Sheet1WBSTask Name1Product development1.1 Electronics1.1.1 .docx

Sheet1WBSTask Name1Product development1.1
Electronics1.1.1 PCB design 1.1.2 Component
selection1.1.3 P1 circuit design improvements1.1.4 P1
electronics verification tests1.1.5 P2 circuit design
improvements1.1.6 P2 electronics verification tests1.1.7
Thermal verification tests 1.1.8 EMC verification tests 1.2
Software 1.2.1 Software specifications and design 1.2.2
User interface additions 1.2.3 Data storage additions 1.2.4
Device to PC protocol additions 1.2.5 PC software additions
1.2.6 R1 release creation 1.2.7 R1 release tests 1.2.8
R1 error correction and user interface improvements 1.2.9
R2 release creation 1.2.10 R2 release tests 1.2.11 R2
error corrections 1.2.12 R2 interoperability tests 1.2.13
R2 interoperability error correction 1.2.14 R3 release
creation 1.2.15 R3 release tests 1.2.16 R4 sales release
creation 1.3 Mechanics 1.3.1 Industrial design 1.3.2
PCB outline modifications 1.3.3 P1 mechanical CAD design
1.3.4 Tolerance stack analysis 1.3.5 P1 mechanical part
analysis 1.3.6 P2 mechanical part modifications 1.3.7
Mechanical tool approval 1.4 Verification 1.4.1 Test plan
creation 1.4.2 Component tests 1.4.3 Module tests 1.4.4
System integration tests 1.4.5 Product validation tests 1.4.6
Technical Construction File compilation 1.4.7 Type approval
and regulatory approval tests 1.5 P1 Production1.5.1 P1
component lead-time1.5.2 P1 PCB manufacture and
delivery1.5.3 P1 mechanical part lead-time1.5.4 P1
assembly and production test preparation1.5.5 P1 prototype
build 1.6 P2 Production1.6.1 P2 component lead-time1.6.2
P2 PCB manufacture and delivery1.6.3 P2 mechanical part
lead-time1.6.4 P2 assembly and production test
preparation1.6.5 P2 prototype build 1.7
Documentation1.7.1 Creation of a user manual1.8
Production ramp up to 50 units1.9 Milestones1.9.1 M1
Concept review complete1.9.2 M2 Design review complete

1.9.3 P1 proto build start 1.9.4 P2 proto build start 1.9.5
M3 Final Design review complete 1.9.6 M4 Launch review
1.9.7Additional milestone - Par A question 4.
a)11/27/141.9.8Additional milestone - Par A question 4.
b)2/24/15*tasks have to be autoscheduled and numbering has to
be auto generated
Sheet2
Sheet3
example PM/EXAMPLE - Xyzzy_Part_A.mpp
example PM/EXAMPLE - Xyzzy_Part_B.mpp
example PM/EXAMPLE - Xyzzy_Part_C.mpp
example PM/Assessment item -PM - instructions
EXAMPLE.docx
Introduction and Student Guide
This assessment item is to be completed individually.
The case study simulates a project management scenario where
the student takes on the role of project manager. The case
information is not complete so where necessary students will
have to make assumptions and argue the pros and cons for any
recommendations they make.
If necessary, students are expected to find relevant information
in the academic literature to justify their answers.
To assist students in their assessment solution development the
following information is provided:
· Product development case description

· Specific assessment questions that must be answered
· Information regarding the submission of the assessment
· Marking guide
Product Development Case Description
Background
Xyzzy is a medium sized company that develops and
manufactures mobile data collection devices. You are an
employee of Xyzzy and work as project manager in the product
development department. The people involved in this case are:
· You are Ms. Andersen, the project manager.
· Mr. O’Brian is the Director of Product Development.
· Ms. Horsell is the Director of Marketing and Portfolio
Management.
· Ms. Thomas is the Human Resource Manager.
· Functional line managers in the research and development
department.
· Engineers and members of your project team.
You have been leading a small team of experienced engineers
conducting a technical feasibility study to investigate if it is
possible to modify one of its standard products to create a
product variant to satisfy the needs of a local organisation
involved in environmental management. You are planning to
hold a M1 Milestone Concept Review on Friday 16th August
2013. (For the purposes of this assignment assume that this is
next week.) The concept review is one of the milestones in the
company’s product development process.
The need for the new product has been identified by the
marketing department lead by Ms. Horsell, Director of
Marketing and Portfolio Management. Ms. Horsell provided
your small project team with a product brief, outlining the
special end user, sales and service requirements to supplement
the requirements already established for the standard product.
She also developed the business case for the product and

