The POM1 Project

a. When is the project estimated to be completed? How many working days will it take?

This course provides the foundation for successful project planning, organization, and implementation within the realm of information technology. The course uses real-world examples and identifies common mistakes and pitfalls in project management. Topics covered include project scoping, estimating, budgeting, scheduling and staffing, tracking and controlling, and software tools for project management.

(b) which activities should be crashed to meet a project deadline of 12 days at minimum cost; and

Activities A, B, and C are the starting tasks, while activities I and J are the end activities of the project. Dummy activities Start and Finish with duration 0 are added in the network diagram to make the calculation of critical paths simpler (You can remove these dummy variables if you want). Following duration for each activities are provided:

Table of Contents Section I. II. III. Executive Summary Introduction Project Organization Organization Chart Project Responsibilities Staffing Plans IV. Management Process Management Objectives Priorities Monitoring/Controlling Mechanisms V. Technical Process Plan Computing System Project Plan Modification Process Computer Usage Policies Construction Guideline Support Project Acceptance Process Lessons Learned Documentation VI. Work Packages, Dependencies, Schedules & Budgets Work Packages Dependencies

• Prepare a 1,400- to 1,750-word paper that adds to the project begun last week. Check to ensure the project’s triple constrains are still valid. Address the following items in your paper: o Phase I – Update SOWa. • Using the SOW from last week, review and update it based on course material acquired during the last week. Include in the update the SMART requirements for the project. 1) • Identify the specific tasks required to complete each item listed on the SOW. Identify the resources required to accomplish each task.2) o Phase II – Project Schedule and Budget Update b. • Arrange the tasks into a schedule that takes into consideration the required dependencies between tasks. Computerized project management software is required. 1) • Present the schedule in either PERT or Gantt chart format. Identify the critical path through the network. 2) • Review the network results and compare to the project’s triple constraint. Specifically compare the following: 3) o Timing o Budget o Project specifications (scope and SMART)

3.1.2  Develop a schedule that meets the time and resource allocation constraints. [You cannot go back and re-level resources. These new resources are only available for the stated specific tasks according to the schedule created at the end of Part 2.]

Chapter 14 is titled “Project Planning and Scheduling” and it is mainly about the planning and scheduling of projects with the unique, one-time production activity. There were three main objectives that were described in this chapter and there were time, cost, and

While projects can be similar in some instances, no two projects are ever the same. For this reason, management of projects requires the application of tools and techniques to meet the goals of the temporary endeavor. Project managers apply these tools and techniques to determine what is required for project delivery such as the list of activities to completed, the time required to complete the activities, resources needed and the various risks associated with the deliverable and efforts. A multitude of tools and techniques are employed by the project manager based on the need of the effort to organize, identify and communicate the various aspects of the project. While in contrast, the repetitive nature of operations activities

Project management is often identified with network planning techniques such as PERT, Critical Path Methods, Gantt Charts, etc. These techniques help us to cope with the management of complexity in a project. But projects are often confronted with a high level of

This paper includes an outline of a presentation, command terms and definitions, examples of graphs and a Work Breakdown Schedule (WBS) on project management, and presented to the class at Crescent View High School. The focus will be on how to plan, schedule, monitor, and report on projects. Also included are the project management methodologies, tools and techniques used. The discussion to the class will begin with an opening statement that provides an overview of project management, terms and definitions, and an example of buying a house utilizing project management to manage activities.

4) Each project team member will allocate 2 hrs per day to the project over

Since the Gantt chart was first created, forms and components of the graph have been altered and interpreted in a distinctive way throughout the period. Although the incipience of computers has brought a progressive effect, the basis of the chart remains unchanged. Badiru (2009) defines the Gantt chart as an uncomplicated form of timeline to display amount of projected and actual work to be done in a given framework of time. As can be seen from Figure 1, the vertical axis presents all involved activities, while the timescale is designated along the horizontal axis over a calendar period. A distinctive feature of the chart is that it involves altogether separate individual tasks of a project, their duration and an arrangement of assigned activities. Moreover, as a project progresses, accomplished tasks can be seen as a result of indicated bars on the chart (Badiru, 2009). Interpreting the chart as a visually simple and clear project management tool Dobson (1999) points out that it permits to determine necessary labor force

The process of resource leveling a project requires the use of various heuristics that enable the project team to prioritize those activities that receive resources first. The process helps in determining resource requirements to ensure their availability at the right time and allow the scheduling of each activity with smoothest possible transition throughout levels of resource usage. One of the heuristics of resource leveling a project is creating a project activity network diagram, which begins with a network diagram that shows the amount of resources needs as a function of time. For instance, if a project has x, y, z activities, a diagram should be drawn for each of these activities based on their required resources and time. The second heuristic is developing a resource loading table, which displays the duration, early start, late finish, slack and needed resources for each activity. In this case, the table will have five columns for each of these components for x, y and z activities.

The Project Logframe. 4 2.The Project Work Breakdown Structure. 8 3.The Project Cost Estimation. 9 4.The Project