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DescriptionEM 582 Assignment
Problem 1 (50 Points)
This is a scheduling problem that will look at how things change when using critical chain
(versus critical path) and some ways of considering the management of multiple projects. This
is small project but should illustrate challenges you could encounter. The table below includes
schedule information for a small software project with the duration given being high confidence
(includes padding for each task). Assume the schedule begins on 3/6/23.
Task Name
Scope project
Analyze requirements
Develop module 1
Develop module 2
Develop module 3
Integrate system
Write documentation
Test system
Training
Release
Duration
6
20
30
20
20
10
10
40
10
0
Task ID
1
2
3
4
5
6
7
8
9
10
Predecessors
1
2
2
2
3,4,5
2
6
7,8
9
Resource
Jan
Joe
Jack
Jill
Jack
Tom
Joe
Kim
Sam
a) Develop a project network or Gannt chart view for the project. What is the finish date?
What is the critical path? Assume that multi-tasking is allowed. (5 points)
b) Develop a critical chain view of this schedule. Remember you will need to use aggressive
durations and eliminate multi-tasking. Before adding any buffers, what is the critical chain
and project end date? Now add the project buffer and any needed feeding buffers. What is
the end date? (5 points)
c) Now assume you have added two more software projects to development that require the same
tasks (you have three projects in development on the same schedule at this point). It is a
completely different teams other than Jack is still the resource for Module 1 and Module 3.
Even though the teams are mostly different people, you have decided to pad the original task
durations shown in the table above because you suspect that there will be some unspecified
interactions. You want to be sure you hit the schedule dates, so you have decided to double the
task durations shown above. So, Scope project is 12 days, analyze requirements is 40
days, etc. Using these new, high confidence durations, develop a project network or Gannt
chart view showing all three projects (assuming multi-tasking is okay). What is the finish
date? (10 points)
d) We now want to develop a critical chain view of this schedule. You need to use
aggressive durations and eliminate multi-tasking. Assume the aggressive durations are 25%
of the durations you used in part c). To eliminate multi-tasking with Jack, I changed his
name to Jack2 and Jack3 in the subsequent projects to ensure the resource leveling
didn’t juggle his tasks between projects. In other words, I want Jack focused on a
project at a time. Add in the project buffer and any needed feeding buffers. What is the
end date now to complete all three projects? (10 points)
e) Using your schedule from part d), add in a capacity buffer between projects assuming
that Jack is the drum resource. Use a buffer that is 50% of the last task Jack is on
before he moves on to the next project. The priority of the projects is Project 1, Project
3, Project 2. What is the end date now to complete all three projects? (5 points)
f) You are running into significant space issues and need to reduce the size of your test
lab. This means that you can only have 2 projects in test at one time. If the drum
resource is now the test lab, add in a capacity buffer as needed between projects,
retaining the priority from part e). Size the buffer and document your assumption for
what you did. What is the end date now? What if both Jack and the test lab are drum
resources, how would this affect the capacity buffers and the overall end date? (5
points)
g) What observations can you make about this exercise? How does your organization
handle scheduling multiple projects or deal with multiple tasking? Write at least a
couple of paragraphs. (10 points
Problem 2 (50 points)
Read over a few of the case studies that are related to your business or may have some type of
loose relationship with how you get work done in your business. Get some ideas for metrics
that were used to show improvements and how project delivery issues were solved.
Next, look within your own environment and identify a challenge related to management of
multiple projects. This could be within a small team or across a larger organization. If you work
on long-term projects, then consider a smaller sub-set of work. Consider the six gears of multiproject management discussed in the text (introduced in Figure 1.2) to create a plan for
reducing your overall project duration and increase projects (or tasks) completed within 3 to 6
months. This doesn’t have to be complex but should be actionable. Start with a statement of the
