Educare Ltd Project Report

Table of Content

1) Task 1
1.1 Project Network Diagram
1.2 Determination of Timing of Activities and Total Float
1.3 Project Duration and Critical Path
1.4 Earliest Date Calculation
1.5 Effects of Duration Changes
1.5a) Activity E is delayed by 1 Day
1.5b) Activity M is delayed by 1 Day
1.5c) Activity R is completed early by 1 Day
1.6 Limitations of Network Diagrams

2) Task 2
2.1 Introduction of Project
2.2 Initiation
2.3 Planning
2.4 Execution
2.5 Closure

References
Appendices

TASK 1 (Educare Ltd)

TASK 1

1.1)

Below is the Network Diagram for Educare Ltd project. It shows a breakdown of the activities into small pieces and all activities needed to complete the project. (Field & Keller,
This is done by using LF-EF. For example in Activity E, we use the LF (12) to minus the EF (9) thus the TF is 3. TF for this activity will be 3 days. (Field & Keller, 2007)

1.3)

The Project Duration is the time taken to complete the whole project. In this project, it will be 40 days. This is done by adding the number of days from Activity A to R. When there are multiple activities, the latest time is taken.

Next is Critical Path (CP). It identifies the activities which has no room for error, or zero Slack. It is identified by linking all the activities with zero TF. For this project, it is as follows:

A B CGHJKLNOPQR

TASK 1

1.4)

By using the Total Project Duration of 40 days with a 5-days work week (no holidays in between) and starting on Monday 6th January 2014, we are able to compute the below
The RM will disseminate to all the teams their area of responsibility to track and monitor risk. This will be done in conjunction with the team’s job function as they are experts in their field and able to deal with it effectively.

Execution
This is an important stage as the wheel will be set in motion and everything on paper will become reality. A lot of coordinating and people management skills will be needed.
There are 3 main areas to focus on: Managing the project teams, Managing inter-organisation relations and Progress evaluation. (Larsson and Gray, 5th edition)
Managing the Project teams
There are five stages to the form a team: Forming, Storming, Norming, Performing and Adjouring.
In this project, all team members are scorned from all the 18 current clubs. These start-up teams will assist the incoming local-teams (who will be newly employed by Human Resources) integrate to the Murray PLC culture and style of doing things. Upon completion of this project, the start-up teams will officially hand-over to the local-team to run the show. (See Appendix D)

Managing Inter-Organisation