believes that there is a market for this variant of the product
beyond the customer with the original requirement/request for
the modified product.
Schedule and Budget
Great Devices Milestones
The milestones your team will use are:
A. M1 Concept review complete (At this point the feasibility
study will be complete. A go/no-go decision for the project will
be made at this milestone).
B. M2 Designs Complete and Reviewed (At this point the
overall design will be complete and reviewed. A go/no-go
decision for procurement will be made at this milestone. For the
purposes of this assignment assume that this go/no-go decision
is made at the design review meeting, so you are not required to
add any additional tasks for this decision making process).
C. P1 proto build start (Everything is ready so that the product
“prototype 1” is able to be manufactured with the quality level
expected).
D. P2 proto build start (Everything is ready so that the product
“prototype 2” is able to be manufactured with the quality level
expected).
E. M3 Final Design review (At this point the product quality is
verified based on the product validation testing carried out on
the last prototype. A go/no-go decision for production of
required number of units for customer is made).
F. M4 Launch review (A go/no-go decision depending if all
business areas are ready for market launch and required number
of devices are in stock. For the purposes of this assignment this
is the milestone marking the end of the project. You are not
required to add a task to make the decision – it will be made by
senior management at this point. This milestone is the end of
your schedule).
At the M1 concept review it was decided to go ahead with the

project. M1 milestone is to be the start of the project. Make the
start of the project Monday 19/8/13. This is M1 – the first
milestone.
On Monday 19/8/13 (after M1) you have a workshop led by Mr.
Software, Mr. Mechanics, Mr. Electronics, Mr. Production and
Mr. Validation to plan the product development activities. They
are members of your project team and very experienced
managers and engineers.
From the team workshop you have obtained the following
information:
1. A work break down structure (WBS), resource estimates and
some dependencies provided in Table 1 below.
2. Mr. Production also did some preparations prior to the
workshop and his input is summarized in the Activity-In-the-
Box (AIB) network diagrams in Figure 1.
Note that the following abbreviations are used:
· Electronic Engineer (EE)
· Software Engineer (SW)
· Mechanical Engineer (ME)
· Test Engineer (TE)
· Production Engineer (PE)
· Technical Writer (TW)
· Printed Wire Board (circuit board) (PWB)
· Electromagnetic Compliance (EMC)
· Planning Workshop (PW)
Table 1- Work Breakdown Structure
Activity
Description
Predecessor(s)
Person days/weeks of effort 1(and type of resource required.)

To be completed at the following milestone
PW: Planning Workshop
Planning workshop
M1
2 days fixed duration. 1SE, 1TE, 1ME, 1 PE, 1EE, 1TW will be
in attendance.
1. Electronics
1.1 PWB outline modifications
Planning workshop(PW)
1 person-week of EE.
(fixed duration)
1.2 Component selection
Selection of electronic components. Must be started together
with 1.3.
1.1
2 person-weeks of EE.
(fixed duration)
1.3 P1 circuit design and PWB
layout
Creation of circuit diagram and PWB layout. Breadboard
solution created. Must be started together with 1.2.
1.1
2 person-weeks of EE
(fixed duration).
1.4 P1 electronics verification
tests
Electronic verification tests with the use of the P1 prototypes.

P1 build complete (5.5)
1.5 P2 circuit design
improvements
Electronic improvements to circuit diagram, component
selection and layout.
1.4
tests
Electronic verification tests with the use of the P2 prototypes.
P2 build complete (6.5)
M3
1.7 Thermal verification tests
Verification that electronic heat generation and heat
transmission through covers is acceptable.
P2 build complete
1 person-day of EE.
1.8 EMC verification tests
Verification of compliance with electromagnetic compliance
regulations.
1.7
1 person day of EE.
M3
2. Software
2.1 Software specification
Specification of the software functionality based on user
requirements.

PW
1 person-week of SE.
2.2 User interface specification
Detailed specifications of the user interface
2.1
2.3 Database specifications
2.1
2.4 Software test plans
2.2,2.3
2 person-weeks of SE
2.5 Software design
2.1
2.6 User interface design
2.2
2.7 Database design
2.3
2.8 Review of designs and test plans

