Project Scheduling at Blanque Check Construction (Case Study Sample)
Note: This assignment requires the use of MS Project or similar software. If you do not have MS Project or similar software, you may look for free or trial versions on the Internet. Part 1: Develop an in-depth schedule for your initial project based on the Work Breakdown Structure you completed in Unit III (see attached). Please refer to the Integrated Project in Chapter 10 of the textbook on page 318 for more information. Be sure to include: 1. An activity precedence diagram 2. An activity duration table 3. A network diagram and Gantt charts Part 2: Please complete Case Study 10.2, “Project Scheduling at Blanque Check Construction” on pages 315 and 316 in the textbook and respond to the questions for discussion. Please make sure that each question is answered thoroughly using a minimum of 200 words for each case study question. Part 3: Develop the network activity chart and identify the critical path for a project based on the information provided in the Gantt Chart Activity document. To access the Gantt chart activity document, see attached. 1. Draw the activity network as a Gantt chart. 2. What is the expected duration of the project? Part 4: Consider the project with the information provided in the Project Activity Network document. To access the Project Activity document, see attached. 1. Construct the project activity network using AON methodology and label each node. 2. Identify the critical path and other paths through the network.source..
Unit VI case study project
Part 1: Develop an in-depth schedule for your initial project based on the Work Breakdown Structure you completed in Unit III (see attached). Please refer to the Integrated Project in Chapter 10 of the textbook on page 318 for more information. Be sure to include:1. An activity precedence diagram2. An activity duration table3. A network diagram and Gantt charts
Activity incidence diagram
ACTVITY DURATION TABLE
Network diagram and gantt chart
Part 2: Please complete Case Study 10.2, “Project Scheduling at Blanque Check Construction”
Issues for and against crashing the project
The rationale for crashing the project is to have a decrease in schedule time without incurring unnecessary costs since the project is behind schedule. One of the benefits is that the project manager gets to tae responsibility for timely completion of the project. In any case, there is a discretionary amount that has been set aside for the success of the project, highlighting the need for crashing to avoid penalties associated with project delays. Since crashing is meant to reduce the project duration it is also associated with shorter development cycles. This may reduce the cost overlay that may come about because of delays. Even though, the project manager will be forced to allocate more resources for the project completion in time, the cost implication for delays would be enormous. In any case, this meets the clients’ demands, and happy client is likely to come again for another project. As such, on the business side crashing makes sense by building on the company’s reputation and ability to attract more projects that are well funded.
Nonetheless, there are challenges to crashing programs since new resources are unlikely to be well familiarized with the project. As such, the intended purpose of project completion in time might still be faced with delays. In any case, there is no guarantee that the allocated resources will be enough given the likely event of unforeseen risks to further delays in the project (Harrison & Lock, 2005). If there are new members brought on board, there is a need to inform them about the project and the rush may then to meet the intended outcomes. In other words, even with the best available team they ne...
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