Part 3a: After Creating The Resource Pool, Copy The Screen I

Part 3a After Creating The Resource Pool Copy The Screen Image Of Re

Part 3a After creating the resource pool, copy the screen image of Resource Sheet and paste into the Word document. After assigning resources, copy the screen image of the data entry screen and paste into the Word document. After time-constrained scheduling, copy the screen image of Resource Sheet and paste into the Word document. The Resource Sheet should show the resources that over-allocated. After resource-constrained scheduling, copy the screen image of Resource Sheet and paste into the Word document. The Resource Sheet should show the resources that over-allocated. Part 3B After adding the two internal development teams and doing time-constrained resource scheduling, copy the screen image of Resource Sheet and paste into the Word document. The Resource Sheet should show the resources that over-allocated. After adding the two external development teams and doing time-constrained resource scheduling, copy the screen image of Resource Sheet and paste into the Word document. The Resource Sheet should show the resources are no longer over-allocated. After generating the Cashflow report, copy the screen image and paste into the Word document. Change time scale to months. Answer all the questions given in Part 3 (five questions from Part 3A and three questions from Part 3B) and Part 4 (all questions). Submit your answers along with the screen shots as listed above as Appendices to the instructor through the Assignment tab on the Blackboard for evaluation. In addition to the general instructions included in the Overview of this topic, you might find the following notes helpful in doing the Conveyor Belt homework. Part 3A Notes Enter resource names from Table A2.12 For “Assembly/Test” enter “Assembly” for consistency with Table A2.11. Enter one team as 100% and two Teams as 200% under Maximum Units. Part 3B Notes 1. Add the two internal development teams for a total of four internal development teams to the resource pool. Level within the available slack (to complete the project within 530 days). If no resources are over-allocated, you have achieved your objective of completing the project in 530 days at the minimum cost. If any resources are still over-allocated, go to the next step. 2. Add the two external development teams as “DevelopmentX” to the resource pool. The external development teams are added as “DevelopmentX” since they are paid at a higher standard rate ($120 per hour). Identify the resources and the activities that are over-allocated through the Resource Usage view by scrolling horizontally. Make a note of the activities. 3. Select the shortest activity from the over-allocated activities from the previous step and change the resource assigned from Development to “DevelopmentX”. Level within the available slack (to complete the project within 530 days). If no resources are over-allocated, you have achieved your objective of completing the project in 530 days at the minimum cost. Otherwise, identify the resources and the activities that are over-allocated through the Resource Usage view by scrolling horizontally. Make a note of the activities. 4. Repeat previous steps until no resources are over-allocated, and the project is planned to finish within 530 days at the minimum cost. Table A2.12 (Organization Resources) Name Group Cost ($/hr) Design R&D (2 teams) $100 Development R&D (2 teams) $70 Documentation R&D (1 team) $60 Assembly R&D (1 team) $70 Purchasing Procurement (1 team) $40 From the textbook: Part 3 Remember the old saying, “A project plan is not a schedule until resources are committed.” This exercise illustrates this subtle but very important difference. Part A Using your files from Part 2 input resources and their costs if you have not already done so. All information is found in Tables A2.11 and A2.12 Answer the following questions: 1. Which if any of the resources are over-allocated? 2. Assume that the project is time constrained and try to solve any over-allocation problems by leveling within slack. What happens? 3. What is the impact of leveling within slack on the sensitivity of the network? Include a Gantt chart with the schedule table after leveling within slack. 4. Assume the project is resource constrained and resolve any over-allocation problems by leveling outside of slack. What happens? What are the managerial implications? 5. What options are available at this point in time? Include a Gantt chart with the schedule table after leveling outside of slack. Note: No splitting of activities is allowed. Note: No partial assignments (i.e., 50 percent). All resources must be assigned 100 percent. Part B When you show the resource-constrained network to top management, they are visibly shaken. After some explanation and negotiation they make the following compromise with you: -The project must be completed no later than February 2, 2011 (day count). -You may assign two additional development teams. -If this does not suffice, you may hire other development teams from the outside. Hire as few external teams as possible because they cost $50 more per hour than your inside development people. Internal Development: Add as many development units (teams) as needed to stay within 530 days. If you need more than two internal development units, then hire as few external teams as necessary. Select the cheapest possibility! Change as few activities as possible. It is recommended you keep work packages which require cooperation of several organizational units inside your company. Undo leveling prior to adding new resources. Once you have obtained a schedule that meets the time and resource constraints, answer the following questions: 1. What changes did you make and why? 