Zuma Computer Exercise 2 Ziad Y. Mazboudi Project Management MGT 6529 Silver Zuma Project Computer Exercise 2 Blue Zuma Memorandum To: Professor From: Ziad Mazboudi Date: 7/30/2011 Subject: Blue Zuma Project Part 2 memo This memo discusses resources allocation and related issues. In this memo‚ I will address specific questions regarding resources. 1. Which if any of the resources are over allocated? Using the Resource sheet in Microsoft
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of the project‚ construct a network information chart and an AON network diagram and then answer the following questions: 1. Will the project be completed by the June 1st project deadline? 2. How long will the project take? 3. What is (are) the critical path(s) of the project. 4. Should the company accept the contract if they win the bid? Part Two Bolton Construction wins the bid for the stadium and two months after the beginning of construction‚ the City of Toronto is awarded a major FIFA World Cup
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chart and critical path? (6 marks). Gantt charts could have helped Penny Black to Avoid Completion Confusion by keeping tender orders on track by providing a visual overview of milestones and other key dates‚ offering a more understandable and memorable method of maintaining deliverables to be tracked on a daily‚ weekly‚ monthly basis. There would have been better chance of keeping project costs within budget while also better assuring on-time completion. With the help of critical path she could
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Specs->Equipment Rehab-> Production Trials->Quality Trials->Quality Metrics->Quality Training->Prepare Product Launch 7c: Select Distributors has the most total slack at 50 days. 7d: This network is very sensitive. It has 2 critical paths and free slack ranges from 5 to 50 days. 7e: The two milestones I chose were the production trials and preparing the product launch. I chose these because there would be no product without trials and preparing the product launch means that
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is the diagrammatic representation of interconnected activities in project. Activities in a project network are either successor or predecessor activities. Project Network is also known as Precedence Diagram. Project Networks are composed of Nodes and arcs. Time sequenced from Left to Right. All activities except start and finish time must have at least one predecessor and one successor. So a good network diagram will be a step-by-step representation of the project. There are two types of network
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project. A 3-point estimation was used to define best case‚ worst case and expected timeframes. The project also used a robust scheduling tool Primavera to help track the critical path at each point of the project. These tools had a large impact on the project. Some positive and some negative. Primavera was used to analyze the critical path‚ but the debate over whether it was accurate or not distracted from some of the real issues that were plaguing the project. 3. What lessons should Teradyne take
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activities along with their required times for completion a. Draw a Network diagram for the activities b. Calculate the earliest expected completion time. 24 weeks c. Show the critical path d. What would happen if activity 6 were revised to take 6 weeks instead of 2 weeks? The critical path would change to include activity 6 as well as activity 7. The overall duration of the project will remain 24 weeks. 8. Construct a Gantt chart for the project defined in Problem and Exercise
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advertising and any other service needed. Francis and his team will observe the exam period on mid December and also the Christmas holiday season as the University will be closed. Francis will have to make a network plan‚ identify the critical activities and execute the plan accordingly. From now on‚ we will meet with Francis and his team bi-weekly to follow-up the plan and ensure the timing and quality of the event. I. Process Elements /Table of Content Page
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Conveyor Belt Project WBS and Network Diagram This document contains Work Breakdown Structure and Network Diagrams for the Conveyor belt project. The document also contains screenshots of MS Project schedule and Gantt chart. Conveyor Belt Project 1. Work Breakdown Structure WBS for Conveyor Belt Project is illustrated below: Does this information (WBS) allow you to define any milestones of the project? Why or why not? What are they? The information provided in PART 1 alone is insufficient
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Case 2: Project Management at Arnold Palmer Hospital 1- Develop the network for planning and construction of the new hospital at Arnold Palmer. 2- What is the critical path and how long is the project expected to take? The critical path is Activities 1-3-5-6-8-10-11-12-14-16-17-19- 20-21. The project will take around 47 months (4 years). 3- Why is the construction of this 11-story building any more complex than construction of an equivalent office
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