Whitbread World Sailboat Race

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

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.

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There will be deadlines set for the VP of Tech for on development estimates, and another deadline for the PM on Project Plan and Gant Chart

A project has been estimated to take six weeks and cost $130,000. Cost and percent complete data are provided in the table below through 3 weeks of the project. % scheduled data can be obtained from the Gantt chart following the table.

(b) Which activities should be crashed to meet a project deadline of 12 days at minimum cost?

The Schedule Management Plan for the assembly of the Canadian Arrow Rocket will be the guide to completion of the project in the time guideline agreed upon in the Project Charter and the Project Management Plan. The Schedule management plan is important to provide the SST team, the Sponsor and the Customer, Scaled Composites with the information on what the projects status will be at a given point in time. The purpose of the schedule management plan will be to outline the duration of each task and allow for a baseline to determine if schedule changes will need to occur to make the deadline.

Draw a Gantt chart of the sequence and timing of key activities. What insights does this give you regarding the plan and its implementation?

Problem 12 (page 82) Table 2.5 on page 82 contains information about an environmental clean-up project. Shorten the project three weeks by finding the minimum-cost schedule. Assume that project indirect costs and penalty consts are negligible. Identify activities to crash while minimizing the additional crash costs. Solution: AON Diagram for the environmental project:

This case study covers a Navy backed project that was cancelled after billions of dollars were spent in research and development. The project cancellation was announced after the construction of only two ships was completed. The decision to cancel the project was made because, the project had an extremely high cost, was highly controversial and was conducted with poor management. I would insist that before starting the project, that all research and development should be completed and evaluated to be certain that all criteria are met. The evaluation should support the project by validating that the primary goal of the project can be accomplished. satisfy the core mission and objective. The primary goal of the project should be reviewed and

The following paper analyzes the Whitbread World Sailboat Race case scenario presented at the end of chapter 9 in the Gray and Larson text, Project Management: the Managerial Process. The project encompasses two main objectives; one, design, build and test a new vessel, and two, select and train a crew capable of winning the race. Both objectives must be completed within 45 weeks, the start of the race, and with a planned budget of $3.2 million.

Analyzing crash times and costs we see that if each activity were crashed the project could be finished in 42 weeks, however, the budget would skyrocket to $4.952 million. Therefore, the team will need to analyze the project network and its critical path to determine which individual activities can be crashed while maintaining the integrity of the budget and the duration of the project.

4. During which month of the project are the highest and lowest costs expected to

The boat project was an enjoyable one. This project was able to test many abilities of the average student including teamwork and preparation. It also offered insight on what exactly what was and wasn’t good for different parts of the boat, but throughout the next few paragraphs a few items will be discussed. These items will include different designs of a boat whether they are good or bad, buoyant force, specific propeller types, and efficiency, the end/test results of Steven.

As demonstrated in a, activity H is critical and has no spare time (float). As such, a delay of 3 weeks in completing it will hold up a project by 3 weeks. Since total float is equal to activity’s LFT minus (activity’s EST plus Activity’s duration), it means that to compensate for the additional 3 days without exceeding the current length of critical path, operational managers will have to increase the activities LFT by 3 weeks.