FZMR05 Research Methods & Project Management: Analytical Techniques
This assignment is designed to test your capabilities with a range of PM analytical techniques.
Task
The planning phase for a Network Installation project has generated:-
- A Work Breakdown Structure. Table 1
- A probabilistic estimate of Normal, Optimistic and Pessimistic durations. Table 2
- A set of costs and durations for crashing purposes. Table 3
- A set of resource costing data. Table 4
- Produce a basic schedule, using eg a Gantt chart which clearly shows:-
- The project duration based on Normal task durations.
- The project critical path.
- The total project cost.
Clearly state any decisions you have made, assumptions and outcomes.
The project sponsor would like the project to be completed by March 1st 2017.
When would you need to start in order to achieve this.
- b) Apply a Probabilistic technique (PERT) and produce an AON network for the project using expected time. Explain/estimate:-
- How (and by how much) this differs from the normal time predicted in a)
- The probability of completing 3 days earlier than your normal time.
- The duration if you want to be 99% certain of completion.
- c) The project sponsor would like to know the cost of completing the project up to 2 working weeks quicker.
Crash the project using EITHER a “manual” technique OR Excel Solver.
In either case provide an AoA diagram.
If you crash manually you will need to provide a concise narrative of the method you used and the final version of the network.
If you use the SOLVER you will need to provide evidence of the constraints used.
In either case, provide a copy of the cost v duration graph.
Table 1:- Work Breakdown Structure with resources for Network Installation Project
|
WBS ID |
Task Name |
Duration |
Predecessors |
Resource Names |
|
1 |
Phase I – Planning and design of LAN |
|
|
|
|
1.1 |
Project start |
0 |
|
|
|
1.2 |
Technical Specifications determined |
10 |
1.1 |
Administrative Assistant,Chief Editor,Project Manager,Senior Programmer,Senior Writer,System Analysts,Systems Consultant,Vice President-Management Information Systems,Writers |
|
1.3 |
Design Plan developed |
3 |
1.2 |
Chief Editor,Project Manager,System Analysts,Vice President-Management Information Systems |
|
2 |
Phase II – Preparation for installation |
|
|
|
|
2.1 |
Equipment ordering |
2 |
1.3 |
Administrative Assistant |
|
2.2 |
System prototype |
20 |
2.1 |
Programmers,Senior Programmer,System Analysts,Systems Consultant |
|
2.3 |
Configuration |
10 |
2.1 |
Programmers,Senior Tester,Systems Consultant,Testers |
|
2.4 |
Testing |
5 |
2.3 |
Senior Tester,Testers |
|
2.5 |
Site analysis |
5 |
2.1 |
Junior Programmers,Programmers,System Analysts,Testers |
|
3 |
Phase III – Installation |
|
|
|
|
3.1 |
Site installation |
3 |
2.2,2.3,2.5 |
Project Manager,Senior Tester,System Analysts,Systems Consultant,Testers |
|
3.2 |
Documentation set-up |
10 |
3.1,2.4 |
Chief Editor,Senior Writer,Writers |
|
4 |
Phase IV – Installation follow-up |
|
|
|
|
4.1 |
Orientation for client |
2 |
3.2 |
Administrative Assistant,Programmers,Project Manager,System Analysts,Systems Consultant |
|
4.2 |
Support to client |
5 |
3.1 |
Project Manager,Senior Programmer,Senior Tester,Senior Writer,Systems Consultant |
|
4.3 |
Post-installation review |
3 |
4.2 |
Chief Editor,Project Manager,System Analysts,Systems Consultant,Vice President-Management Information Systems |
|
