Mike Was Hired As A Project Manager To Install Hardwood Floo

Mike Was Hired As A Project Manager To Install Hardwood Floors For The

Mike was hired as a project manager to install hardwood floors for the company Awesome Floor and Tile. They will be installing new flooring into a local office building. Mike comes up with the list of work and estimates the time. A list of activities and their optimistic completion time, the most likely completion time, and the pessimistic completion time (all in days) are estimated in a given table. Following are the activities that are required to install the hardwood floor in the offices: Activity 1: Measure office room dimensions Activity 2: Estimate cost Activity 3: Material requisition Activity 4: Workforce requisition Activity 5: Special tool requisition Activity 6: Installation Activity 7: Inspection and customer acceptance Activity 2 starts immediately after Activity 1. Activity 3, Activity 4, and Activity 5 start concurrently after Activity 2. Activity 6 does not start until after Activity 3, Activity 4, and Activity 5 are completed. The project is complete after Activity 7 is completed. Your assignment is to write a report that addresses the following: If OT = Optimistic Time, MT = Most Likely Time, and PT = Pessimistic Time, use a Program Evaluation Review Technique (PERT) to compute the statistical time for each activity, as in the following table: Activities OT MT PT. You must also do the following: Determine and explain the expected completion time and the variance for each activity. Determine and explain the total project completion time and the critical path for the project. Determine and explain Early Start (ES), Early Finish (EF), Late Start (LS), and slack for each activity. What is the probability that this project will be finished in 40 days or less? Explain. Define how to gather the project requirements. Analyze whether there are any potential changes that could impact overall project schedule and project finishing time. Explain the best methods for managing the change requests and what kind of process this project should involve. Analyze implications of changes in project scheduling. Explain the best methods for managing the change requests and what kind of process this project should involve. Evaluate applications of project management techniques in terms of the firm’s business operational goals and requirements.

Paper For Above instruction

Introduction

Effective project management is critical for ensuring timely completion of complex tasks such as hardwood floor installation in commercial spaces. Using the Program Evaluation and Review Technique (PERT), project managers can estimate activity durations, identify critical paths, and assess project risks. This report addresses the application of PERT in planning the hardwood flooring project, evaluating activity durations, analyzing potential schedule impacts, and managing change requests aligned with the firm’s operational objectives.

PERT Estimation and Activity Duration Analysis

PERT involves calculating the expected duration (TE) and variance for each activity based on optimistic (OT), most likely (MT), and pessimistic (PT) time estimates. The formula for TE is:

TE = (OT + 4×MT + PT) / 6

Similarly, the variance (σ²) of each activity is:

Variance = [(PT - OT) / 6]²

Applying these formulas across all activities provides a probabilistic estimate that accounts for uncertainties in task durations. For example, Activity 1’s expected time (TE1) might be calculated as:

TE1 = (OT1 + 4×MT1 + PT1) / 6

and similarly for other activities. The variance offers insights into the uncertainty associated with each task, critical for risk assessment.

Total Project Duration and Critical Path Identification

The total project duration is determined by summing the expected durations along the critical path—the sequence of activities that determines the minimum project completion time. Using network analysis, we identify the longest path through the project network diagram. Suppose the critical path is Activities 1 → 2 → 3/4/5 (concurrent) → 6 → 7. The sum of their TE values provides the expected project completion time. Variances along this path allow us to compute overall project variance, facilitating probability calculations for on-time completion.

Schedule Analysis: ES, EF, LS, and Slack

Early Start (ES) and Early Finish (EF) are calculated by forward pass analysis:

- ES of initial activities is zero.

- EF = ES + activity duration.

- For subsequent activities, EF of predecessors becomes ES for successors.

Late Start (LS) and Late Finish (LF) are determined via backward pass:

- LF of final activities equals project duration.

- LS = LF - activity duration.

Slack (float) for each activity is the difference between LS and ES, indicating flexibility. Activities with zero slack form the critical path, requiring close monitoring to prevent delays.

Probability of Completing in 40 Days or Less

Using the total project duration's mean (μ) and standard deviation (σ), the probability P that the project finishes in 40 days is calculated through the standard normal distribution:

P = Φ((40 - μ) / σ)

where Φ is the standard normal cumulative distribution function. A low probability indicates high risk and may necessitate schedule adjustments.

Gathering Project Requirements

Effective requirement gathering involves stakeholder interviews, site assessments, and defining project scope, deliverables, constraints, and resource needs. Documenting detailed specifications ensures alignment with client expectations and provides a baseline for project planning and scope management.

Potential Schedule Impacts and Change Management

Changes such as material delays, labor shortages, or scope modifications can impact the schedule. Proactively managing these involves:

- Establishing a formal change request process.

- Evaluating the impact on timelines, costs, and quality.

- Approving, tracking, and communicating changes systematically.

Change control boards, integrated project management software, and regular review meetings are effective methods.

Implications of Schedule Changes

Alterations in schedule can cause resource reallocation, increased costs, and stakeholder dissatisfaction. Managing these risks involves contingency planning, re-evaluating critical paths, and adjusting project plans to mitigate delays while maintaining quality standards.

Application of Project Management Techniques

Applying methodologies such as critical path method (CPM), risk analysis, and earned value management aligns project execution with operational goals—namely minimizing downtime, optimizing resource use, and ensuring quality standards are met. These techniques support strategic decision-making and improve overall project success rates.

Conclusion

Utilizing PERT and robust change management processes enhances project visibility, controls risks, and facilitates timely completion of the hardwood flooring project. Aligning project management practices with operational goals ensures successful delivery and client satisfaction, fostering continuous improvement in the firm’s operational capabilities.

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) – Seventh Edition. Project Management Institute.
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• Heldman, K. (2018). Project Management JumpStart. Wiley.
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• Larson, E. W., & Gray, C. F. (2017). Project Management: The Managerial Process. McGraw-Hill Education.
• Chapman, C., & Ward, S. (2011). Project Risk Management: Processes, Techniques and Insights. Wiley.
• Gido, J., & Clements, J. (2016). Successful Project Management. Cengage Learning.
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