Using the MS project 2019, develop a WBS for AET. include duration in days and predecessors.

Advantage Energy Technology Data Center Migration Brian Smith, network administrator at Advanced Energy Technology (AET), has been given the responsibility of implementing the migration of a large data center to a new office location. Careful planning is needed because AET operates in the highly competitive petroleum industry. AET is one of five national software companies that provide an accounting and business management package for oil jobbers and gasoline distributors. A few years ago AET jumped into the "application service provider" world. Their large data center provides clients with remote access to AET's complete suite of application software systems. Traditionally, one of AET's primary competitive advantages have been the company's trademark IT reliability. Due to the complexity of this project, Brian will have to use a parallel method of implementation. Although this will increase project costs, a parallel approach is essential if reliability is not to be compromised. Currently AET's data center is located on the second floor of a renovated old bank building in downtown Corvallis, Oregon. The company is moving to a new, one-level building in the recently developed industrial complex at the Corvallis International Airport. On February 1, Brian is formally assigned the task by the vice president of operations, Dan Whitmore, with the following guidelines: From start to finish, it is anticipated the entire project will take three to four months to complete. It is essential that AET's 235 clients suffer no downtime. Whit more advises Brian to come back to the Executive Committee on February 15 with a presentation on the scope of the project that includes costs, "first-cut timeline, and proposed project team members. Brian had some preliminary discussions with some of AET's managers and directors from each of the functional departments and then arranged for a full-day scope meeting on February 4 with a few of the managers and technical representatives from Operations, Systems, Facilities, and Applications. The scope team determined the following: Three to four months is a feasible project timeline, and first-cut cost estimate is $80,000- $90,000 (this includes the infrastructure upgrade of the new site). Critical to the "no-downtime requirement is the need to completely rely on AET's remote disaster recovery "hot" site for full functionality. Brian will serve as project manager of a team consisting of one team member each from Facilities, Operations/Systems, Operations/Telecommunications, Systems and Applications, and Customer Service. . a Brian's Executive Committee report was positively received and, after a few modification and recommendations, he was formally charged with responsibility for the project. Brian recruited his team and scheduled their first team meeting (March 1) as the initial task of his project- planning process. The city inspector will take two days to approve inspection and after the new power supplies and cables have arrived, Brian can install the power supplies and run the cables. Brian estimates that it will take five days to install the power supplies and one week to run all of the data cables. Before Brian can assign an actual date for taking the network offline and switching to the hot remote site, he must get approval from each of the functional units (switch approval). Meeting with each of the functional units will require one week. During this time he can initiate a power check to ensure that each of the racks has sufficient voltage. This will require only one day. Upon completion of the power check, he can take one week to install his test servers. The test servers will test all of the primary network functions and act as a safeguard before the network is taken offline. The batteries must be charged, ventilation installed, and test servers up and running before management can be assured that the new infrastructure is safe, which will take two days. Then they will sign off the primary systems check, taking one day of intense meetings. They will also set an official date for the network move. Brian is happy that everything has gone well thus far and is convinced that the move will go just as smoothly. Now that an official date is set, the network will be shut down for a day. Brian must move all of the network components to the new data center, which will take for two days. ASSIGNMENT 1. Using the MS Project 2019, develop a WBS for AET. Include duration in days and predecessors. (Hint: use 5 workdays per week when you convert a week to days). 2. Ordering ventilation system, new racks, and power supplies/cables takes only one actual day of work. The remaining days are the time necessary for the vendors to fill and ship the order to Brian. So use finish-to-start lags here. Assume that five days after the start of the renovation of the data center that the raised floor will be ready for inspection (a start- to-start lag). 3. Set the project start time on March 1, 2010 and observe the following holidays: Memorial Day (last Monday in May), July 4th, Labor Day (first Monday in September), Thanksgiving Day (4th Thursday in November), December 25 and 26. 9 4. In a WORD file, prepare a memo that answers the following questions based on your schedule: a. How many working days will it take to finish the project? Which date is the project estimated to be completed? b. What is the critical path? (identify activities on critical path(s)) c. Which activity has the most total slack? d. Along with your memo in a WORD file, submit the following (one page for each) printouts in PDF files from MS Project 2019 to the D2L dropbox. a A Gantt chart with entry table. A network diagram highlighting the critical path. A schedule table reporting ES, LS, EF, LF, and slack for each activity