4.4 |
System acceptance
|
0 |
4.3, 4.1 |
|
Table 2 Uncertainty of Durations in the Network Installation
|
WBS ID |
Task Name |
Predecessors |
Normal Duration |
Optimistic Duration |
Pessimistic Duration |
|
1 |
Phase I – Planning and design of LAN |
|
|
|
|
|
1.1 |
Project start |
|
0 |
0 |
0 |
|
1.2 |
Technical Specifications determined |
1.1 |
10 |
7 |
15 |
|
1.3 |
Design Plan developed |
1.2 |
3 |
2 |
5 |
|
2 |
Phase II – Preparation for installation |
|
|
|
|
|
2.1 |
Equipment ordering |
1.3 |
2 |
2 |
2 |
|
2.2 |
System prototype |
2.1 |
20 |
15 |
30 |
|
2.3 |
Configuration |
2.1 |
10 |
8 |
24 |
|
2.4 |
Testing |
2.3 |
5 |
4 |
8 |
|
2.5 |
Site analysis |
2.1 |
5 |
3 |
5 |
|
3 |
Phase III – Installation |
|
|
|
|
|
3.1 |
Site installation |
2.2,2.3,2.5 |
3 |
3 |
3 |
|
3.2 |
Documentation set-up |
3.1,2.4 |
10 |
8 |
15 |
|
4 |
Phase IV – Installation follow-up |
|
|
|
|
|
4.1 |
Orientation for client |
3.2 |
2 |
2 |
2 |
|
4.2 |
Support to client |
3.1 |
5 |
4 |
6 |
|
4.3 |
Post-installation review |
4.2 |
3 |
2 |
4 |
|
4.4 |
System acceptance |
4.3, 4.1 |
0 |
0 |
0 |
Table 3 Crash Durations and Costs
|
WBS ID |
Task Name |
Normal Duration |
Crashed Duration |
Crashed cost |
|
1 |
Phase I – Planning and design of LAN |
|
|
|
|
1.1 |
Project start |
0 |
|
|
|
1.2 |
Technical Specifications determined |
10 |
7 |
£54,700.00 |
|
1.3 |
Design Plan developed |
3 |
2 |
£8,600.00 |
|
2 |
Phase II – Preparation for installation |
|
|
|
|
2.1 |
Equipment ordering |
2 |
2 |
£240.00 |
|
2.2 |
System prototype |
20 |
15 |
£57,800.00 |
|
2.3 |
Configuration |
10 |
8 |
£29,400.00 |
|
2.4 |
Testing |
5 |
4 |
£7,900.00 |
|
2.5 |
Site analysis |
5 |
3 |
£24,400.00 |
|
3 |
Phase III – Installation |
|
|
|
|
3.1 |
Site installation |
3 |
3 |
£7,680.00 |
|
3.2 |
Documentation set-up |
10 |
8 |
£20,200.00 |
|
4 |
Phase IV – Installation follow-up |
|
|
|
|
4.1 |
Orientation for client |
2 |
2 |
£4,540.00 |
|
4.2 |
Support to client |
5 |
4 |
£8,500.00 |
|
4.3 |
Post-installation review |
3 |
2 |
£9,700.00 |
|
4.4 |
System acceptance |
0 |
|
|
*Assume that all tasks can be crashed incrementally
Table 4 Resources and costs.
|
Resource Name |
Initials |
Max. Units |
Std. Rate |
Ovt. Rate |
|
Vice President-Management Information Systems |
VPMIS |
100% |
£500.00/day |
£0.00/hr |
|
Project Manager |
PM |
100% |
£300.00/day |
£0.00/hr |
|
Chief Editor |
CW |
100% |
£300.00/day |
£0.00/hr |
|
Senior Programmer |
SP |
100% |
£250.00/day |
£0.00/hr |
|
Senior Writer |
SW |
100% |
£250.00/day |
£0.00/hr |
|
Senior Tester |
ST |
100% |
£250.00/day |
£0.00/hr |
|
Systems Consultant |
SC |
100% |
£250.00/day |
£0.00/hr |
|
System Analysts (Team of 4) |
SA |
150% |
£100.00/hr |
£150.00/hr |
|
Testers (team of 4) |
T |
150% |
£120.00/hr |
£180.00/hr |
|
Writers (Team of 5) |
W |
150% |
£125.00/hr |
£190.00/hr |
|
Programmers (Team of 4) |
P |
150% |
£100.00/hr |
£160.00/hr |
|
Administrative Assistant |
AA |
100% |
£15.00/hr |
£25.00/hr |
|
Junior Programmers (Team of 4) |
JP |
100% |
£60.00/hr |
£90.00/hr |
Answer:
Introduction
Project Report: Scheduling, Pert Analysis, and Crashing
The following assignment is made for analysing the project management tools of scheduling, analysing project using Pert method, and crashing a project according to given scenario. The deployment of the operations had supported the utilization of the activities favouring the implication of the improved operation development.
