1. DASC 5303 – TEAM 4
ASSIGNMENT 6
By:
Anvita Ravi (1002164252) axr4252@mavs.uta.edu (Point of Contact)
Saiteja Neela(1002155383)sxn5383@mavs.uta.edu
Rohith Arepally(1002156380)rxa6380@mavs.uta.edu
Julian Farquharson(1002056028)jxf6028@mavs.uta.edu
Anil Kumar Guttur JayaramaReddy(1002157871)axg7871@mavs.uta.edu
2. ASSIGNED TASK
Do the following exercises from Chapter 6 of the textbook: 23, Case 6.1 (answer
all questions on page 209), Case 6.2 (answer questions on page 209). Scan in
any information as appropriate and add to PowerPoint for submission.
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3. CHAPTER 6 – EXERCISE 23
The CyClon project team has started
gathering the information necessary
to develop a project network—predecessor
activities and activity time in days.
The results of their meeting are found in the
following table.
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4. EXERCISE 23 – PART A
Create a network based on the information in the table. How long will
the project take? What is the critical path?
Solution:
• The below diagram refers the network Diagram as per the above question
• We calculated Early Start (ES), Early Finish (EF),Late Start (LS), Late Finish
(LF) using the Duration given in the table.
• We calculated the EF and LS by: EF = ES + Duration and LS = LF - Duration.
• Also calculated Slack = (ES – LS) or (EF – LF)
• Critical Path is: 2 -> 3 -> 5 -> 6 -> 7 -> 8 -> 10 -> 11 -> 12 -> 13
• Therefore, the project takes 80 days to complete.
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6. EXERCISE 23 – PART B
Upon further review the team recognize that they missed three finish-to-start lags.
Procure prototype parts will involve only 2 days of work but it will take 8 days for the
parts to be delivered. Likewise, Order stock components will take 2 days of work and 8
days for delivery and Order custom components will take 2 days of work and 13 days
for delivery.
Reconfigure the CyClon schedule by entering the three finish-to-start lags. What impact
did these lags have on the original schedule? On the amount of work required to
complete the project?
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7. EXERCISE 23 – PART B
Solution:
It is clear from the question that they have missed three finish to start lags, which are as
follows:
• Purchasing prototype parts will only take 2 days of effort, but the delivery of the parts
will take 8 days.
• It will take 2 days to work on order stock components, and 8 days to supply them.
• Custom component orders will require 2 workdays and 13 days for delivery.
It is evident that all three activities have different durations and share two lags in
response to the query. The quantity of work for each activity was adjusted after
readjusting the CyClon schedule by adding the three finish-to-start lags, but the project's
completion time of 80 days remained same.
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9. EXERCISE 23 – PART C
Management is still not happy with the schedule and wants the project completed
as soon as possible. Unfortunately, they are not willing to approve additional
resources. One team member pointed out that the network contained only finish-to-
start relationships and that it might be possible to reduce project duration by
creating start-to-start lags. After much deliberation the team concluded that the
following relationships could be converted into start-to-start lags:
1. Procure prototype parts could start 6 days after the start of Design.
2. Fabricate parts could start 9 days after the start of Design.
3. Laboratory test could begin 1 day after the start of Assemble prototype.
4. Field test could start 5 days after the start of Laboratory test.
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10. EXERCISE 23 – PART C
5. Adjust design could begin 7 days after the start of Field test.
6. Order stock and Order custom components could begin 5 days after Adjust design.
7. Test unit could begin 9 days after the start of Assemble test production unit.
8. Document results could start 3 days after the start of Test unit.
Reconfigure the CyClon schedule by entering all nine start-to-start lags. What impact
did these lags have on the original schedule (Part A)? How long will the project take? Is
there a change in the critical path? Is there a change in the sensitivity of the network?
Why would management like this solution?
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12. EXERCISE 23 – PART C
Solution:
The proposed solution with start-to-start lags offers multiple benefits to the company,
including faster project completion, optimized resource utilization and meeting
management expectations. This lags will impact the original schedule (calculated in Part
A) by making the project to complete faster than original like in this case, 77 days.
The change in critical path is
2 -> 4 -> 5 -> 6 -> 7 -> 8 -> 10 -> 11 -> 12 -> 13
The management would like this solution as it will take lesser number of days to
complete the project.
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13. CHAPTER 6 – CASE STUDY 6.1
Tasks:
1. Generate a priority matrix for AET’s system move.
2. Develop a WBS for Brian’s project. Include duration (days) and predecessors.
3. Using a project-planning tool, generate a network diagram for this project.
Note: Base your plan on the following guidelines: eight-hour days, five-day weeks
except for when Brian moves the network components over a weekend, no holiday
breaks, and March 1, 2010, is the project start date.
