Project Management

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“PROJECT CONVEYOR BELT”

______________________________ “PROJECT CONVEYOR BELT”
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____ The following documents are detailed reports on our project proposal entitle “Project Conveyor Belt”. If you have any questions regarding “Project Conveyor Belt” please do not hesitate to contact Jasmi Bin Md Aris (GP00456)

Attachments:Part 1 - Attachment #1: WBS Outline. Part 2 - Attachment #1: Gantt Chart Part 2 - Attachment #2: Network Diagram Part 2 - Attachment #3: Schedule Table (ES, LS, EF, LF and Slack) Part 3A - Attachment #1: Q1 Resource Sheet Overallocated Part 3A - Attachment #2: Q2 Gantt Chart Part 3A - Attachment #3: Q2 Resource Sheet Part 3A - Attachment #4: Q4 Level Outside Slack Part 3B - Attachment #1: Q1 Gantt Chart Part 3B - Attachment #2: Q1 Resource Sheet After Add 3 Dev Part 4 - Attachment #1: Part 4 – Cost Table Part 4 - Attachment #2: Part 4 - Cost Flow Trend Part 5 - Attachment #1: 1st Quarter rev 3 Part 5 - Attachment #1: 2nd Quarter rev 3 Part 5 - Attachment #1: 3rd Quarter rev 3 Part 5 - Attachment #1: 4th Quarter rev 3 Part 6 - Attachment #1: Revised Schedule Part 6 - Attachment #2: Tracking Gantt Chart Part 6 - Attachment #3: Cost table

Page 1 of 15

“PROJECT CONVEYOR BELT”

Project Conveyor Belt Memorandum Subject: Conveyor Belt Project Part 1 Memo Work Breakdown Structure (WBS) Information Identify Project Milestone. WBS information assists us to identify project’s milestones. A WBS is developed to confirm job to be done which this will assist us to establish project’s milestones.

Attachments:Part 1 - Attachment #1: WBS Outline.

Page 2 of 15

“PROJECT CONVEYOR BELT”

Project Conveyor Belt Memorandum Subject: Conveyor Belt Project Part 2 Memo The Estimate Date Project To be Completed. The project forecast date to be complete is on Wednesday, 1st February 2012. The project lead-time is 530 working days. The Project Critical Paths. The project critical paths are Architectural decisions, Hardware specifications, Hardware design, Hardware documentation, Integration first phase, Serial I/O drivers, System hard/software test, Network interface And Integration acceptance testing. The Activity With The Greatest Slack. The Order Circuit Board’s activity has the greater slack, which 145 days. The Sensitivity Of The Network. No slack in-between the critical paths tasks list. Three Resource Teams are overallocated, they are the Design team, Development Team and Documentation Team. Two Sensitivity Milestones. The two sensible milestones of the project are Integration first phase and System hard/software test. Both tasks have multiple predecessors and multiple successors. Within the framework of this project schedule, these tasks are the end of a stage that marks the completion of a work package or phase. The project design selection is where we narrow down the options to pursue a single project to work on. Advantages and Disadvantages of a Network Versus a Gantt Chart. An advantage of the Network Diagram is that it clearly shows the critical path of the project in a format that is easy to understand and look at. Gantt Charts is that visualizing your project schedule makes it very easy for the Project Manager to communicate the project schedule to various stakeholders as well as to the project team. A disadvantage of the Gantt chart is that it does not clearly show the critical path for the project. Also the predecessors are difficult to visualize as well as the project flow and slack. Attachments:Part 2 - Attachment #1: Gantt Chart Part 2 - Attachment #2: Network Diagram Part 2 - Attachment #3: Schedule Table (ES, LS, EF, LF and Slack)

Page 3 of 15

“PROJECT CONVEYOR BELT”

Project Conveyor Belt Memorandum Subject: Conveyor Belt Project Part 3A Memo Resources Which Overallocated. The resources groups which are overallocated are Design team, Development team and Documentation team. The Project Is Time Constrained, Result From...
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