a. Project Basic Schedule
The Gantt chart of the project is shown below,
Figure 1: Gantt chart of the project
The Gantt chart of the project would be helpful for providing the graphical representation of the project activities, their durations, and the estimated cost expense for the project. The timeline would comprise of the tasks attached to one another in a more systematic approach. The Gantt chart has shown,
The complete project would be completed in 10 weeks of time on 10th March, 2017 (assuming the project starts on 2nd January, 2017). The duration for each of the activities has been estimated on the basis of past reports and operations and the assumed work duration for the project activities are,|
WBS |
Task Name |
Duration |
|
1.1 |
Project start |
0 days |
|
1.2 |
Technical Specifications determined |
10 days |
|
1.3 |
Design Plan developed |
3 days |
|
2.1 |
Equipment ordering |
2 days |
|
2.2 |
System prototype |
20 days |
|
2.3 |
Configuration |
10 days |
|
2.4 |
Testing |
5 days |
|
2.5 |
Site analysis |
5 days |
|
3.1 |
Site installation |
3 days |
|
3.2 |
Documentation set-up |
10 days |
|
4.1 |
Orientation for client |
2 days |
|
4.2 |
Support to client |
5 days |
|
4.3 |
Post-installation review |
3 days |
|
4.4 |
System acceptance |
0 days |
The critical path of the project has been highlighted using yellow colour in the Gantt chart table and with red bars in the timeline. The critical path of the project is,
Technical Specifications determinedà Design Plan developedà Equipment orderingà System prototype à Site installationà Documentation set-upà Orientation for clientà System acceptance
The total project cost has been reflected on the Gantt chart as the summation of the cost of the resources of the project. The total cost for the project has come out to be £170,160.00. The working duration and standard rates of the project resources have been assumed as,
|
Resource Name |
Work |
Standard Rate |
|
Administrative Assistant |
14 days |
£15.00/hr |
|
Chief Editor |
26 days |
£300.00/day |
|
Project Manager |
26 days |
£300.00/day |
|
Senior Programmer |
35 days |
£250.00/day |
|
Senior Writer |
25 days |
£250.00/day |
|
System Analysts |
46 days |
£100.00/hr |
|
Systems Consultant |
53 days |
£250.00/day |
|
Vice President-Management Information Systems |
16 days |
£500.00/day |
|
Writers |
20 days |
£125.00/hr |
|
Programmers |
37 days |
£100.00/hr |
|
Senior Tester |
23 days |
£250.00/day |
|
Testers |
23 days |
£120.00/hr |
|
Junior Programmers |
5 days |
£60.00/hr |
Since, the project sponsor wants to complete the project by 1st March 2017 the project must start from 22nd December, 2016 or sooner (considering all the activity durations are constant) as shown in the new Gantt chart,
Figure 2: Modified Gantt chart
b. Pert Analysis and Network Diagram
Network Diagram (AON)
- Pert Analysis for Optimistic, Normal, and Pessimistic Durations
|
WBS ID |
Task Name |
Predecessors |
Normal Duration |
Optimistic Duration |
Pessimistic Duration |
Expected Duration |
Variance |
SD |
|
1.1 |
