Memorandum: Project Delta Schedule
Memorandum
To: FutureMed
From: Smeed
Subject: Project Delta Schedule
February 16, 2013
CC: Jack Welch
The review of scheduling for Project Delta indicates that the deadline of October 25 is unempirical for producing thirty working models. Within this report are two findings for Project Delta’s schedule and the critical path is identified. The findings and recommendations can prove that Project Delta will not only be impossible to complete on time, but it will not have any possibility of finishing early.
Management Finding:
Finding 1: Using the estimated times collected by the project team, the preliminary information for activities with duration times and predecessors can be seen in the Activity-on-Node (AON) model that
accompanies this memo. The team estimates that the time necessary to complete the project would take a total of 260 days. There are a total of 298 days from January 1 until the October 25th tradeshow. Based on a typical 40 hour work week, (not including holiday breaks) there are only 212 days or 8480 hours available if overtime, multiple shift work, or mandatory weekend works are not considered. This type of project would need a total of 260 days or 10400 hours which exceeds the amount of time or days in a typical work setting and without taking into account time off for holidays, inclement weather, or system malfunctions. The deadline of October 25th cannot be met. There is zero slack time between activities which further strengthens the finding that this project would be impossible to complete by the deadline..
Finding 2: The critical path is identified in the AON model that accompanies this memo. There is zero slack time identified in the AON model. The critical path is known as the network route or routes that have the shortest amount of slack in common (Gray & Larson, 2011).
Please see following page for Critical path identification. Critical path:
• 1. Architectural Decisions
• 4. Feature Specifications
• 10. Database
• 16. Review Design
• 18. Integration
• 20. Procure Prototype Components
• 21. Assemble Prototypes
• 22. Lab Test Prototype
• 23. Field Test Prototypes
• 24. Adjust Design
• 25. Order Stock Parts
• 27. Assemble First Production Unit
• 28. Test Unit
• 29. Produce 30 Units
• 30. Train Sales Representatives
Attachment: AON Model
References
Gray, C. & Larson, E. (2011). Project Management the Managerial Process (5th e.d.). New
York, NY: McGraw-Hill Companies, Inc.
To: FutureMed
From: Smeed
Subject: Project Delta Schedule
February 16, 2013
CC: Jack Welch
The review of scheduling for Project Delta indicates that the deadline of October 25 is unempirical for producing thirty working models. Within this report are two findings for Project Delta’s schedule and the critical path is identified. The findings and recommendations can prove that Project Delta will not only be impossible to complete on time, but it will not have any possibility of finishing early.
Management Finding:
Finding 1: Using the estimated times collected by the project team, the preliminary information for activities with duration times and predecessors can be seen in the Activity-on-Node (AON) model that
accompanies this memo. The team estimates that the time necessary to complete the project would take a total of 260 days. There are a total of 298 days from January 1 until the October 25th tradeshow. Based on a typical 40 hour work week, (not including holiday breaks) there are only 212 days or 8480 hours available if overtime, multiple shift work, or mandatory weekend works are not considered. This type of project would need a total of 260 days or 10400 hours which exceeds the amount of time or days in a typical work setting and without taking into account time off for holidays, inclement weather, or system malfunctions. The deadline of October 25th cannot be met. There is zero slack time between activities which further strengthens the finding that this project would be impossible to complete by the deadline..
Finding 2: The critical path is identified in the AON model that accompanies this memo. There is zero slack time identified in the AON model. The critical path is known as the network route or routes that have the shortest amount of slack in common (Gray & Larson, 2011).
Please see following page for Critical path identification. Critical path:
• 1. Architectural Decisions
• 4. Feature Specifications
• 10. Database
• 16. Review Design
• 18. Integration
• 20. Procure Prototype Components
• 21. Assemble Prototypes
• 22. Lab Test Prototype
• 23. Field Test Prototypes
• 24. Adjust Design
• 25. Order Stock Parts
• 27. Assemble First Production Unit
• 28. Test Unit
• 29. Produce 30 Units
• 30. Train Sales Representatives
Attachment: AON Model
References
Gray, C. & Larson, E. (2011). Project Management the Managerial Process (5th e.d.). New
York, NY: McGraw-Hill Companies, Inc.