Ordering ventilation system, new racks, and power supplies/cables takes only one actual
day of work. The remaining days are the time necessary for the vendors to fill and ship
the order to Brian. So use finish-to-start lags here. Assume that five days after the start
of the renovation of the data center that the raised floor will be ready for inspection (a
start-to-start lag).
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14. OVERVIEW OF THE CASE
AET wants to migrate a large data center to their new office location.
Their large data center provides clients with remote access to AET’s complete suite of
application software systems, hence careful planning is required.
Conditions:
1. From start to finish, it is anticipated the entire project will take three to four months
to complete.
2. It is essential that AET’s 235 clients suffer no downtime
Due to the complexity of this project, Brian will have to use a parallel method of
implementation.
Cons: will increase project costs
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15. OVERVIEW OF THE CASE
What the scope team determined ?
1. Three to four months is a feasible project timeline, and first-cut cost estimate is
$80,000–$90,000 (this includes the infrastructure upgrade of the new site).
2. Critical to the “no-downtime” requirement is the need to completely rely on AET’s
remote disaster recovery “hot” site for full functionality.
3. Brian will serve as project manager of a team of 5 consisting of one team member
each from Facilities, Operations/Systems, Operations/Telecommunications, Systems
and Applications, and Customer Service.
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16. PRIORITY MATRIX FOR AET’S SYSTEM MOVE
TIME PERFORMANCE COST
CONSTRAIN
ENHANCE
ACCEPT
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Time given is feasible but can be enhanced if possible.
Performance cannot be compromised as “no-downtime” is critical.
Cost is Accept as increase in cost is possible due to the use of parallel method.
18. WORK BREAKDOWN STRUCTURE
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AET’s System Move
Planning Phase
Initial Team Meeting
(March 1st – I day)
Contractor Screening
and Hiring (5 days)
Designing the Network
(10 days)
Ordering of Ventilation
System, Racks and
Power Supplies (1 days)
Infrastructure
Preparation
Delivery of the
Ventilation System(15
days)
Installing the
Ventilation System (5
days)
Delivery of the Racks
(10 days)
Installing the Racks (15
days)
Construction of the
Data Center (20 days)
City Inspector’s
Inspection and
Approval (2 days)
Delivery of the Power
Supplies (5 days)
Installating the Power
Supplies (5 days)
Initial Power Check (1
day)
System Testing and
Verification
Installating the Test
Server (5 days)
Battery Charging,
Ventilation System Test
and Test Servers up &
running (2 days)
Primary Systems Check
signed off by
Management (1 day)
Implementation Phase
(2 days - weekend)
Official Date Setting for
Network Move
Network Shutdown
over the weekend
Physical Move of
Network Components
Post-Move Testing and
Verification
22. CHAPTER 6 – CASE STUDY 6.2
The G&E Company is preparing a bid to build the new 47,000-seat
Shoreline baseball stadium. The construction must start on June 10, 2019,
and be completed in time for the start of the 2022 season. A penalty clause
of $500,000 per day of delay beyond April 3rd is written into the contract.
Percival Young, the president of the company, expressed optimism at
obtaining the contract and revealed that the company could net as much as
$5 million on the project. He also said that if they were successful, the
prospects of future projects would be bright, since there is a projected
renaissance in building classic ball parks with modern luxury boxes.
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25. CHAPTER 6 – CASE STUDY 6.2
1. Can the project be completed by the April 3rd deadline? How long will it take?
From the Network Diagram , 2 critical routes are visible:
Critical path 1: 2-5-6-7-10-14-15-20 =86+175+170+178+198+107+48+28 = 990
Critical path 2: 2-5-6-9-10-14-15-20 = 86+175+170+178+198+107+48+28 = 990
The project needs to be finished by April 3rd, 2022,
Therefore time from June 10, 2019 to April 03,2022: 1028 days
Given that 990 days are shorter than 1028 days, the project can be finished by the
deadline of April 3, 2022.
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26. CHAPTER 6 – CASE STUDY 6.2
2. What is the critical path for the project?
There are 2 critical paths:
Critical path 1: 2-5-6-7-10-14-15-20 = 86+175+170+178+198+107+48+28 =990
Critical path 2: 2-5-6-9-10-14-15-20 = 86+175+170+178+198+107+48+28 =990
3. Based on the schedule, would you recommend that G&E pursue this contact?
Why? Include a one-page Gantt chart for the stadium schedule.
Absolutely, we recommend G&E to pursue this deal as there is a good chance that they
will make a sizable profit of $5 million and the project can be finished by the deadline.
Percival Young also emphasized the possibility for other initiatives in the industry and
expressed hope about landing the contract.
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