problem/challenge you want to address and why improvements in this area will benefit your
team or business. This is essentially step 1 in the 10-step process. Then consider each gear in
the context of your environment to create your plan. Using the 10-step plan may help you
organize your thoughts. If you feel one of the gears doesn’t apply to your situation, then be sure
to explain why that is the case.
Lastly, look ahead to 3 or 6 months from now (whichever time frame applies to your case) and
write a short case study (no more than 2 pages double-), following the model of the case studies
you reviewed on www.realization.com. Assume you were able to deliver on items identified in
your plan and show significant improvements. My objective with this is problem overall is to
get you thinking about how you can use ideas we discussed to drive relatively short-term
improvements and then market to your team what you have done.
Innovations and Improvements at Almaraz Nuclear Power
Part 3) 35 points
Read the case titled “Grand Entry for Accent, Inc.” which is attached to the assignment. This is
a great example of how a team can dabble in Agile, get some results, but in no way deliver on
what was possible if a more thorough approach had been followed. Answer the two questions at
the end of the case.
Part 4) 65 points
The CIO has now read the book “Agile Project Management for dummies” and is sold on using
Agile but realizes there is a much more methodical approach to enable success. He has asked
Theodora to manage the project with a budget of no more than $1M (which includes the entire
team salaries and any other expenses) and initial release of the updated web portal in 12
months. Here is some initial information for you:
Annual Salary costs:
Theodora ($150K)
Analysts (2) ($90K each)
Architect ($125K)
Developer ($100K)
Support staff ($75K)
Themes and Features for the Employee Portal are listed below:
Theme
Personal Information
Features
Name Address
Phone Number Email Employee ID
Password
Benefits
Medical Dental
Life Insurance
Payroll
Time Sheet Earnings Statement Paystub
W-2
W-4
Job History Annual Pay
Employee Development
Employee Information
Resource Center
Job Classification Descriptions Salary Curves
Company Job Openings
The good news for Theodora is that she has support of the CIO to use Agile, but the bad news
she does not have experience with Agile herself. Using Section 3 of our book (Agile Planning
and Execution), create the plan for this project and detail what your first 6 months will look
like. Make your own assumptions about any needed training, prioritizing, and sizing the
requirements to build out your plan, and how well the team performs. Be sure to include a
tracking dashboard that shows the project status after 6 months. You will want to identify a way
to track budget expenses through the project. Assume this project starts on April 1, 2021.
I have also attached a Project Resource Planning Template that you can modify for Agile. For
example, the project phases could become the release plan with the sprints identified. The
bottom part can be used for tracking resource costs (per my comment about tracking expenses
from above).
We will continue with this case in the next assignment to look ahead at the last 6 months to see
how the project finishes up, look at overall budget consumption, and do a retro-spective.
PROJECT RESOURCE PLANNING TEMPLATE
A fill color can be applied to cells to indicate start and end dates, as illustrated below.
PROJECT OVERVIEW
PHASE START
PROJECT PHASES
01/01/2022
PHASE END
Jan-2022
Feb-2022
Mar-2022
Apr-2022
May-2022
Jun-2022
Jul-2022
Aug-2022
Sep-2022
Oct-2022
Nov-2022
Dec-2022
Jan-2023
Feb-2023
Mar-2023
Apr-2023
May-2023
Jun-2023
Jul-2023
Aug-2023
Sep-2023
Oct-2023
Nov-2023
PHASE 1
PHASE 2
PHASE 3
PHASE 4
PHASE 5
PHASE 6
PHASE 7
11/30/2023
The number of net work days has been calculated for each month and is listed below the month and year represented. Enter the projected number of work days in the corresponding cells for each role.
Assumes 8 hours per day for a 40-hour work week.
RESOURCE REQUIREMENTS
Mar-2022
Apr-2022
May-2022
Jun-2022
Jul-2022
Aug-2022
Sep-2022
Oct-2022
Nov-2022
Dec-2022
Jan-2023
Feb-2023
Mar-2023
Apr-2023
May-2023
Jun-2023
Jul-2023
Aug-2023
Sep-2023
Oct-2023
Nov-2023
QTY
RATE OF PAY
PROJECTED
END DATE
Feb-2022
ROLE
REQUESTED
START DATE
Jan-2022
ORGANIZATIONAL AREA
21
20
23
21
22
22
21
23
22
21
22
22
22
20
23
20
23
22
21
23
21
22
22
Department 1
Role 1
5
$
45.00
01/01/2022
04/30/2022
21
20
23
21
Department 1
Role 2
3
$
30.00
05/01/2022
10/15/2022
Department 2
TOTAL
HOURS
TOTAL COST
ALLOCATED
680
$
153,000.00
960
$
86,400.00
Role 1
0
$