1.2,1.3, 2.4, 2.5,2.6,2.7, 4.1, 3.4
2 days fixed duration. 4SE, 1TE, 2ME, 1 PE, 3EE, 1TW will be
in attendance.
M2
2.9 Software development
You can assume that there are four modules of approximately
similar effort and if there are 4 SEs available for this task it
could be reduced to a duration of 3 weeks (this is still 12
person-weeks of SE effort). For this assignment, you can also
assume that individual modules will be tested during
development
2.8 (i.e. M2)
12 person-week of SE. In your initial schedule assign 2 SEs to
this task, so it should take 6 weeks.
2.10 User interface
development
Assume this includes interface development and testing
2.8
3 person-weeks of SE.
2.11 Database development
Assume this includes development and testing
2.8
4 person-weeks of SE.
2.12 R1 release creation
Creation of the R1 software release used for testing with the P1
prototype (in 4.4)
2.9,2.10,2.11
2 person-days of SE
2.13 R1 error correction and user interface improvements
4.4

2.14 R2 release creation
Creation of the R2 software release to be used for testing with
the P2 prototype
2.13
2 days of SE.
2.15 R2 release tests
Testing of the R2 release with the P2 prototype
2.14,6.5 (prototype 2 build completed)
2.16 R2 error corrections
Correction of errors
2.15
2.17 R2 interoperability tests
Testing of interoperability with 3rd party accessory devices.
2.16
2.18 R2 interoperability error
correction
Correction of errors
2.17
2.19 R3 sales release creation
Creation of the software sales release
2.18
2 days of SE.
M3
3. Mechanics

3.1 Industrial design
Design of the industrial design for the device. Must be started
in parallel with 1.1 and 2.1
PW
2 weeks of a ME/industrial designer.
Modifications of the PWB to fit the industrial design, new
components and usability requirements. Must be done in
parallel with 1.1
3.1
1 person-week of ME.
3.3 P1 mechanical CAD design
CAD design of mechanical plastic parts and metal parts for the
device.
3.2
2 person-weeks of ME.
3.4 Tolerance stack analysis
Analysis of the mechanical tolerance stacks compared to part
tooling and moulding capabilities.
3.3
3.5 P1 mechanical part analysis
Physical analysis of moulded plastic parts and sheet metal parts
used in the first prototype
P1 build complete
3.6 P2 mechanical part
modifications
Modification of moulding and sheet metal tools used for P2

parts.
3.5
2 person-weeks of ME.
3.7 Mechanical tool approval
Evaluation of P2 mechanical parts and approval of moulding
and sheet metal tools used in part manufacture.
P2 build complete
2 weeks of ME.
M3
4. Verification
4.1 Test plan creation
Creation of a plan documenting what is to be tested.
PW
2 person-week of TE
M2
4.2 Component tests
Test of key hardware component reliability to various standard
tests like drop and humidity.
After delivery of components for P1 i.e. 5.1,5.2,5.3 and also
4.1)
1 person-week of TE
P1
4.3 Module tests
Test of module functionality after assembly.
P1 build complete, 4.2
1 person-week of TE.
4.4 System integration tests
Test of integration of modules and R1 software – i.e. testing of

P1 prototype
4.3 ,2.12
1 person-week of TE and 1 person-week of SE
P2
4.5 Product validation tests
Test of product against reliability to various standard tests like
drop and humidity and end user requirements.
4.4, P2 build complete (6.5)
1 person-week of TE
4.6 Technical Construction File
compilation
Creation of documentation for regulatory approvals.
4.5
1 person-week of TE.
4.7 Type approval and regulatory
approval tests
Approvals from regulatory authorities.
4.6
4 weeks by regulatory authorities.
M3
5. prototype 1 build
see figure 1 for details
See fig 1 for details
See fig 1 for details
6. prototype 2 build
7. Documentation

7.1 documentation plan
Table of contents etc.
2.8
1 person-week of TW and 1 person-week of SE
7.2 development of
documentation
TW writes documentation
7.1
2 person-weeks of TW
7.3 review of documentation
Review by SE and corrections by TW
7.2
1 person-week of TW and 1 person-week of SE
M3
8. Production of devices for customers/market
5 days fixed duration. Requires 1 PE
8.1 assembly and production
preparation
M3
2 person-weeks of PE
8.2 Production of devices
Bulk production of required number of devices for customers
and market launch
8.1
3 weeks fixed duration. Requires 1 PE.
M5
Note: To achieve the WBS numbering shown in the table, you

will have to manually enter the WBS numbers in a WBS
column. Automatic generation will not produce the above WBS
numbers because you should have an outer level summary task
for the whole project (and also have milestones at the top of the
task). It is very useful to include the correct WBS numbers as
this will allow you to check your predecessor relationships by
making a comparison with the table above.
Figure 1 - Activity in Box Network Diagrams for Production
Assume that all durations shown are fixed duration.
Abbreviations: w is weeks and d is days.
Prototype 1
(
P1 component lead-time
5.1
4
w
Suppliers
P1
PWB manuf
acture
and delivery
5.2
4
w
Supplier
P1 mechanical part lead-time
5.3
3
w
Supplier
P1 assembly and production test preparation
5.4

