Conveyor Belt Project Part 3

BA562 Conveyor Belt Project vary 3 Part A1. Which if any of the resources are everywhere allocated? Design, ripening and Documentation.2. Assume that the tolerate is time constrained and try to locate any over allocation paradoxs by leveling within slack. What happens? The design and documentation over allocated problem is solved. However, Development is still over allocated. (See Gantt chart 3. 1)3. What is the impact of leveling within slack on the predisposition of the network? Include a Gantt chart with the schedule table after leveling within slack. The esthesia of the network is change magnitude. The slacks are reduced which lead to a loss of flexibility. The probability of activities delaying the meet is increased because the reduction of slack creates more scathing activities and critical paths. As in the Gantt chart 3. 1, there are more critical activities (marked on red).4. Assume the project is resource constrained and resolve any over allocation problems by le veling outside of slack. What happens? What are the managerial implications? Resource constrained means that the project has limited resource but the time is flexible.Using leveling outside of slack, the over allocation problems are resolved. However, the length of the project is 675 days, which is greatly increased by 145 days, and the new end date is now 8/17/2012. The managerial implication may be the delay of the next project that uses the same resource. The critical path is changed, the damage may be increased. For example, delegate 4. 2 must wait until the task 2. 3 is finished due to the resource constrain, and the idle resource may cause money.5. What options are available at this point in time?Include a Gantt chart with the schedule table after leveling. wizard option is fast-tracking. The manager seat try to rearrange the logic of the network so the critical activities terminate be done in parallel rather than sequentially. An early(a) option is that the manager sht up solve out whether there is a way to accelerate the activities so that reduce the length of the project. The manager can also check with the customer or project sponsors to see if its acceptable to reduce the eye socket of the project. The reduction can reduce the terms and resource. Compromising the quality is also an option.If quality is sacrificed, it may be possible to reduce the time of an activity on the critical path. However, it is rarely acceptable or used. Part B Once you have obtained a schedule that meets the time and resource constraints, tack together a memorandum that addresses the following questions 1. What changes did you make and why? The end date of the project cannot be moved, so the project should be considered as a time constrain project. Two internal research aggroups are assigned to Development initially, but Development over allocation still exists.In the resource graph, we can see that the peak of motivation in Development is 500%, which means we need to hire 1 more development team outside the company. The peak demand is consisted by 5 tasks 1. 2 Hardware design, 2. 2. 1 phonograph record drivers, 2. 3 Memory management, 3. 2 Routine utilities and 3. 3 Complex utilities. Among these tasks, 3. 2 Routine utilities has the shortest duration. Since the cost for outside development team is higher, we should hire it for as short duration as possible. Thus the impertinent development team is assigned to the task 3. 2 Routine utilities.2. How long will the project quest? The project length remains 530 days and will be end on Feb. 2nd, 2012. 3. How did these changes affect the sensitivity of the network? These changes didnt create more critical activities because the resource requirements are all satisfied. From the Gantt chart we can see the critical path of the project is not changed. The sensitivity of the network is a little insect bite higher since task 2. 4 has been moved to a later start time and the slack of task 2. 4 is reduced. Part 4 Based on the file created at the end of Part 3, prepare a memo that addresses thefollowing questions1.How much will the project cost? The cost will be $1,051,200. 00.2. What does the change flow statement tell you about how costs are distributed over the life span of the project? In the first two quarters of 2010, especially the second quarter, the cost is much higher than other period during the project. This is because there are several tasks are working in parallel. In my opinion, in this case, the cost is related to the tasks, the more tasks are working, the higher the cost it would be. So the total cost of the project increases greatly at first half year of 2010 and then the increase rate slows down.