Department 2
Role 2
0
$

Department 2
Role 3
0
$
Department 3
Role 1
176
$
0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$
1,816
$
4
$
25.00
05/01/2022
22
05/31/2022
22
21
23
22
10
22
SUBTOTAL
21
20
23
21
44
22
21
23
22
10
0
0
0
0
0
0
0
0
0
0
0
0
0
The number of net work days has been calculated for each month and is listed below the month and year represented. Enter the projected number of work days in the corresponding cells for each role.
17,600.00
257,000.00
Assumes 8 hours per day for a 40-hour work week.
INCREMENTAL STAFFING / CONSULTANTS
ORGANIZATIONAL AREA
ROLE
QTY
RATE OF PAY
Department 1
Role 1
1
$
REQUESTED
START DATE
PROJECTED
END DATE
Jan-2022
Feb-2022
Mar-2022
Apr-2022
May-2022
Jun-2022
Jul-2022
Aug-2022
Sep-2022
Oct-2022
Nov-2022
Dec-2022
Jan-2023
Feb-2023
Mar-2023
Apr-2023
May-2023
Jun-2023
Jul-2023
Aug-2023
Sep-2023
Oct-2023
Nov-2023
21
20
23
21
22
22
21
23
22
21
22
22
22
20
23
20
23
22
21
23
21
22
22
TOTAL
HOURS
21
50.00
SUBTOTAL
21
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
PROJECTED STAFFING TOTALS
336
160
184
168
352
176
168
184
176
80
0
0
0
0
0
0
0
0
0
0
0
0
0
May-2022
Jun-2022
Jul-2022
Aug-2022
Sep-2022
Oct-2022
Nov-2022
Dec-2022
Jan-2023
Feb-2023
Mar-2023
Apr-2023
May-2023
Jun-2023
Jul-2023
Aug-2023
Sep-2023
Oct-2023
Nov-2023
TOTAL COST
ALLOCATED
168
$
8,400.00
0
$

0
$

0
$

0
$

0
$

0
$

0
$

168
$
8,400.00
TOTAL HOURS
1,984
Enter projected amount to be spent per month for each line item.
ADDITIONAL EXPENSES
DESCRIPTION
Jan-2022
Feb-2022
Mar-2022
Apr-2022
TOTAL COST
SOFTWARE
$
18,000
$
18,000.00
HARDWARE
$
26,000
$
26,000.00
SUPPORT
$
14,500
$
14,500.00
EQUIPMENT
$
3,200
$
3,200.00
$
2,800.00
$
1,100.00
OTHER
$
2,800
OTHER
$
1,100
OTHER
$
SUBTOTAL
$ 61,700.00
$

$

$

$

$

$

$

$

$

$

TOTAL EXPENSE PROJECTION
TOTAL STAFF RESOURCE
$
265,400
74,100
TOTAL ADDITIONAL EXPENSES
$
MANAGEMENT RESERVE (10%)
$
33,950
TOTAL COST
$
373,450
CLICK HERE TO CREATE IN SMARTSHEET
$

