Scenario Analysis
Website Development Plan for Sidney Flowers (SF)
Question 1: Project Tasks, Duration, and Dependencies
a). Network Diagram
Figure 1: A network diagram showing all the tasks and their dependencies
To achieve the shortest path, considering the dummies, the significant tasks will be arranged as follows:
A-B-C-E-K-L-M-N-O-P
This implies that only a few tasks will be of significance to the project as there are several instances of the occurrence of dummies. This is shown in the diagram by the complete connecting lines which constitute the connection between tasks and which lead to the other. While others which are shown by the dotted lines have limited or no significance; that is, they serve as dummies and the project may take place with or without them.
The time to complete the project = (0+3+1+5+5+1+4+5+2+0) days =26 days
The time in weeks; the work is to be accomplished in 5-day weeks. This is justified by the requirements provided in the case study in which one of the pre-conditions was the number of days making a week. Therefore, adhering to the assumption, the period considering weeks will be calculated as follows.
26/5
=5 weeks and 1 day.
It is important to note that the concepts of task durations and dependencies are important for any project. On the same note, they should be determined much earlier before any of the constituting tasks is commenced. While the tasks are determined much early before the exercise begins it expected that all of them be attended to by the project team or the individual to which the work is given. This is normally true in the ideal situation whereby all the activities are completed as planned and within the deadline. The actual efforts towards the implementation of the plans reveal the difficulty regarding meeting the requirements. However, at the given point, the aspect of tasks is upheld and there is how that everything must be undertaken to constitute the bigger picture of the image in question.
The concept of dummies also emerges due to the occurrence of less significant tasks. While they are attached to some negligible level of significance, they are equally important as others. The aspect of dummies can occur due to many features that characterize the associated activities. For one, there are many tasks in the project which will be accomplished within the same day and taking place within the shorted time as noted by the project manager. They remain as dummies now that the time during which they should be done does not influence the accomplishment of the bigger project practice.
On the same note, some activities will be accomplished in parallel with the others. These results concerning dependencies. While they occur within the least time possible, other tasks depend on them. Besides, they also depend on other activities. Dependencies in project management imply that one task must be completed before the other is completed; the subsequent activities rely on the steps that the project must have taken in the previous stages. This increases the number of activities that can be undertaken at the same time; this occurs at least once or more time at a given point while striving to meet the requirements of the project.
Considering the application of these concepts, their manifestations have revealed that many activities were less significant but equally important as others. This is because they are budgeted and some significant time is allocated for them. While reviewing the project, the activities with significance will be indicated when they are continuously connected without breaks. Otherwise, the possible occurrence of breaks is due to the dummies which influence the occurrence of multiple tasks at the same time.
b). Slack or Float Time for Each Activity
| Task | Time in Days | |||||||||||||||||||
| 4 | 8 | 12 | 16 | 20 | 24 | 28 | 32 | 36 | ||||||||||||
| A | ||||||||||||||||||||
| B | ||||||||||||||||||||
| C | ||||||||||||||||||||
| D | ||||||||||||||||||||
| E | ||||||||||||||||||||
| F | ||||||||||||||||||||
| G | ||||||||||||||||||||
| H | ||||||||||||||||||||
| I | ||||||||||||||||||||
| J | ||||||||||||||||||||
| K | ||||||||||||||||||||
| L | ||||||||||||||||||||
| M | ||||||||||||||||||||
| N | ||||||||||||||||||||
| O | ||||||||||||||||||||
| P | ||||||||||||||||||||
Here are specific activities that can have the earliest start schedules and latest start schedules, and so will have start/flock time. According to Giri (2019), it refers to the period during which the project tasks can be delayed without interfering with the schedules of the bigger project.