2
w
1
Production Engineer
P1 prototype build
5.
5
2d
P Engineer
P1
M21
)
Prototype 2
(
P2
component lead-time
6.1
4
w
Suppliers
P2
PWB manuf
acture
and delivery
6
.2
4
w
Supplier
P
2
mechanical part lead-time
6.4
3
w
Supplier

P
2
assembly and production test preparation
6
.
3
2
w
1
Production Engineer
(fixed duration
P
2
prototype build
6
.
5
2d
P Engineer
P2
1.5
3.6
1 Production Engineer (fixed duration
)
As the project manager you have accepted the tasks of creating
the compiled project schedule and allocating resources.
Available Resources
The maximum full time resources available for your project are:
Resource
$/hour
Number Available

Electronics Engineer
$95.00
3
Software Engineer
$90.00
4
Mechanical Engineer
$80.00
2
Test Engineer
$90.00
1
Production Engineer
$100.00
1
Technical Writer
$65.00
1
Your team is committed to producing only two prototype
iterations to develop and validate the design
You know that there are items you did not address at the project
workshop and that you may need to make some assumptions to
complete your schedule and budget. Make sure that you list any
assumptions you make at the beginning of your assignment
submission.
General Information
In addition to the work breakdown structure and AIB network
diagram you have collected the following information.
· The project booking of the proto builds (task 5.5 and 6.5) will
have to be done at the latest four (4) weeks in advance of the
build. This is the lead time required to include builds in the

manufacturing’s master production schedule.
· The company will have a general holiday period between
23/12/13 to 3/1/14. You should also include a public holiday on
7/10/13. You are not required to enter any other holidays for
the purposes of this assignment.
· The booking of the Type Approval (TA) test house (task 4.7)
has to be done 8 weeks prior to type approval (task 4.7).
· The engineers work a 40 hour week from Monday to Friday
(i.e. a 5 day week with 8 hour days).
Assessment Part A
For part A of the assessment you must complete the following
tasks and questions. Read all the questions before you
commence the tasks.
1. Ms Horsell has asked you to use Microsoft Project to develop
the project schedule. Note that Ms. Horsell has also asked you
to include the milestones at the top of the task list in your
schedule.
Develop the schedule and make sure that you
a) Include the milestones at the top of the task list (underneath
the project summary task at the top of the task list).
b) Include the resource allocation details on the schedule.
c) Resolve any resource allocation issues. Assume that the
project is constrained to the resources listed in the case study
description above.
d) Have an appropriate project name as the top of the task list
and have all other tasks indented below this heading. Note that
by having the overall project summary task and the milestones
at the top of the task list the automatically generated outline
numbers / WBS numbers will not correspond to the WBS
numbering in the specification. However, you should introduce
a WBS column and manually enter the numbering required to
keep the work breakdown numbering specified in the
assignment. The WBS column should be placed before the task
column.

e) Make sure that the holidays described in the “general
information” are not included in the available working days for
your project.
2. In this question you must identify the critical path in your
schedule.
a) The bars of the tasks on the critical path must be
automatically highlighted in the Gantt chart view of your
project schedule (in the .mpp file). The marker should be able to
view all tasks in the project when they open the .mpp file.
b) List the tasks on the critical path in your answer to this
question in the Word document.
3. Include additional “milestones” (tasks with 0 duration) in
your schedule to show the latest date you need to contact:
a) the production manager to ensure that the facilities are
booked for the prototype builds (i.e. two milestones – one for
each prototype build).
b) the type approval test house to ensure that the facilities are
booked for the type approval.
c) According to your schedule when is the latest date that you
need to contact:
· The production manager to book the facilities for the first
prototype build?
· The production manager to book the facilities for the second
prototype build?
· The type approval house to book the facilities for the type
approval?
Note that these additional milestones should be listed at the end
of the milestones list at the start of the project and should be
highlighted in the task list in yellow using the “background

colour” icon on the task ribbon. This is to allow your marker to
locate them easily.
4. Write a memo to the director of product development, Ms.
Horsell outlining:
a) the expected completion date of the project, assuming it
commences at M1;
b) the total duration of the project;
c) an explanation of the main factors that cause the project to
require that length of time
d) the estimated labour cost of the project after the M1 concept
review. Present the costs in a table showing the costs for the
following:
· Planning workshop
· Electronics
· Software
· Mechanics
· Verification
· Prototype 1 build
· Prototype 2 build
· Documentation
· Production of devices for customers
· Total for the Project
Assume that you will send the project schedule as an
attachment to the memo.
5. Generate a “who does what report” using the Microsoft
Project reporting facilities. The start of a “who does what
report” for a different project is shown below. Include a
screenshot of your “who does what” report as the answer to this
question in your Word document.
6. Is there any way that the overall duration of the project can
be shortened without removing any tasks? (Justify your answer.
Be specific and describe any tasks that you would target and
what you might do that could reduce the length of the project.)