2. How long will the project take? 3. How did these changes affect the sensitivity of the network? Include a Gantt chart with a schedule table presenting the new schedule. Part 4 Based on the file created at the end of Part 3, answer the following questions: 1. How much will the project cost? 2. What does the cash flow statement tell you about how costs are distributed over the life span of the project? Include a monthly cash flow and a cost table for the project. Once you are confident that you have the final schedule, save the file as a baseline. Hint: Save a backup file just in case without baseline. Part 5 Follow the instructions given in the Overview and Video Tutorials to complete Part 5 (Do only the Fourth Quarter, January 1, 2011) and Part 6 of the Conveyor Belt Project in Appendix 2 of the textbook. Submit your Word document for the assignment to the instructor through the Assignment tab. Initial Steps 1. Open the Conveyor Belt Project file for the homework from the last module (resource scheduling). 2. Save the file under a new name. So you can go back to the previous file if there is a problem afterward. 3. Set baseline for the project. 4. Open a Word document for this week’s homework. Part 5 (Do only the Fourth Quarter, January 1, 2011). 1. Set status and current date for the project to January 1, 2011. 2. Enter status information for the project in the Tracking table. 3. Produce and copy/paste the Earned Value Report, Earned Value Cost Indicators Report, Earned Value Schedule Indicators Report, and the Tracking Gantt Chart into the Word document. 4. Answer all the questions given in Part 5 for the fourth quarter only. Note: EACf is same as EAC and VACf is same as VAC. From Textbook Part 5 Prepare a status report for the fourth quarter (January 1, 2011). This requires saving the resource schedule as a baseline and inserting the appropriate status report date in the program. Assume that no work has been completed on the day of the status report. The status report should include a table containing the PV, EV, AC, BAC, EAC, SV, CV, and CPI for each activity and the whole project. The report should also address the following questions: 1. How is the project progressing in terms of cost and schedule? 2. What activities have gone well? What activities have not gone well? 3. What do the PCIB and PCIC indicate in terms of how much of the project has been accomplished to date? 4. What is the forecasted cost at completion (EACf)? What is the predicted VACf? 5. Report and interpret the TCPI for the project at this point in time? 6. What is the estimated date of completion? 7. How well is the project doing in terms of its priorities? Include a Tracking Gantt chart with each report Table A2.16 (Fourth Quarter - January 1, 2011) Start Finish Actual Remaining Activity Date Date Duration Duration Hardware specifications 2/9/10 4/12/10 Hardware design 4/13/10 7/16/10 Hardware documentation 7/19/10 8/24/10 Prototypes 11/11/10 Kernel specifications 2/8/10 3/12/10 Disk drivers 3/15/10 8/17/10 Serial I/O drivers 11/11/10 Memory management 3/15/10 7/30/10 Operating system documentation 3/15/10 4/16/10 Utilities specifications 3/8/10 3/29/10 Routine utilities 4/26/10 7/27/10 Complex utilities 3/30/10 8/11/10 Utilities documentation 5/3/10 6/2/10 Architectural decisions 1/4/10 2/5/10 Integration first phase 8/25/10 11/10/10 Part 6 You have received revised estimates for the remaining activities at the end of the fourth quarter as given in Part 6 of the Conveyor Belt project in Appendix 2. Enter the revised estimates in the start dates, completion dates, and durations into the Gantt Chart/Table in the respective columns. This will result in a revised estimate of the project completion date. Part 6 (Status Date January 1, 2011). There is no need to change the status and current date from what was set earlier, i.e., January 1, 2011. 2. Enter the new status information for the project in the Tracking table. 3. Produce and copy/paste the Earned Value Report, Earned Value Cost Indicators Report, Earned Value Schedule Indicators Report, and the Tracking Gantt Chart into the Word document. 4. Answer all the questions given in Part 6. From Textbook (page 640): Part 6 You have received revised estimates for the remaining activities at the end of the fourth quarter: -Prototypes will be completed on 3/8/11 -Serial I/O drivers will be completed on 6/30/11 -System hardware/software test will start on 7/11/11 and take 25 days -Order circuit boards will start on 8/8/11 and take 5 days -Assemble preproduction model will begin on 10/14/11 and take 18 days -Project documentation is expected to start on 8/8/11 and will take 55 days -Network interface is expected to start on 8/8/11 and will take 99 days -Shell is expected to start on 8/8/11 and will take 55 days -Integrated acceptance testing is expected to start on 12/29/11 and will take 54 days What is the new EAC for the project? How long should the project take given these revised estimates? How happy will top management be with these forecasts given the priorities of the project? What recommendations would you make? Include a revised schedule, a Tracking Gantt Chart, and cost table. The first two parts have been completed but are included below for reference purposes. For additional details, refer to the original project documentation and instructions provided on the assignment. The above instructions focus on resource management, scheduling, and project tracking, emphasizing the importance of resource leveling, handling over-allocations, and updating project prospects with revised estimates to ensure timely and cost-effective completion. Proper documentation of screenshots and detailed answers to specific analytical questions are essential for comprehensive project management and reporting.

