APPENDIX TWO-Computer Project Exercises
In developing the exercises, trade-offs had to be made to enrich the learning experience. One of the major problems students initially encounter is data and detail overload. This reduces their ability to identify project and data problems and to compare alternatives. Although the project found in the exercises is real, it has been reduced and detail has been eliminated many times to concentrate on applying project management principles and understanding linkages. In addition, other simplifying assumptions have been made so that students and instructors can trace problems and discuss outcomes. These assumptions detract from reality, but they keep the focus on the objectives of the exercises and reduce student frustration with software intricacies. Moving from these exercises to real projects is primarily one of increasing detail.
The POM+ Project
Big Kola Company has been concerned that specialized fruit drinks have been eroding their cola market. The CEO mandates that “If you can’t beat them, join them.” Grape juice was the first product that was successful after an advertising blitz claiming the antitoxin benefits. Lately, competition is compressing grape juice margins and profits. Months of additional market surveys and focus groups have resulted in three potential high-margin drinks: cranberry, blueberry, and pomegranate. All these choices represent antitoxins. The decision is to produce the pomegranate drink that has many health claims. For example, the relative ability of these juices to eliminate harmful free radicals (antitoxins) is 71 percent for pomegranate, 33 percent for blueberry, and 20 percent for cranberry (Technion Institute of Technology). The market potential appears very attractive and should have a higher profit margin than the other potential juice products. Another appeal for pomegranate juice is its familiarity in the Middle East and Asia.
The Priority Matrix for the POM+ Project is:
Connor Gage, the project manager, has formed his project team and the members have come up with the following work breakdown structure.
1.0 POM+Project
1.1 R&D product development
1.1.1 Need survey
1.1.2 Set product specs
1.1.3 Shelf life report
1.1.4 Nutrition report
1.2 Secure fruit suppliers
1.3 Initial Production
1.3.1 Equipment rehab
1.3.2 Production trials
1.3.3 Quality trials
1.3.4 Quality metrics
1.3.5 Quality training
1.4 Distribution
1.4.1 Market testing
1.4.2 Package design
1.4.3 Select distributors
1.5 Legal
1.5.1 Complete FDA certification
1.5.2 Register trademark
1.6 Prepare product launch
Part 1
Develop the WBS outline using the software available (save your file).
Use this file and the information provided below to create a project schedule.
The following holidays are observed: January 1, Martin Luther King Day (third Monday in January), Memorial Day (last Monday in May), July 4th, Labor Day (first Monday in September), Thanksgiving Day (4th Thursday in November), December 25 and 26.
If a holiday falls on a Saturday then Friday will be given as an extra day off, and if it falls on a Sunday then Monday will be given off.
The project team works eight-hour days, Monday through Friday.
The project will begin on January 3, 2012.
Based on this schedule, submit a memo that answers the following questions:
When is the project estimated to be completed? How many working days will it take?
What is the critical path?
Which activity has the most total slack?
How sensitive is this network?
Identify two sensible milestones and explain your choice.
Include the following (one page) printouts:
A Gantt chart.
A network diagram highlighting the critical path.
A schedule table reporting ES, LS, EF, LF, and slack for each activity.
Hints: Change the timescale to months and weeks. The estimated duration of the project is 135 days.
Remember: Save your files for future exercises!
The following information has been derived from the WBS. Note that the activity number is what appears in the software with the complete WBS entered.
Part 2
Remember the old saying, “A project plan is not a schedule until resources are committed.” This exercise illustrates this sometime subtle, but important point.
Using your files from Part 1, input resources and their costs if you have not already done so. All information is found in Tables A2.1 and A2.2.
TABLE A2.1 Resource Assignments
Prepare a memo that addresses the following questions:
Which if any of the resources are overallocated?
Assume that the project is time constrained and try to resolve any overallocation problems by leveling within slack. What happens?
What is the impact of leveling within slack on the sensitivity of the network?
Include a Gantt chart with the schedule table after leveling within slack.
Assume the project is resource constrained and resolve any overallocation problems by leveling outside of slack. What happens?
Include a Gantt chart with the schedule table after leveling outside of slack.
Note: No splitting of activities is allowed.
Note: No partial assignments (e.g., 50 percent). All resources must be assigned 100 percent.
