Name of Programme
Diploma Project Management
Name of Paper
Unit Standard No.
Total No. of pages
Date received by facilitator
Date returned to student
CASE STUDY 2
THE NIGHTINGALE PROJECT
BY JARRED THOMAS
NIGHTINGALE PROJECT - A
1. Will the project as planned meet the October 25th Deadline? No, currently the project is schedule to be completed on the 9th of December 2010. This will make the project 33 working days overdue.
2. What activities lie on the critical path? The critical path is highlighted in red, the activities in order from commencement are as follows;
• ARCHITECTURAL DECISIONS
• FEATURE SPECIFICATIONS
• REVIEW DESIGN
• PROCURE PROTOTYPE COMPONANTS
• ASSEMBLE PROTOTYPE
• LAB TEST
• FIELD TEST
• ORDER STOCK PARTS
• ASSEMBLE FIRST PRODUCTION UNIT
• TEST UNIT
• PRODUCE 30 UNITS
• TRAIN SALES REPS
3. How sensitive is this network? I believe that this network is not too sensitive, there is definitely room to shorten the total program length. The critical path is not too reliant on numerous other activities being completed so it is quite a practical network also.
Below is the gantt chart for the current project schedule.
NIGHTINGALE PROJECT – B
Report to Project team
Project crashing is to take place on critical path items only, other activities will not reduce the project timeframe
Activities on critical path that can be crashed ;
• Creation of database for $35,000 we gain 5 days
• Procure prototype components for $30,000 we gain 5 days
• Ordering of stock parts for $20,000 we gain 5 days
Total cost extra $85,000 total time savings 15 days.
Time gained from converting finish-start relationship into lags.
• Document design being 5 days after start of review design, no time saving as this item is not on the critical path
• Adjust design beginning 15 days after start of field test prototype, time saving of 5 days
• Order stock parts beginning 5 days after the start of the adjust design, time saving of 15 days
• Order custom parts beginning 5 days after the start of adjust design, this item is not on the critical path therefore there is no time savings
• Training sales representatives beginning 5 days after the start of test unit and finishing 5 days after producing the 30 units, this makes the training last 15 days longer but reduces project time by 5 days.
Total Time gained from converting finish-start relationship into lags 25 days
Total time saved from crashing and rescheduling 40 days
New target deadline to meet is the 13th October 2012.
• Field testing should be able to start prior to the end of the Lab testing, though they may not have the unit all of the tests/experiments can be setup and are ready to go. An estimated 5 days can be saved here.
• Assembly of the Prototype could begin prior to procuring every part, an estimated 5 days may be saved by assembling during prototype procurement. Critical parts should be ordered first.
• Assembly of the first production unit could also begin prior to the procurement of every part this could save an estimated 5 days if critical parts are ordered first.
• A technician that conducted the testing could be the sales rep as they will already have all of the required knowledge. A small amount of training may be required and 5 days has been allowed for.
A copy of the Final Project Gantt follows...
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