7. Describe what the project manager needs to do to ensure that
the project runs smoothly and completes on time. Give a
detailed answer describing procedures, processes and anything
else that you believe is important both in general terms and
specifically for this project
8. Is there any way that the cost of this project could be
reduced? (Justify your answer. Be specific and describe any
implications (apart from the reduction in cost) that could result
from you suggestion(s). You are only required to discuss one
suggestion to answer this question.)
9. Are there any project related supporting activities, plans,
events or tasks that you might have overlooked? If they were
overlooked describe how this could impact on the project. .
Assessment Part B
Mr. Production reviews your project schedule and requests that
both the prototype builds also include the participation of one
engineer from electronics and one from mechanics. You will
have to update your schedule as you agree with this proposal.
You are now 1 week after the M1 milestone and the display
supplier has been revised the delivery time. This is one of the
components required for the prototype 1 build (not the
prototype 2 build). The delivery time is now expected to take 5
weeks. (This will impact on the duration for task 5.1.)
In addition, you are advised that the type approval and
regulatory approval tests are now expected to take only 2
weeks.
Based on the additional information given above complete the
following tasks:
1. Amend the project schedule incorporating the request from
Mr. Production, the change to the delivery time for the display
and the new estimated times for the regulatory approval task.
2. Describe the impact of each of the changes, i.e. what is the

impact of:
a. the requirement for the additional resources on the prototype
build on both the duration and the cost of the project?
b. the change in delivery time for the display component on
both the duration and the cost of the project?
c. the change in the time for the regulatory approval tests on
both the duration and the cost of the project.
3. Are there any options that you would consider instead of
making any of these changes? Explain.
4. What is the new duration for the project? What is the new
expected completion date for the project?
Assessment Part C
You have been advised that there will only be two software
engineers available for the project.
1. Modify your resource details so that there are now only 2
software engineers available.
2. a) Does this result in a resource over-allocation issue in your
schedule?
b) If so, resolve the resource over-allocation issue. If you had to
resolve a resource over-allocation issue explain how you
resolved the problem(s). If you did not have to resolve a
resource over-allocation issue, explain how you would have
resolved the resource over-allocation issue. a resource over-
allocation issue using Microsoft Project.
3. Has this change impacted on the duration of your project?
Explain why/why not.
4. Has this change impacted on the sensitivity of the network?

Assumptions
You are free to make any assumptions necessary to complete the
assignment. However each assumption must be justified and
stated clearly in your assessment word document. Marks will be
deducted for any unreasonable assumption or for stating an
assumption and then ignoring it in your assignment.
Submission of Assessment
The assignment is to be submitted as four separate files using
the electronic assignment submission system that can be
accessed from the assessment item 2 link on the course website.
The four files to be submitted are:
1. The Word document with the assumptions and solutions to
the questions for Part A, Part B and Part C.
1. The Microsoft project files created for Part A, Part B and
Part C. Please ensure that the names of these files clearly
indicate their purpose, e.g. Xyzzy_Part_A.mpp,
Xyzzy_Part_B.mpp and Xyzzy_Part_C.mpp.
Marking Guide for Assessment item 2 – Individual Case Study
Assignment Question
Criteria
Marks available
Marks awarded
Part A
Q1
The adequacy of the Project Schedule
· Tasks; correct WBS; overall summary task; auto scheduling
· Durations/effort
· Resources allocated (+ no over-allocation)
· Milestones
· Predecessor relationships

· holidays
7
Q2
Critical path highlighted and tasks listed
1
Q3
Dates of bookings
1
Q4
Appropriateness of the Written Memo and all information
correct according to the schedule
4
Q5
Who does what report
1
Q6
Details on shortening the Project
2
Q7
Ensuring finished on time
3
Q8
Reducing cost.
2
Q9
Overlooked “activities”
3

Sub Total Part A
24
Part B
Q1
The adequacy of the amended Project Plan (+ ensure no
resource over-allocation)
2
Q2
Discussion of the impact of each of the changes (for each
discuss impact on budget and duration)
3
Q3
Discussion of options
1
Q4
Overall duration change
1
Sub Total Part B
7
Part C
Q1
Change to 2 SEs