Paper For Above instruction

In modern project management, effective resource allocation, scheduling, and continual monitoring are pivotal in ensuring project success. The detailed exercises centered around the Conveyor Belt Project illustrate essential principles such as resource leveling, managing over-allocations, and incorporating revised estimates to adapt to project realities. These practices not only help prevent delays and cost overruns but also enable project managers to assess project performance accurately and make informed decisions to meet project goals within constraints.

The initial steps of creating the resource pool, assigning resources, and conducting time-constrained scheduling lay the groundwork for project control. The resource sheet, which displays resource utilization, is instrumental in diagnosing over-allocations. When over-allocations occur, resource leveling within slack minimizes disruptions by adjusting activity timings without delaying the project’s critical path. This approach preserves project flexibility and optimizes resource use without incurring additional costs or extending the timeline unnecessarily. The examples show how leveling within slack can alleviate over-allocations, but it may reduce the network’s sensitivity, making the schedule less responsive to delays or accelerations.

Conversely, resource leveling outside of slack prioritizes critical activities and constraints, often leading to adjustments that prolong the project duration. This managerial decision, driven by resource constraints or strategic priorities, emphasizes the importance of balancing resource availability with project deadlines. The use of resource smoothing and leveling techniques allows project managers to identify optimal resource allocations, minimize idle time, and avoid unnecessary resource costs, especially when external contractors are involved.

Adding external teams introduces additional complexity but offers flexibility, enabling project completion within the desired timeframe. This capstone decision underscores the importance of cost considerations, where external resources are more expensive but can prevent schedule overruns. The strategic trade-offs between internal and external resource deployment exemplify critical project management concepts such as cost-benefit analysis, risk management, and stakeholder communication.

In the later stages, using earned value management (EVM) technology provides quantitative insights into project performance, highlighting cost and schedule variances, forecasted costs (EAC), and performance indices (CPI, TCPI). These metrics inform project control decisions and forecast future performance accurately, guiding managers in delivering projects on time and within budget.

Revised estimates and updated schedules reinforce the necessity of continuous monitoring and responsiveness. Adjusting task durations, reallocating resources, and revising timelines based on latest data are fundamental in maintaining project relevance and success. The integration of comprehensive reporting tools such as Gantt charts and financial analyses supports transparent stakeholder communication and strategic decision-making.

In conclusion, the exercises and principles explored through the Conveyor Belt Project encapsulate core project management practices. These include diligent resource management, dynamic scheduling adjustments, proactive risk mitigation, and rigorous performance tracking. Mastery of these areas is essential for project managers aiming for efficiency, timeliness, and cost-effectiveness, ultimately contributing to project success and organizational objectives.

References

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• Fleming, Q. W., & Koppelman, J. M. (2010). Earned Value Project Management. Project Management Institute.
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