Gantt Chart Schedule 472L 33 Case Study Nightingale P 127827

Gantt Chart Schedulepmt472l 33 Case Study Nightingale Project Part

Gantt Chart Schedule PMT472L 3.3 CASE STUDY: NIGHTINGALE PROJECT - PART B Crashed Gantt Chart Schedule What does the crashed schedule look like? Adjust the Part A Gantt chart that you already created to include all duration reductions and lags listed in the Part B assignment instructions. Activity Duration (days) Start Date Finish Date Predecessor(s) 1/3/17 1/4/17 1/5/17 1/6/17 1/9/17 1/10/17 1/11/17 1/12/17 1/13/17 1/16/17 1/17/17 1/18/17 1/19/17 1/20/17 1/23/17 1/24/17 1/25/17 1/26/17 1/27/17 1/30/17 1/31/17 2/1/17 2/2/17 2/3/17 2/6/17 2/7/17 2/8/17 2/9/17 2/10/17 2/13/17 2/14/17 2/15/17 2/16/17 2/17/17 2/20/17 2/21/17 2/22/17 2/23/17 2/24/17 2/27/17 2/28/17 3/1/17 3/2/17 3/3/17 3/6/17 3/7/17 3/8/17 3/9/17 3/10/17 3/13/17 3/14/17 3/15/17 3/16/17 3/17/17 3/20/17 3/21/17 3/22/17 3/23/17 3/24/17 3/27/17 3/28/17 3/29/17 3/30/17 3/31/17 4/3/17 4/4/17 4/5/17 4/6/17 4/7/17 4/10/17 4/11/17 4/12/17 4/13/17 4/14/17 4/17/17 4/18/17 4/19/17 4/20/17 4/21/17 4/24/17 4/25/17 4/26/17 4/27/17 4/28/17 5/1/17 5/2/17 5/3/17 5/4/17 5/5/17 5/8/17 5/9/17 5/10/17 5/11/17 5/12/17 5/15/17 5/16/17 5/17/17 5/18/17 5/19/17 5/22/17 5/23/17 5/24/17 5/25/17 5/26/17 5/30/17 5/31/17 6/1/17 6/2/17 6/5/17 6/6/17 6/7/17 6/8/17 6/9/17 6/12/17 6/13/17 6/14/17 6/15/17 6/16/17 6/19/17 6/20/17 6/21/17 6/22/17 6/23/17 6/26/17 6/27/17 6/28/17 6/29/17 6/30/17 7/3/17 7/5/17 7/6/17 7/7/17 7/10/17 7/11/17 7/12/17 7/13/17 7/14/17 7/17/17 7/18/17 7/19/17 7/20/17 7/21/17 7/24/17 7/25/17 7/26/17 7/27/17 7/28/17 7/31/17 8/1/17 8/2/17 8/3/17 8/4/17 8/7/17 8/8/17 8/9/17 8/10/17 8/11/17 8/14/17 8/15/17 8/16/17 8/17/17 8/18/17 8/21/17 8/22/17 8/23/17 8/24/17 8/25/17 8/28/17 8/29/17 8/30/17 8/31/17 9/1/17 9/5/17 9/6/17 9/7/17 9/8/17 9/11/17 9/12/17 9/13/17 9/14/17 9/15/17 9/18/17 9/19/17 9/20/17 9/21/17 9/22/17 9/25/17 9/26/17 9/27/17 9/28/17 9/29//2//3//4//5//6//9//10//11//12//13//16//17//18//19//20//23//24//25//26//27//30//31//1//2//3//6//7//8//9//10//13//14//15//16//17//20//21//22//24//27//28//29//30//1//4//5//6//7//8//11//12//13//14//15//18//19//20//21//22//27//28//29/17 Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Wed Thu Fri 1 - Architectural decisions 10 1/3/17 1/16/17 None Report PMT472L 3.3 CASE STUDY: NIGHTINGALE PROJECT - PART B Is it possible to meet the October 25, 2017 deadline with all of the duration reductions and lags included? (Enter response) What other factors should be considered before finalizing the schedule? (Enter response) WRITING A TREATMENT PLAN Everything that social workers do is an intervention; therefore, social workers develop treatment plans so that they can outline the purpose of treatment, assist in giving the client direction in the treatment process, allow the social worker to collaborate with the client, and help social workers and clients mark progress toward goals.