1
Q2
Resolution of resource issues
1
Q3
Impact on duration + explanation
1
Q4
Impact on network sensitivity + explanation
1
Sub Total Part C
4
TOTAL
35
example PM/Assignment PM - word file solution -
EXAMPLE.docx
Assumptions
· The resources and employees have not any absences along the
duration of this project
· There is no extension and lateness of work during this project.
· All work are done perfectly, there are not any re-done or re-
fixed the work that will increase the working duration of that
activities
· The start date of this project is Monday, 19th August 2013

· Some information that course coordinator provided around
week 10 and 11 are not applied. This has been done based on
the first given information.
Part A
1. The critical paths in my schedule are listed below:
1.5 P2 circuit design
2.8 Review of designs and test plans
3.1 Industrial design
3.3 P1 mechanical CAD design
3.4 Tolerance stack analysis
3.5 P1 mechanical part analysis
3.6 P2 mechanical part
4.2 Component tests
4.5 Product validation tests
4.6 Technical Construction File compilations
4.7 Type approval and regulatory approval tests
5.1 P1 component lead-time
5.2 P1 PWB manufacture and delivery
5.5 P1 prototype build
6.1 P2 component lead-time
6.2 P2 PWB manufacture and delivery
6.4 P2 assembly and production test preparation
6.5 P2 prototype build
8.1 assembly and production preparation
8.2 Production of devices
2. According to your schedule when is the latest date that you
need to contact:
· The production manager to book the facilities for the first
prototype build?
Mon 14/10/13
· The production manager to book the facilities for the second
prototype build?
Wed 27/11/13

· The type approval house to book the facilities for the type
approval?
Fri 13/12/13
3. A memo to the director of product development, Ms. Horsell:
Assume that the project schedule would be send as an
attachment to the memo.
Memo
To: Ms. Horsell, the director of product development
From: Ms. Andersen, the project manager
Date: 10th September 2013
Subject: The Xyzzy Company outline.
Xyzzy is a medium sized company that develops and
manufactures mobile data collection devices. This project
commences at M1, which is the concept review. The start date
of this project is Monday, 19th August 2013. The expected
completion date of this project is going to be on Thursday, 27th
March 2014. Therefore, the total duration of this project is 148
days. The project requires this length of time because of many
factors. Firstly, some activities have to be done respectively
before starting the other new activities. Secondly, there are the
limited resources and fixed duration, so the project consumes
this duration as these constrains. This duration was estimated
without risks and accident that might be occurred such as
delaying of resource delivery. For the estimated labour costs,
the estimation of cost for each activity is shown in following
table
Activity
Cost (AUD)
Planning workshop
8320.00

Electronics
35720.00
Software
127840.00
Mechanics
35200.00
Verification
28800.00
Prototype 1 build
9600.00
Prototype 2 build
9600.00
Documentation
14000.00
Production of devices for customer
20000.00
Total
289080.00

4. Who does what report of Xyzzy project is shown in Figure 1
and 2.
Figure 1 Who does what report of Xyzzy project page 1
Figure 2 Who does what report of Xyzzy project page 2
5. Is there any way that the overall duration of the project can
be shortened without removing any tasks? (Justify your answer.
Be specific and describe any tasks that you would target and
what you might do that could reduce the length of the project.)
Yes, there are some ways to shorten the overall duration of this
project without removing any tasks. The activities that are
critical path draw the estimated duration of the project. As a
result, changing or reducing activities in critical path is
obviously reduced overall duration of the project such as
outsourcing the project works (resources not constrain) and fast
tracking (resources constrained). For the outsourcing, the
outsourcing partners, who are more specialized and familiar
with the specific activities, therefore it is going to consume less
time. For example, removing a critical path “3.3 P1 mechanical
CAD design” to a CAD design company is going to reduce the
duration of this task, as well as the overall duration. For the fast
tracking, the orders of each activity could be changed. Some
activity can be start earlier instead of the same sequences such