A
Earliest start schedule: day 1
Latest start schedule: day 1
Float time = 0 days
B
Earliest start schedule: day 1
Latest start schedule: day 1
Float time = 0 days
C
Earliest start schedule: day 2
Latest start schedule: day 11
Float time = 9 days
D
Earliest start schedule: day 2
Latest start schedule: day 4
Float time = 2 days
E
Earliest start schedule: day 3
Latest start schedule: day 4
Float time = 1 days
F
Earliest start schedule: day 3
Latest start schedule: day 6
Float time = 3 days
G
Earliest start schedule: day 12
Latest start schedule: day 12
Float time = 0 days
H
Earliest start schedule: day 15
Latest start schedule: day 15
Float time = 0 days
I
Earliest start schedule: day 16
Latest start schedule: day 16
Float time = 0 days
J
Earliest start schedule: day 20
Latest start schedule: day 21
Float time = 1 day
K
Earliest start schedule: day 16
Latest start schedule: day 20
Float time = 4 days
L
Earliest start schedule: day 21
Latest start schedule: day 22
Float time = 1 day
M
Earliest start schedule: day 22
Latest start schedule: day 22
Float time = 0 days
N
Earliest start schedule: day 26
Latest start schedule: day 26
Float time = 0 days
O
Earliest start schedule: day 31
Latest start schedule: day 31
Float time = 0 days
P
Earliest start schedule: day 33
Latest start schedule: day 33
Float time = 0 days
The float time could be calculated in many different ways; that is considering the start schedules or the finish schedules. Most of the activities have significant numbers indicating the time during which the project tasks would be delayed without affecting the overall time allocated for the project. These are possible with tasks that are started and completed after one or more days. However, there are equally many tasks in the project which are completed on the same day. For them, the float time is zero because the difference between the earliest start schedule and the latest start schedule or earliest finish schedule and latest finish schedule emerged as zero.
c). Task Numbers Forming Critical Path
Task 1- 2
Task 2 – 3
Task 3 – 4
Task 4 – 6
Task 6 – 12
Task 12 – 13
Task 13 – 14
Task 14 – 15
Task 15 – 16
Task 16 – 17
Question 2: Answering Questions Given Planned Value, Earned Value, Actual Cost and Budget at Completion
Planned Value = $ 73, 000
Earned Value = $ 70, 000
Actual Cost = $ 75, 000
Budget at Completion = $ 170, 000
a).
i). Cost Variance = Earned Value = Actual Cost
=$ 70, 000-$ 75, 000
=$ -5, 000
ii). Schedule Variance = Planned Value – Earned Value
= $ 73, 000 – $ 70, 000
= $ 3, 000
iii). Cost Performance Index (CPI)
Earned Value/ Actual Cost
= $ 70, 000 / $ 75, 000
0.9333
iv). Schedule Performance Index (SPI)
-=Earned Value / Planned Value
= $ 70, 000 / $ 73, 000
= 0.9589
b). Project Performance
The project is ahead of the schedule due to the positive value that results from the calculation of the schedule variance; $ 3, 000. A positive value implies that the project is well managed and much ahead of the schedule for the management (Anantatmula, 2015).
Project performance is a considerable performance as it can be used as a considerable basis of accessing the value of the exercise being undertaken. The project performance can be assessed n many different ways and these are an important aspect of measurement that inform the research exercise. Many wish that their projects be associated with better value and described as a head the schedules; that is, in terms of time management. However, on the other hand, there have occurred many instances whereby they are accomplished much later than the planned time. It was, therefore, important to study the aspect of project performance since many end up slipping sliding and slithering before ultimately getting done. It is therefore important to note that not all projects will be undertaken as planned. This is possible due to the potential delays which may be experienced in the course of accomplishing some tasks. Moreover, most of the tasks serve as dependencies of others; therefore, their delays means the overall performance s violated due to a considerable delay.
Furthermore, project management is done while considering the notion that projects stand a conservable chance of being accomplished on time. Closely related to this is that the delay that the project may register can have some great impact on the budget. Loudon (2012) observed o ensure smooth operations and avoid the unnecessary and the subsequent consequences, the project team is obliged to ensure that they create and adhere to realistic project plans, a delegation of work appropriately, use of the right tools and equipment, tracking of progress, and allowing time sufficient time. Otherwise, an organization for which the project has been set can experience tasks going out of control.
