Part 3A
After creating the resource pool, copy the screen image of
Resource Sheet and paste into the Word document.
After assigning resources, copy the screen image of the data
entry screen and paste into the Word document.
After time-constrained scheduling, copy the screen image of
Resource Sheet and paste into the Word document. The Resource Sheet should show
the resources that over-allocated.
After resource-constrained scheduling, copy the screen image
of Resource Sheet and paste into the Word document. The Resource Sheet should
show the resources that over-allocated.
Part 3B
After adding the two internal development teams and doing
time-constrained resource scheduling, copy the screen image of Resource Sheet
and paste into the Word document. The Resource Sheet should show the resources
that over-allocated.
After adding the two external development teams and doing
time-constrained resource scheduling, copy the screen image of Resource Sheet
and paste into the Word document. The Resource Sheet should show the resources
are no longer over-allocated.
After generating the Cashflow report, copy the screen image
and paste in to the Word document. Change time scale to months.
Answer all the questions given in Part 3 (five questions
from Part 3A and three questions from Part 3B) and Part 4 (all questions).
Submit your answers along with the screen shots as listed above as Appendices
to the instructor through the Assignment tab on the Blackboard for evaluation.
In addition to the general instructions included in the
Overview of this topic, you might find the following notes helpful in doing the
Conveyor Belt homework.
Part 3A Notes
Enter resource names from Table A2.12 For “Assembly/Test”
enter “Assembly” for consistency with Table A2.11.
Enter one team as 100% and two teams as 200% under Maximum
Units.
Part 3B Notes
Add the two internal development teams for a total of four
internal development teams to the resource pool. Level within the available
slack (to complete the project within 530 days). If no resources are
over-allocated, you have achieved your objective of completing the project in
530 days at the minimum cost. If any resources are still over-allocated, go to
the next step.
Add the two external development teams as “DevelopmentX” to
the resource pool. The external development teams are added as “DevelopmentX”
since they are paid at a higher standard rate ($120 per hour). Identify the
resources and the activities that are over-allocated through the Resource Usage
view by scrolling horizontally. Make a note of the activities.
Select the shortest activity from the over-allocated
activities from the previous step and change the resource assigned from
Development to “DevelopmentX”. Level within the available slack (to complete
the project within 530 days). If no resources are over-allocated, you have
achieved your objective of completing the project in 530 days at the minimum
cost. Otherwise, identify the resources and the activities that are
over-allocated through the Resource Usage view by scrolling horizontally. Make
a note of the activities.
Repeat step the previous step until no resources are
over-allocated, and you have achieved your objective of completing the project
within 530 days at the minimum cost.
Table A2.12 (Organization Resources)
Name Group
Cost ($/hr)
Design R&D (2
teams)
$100
Development
R&D (2 teams) $70
Documentation
R&D (1 team) $60
Assembly R&D (1
team)
$70
Purchasing
Procurement (1 team) $40
From the textbook:
Part 3
Remember the old saying, “A project plan is not a schedule
until resources are committed.” This
exercise illustrates this subtle, but very important difference.
Part A
Using your files from Part 2 input resources and their costs
if you have not already done so. All
information is found in Tables A2.11 and A2.12
Answer the following questions:
1. Which if any of
the resources are over-allocated?
2. Assume that the
project is time constrained and try to solve any over-allocation problems by
leveling within slack. What happens?
3. What is the impact
of leveling within slack on the sensitivity of the network?
Include a Gantt chart with the schedule table after leveling
within slack.
4. Assume the project
is resource constrained and resolve any over-allocation problems by leveling
outside of slack. What happens? What are the managerial implications?
5. What options are
available at this point in time?
Include a Gantt chart with the schedule table after leveling
outside of slack.
Note: No splitting of
activities is allowed
Note: No partial
assignments (i.e. 50 percent). All
resources must be assigned 100 percent.
Part B
When you show the resource-constrained network to top
management, they are visibly shaken.
After some explanation and negotiation they make the following
compromise with you:
-The project must be completed no later than February 2,
2012 (530 days)
-You may assign two additional development teams
-If this does not suffice, you may hire other development
teams from the outside. Hire as few
external teams as possible because they cost $50 more per hour than your inside
development people
Internal Development
Add as many development units (teams) as needed to stay
within the 530 days. If you need more
than two internal development units, then hire as few external teams as
necessary. Select the cheapest
possibility! Change as few activities as
possible. It is recommended you keep
work packages which require cooperation of several organizational units inside
your company. You decide how best to do
this.
Hint: Undo leveling
prior to adding new resources
Once you have obtained a schedule that meets the time and
resource constraints, answer the following questions:
1. What changes did
you make and why?
2. How long will the
project take?
3. How did these
changes affect the sensitivity of the network?
Include a Gantt chart with a schedule table presenting the
new schedule
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