as changing Finish-to-Start sequence to Start-to Start-sequence.
For example, if the Xyzzy does outsource the industrial design,
the outsourcer probably reduces usage time from 10 days to 5
days. As well as overall duration are decreased to 143 days.
Another example, the type approval and regulatory approval
tests (4.7) have to start after the technical construction file
compilation (4.8). If both activities are changed the sequence to
be Start-to-Start, this will mean that the type approval and
regulatory approval tests have to start in the same date as the
technical construction file compilation. As a result, the overall
duration is reduced for 5 days.
6. Describe what the project manager needs to do to ensure that
the project runs smoothly and completes on time. Give a
detailed answer describing procedures, processes and anything
else that you believe is important both in general terms and
specifically for this project
As the project manager, evaluation and control are important in
order to ensure that the project runs smoothly and complete on
time. For the small project, the involvement and wandering
around are enough to control the project. Anyway, it is needed
the formal control in the larger project such as the project
monitoring information system, the project progress report
format and the project control process. Those methods help to
determine what is going on the project. The project monitoring
system is contained what data to collect, collecting the data,
how to analyze the data and how to report current progress to
management. For the project progress report format, it is shown
last report progress, current status, trends, problems and also
corrective action plan. For the last method, the project control
process is involved “comparing actual performance against plan
to identify deviations, evaluate courses of action, and take
appropriate corrective action” (Larson, 2011). This method
mainly uses the tracking and baseline Gantt chart, which uses in
this project, and control charts as the tools. Those methods and

tools are suitable to project manager to evaluate that project run
ahead or behind the schedule. The manager then can control the
direction of the project to be always in the scope or plan. For
example, the project manager can see the actual work in
tracking grant chart. If there is the lacking behind task or the
over-estimated cost, the manager have to take closely control
and resolve the problem immediately.
7. Is there any way that the cost of this project could be
reduced? (Justify your answer. Be specific and describe any
implications (apart from the reduction in cost) that could result
from you suggestion(s). You are only required to discuss one
suggestion to answer this question.)
Yes, there are some ways that the cost of this project could be
reduced. In project management, Larson and Gray (2011) stated
that there are three typical kinds of costs, which are direct cost,
direct project overhead costs and general and administrative
overhead cost. The direct costs are clearly chargeable to a
specific work package (Larson, 2011) such as cost of materials
and equipments. Secondly, direct project overhead costs are tied
to project deliverable or work (Larson, 2011) packages such as
rents, supplies and specialized machinery. The last cost is the
general and administrative overhead cost, which is not directly
linked to a specific project such as advertising and accounting.
Obviously, the reduction in general and administrative overhead
cost is the easiest way to decrease overall cost of this project
because it is not related to project progresses and used
resources as the indirect cost directly. The indirect cost is
directly depended on increasing time, so reducing project time
directly reduces indirect costs (Larson, 2011). Furthermore,
outsourcing of some activity can be reduced the cost as well as
saving the time. The salary, supplies and specialized machinery
costs are removed to outsourcer, which are more familiar and
specialized with specific activities. For example, if the Xyzzy
does outsource the industrial design, the outsourcer probably
reduces usage time from 10 days to 5 days as the previous

answer about shorten the duration. The Xyzzy is going to save
the cost of $6400 and then is going to pay for outsourcing,
which is probably less than $6400, instead.
8. Are there any project related supporting activities, plans,
events or tasks that you might have overlooked? If they were
overlooked describe how this could impact on the project.
Yes, there are project related supporting activities, plans, events
or tasks that you might have overlooked. All kinds of activities
have the opportunities to confront with risks, which is defined
as the uncertain or chance events that planning cannot overcome
or control (Larson, 2011). This would be resulted in over-
budget, over-expected duration, or breaking down the project.
Therefore, the risk management directly is a tool to recognize
and manage internal events and external threats to be a
successful project. It is obviously going to improves project
performances within budget and on time. Furthermore,
conserving of quality as the quality management on each task
and whole project are one of the key to decrease the risk or to
meet the expected requirements.
Part B
1. Amend the project schedule incorporating the request from
Mr. Production, the change to the delivery time for the display
and the new estimated times for the regulatory approval task.
The overall duration is reduced to be 145 days and the total cost
is increase to be $294,680.00
2. The impact of each of the changes:
a. The requirement for the additional resources on the prototype
builds on both the duration and the cost of the project?
Both the prototype builds are required to include the

participation of one engineer from electronics and one from
mechanics instead of one production engineer. The cost in each
prototype build is initially equal to $1600.00. After changing
the resources to be an electronic engineer and a mechanics
engineer, the cost of each prototype is increased to $4,400.00.
This is resulted by the increase number of participating
resources. Moreover, the standard rate that has to pay to a
production engineer, $100.00/hr, is less than the standard rate
that has to pay to an electronic engineer and a mechanics
engineer together. The standard rate is reached $185.00/hr. The
duration following this change is the same.
b. The change in delivery time for the display component on
both the duration and the cost of the project?
At activity P1, component lead-time, the duration is requested
to increase from 4 weeks to 5 weeks. As a result, the overall
duration is increase for a week or 5 days following this change
because this activity is critical. For this activity, there is not
any required internal resource. It means that this change does
not affect the cost of this project, thus the overall cost of this
project following this change is the same.
c. The change in the time for the regulatory approval tests on
both the duration and the cost of the project.
The type approval and regulatory approval tests are decreased
the duration from 20 days to 10 days. As a result, the overall
duration is decreased for two weeks or 10 days following this
change because this activity is critical. Moreover, the cost is not
changed as previous discussion of the change in delivery time
for the display component. It is because this activity is not
related to internal resources.
3. The options that would consider instead of making any of
these changes:

