Project Scheduling at Blanque Check Construction

Unit VI case study project
Name
Course
Instructor
Date
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
BHead
ABattery
CTransmission

DEngine
EHeadlight
FSeat
Start 
Finishmotorcycle
GHandlebars
HFrame
IShock
JBrakes
KWheels
LSuspension 
ACTVITY DURATION TABLE
ActivityDuration/CompletionA9%B20%C14%D43%E10%F7%G13%H30%I7%J12%K8%L27%M100%
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 need to be thoroughly informed since they were not present during the project’s inception. There is no guarantee that after bringing the new members on board or adding other resources, that the team will now work better and there may be disharmony based on different perceptions about the project’s progress.
Evaluate options on crashing activ...