Depending on where you work as a social worker, your funding source may be dependent upon your treatment plan. In this Assignment, you develop a treatment plan for a client. In real practice, you should never create a treatment plan without conducting a more thorough assessment and then collaborating with the client to mutually agree on goals and steps to implement the plan. For the purpose of this Assignment, however, you explain how you might go about this process. RESOURCES Be sure to review the Learning Resources before completing this activity.

Click the weekly resources link to access the resources. WEEKLY RESOURCES TO PREPARE · Watch the video case study found in the Learning Resources. · Then, consult the Learning Resources and/or go to the Walden Library to find information related to interventions for this type of client or problem. · Use this information to help develop an individual or family treatment plan for the identified client (Amy, Mrs. Bargas, or Bargas family) with whom you have chosen to work from the case study. · For help with this assignment, refer back to the Library recommendations in Week 3. · Helpful tip: Try other keywords including: · treatment programs · intervention · Try using the AND and OR connectors. For example: · drug addiction OR drug abuse OR substance abuse OR drug use · senior citizen OR older people OR elderly OR aging · intervention AND alcoholism · Learn more about AND, OR, and NOT (Boolean operators) in the guide below. · Guide: Keyword Searching: Boolean Links to an external site.

BY DAY 7 Write a generalist treatment plan that includes all of the following: · Identify the client. · Describe the problems that need to be addressed. · Explain how you would work with the client to identify and prioritize problems. · Identify the related needs based on the identified problems. · Describe how you would utilize client strengths when selecting a strategy for intervention. · Identify at least two treatment plan goals. · Create at least one measurable objective to meet each goal. · Explain the specific action steps to achieve objectives. · Describe what information is important to document in a treatment plan, and explain why. SUBMISSION INFORMATION REFERENCES · Kirst-Ashman, K.

K., & Hull, G. H., Jr. (2018). Empowerment series: Understanding generalist practice (8th ed.). CENGAGE Learning. · Chapter 6, “Planning in Generalist Practice†(pp. 224–254) · Chapter 16, “Recording in Generalist Social Work Practice†(pp. 599–656) · Barsky, A. (2017, Winter). Ethics alive! To record or not to record: The ethics of documentation. Links to an external site. The New Social Worker.

REQUIRED MEDIA · Singer, J. B. (Host). (2007, March 1). Developing treatment plans: The basics (Episode 11) Links to an external site. [Audio podcast episode]. Social Work Podcast. · Walden University, LLC. (2017). Southside Community Services: Mrs. Bargas, case history [Video]. Walden University Canvas. · Walden University, LLC. (2017). Southside Community Services: Amy, episode 1 [Video]. Walden University Canvas. · Walden University, LLC. (2017). Southside Community Services: Mrs. Bargas and Amy, episode 1 [Video]. Walden University Canvas. Instructions ASSIGNMENT Use the Nightingale Crashes and Lags Template attached here to complete this assignment. · Adjust the Gantt Chart that you already created for the Nightingale Project in the previous assignment to include all of the crashes and lags listed in the case below. (Notes: You do not need the project network diagram again for this assignment. You can copy-paste your previous Gantt chart into this template and then make adjustments to it.) · Prepare a report to be presented to the project team that answers the following questions: · Is it possible to meet the October 25, 2017 deadline with all of the duration reductions (crashes) and lags included? · What other factors should be considered before finalizing the schedule?

Read and complete the Nightingale Project Crashes and Lags case below. NIGHTINGALE PROJECT CRASHES AND LAGS CRASHES Rassy and the team were concerned with the results of your analysis. They spent the afternoon brainstorming alternative ways for shortening the project duration. They rejected outsourcing activities because most of the work was developmental in nature and could only be done in-house. They considered altering the scope of the project by eliminating some of the proposed product features.

After much debate, they felt they could not compromise any of the core features and be successful in the marketplace. They then turned their attention to accelerating the completion of activities through overtime and adding additional technical manpower. After a lengthy discussion, her team concluded that the following activities would be reduced: · Development of the voice recognition system would be reduced from 15 days to 10 days at a cost of $15,000. · Creation of the database would be reduced from 40 days to 35 days at a cost of $35,000. · Document design would be reduced from 35 days to 30 days at a cost of $25,000. · External specifications would be reduced from 18 days to 12 days at a cost of $20,000. · Procurement of prototype components would be reduced from 20 days to 15 days at a cost of $30,000. · Ordering of stock parts would be reduced from 15 days to 10 days at a cost of $20,000.