Nevertheless, there are different cases in which projects proceed as planned. This occurs as a regular performance. It is the nature of the projects that many organizations expected. Even if any failure to meet the schedule requirements, they are aware that time management is a key indicator of the positive manifestation of project management. According to Anantatmula (2015) in a real sense, there have been rare cases in which projects have been managed to occur within the schedule. For the case of the project in question, the tasks are most likely to be accomplished within the planned time without any further extension. Giri (2019) argued that this is based on the amount of work that has been completed about the total quantity of work that is expected to see all exercise into completion.
c). An estimate of Completion, and Evaluation of the Project Performance Regarding the Planned Targets
Estimate of Completion = Budget of Completion / Cost Performance Index
$ 170, 000 / 0.9333
$ 182149.3624
The project is not performing as planned; this is because the estimated value at the time is higher than the budget was initially allocated which was to see the whole project to completion, which may not be experienced (Loudon, 2012).
d). The Project Duration
If $ 1 expenditure occurs for 0.9589 hours,
What about $ 75, 000
= $ 75, 000 * 0.9589 hours / 0.9589 hours
= 71917.5 hours
= 71917 hours 30 minutes
Question 3: Case Study for the Restaurant
a). The Objectives in Business Terms
| # | Objective |
| 1 | To increase the customer base for potential consumers irrespective of their location |
| 2 | To improve the efficiency with which customers get in touch with the assistants at the restaurant |
| 3 | To serve customers’ arising needs in a timely fashion |
| 4 | To determine the number of customers who will be served at the restaurant, through a remote intervention |
| 5 | To improve the services offered to each customer irrespective of the basis on which they are being served. |
b). Work Breakdown Structure
c). Task Table
| Task | Time (Months) | ||||||
| Estimate ($) | 1 | 2 | 3 | 4 | 5 | 6 | |
| Analysis | 20, 000 | Breakdown of Cost | |||||
| System Requirements Definition | 4, 000 | 4, 000 | |||||
| Developing use cases | 6, 000 | 3, 000 | 3, 000 | ||||
| Constructing modules | 4, 500 | 2, 500 | 2, 000 | ||||
| Meeting the client for review | 5, 500 | 5, 500 | |||||
| Design | 20, 000 | ||||||
| Design of user interfaces | 2,500 | 1, 500 | 1, 000 | ||||
| Design of the network | 2,000 | 1, 000 | 1, 000 | ||||
| Design of the database | 3, 500 | 1, 000 | 2, 500 | ||||
| The building of the prototypes | 3,000 | 1, 000 | 2, 000 | ||||
| Integration | 3, 000 | 3, 000 | |||||
| Construction of a project plan | 4,000 | 4, 000 | |||||
| Building the website module | 2,000 | 700 | 700 | 600 | |||
| Implementation | 15, 000 | ||||||
| Incorporate the newly developed module | 7, 500 | 7, 500 | |||||
| Implementing a system contingency plan | 7, 500 | 7, 500 | |||||
| Maintenance | 10, 000 | ||||||
| Testing and support | 10, 000 | 5, 000 | 5, 000 | ||||
| Total | 65, 000 | 30, 700 | 13, 700 | 8, 600 | 4, 500 | 2, 000 | 5, 500 |
Summary
References
Anantatmula, V., 2015. Project Manager Leadership Role in Improving Project Performance. Engineering Management Journal, [online] 22(1), pp.13-22. Available at: <https://www.tandfonline.com/doi/abs/10.1080/10429247.2010.11431849> [Accessed 14 May 2020].
Giri, O., 2019. Study on the Role of Project Manager in Improving Project Performance. Technical Journal, [online] 1(1), pp.133-139. Available at: <https://www.nepjol.info/index.php/TJ/article/view/27711>.
Loudon, J., 2012. Applying Project Management Processes to Successfully Complete Projects in Radiation Medicine. Journal of Medical Imaging and Radiation Sciences, [online] 43(4), pp.253-258. Available at: <https://www.jmirs.org/article/S1939-8654(12)00154-3/fulltext> [Accessed 14 May 2020].