Network Diagram And Design Management Planning

The period of the project is one of the most reason that directly affects to the result. Some parts of the project need a plenty of time to expertise and complete. For example, the calculations of the project need to send to the manager of the project as well as costing a lot of time for adjustments and approval. Normally, this project need more than 6 months to complete the designs and 6 months for the installations.

1. What is the estimated project completion date? (Assume there are no holidays and ignore the sunk cost of the planning team’s effort)

The project plan is a major planning from the entire planning process. But, project managers all over the world struggle with this problem of information or planning need in project management. The development of any project need to be closely linked to meeting defined business objectives and adding value to the organization. The benefits of a project should be well arranged at the beginning so there is clear leads to the success of the project. Software is develop to address an urgent need. The fact that the need is urgent helps to convince the company to dedicate time and efforts to addressing it. For the project engineers, an urgent need means that their work will be appreciated and used in the foreseeable future. And for the management of the company, it means that there is a clear way in how they need to execute things.

The project path of task A(3weeks) plus task C(4.5weeks) plus task E(5weeks) plus task H(11weeks) plus task J(3.5weeks) which equals 27 weeks total.

Activity D: This activity is 75% complete with an original budget of $200,000. Costs to date are $65,000, and the project is at the beginning of Week 3 of

2. Construct a table containing the project activities using the letter assigned to each activity, the time estimates, and the precedence relationships from which you will assemble the network diagram.

Reducing the duration of the project may prove to be difficult. Each Seminar (Convention) is based on a case-by-case basis as stated previously. Each client may entail variations in timing. Each client is totally independent of any other scenario or case that is transpiring at the

Activity D lies on the critical path, therefore the early start date is 8/17/2012. A task that is aligned on the critical path with a "finish-start" orientation must start immediately after its predecessor activities are completed. Any delay of a task on the critical path directly extends the date of project completion.

Construction Engineers, within three (3) Calendar Days of the start of any delays to the Critical Path that are caused by actions or inactions that were not within the control of the Contractor. Delay notifications that are not provided in a letter to the Engineer, such as a delay notification in the schedule narrative, will not be recognized as contractual notice in the determination of any Time Extension related to the impacts to the work associated with this specific alleged delay.

According to Gido (1985), “Network planning is managements technique used for planning, scheduling, and controlling projects“(p. 4). Gido expresses a desire to involve everyone in projects, and has such controls for projects of all types and sizes. Other similar companies have conducted their practice in duplicate to this company in this case study with similar unfortunate outcomes. According to Acret (1997), “Law is rules of conduct. A law either requires, or prohibits, certain behavior“ (p. 4). Situational law cases as “case in point” giving the reader a knowledgeable cohesion of experience and understanding. Acret’s application and implementation of conduct rules work in conjunction with Gido’s scheduling and controls, from different points of interest, and

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.

In field of project management, there are a plethora of mechanisms under perpetual reevaluation. One specific segmentation of project management under such scrutiny pertains to cost duration, which is the time and monetary costs of completing individual tasks within the project’s critical path (IBM Knowledge Center, 2016). The process of monitoring and evaluating the time and financial impacts of each task is referred to as cost duration analysis (IBM Knowledge Center, 2016). A chief concern of cost duration analysis is identifying tasks within the project’s critical path which can reduce project duration (PMI, 2013). A common approach to reducing a project’s duration is task “crashing” (PMI, p.181). According to The Project Management Institute (2013) crashing refers to the process of methodical determining the financial value of increasing a critical path task’s resources in order to decrease project duration (p.181).

In the world of project management, utilizing the three-point technique can prove to be an invaluable tool. In addition to the three-point technique applying the earliest-start (ES), earliest-finish (EF), latest-start (LS), and latest-finish (LF) procedure to identify the critical path, the project completion time, and the slack for each task can prove to be set of invaluable data that will assist the project manager in accurately determining task duration estimates for the entire scope of work for the project. In this week’s assignment we will explore a construction company and the associated time estimates for each task as it relates to their entire project.

The nature and scope of a project is determined at the initiation stage. This involves analyzing the business needs, developing goals, budgets, tasks, deliverables, and the stakeholder analysis. The project planning stage determines the planning team, develops the scope, and identifies work breakdown structure and activities that will be needed to complete deliverables. The planning stage also estimates time and cost activities, develop schedule and risk plan, and gain formal approval for work to begin. The executing stage involves all processes used to meet the project requirement and involves managing people and resources. The process that entails the identification of potential problems and

Determine the critical path. The critical path is determined by adding the times for the activities in each sequence and determining the longest path in the project. The critical path determines the total calendar time required for the project. If activities outside the critical path speed up oe slow down (within limits), the total project time does not change. The amount of time that a non – critical path activity can be delayed without the project is referred to as a slack time. If the critical path is not immediately obvious, it may be helpful to determine the following four quantities foe each activity: ES – Earliest Start time EF - Earliest Finish time LS – Latest Start time LF - Latest Finish time These times are calculated using the expected time for the relevant activities. The earliest start and finish times of each activity are determined by working forward through the network and determining the earliest time at which an activity can start and finish considering its predecessors activities. The latest start and finish times are the latest times that an activity can start and finish without delaying the project. LS and LF are found by working backward through the network. The difference in the latest and earliest finish of each activity is that activity’s slack. The critical path then is the path through the network in which none of the activities have slack. The variance in the project completion time can be calculated by