin developing our software packages right now. Livingston: "Because of the importance of this project, I'm going to violate our normal structure and appoint Tim Emary from our planning group as project leader. He's not as knowledgeable as you people are in regard to computers, but he does know how to lay out a schedule and get the job done. I'm sure your peo- ple will give him all the necessary support he needs. Remember, I'll be behind this project all the way. We're going to convene again one week from today, at which time I expect to see a detailed schedule with all major milestones, team meetings, design review meetings, etc., shown and identified. I'd like the project to be complete in eighteen months, if possible. If there are risks in the schedule, identify them. Any questions?"