Bus472l Unit 2-4 Assignment Student Name ✓ Solved

Bus472l Unit 2 4 Assignmentstudent Name

Bus472l Unit 2 4 Assignmentstudent Name

Replace fields within [brackets] with applicable data for your project. First, list out deliverables and work packages; which align to your project scope. Feel free to add additional lines as applicable based on your project size. Ensure to update the WBS # and indent lines as applicable. Add in estimated start and completion dates, owners (person responsible for ensuring the activity is completed), and then shade the applicable columns to represent the length of each activity to create a Gantt chart.

Ignore the predecessor column for Unit 2. Then fill in the Resource Chart, the resources should align to the activity owners that you assigned in your WBS. Unit 4: Update your WBS below to include predecessors (this will be the WBS # of the activity that must be completed prior to starting that activity). Note be sure to check then your expected start and completion dates reflect properly based on your predecessors. Next, set at least two tasks to run in parallel.

Finally, complete the below critical path and resource constraint/leveling instructions below.

Project WBS (Unit 2 & 4)

WBS #Activity NameExpected StartExpected CompletionActivity OwnerPredecessor
1[Project Name]
1.1Initiate
1.1.1[Deliverable 1][mm/dd/yyyy][mm/dd/yyyy][Name]
1.1.2[Deliverable 2][mm/dd/yyyy][mm/dd/yyyy][Name]
1.2Planning
1.2.1[Deliverable 3][mm/dd/yyyy][mm/dd/yyyy][Name]
1.3Execution
1.3.1[Work Package 1][Name]
1.3.1.1[Work Package 1 Task][Name]
1.3.1.2[Work Package 2][Name]
1.3.2[Deliverable 5][Name]
1.3.3[Deliverable 6][Name]
1.4Close
1.4.1[Deliverable 7][Name]

Resource Chart

NameRole% of Time Dedicated to the Project
[Name][Role][Percentage]

Critical Path Analysis

The project critical path is important because if an activity on the critical path is delayed, the overall project delay will occur. In analyzing your project, identify which activities are on your critical path. Some projects may have all activities in serial sequence, making all activities critical, while others might have activities that can run in parallel. To limit the number of activities on your critical path, you may consider overlapping tasks where dependencies allow, or resource leveling to reduce bottlenecks. Proactively, implement contingency plans such as buffer times or resource reallocation to mitigate delays. For example, adding slack or float time to non-critical activities can prevent a delay in one activity from affecting the entire schedule. Regular progress monitoring and early risk identification are key strategies to prevent slips from jeopardizing the project's success.

Resource Constraints

Resource constraints occur when key personnel or resources are over-allocated, preventing activities from completing on time. Reflecting on your project, determine if any activity repeatedly relies on the same individual or resource, risking bottlenecks. If constraints exist, solutions include redistributing workloads, outsourcing certain tasks, or adjusting the schedule by resourcing or reprioritizing activities. For example, if a project manager is over-allocated, hiring additional personnel or adjusting deadlines can alleviate pressure. If unforeseen constraints arise, such as an activity needing to be expedited, options include increasing resource levels temporarily, fast-tracking tasks, or parallelizing activities where possible, always ensuring resource capacity aligns with project needs, as recommended by project management best practices (Kerzner, 2017; PMI, 2021).

References

  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
  • PMI. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute.
  • Leach, L. P. (1999). Critical Chain Project Management Panel. Journal of Operations Management, 17(3), 365-375.
  • Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme. Wiley.
  • Meredith, J. R., & Mantel, S. J. (2017). Project Management: A Managerial Approach. Wiley.
  • Heldman, K. (2018). Project Management JumpStart. Wiley.
  • Galup, S., Dilsizian, A., & Dempsey, D. (2019). Agile Project Management for Dummies. Wiley.
  • Cooke-Davies, T. (2018). The Role of the Business Case in Project Management. International Journal of Project Management, 36(1), 147-158.
  • Russell, S., & Taylor, B. (2017). Operations Management: Creating Value Along the Supply Chain. Wiley.
  • Fleming, Q. W., & Koppelman, J. M. (2010). Earned Value Project Management. Project Management Institute.

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