Project start |
|
0 |
0 |
0 |
0 |
0 |
0 |
|
1.2 |
Technical Specifications determined |
1.1 |
10 |
7 |
15 |
10.33333333 |
1.777778 |
1.333333 |
|
1.3 |
Design Plan developed |
1.2 |
3 |
2 |
5 |
3.166666667 |
0.25 |
0.5 |
|
2.1 |
Equipment ordering |
1.3 |
2 |
2 |
2 |
2 |
0 |
0 |
|
2.2 |
System prototype |
2.1 |
20 |
15 |
30 |
20.83333333 |
6.25 |
2.5 |
|
2.3 |
Configuration |
2.1 |
10 |
8 |
24 |
12 |
7.111111 |
2.666667 |
|
2.4 |
Testing |
2.3 |
5 |
4 |
8 |
5.333333333 |
0.444444 |
0.666667 |
|
2.5 |
Site analysis |
2.1 |
5 |
3 |
5 |
4.666666667 |
0.111111 |
0.333333 |
|
3.1 |
Site installation |
2.2,2.3,2.5 |
3 |
3 |
3 |
3 |
0 |
0 |
|
3.2 |
Documentation set-up |
3.1,2.4 |
10 |
8 |
15 |
10.5 |
1.361111 |
1.166667 |
|
4.1 |
Orientation for client |
3.2 |
2 |
2 |
2 |
2 |
0 |
0 |
|
4.2 |
Support to client |
3.1 |
5 |
4 |
6 |
5 |
0.111111 |
0.333333 |
|
4.3 |
Post-installation review |
4.2 |
3 |
2 |
4 |
3 |
0.111111 |
0.333333 |
|
4.4 |
System acceptance |
4.3, 4.1 |
0 |
0 |
0 |
0 |
0 |
0 |
|
|
|
|
50 |
39 |
72 |
51.83333333 |
9.638889 |
3.104656 |
|
WBS ID |
Task Name |
Predecessors |
Normal Duration |
Optimistic Duration |
Pessimistic Duration |
Expected Duration |
Variance |
SD |
|
1.1 |
Project start |
|
0 |
0 |
0 |
0 |
0 |
0 |
|
1.2 |
Technical Specifications determined |
1.1 |
9 |
6 |
14 |
9.333333333 |
1.777777778 |
1.333333333 |
|
1.3 |
Design Plan developed |
1.2 |
3 |
2 |
5 |
3.166666667 |
0.25 |
0.5 |
|
2.1 |
Equipment ordering |
1.3 |
2 |
2 |
2 |
2 |
0 |
0 |
|
2.2 |
System prototype |
2.1 |
18 |
13 |
28 |
18.83333333 |
6.25 |
2.5 |
|
2.3 |
Configuration |
2.1 |
10 |
8 |
24 |
12 |
7.111111111 |
2.666666667 |
|
2.4 |
Testing |
2.3 |
5 |
4 |
8 |
5.333333333 |
0.444444444 |
0.666666667 |
|
2.5 |
Site analysis |
2.1 |
5 |
3 |
5 |
4.666666667 |
0.111111111 |
0.333333333 |
|
3.1 |
Site installation |
2.2,2.3,2.5 |
3 |
3 |
3 |
3 |
0 |
0 |
|
3.2 |
Documentation set-up |
3.1,2.4 |
9 |
7 |
14 |
9.5 |
1.361111111 |
1.166666667 |
|
4.1 |
Orientation for client |
3.2 |
2 |
2 |
2 |
2 |
0 |
0 |
|
4.2 |
Support to client |
3.1 |
5 |
4 |
6 |
5 |
0.111111111 |
0.333333333 |
|
4.3 |
Post-installation review |
4.2 |
3 |
2 |
4 |
3 |
0.111111111 |
0.333333333 |
|
4.4 |
System acceptance |
4.3, 4.1 |
0 |
0 |
0 |
0 |
0 |
0 |
|
|
|
|
46 |
35 |
68 |
47.83333333 |
9.638888889 |
3.104656002 |
Z= -0.322096876 (from excel)
P= 0.373689652 (using inverse normal functions)
= 37.37%
iii.|
WBS ID |
Task Name |
Predecessors |
Normal Duration |
Optimistic Duration |
Pessimistic Duration |
Expected Duration |
Variance |
SD |
|
1.1 |
Project start |
|
0 |
0 |
0 |
0 |
0 |
0 |
|
1.2 |
Technical Specifications determined |
1.1 |
10 |
7 |
15 |
10.333 |
1.778 |
1.333 |
|
1.3 |
Design Plan developed |
1.2 |
3 |
2 |
5 |
3.167 |
0.250 |
0.500 |
|
2.1 |
Equipment ordering |
1.3 |
2 |
2 |
2 |
2.000 |
0.000 |
0.000 |
|
2.2 |
System prototype |
2.1 |
20 |
15 |
30 |
20.833 |
6.250 |
2.500 |
|
2.3 |
Configuration |
2.1 |
10 |
8 |
24 |
12.000 |
7.111 |
2.667 |
|
2.4 |
Testing |
2.3 |
5 |
4 |
8 |
5.333 |
0.444 |
0.667 |
|
2.5 |
Site analysis |
2.1 |
5 |