LAGS Ken Clark, a development engineer, pointed out that the network contained only finish-to-start relationships and that it might be possible to reduce project duration by creating start-to-start lags. For example, he said that his people would not have to wait for all the field tests to be completed to begin making final adjustments in the design. They could start making adjustments after the first 15 days of testing. The project team spent the remainder of the day analyzing how they could introduce lags into the network to shorten the project. They concluded that the following finish-to-start relationships would be converted into lags: · Document design would begin 5 days after the start of the review design. · Adjust design would begin 15 days after the start of field test prototypes. · Order stock parts would begin 5 days after the start of adjust design. · Order custom parts would begin 5 days after the start of adjust design. · Training sales representatives would begin 5 days after the start of the test unit and complete 5 days after the production of 30 units.

Paper For Above instruction

The Nightingale Project represents a complex case study in project management where schedule compression techniques such as crashing and fast tracking are essential to meet aggressive deadlines. The primary goal is to determine whether it is feasible to meet the October 25, 2017, deadline when applying the proposed reductions in activity durations and introducing lags into the project network. This paper provides an analysis of the modified schedule, evaluates potential risks and mitigating factors, and discusses considerations prior to finalizing the project timeline.

Introduction

Effective project scheduling is critical for ensuring timely delivery, especially for technological development projects like Nightingale that involve multiple interdependent activities. The project team has opted to pursue crashing—reducing activity durations through overtime and additional resources—and adjusting relationships via lags to accelerate progress while maintaining scope integrity. The question is whether these measures suffice to compress the project schedule to meet the specified deadline without compromising quality or risking project failure.

Analysis of Crashed Activities

The proposed activity reductions are as follows:

• Voice recognition system: reduced from 15 to 10 days at a cost of $15,000.
• Database creation: reduced from 40 to 35 days at a cost of $35,000.
• Document design: reduced from 35 to 30 days at a cost of $25,000.
• External specifications: reduced from 18 to 12 days at a cost of $20,000.
• Procurement of prototype components: reduced from 20 to 15 days at a cost of $30,000.
• Ordering stock parts: reduced from 15 to 10 days at a cost of $20,000.

These reductions incur a total additional expenditure of approximately $145,000, which is a significant investment but potentially necessary for schedule compression. The effectiveness of these reductions hinges on the criticality of these tasks in the overall project timeline and whether their acceleration aligns with the project’s pace.

Use of Lags in Activities

Ken Clark proposed that the network could be optimized further through the creation of start-to-start lags, which would enable concurrent activity execution. The specific lags identified include:

• Begin document review 5 days after starting design review.
• Initiate design adjustments 15 days after starting field tests.
• Start ordering stock parts 5 days after the beginning of design adjustments.
• Begin ordering custom parts 5 days after start of design adjustments.
• Commence sales training 5 days after testing begins and finish 5 days after producing 30 units.

Introducing these lags allows overlapping phases, thus potentially compressing the overall project duration by reducing idle times between sequential activities. However, this approach also introduces risks such as insufficient testing before modifications, which might impact quality and necessitate rework.

Feasibility of Meeting the October 25, 2017 Deadline

Based on the combined effects of crashing selected activities and implementing lags, a revised project schedule can be modeled to determine if the original deadline is attainable. Assuming accurate estimation and the successful application of crash costs, the project’s critical path would likely be shortened enough to meet or come very close to the deadline. However, this assumes no additional delays or unforeseen complications occur during execution.

In practice, project managers should perform a detailed sensitivity analysis, incorporating contingency reserves and risk assessments, to ensure that schedule compression does not jeopardize project delivery.

Factors to Consider Before Finalizing the Schedule

• Cost vs. Benefit Analysis: The additional costs of crashing activities must be justified against the benefits of early delivery. Budget constraints or funding limitations could influence decision-making.
• Resource Availability: Overtime and additional personnel are not always readily available, and reliance on them could lead to burnout, errors, or decreased productivity.
• Quality Assurance: Acceler