Case Study 1 1

Topics: Critical path method, Project management, Mathematics Pages: 11 (874 words) Published: March 2, 2015

Case Study 1
Project Management Analysis in the Internet Forecasting Industry

Group 4
Dilip Chinnaswamaiah, Ruiying Liu, Sandhya Aparna Pashikanti, Yingqi Yang, Hao Zhu

Executive Summary
In this case, our group used the techniques such as PERT, project crushing and visualization to solve the scheduling problems encountered in a development project at B&W Systems. We came up with the expected completion time and crashing solution to help the company meet the deadline. The problem was successfully solved.

Statement of the Problem
The 3 questions our group tried to answer were: How long will the development project at B&W Systems take? How to crash it to meet the 35-week deadline? What impact would there be if the estimated duration of some tasks changes?

Background
We referred to the lecture notes on network diagram and probabilistic time estimates. We also reviewed materials on project crashing. Additionally, before actually solving the problem, we transferred the information presented in Exhibit 1 and Exhibit 2 of the case to an Excel spreadsheet so that we could carry out calculations easily.

Methodology
First, since all the data came from the case and was already on an Excel spreadsheet, we began by calculating the expected time, variance, expedition available and slope for each task using the formulas below.

Expected time=(optimistic+4*(most likely)+pessimistic)/6
Variance=((pessimistic-optimistic)/6)^2
Expedition available=Crash time-Expected time
Slope= Expedition available/(Crash cost-Normal cost)

Calculation results can be found in Table 1 in the Appendix.

Second, with the expected time for each task available, we plotted the network diagram for the project (as shown in the next page).

Third, we found out all the paths based on the diagram and calculated the expected time, variance, standard deviation, Z value, possibility of completion by deadline and beyond deadline using these formulas:

Expected time=sum of Expected time of all the relevant tasks Variance= sum of Variance of all the relevant tasks
Std dev=square root of Variance
Z value=(Deadline- Expected time)/(Std dev)
P(X project in this time is 50% because now the required completion time equals the expected time. 3. The additional cost for reducing the project time to the required 35 weeks would be 40,756.41. In order to achieve this milestone, task F would need to be crashed by 1 week, H by 0.2 week, D by 2.3 weeks, K by 1 week and C by 0.6 week. Detals can be found in Table 3 in Appendix. 4. The expected time for task B is increased from seven to nine weeks will have no impact on the crashing solution because the 2 paths that involve task B will still not be critical paths and thus will not be crashed. 5. The impact on the crashing if the expected time for task D is decreased to seven weeks is that it makes task D and J the last choices in terms of crashing. D is still...
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