Advantages and Disadvantages Essays

2. Assume that the project is time constrained and try to resolve any over allocation problems by leveling within slack. What happens?

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.

Specific Activities 3 4. Milestones 5 5. Dependent Relationship & Legs 5 6. RACI chart 6 7. Scheduling 11 7.1 Estimation of Most Likely Case Duration 11 7.2 Durations of Added Tasks 11 7.3 Critical Path 12 7.4 ES, EF, LS, LF & Slack 13 8.

oject Schedules PROJ 592 Week 3 DQ 2 Sensitivity Analysis PROJ 592 Week 4 DQ 1 Resource Allocation and Leveling PROJ 592 Week 4 DQ 2 Advanced Schedule Techniques PROJ 592 Week 5 DQ 1 Earned Value Calculation PROJ 592 Week 5 DQ 2 Project Monitoring and Control & EV PROJ 592 Week 6 DQ 1 Forecasting Project Completion Cost PROJ 592 Week 6 DQ 2 Project Control PROJ 592 Week 7 DQ 1 Project Communications PROJ 592 Week 7 DQ 2 PMIS Applications PROJ 592 All Discussions Week 1 - 7 Purchase here http://devrycourse.com/proj-592-all-discussions-week-1-7 Product Description PROJ

Resources used will be primarily the project team members. To reduce risk all members need to be aware of the project schedule so that the right team members are available at the right times. Adequate computer resources, physical space and other support staff need to be ensured so that the project does not fall behind schedule.

Work breakdown structure (WBS) showing discrete work tasks and grouped hierarchically that helps to organize and define the total work scope of the project

17) A graph that plots the total resources needed per period vs. time is called a(n) ________.

B) If a project schedule is relaxed or lengthened the impact of quality could add additional costs, a change in schedule as well as a budget increase. If you have additional time in your schedule you might be able to increase scope by adding tasks and duration. With this extra time and scope you can build a higher level of quality into the project and its deliverables. If you need to cut costs to meet your budget, you might have to decrease scope by cutting tasks or reducing task durations.

2. Number of weeks each of these activities should be crashed to meet the deadline with the lowest possible increase in cost:

we are going to assign the Resources that we've already created in the previous nugget and we're going to further explore W=UxD because they all work together. Depending on the Task Type, depending on the Units, the Resources, depending on the Work and the Duration, it's going to directly impact on the schedule calculations. So this nugget is really going to put it

In almost every business, project management is critically important. The critical path method (CPM) will provide a timeline for the project manager for when tasks should be completed. In addition, providing a deadline and the negative effects it will have on the following successors if not completed on time. These many task are interdepended. Therefore, the CPM provides the start and finishes times of the tasks, and identifies the few tasks on the critical path that the project manager should observe to determine which task needs the most attention. Already discovering and incorporating the details the task or assignments may require, CPM calculates all task times, which can be measured in hours, days, weeks, and months. For any unintended manually input errors, a warning message will be provided. Including an automatic successor generator, task numbering comment, and data validation, makes it easier on the project manager.

There are several different types of schedules that can be as simple as a “To do List” or as complex as a plan for a construction project.

One of the main concerns during the meeting was the impact of cost and time constraints on networking techniques and project schedules. Under the ideal situation, the project start and end dates are fixed. Adding resources is not usually feasible as it increases cost. There should be a balance between time and cost constraints as it avoids wasting of resources. Also most people are willing to accept that costs could exceed expectations, and might even take a perverse delight in recounting past examples, the same is not true for time constraints. This is probably due to the fact that cost over runs are resolved in-house, while schedule issues are open and visible to the customer. A company has a lot of useful, desirable work that could be done, but has limited and finite resources available with which to do that work. Choices have to be made about which work to do and how to allocate resources. This leads to constraints especially, the time constraint and the cost constraint. Time, in project management, is analyzed down to its smallest detail. Each and every component of the project is analyzed with respect to the time required for completion. After completion of this analysis these components are broken down even further into the time required to do each task.

Specific plans and projects. Scheduling is concerned about the implementation of activities necessary to achieve the laid down plans. The function of control is to institute a mechanism that can trigger a warning signal if actual performance is deviating (in terms of time, cost and some other measures of effectiveness) from the plan. If such a deviation is unacceptable to the concerned manager, he will be required to take corrective action to bring performance in conformity with the plans. The PERT and

Project scheduling can be performed in many ways. Some of the more common and popular methods of project scheduling are network analysis and the critical path method of scheduling (CPM). Although companies do not always use these methods in there exact form, most do tend to use a modified version of one or both of these methods. I discovered that Craft does not use network analysis or CPM, but they do have a scheduling method that works for them and is quite similar to CPM.