3 |
5 |
4.667 |
0.111 |
0.333 |
|
3.1 |
Site installation |
2.2,2.3,2.5 |
3 |
3 |
3 |
3.000 |
0.000 |
0.000 |
|
3.2 |
Documentation set-up |
3.1,2.4 |
10 |
8 |
15 |
10.500 |
1.361 |
1.167 |
|
4.1 |
Orientation for client |
3.2 |
2 |
2 |
2 |
2.000 |
0.000 |
0.000 |
|
4.2 |
Support to client |
3.1 |
5 |
4 |
6 |
5.000 |
0.111 |
0.333 |
|
4.3 |
Post-installation review |
4.2 |
3 |
2 |
4 |
3.000 |
0.111 |
0.333 |
|
4.4 |
System acceptance |
4.3, 4.1 |
0 |
0 |
0 |
0.000 |
0.000 |
0.000 |
|
|
|
|
50 |
39 |
72 |
51.833 |
9.639 |
3.105 |
P(=99%)= normsinv(0.99)
=2.33
By formula,
2.33= (x-51.833)/3.105
Hence,
x=2.33*3.105+51.833
= 59.06 days
c. Project Crashing
AOA network diagram,
Cost Comparison
|
WBS |
Task Name |
Duration |
Normal Cost |
Duration |
Crashed Cost |
|
1.1 |
Project start |
0 |
£ - |
0 |
£ - |
|
1.2 |
Technical Specifications determined |
10 |
£ 37,700.00 |
7 |
£ 54,700.00 |
|
1.3 |
Design Plan developed |
3 |
£ 5,700.00 |
3 |
£ 5,700.00 |
|
2.1 |
Equipment ordering |
2 |
£ 240.00 |
2 |
£ 240.00 |
|
2.2 |
System prototype |
20 |
£ 42,000.00 |
15 |
£ 57,800.00 |
|
2.3 |
Configuration |
10 |
£ 22,600.00 |
10 |
£ 22,600.00 |
|
2.4 |
Testing |
5 |
£ 6,050.00 |
5 |
£ 6,050.00 |
|
2.5 |
Site analysis |
5 |
£ 15,200.00 |
5 |
£ 15,200.00 |
|
3.1 |
Site installation |
3 |
£ 7,680.00 |
3 |
£ 7,680.00 |
|
3.2 |
Documentation set-up |
10 |
£ 15,500.00 |
8 |
£ 20,200.00 |
|
4.1 |
Orientation for client |
2 |
£ 4,540.00 |
2 |
£ 4,540.00 |
|
4.2 |
Support to client |
5 |
£ 6,500.00 |
5 |
£ 6,500.00 |
|
4.3 |
Post-installation review |
3 |
£ 6,450.00 |
3 |
£ 6,450.00 |
|
4.4 |
System acceptance |
0 |
£ - |
0 |
£ - |
|
|
|
|
£ 170,160.00 |
|
£ 207,660.00 |
Time Vs Cost Graph
For normal duration,
Conclusion
It can be concluded from the assignment that the implication of the improved project management principles. The deployment of the operations had supported the utilization of the activities favouring the implication of the improved operation development.
Bibliography
O. Zwikael, "International journal of project management special issue on “project benefit management”", International Journal of Project Management, vol. 34, no. 4, pp. 734-735, 2016.
K. Samset and G. Volden, "Front-end definition of projects: Ten paradoxes and some reflections regarding project management and project governance", International Journal of Project Management, vol. 34, no. 2, pp. 297-313, 2016.
J. Kivilä, M. Martinsuo and L. Vuorinen, "Sustainable project management through project control in infrastructure projects", International Journal of Project Management, vol. 35, no. 6, pp. 1167-1183, 2017.
M. de Araújo, L. Alencar and C. de Miranda Mota, "Project procurement management: A structured literature review", International Journal of Project Management, vol. 35, no. 3, pp. 353-377, 2017.
B. Kerzner, K. Milano, W. MacLean, G. Berall, S. Stuart and I. Chatoor, "A Practical Approach to Classifying and Managing Feeding Difficulties", PEDIATRICS, vol. 135, no. 2, pp. 344-353, 2015.
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