below‚ Activity Days Immediate Predecessor A 5 B 2 A C 4 A D 7 A E 3 B F 6 B‚C G 8 D‚E‚F i) Create the project schedule network. ii) Using the Two-pass method‚ calculate and show the early and late starts‚ early and late finishes‚ and slack for each activity iii) Identify the critical path and the duration need for the project. iv) Input the data into MS Project. Print the schedule in Gantt Chart format. 8. Given the information below‚ Activity Days Immediate
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of the project can lead to big savings both in time and costs. It typically means the elimination of certain tasks. At the same time scaling down the scope may reduce the value of the project such that it is no longer worthwhile or fails to meet critical success parameters. The key is reassessing the project requirements to determine which are essential and which are optional. This requires the active involvement of all key stakeholders. More intense re-examination of requirements may actually
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characteristics of many industries and their highly competitive environments todays‚ as well as seeking better methods for presenting technical and cost data to customer” The most common scheduling techniques are: Gantt or bar charts Milestone charts Line of balance Network schedules: a. Program Evaluation review technique (PERT) b. Critical Path Method (CPM) c. Precedence diagram method (PDM) d. Graphical Evaluation and
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visual. It is relatively easy to explain a Gantt chart even to those who have never seen one before. Because of this simplicity‚ Gantt charts are used in both large and small projects. However‚ large or complex projects may demand more sophisticated methods in addition to Gantt charts. Another problem with Gantt charts is that it may be difficult to determine how a complex series of tasks interrelate. It does not show the delay on some elements. It does not give a clear indication of interdependence
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Question 1: Network diagram (activity on node) ‘The network diagram is defined as a graphical presentation of the project’s activities shows the planned sequence of work’ Burke (2003‚ p.131). It is also called as precedence diagramming method (PDM). ‘It is a method of constructing a project schedule network diagram that uses boxes or rectangles‚ which referred to as nodes‚ to represent activities and connects them with arrows that show the dependencies’ The Project Management Book of knowledge (PMBOK)
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demonstrate certain risks are associated with the change and how to minimize them. The writer will also Compare the advantages and disadvantages of using a Gantt chart versus using the Performance evaluation and review technique (PERT) and critical path method (CPM) when managing projects. Lastly‚ receiving feedback from potential users of the new system and how to deal with those who may be against the change will be discussed. Construct a Cost-Benefit Analysis matrix for an organization that is
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When Resources Are Not Constrained i. Adding Resources ii. Outsourcing Project Work iii. Scheduling Overtime iv. Establish a Core Project Team v. Do It Twice—Fast and Correctly B. Options When Resources Are Constrained i. Fast-Tracking ii. Critical-Chain iii. Reducing Project Scope iv. Compromise Quality 3. Project Cost-Duration Graph 4. Constructing a Project Cost-Duration Graph A. Determining the Activities to Shorten B. A Simplified Example 5. Practical Considerations A. Using the
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PERT is a widely used method for planning and coordinating large-scale projects. To obtain: • A graphical display of project activities. • An estimate of how long the project will take. • An indication of which activities are the most critical to timely project completion. • An indication of how long any activity can be delayed without delaying the project. The Network Diagram Network (precedence) diagram -Diagram of project activities that shows sequential relationships by the use of
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Time‚ cost‚ resource requirements‚ predecessors‚ and people required are identified for each activity Then a schedule for the project can be developed Introduction The program evaluation and review technique (PERT and the critical path method (CPM are two PERT) CPM) popular quantitative analysis techniques to help plan‚ schedule‚ monitor‚ and control projects Originally the approaches differed in how they estimated activity times PERT used three time estimates to develop a probabilistic
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(c) State (i) the critical path activities; (ii) project duration; (iii) floats of the non-critical activities (d) Construct an early-start Gantt chart and resource profile for the project Please note that you need to justify your answers. Answers 1) Using the list of activities‚ its duration and predecessors from the case study a Gantt chart for the proposed sequence of activities is drawn below‚ showing also the late start‚ for the activities beyond the Critical Path (assuming that all relationships
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