The changes of duration that have made in this part are in the
critical path, therefore it affects the overall duration of this
project. In order to avoid the effect on the duration of the whole
projects, the project must not adapt on critical path. On the
other hand, it means that the overall duration can be reduced by
decreasing duration on critical paths. Anyway, there is constrain
that affects the duration and costs of project. It is the limitation
of resource. In some task, the duration can be shortened by
increase the number of worker, but amount of workers within
organization possibly is limited. For example, Xyzzy has only
one production engineer, one test engineer and one technical
writer. Outsourcing, fast-tracking (changing schedule or orders
of tasks, reducing project scope, compromise quality are
alternative ways to save time and budget of the project.
4. What is the new duration for the project? What is the new
expected completion date for the project?
The new duration is 145 days and the new expected completion
date of the project is Monday, 24th March 2014.
Part C
2. a. Does this result in a resource over-allocation issue in your
schedule?
Yes, this result in a resource over-allocation issue in the
schedule
b. If so, resolve the resource over-allocation issue. If you had
to resolve a resource over-allocation issue explain how you
resolved the problem(s). If you did not have to resolve a
resource over-allocation issue, explain how you would have
resolved the resource over-allocation issue. a resource over-
allocation issue using Microsoft Project.
A resource over-allocation issue occurs in the resource-
constrain project. The resources in the project are limited in
quantity and availability. Larson and Gray (2011) stated the

trick is “to prioritize and allocate resources to minimize project
delay without exceeding the resource limit or altering the
technical network relationships”. This plays the role mainly on
the minimizing slack and managing the respects or orders of
each activity.
Using Microsoft Project, a resource over-allocation can be
automatically resolved by selecting “Resource” and then
selecting “Level all”. This function resolve resource conflicts or
over-allocations the entire project by delaying or splitting tasks.
This tool changes the some orders or schedules as shown in the
Figure 3 and 4. It shows that the orders of some activities are
managed.
Figure 1 The grant chart of Activity 2, which is contained the
resources mainly from software engineer in Part B
Figure 2 The grant chart of Activity 2, which is contained the
resources mainly from software engineer in Part C (The over-
allocation have been resolved by levelling)
3. Has this change impacted on the duration of your project?
No, this change has not impacted on the duration of project. The
resolving has been done in slack of activity such as adjusting
order based on the range of slack. Therefore, the adjusting has
not been done in critical path, which is no slack or slack is zero.
4. Has this change impacted on the sensitivity of the network?
Yes, this change impacted on the sensitivity of the network. “A

sensitive network would be one or more than critical paths
and/or noncritical activities with very little slack” (Larson,
2011). It means that the schedule in not adjustable or levelling
easily. If there is any change on critical path or change that do
not respect to the slack, the whole project will be affected. In
Xyzzy, there are many critical paths within Activity 2;
therefore, it is hard to avoid the adjusting on critical path.
Reference
Larson, EW & Gray, CF 2011, Project management: the
managerial process, 5th edition, McGraw-Hill

Part A criteria marks
Q1 The adequacy of the Project Schedule Tasks; correct
WBS; overall summary task; auto scheduling
Durations/effort Resources allocated Milestones
Predecessor relationships Holidays Critical path
highlighted (may have resource over allocation at this
point)
7
Q2 Critical path tasks listed 1
Q3 (a), (b) – dealing with resource constraints 2
Q4 Dates of bookings (+ milestones) 1
Q5 Appropriateness of the Written Memo and all information
included and correct according to the schedule
4
Q6 How to manage project risk 3
Q7 Details on reducing the project budget 3
Q8 Ensuring finished on time 3
Q9 Overlooked “activities” 2

Q10 How to ensure a quality product 3
Sub Total Part A 29
Part B
Q1 The adequacy of the amended Project Plan (+ ensure no
resource over-allocation)
2
Q2 Discussion of the impact of each of the changes on
schedule + explain
1.5
Q3 Discussion of the impact of each of the changes on budget
+ explain
1.5
Q4 Change management 1
Sub Total Part B 6
TOTAL 35

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