$

$

$

$ 2,800.00
$ 1,100.00
8,500
$ 8,500.00
$

$

$

$

$

$
8,500.00
$
74,100.00
TOTAL COST
$
265,400.00
PROJECT RESOURCE PLANNING TEMPLATE
A fill color can be applied to cells to indicate start and end dates, as illustrated below.
PROJECT OVERVIEW
PHASE START
PHASE END
Jan-1900
Jan-1900
Feb-1900
Mar-1900
Apr-1900
May-1900
Jun-1900
Jul-1900
Aug-1900
Sep-1900
Oct-1900
Nov-1900
Dec-1900
Jan-1901
Feb-1901
Mar-1901
Apr-1901
May-1901
Jun-1901
Jul-1901
Aug-1901
Sep-1901
Oct-1901
PROJECT PHASES
PHASE 1
PHASE 2
PHASE 3
PHASE 4
PHASE 5
PHASE 6
PHASE 7
The number of net work days has been calculated for each month and is listed below the month and year represented. Enter the projected number of work days in the corresponding cells for each role.
Assumes 8 hours per day for a 40-hour work week.
RESOURCE REQUIREMENTS
ORGANIZATIONAL AREA
ROLE
QTY
RATE OF PAY
REQUESTED
START DATE
PROJECTED
END DATE
SUBTOTAL
Jan-1900
Jan-1900
Feb-1900
Mar-1900
Apr-1900
May-1900
Jun-1900
Jul-1900
Aug-1900
Sep-1900
Oct-1900
Nov-1900
Dec-1900
Jan-1901
Feb-1901
Mar-1901
Apr-1901
May-1901
Jun-1901
Jul-1901
Aug-1901
Sep-1901
Oct-1901
22
1
-2
0
1
1
0
1
1
0
1
1
1
1
1
0
1
1
0
1
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
TOTAL
HOURS
0
The number of net work days has been calculated for each month and is listed below the month and year represented. Enter the projected number of work days in the corresponding cells for each role.
TOTAL COST
ALLOCATED
0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$

Assumes 8 hours per day for a 40-hour work week.
INCREMENTAL STAFFING / CONSULTANTS
ORGANIZATIONAL AREA
ROLE
QTY
RATE OF PAY
REQUESTED
START DATE
PROJECTED
END DATE
SUBTOTAL
Jan-1900
Jan-1900
Feb-1900
Mar-1900
Apr-1900
May-1900
Jun-1900
Jul-1900
Aug-1900
Sep-1900
Oct-1900
Nov-1900
Dec-1900
Jan-1901
Feb-1901
Mar-1901
Apr-1901
May-1901
Jun-1901
Jul-1901
Aug-1901
Sep-1901
Oct-1901
22
1
-2
0
1
1
0
1
1
0
1
1
1
1
1
0
1
1
0
1
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
TOTAL
HOURS
0
TOTAL COST
ALLOCATED
0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$

0
$
TOTAL HOURS
PROJECTED STAFFING TOTALS
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Apr-1900
May-1900
Jun-1900
Jul-1900
Aug-1900
Sep-1900
Oct-1900
Nov-1900
Dec-1900
Jan-1901
Feb-1901
Mar-1901
Apr-1901
May-1901
Jun-1901
Jul-1901
Aug-1901
Sep-1901
Oct-1901
$
0
Enter projected amount to be spent per month for each line item.
ADDITIONAL EXPENSES
DESCRIPTION
Jan-1900
Jan-1900
Feb-1900
Mar-1900
TOTAL COST
SOFTWARE
$

HARDWARE
$

SUPPORT
$

EQUIPMENT
$

OTHER
$

OTHER
$

OTHER
$

$

SUBTOTAL
TOTAL EXPENSE PROJECTION
TOTAL STAFF RESOURCE
$

TOTAL ADDITIONAL EXPENSES
$

MANAGEMENT RESERVE (10%)
$

TOTAL COST
$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

$

TOTAL COST

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