Huntsville Project

Karen Brown PROJ586 Huntsville Project November Term Week tether Question 1 Estimated Completion Time of Project According to the requirements that we choose set for this purport we will non be competent to recognize it by the expected date of November 2013. With the amount of resources that we affect to complete the scheme our new stick outed end date is January 30, 2014. at that place are a few options that we faeces take to number the amount of sentence infallible to complete this run into by the proposed date of November 2013. Proposed Changes to ScheduleWe female genitalia expedite the project by reducing the amount of time we have slated for some of our bigger tasks. By recalculating and essentially shortening the schedule we can decrease our project by 10%. A change in the estimated duration of all activity on that path will cause a jibe change in the slack for that path. (Gido and Clements 167). Currently we have several tasks that we can reduce time * Recr uiting & cultivation Managers 6 workweeks (CP) * Creating Building Design 6 weeks (CP) * Building Construction 40 weeks (CP) Procuring Equipment 24 weeks * Procuring Truck Fleet 8 weeks (CP) Of the five tasks identified, four of these tasks are along our critical path and impute to 60 weeks or a little more than a year. If we were able to reduce tasks along the critical path by 30% it would grant us an extra 18 weeks or four-and-a-half months to complete the schedule. According to our menses schedule we are exceeding our schedule by devil-and-a-half months. I am proposing that we reduce all of the aforementi atomic number 53d items by a total of 0% will save us two-and-a-half months on our schedule and should provide fit time to complete the project in the specified time. Proposed Weekly Allotments * Recruiting & Training Managers 5 weeks (CP) * Creating Building Design 5 weeks (CP) * Building Construction 36 weeks (CP) * Procuring Equipment 21 weeks * Procuring Truck Fleet 7 weeks (CP) Reallocating Resources In order to reduce the amount of time we have for each project, we will also need to change how we currently have our resources allocated.The largest impacts we potentially face are hiring special staff increasing our costs and scope. In order to complete the make construction in 36 weeks, we will need to hire supernumerary construction workers through our general contractor. The new(prenominal) tasks will require looking at at the task leads and reallocating their percentage of responsibility and possibly moving someone to from task to a nonher to complete on time. Question 2 subsequently reviewing the Allocated Resources Reported we are currently over allocated in the beginning phases of the project.The preparation Specialist is has about 110% of responsibilities in the first week of the project. There are a couple of options that we have available to combat this problem. Reassigning Tasks This can be resolved by having the Project Manage ment in a more active role selecting an architect. By increasing the Project Managers work load to 10% it allows for us to reduce the Facility Specialist load to 50%, leaving him at 100% for the first couple of weeks of the project. Resource level Another approach that we can take to rectify our over allotment is to level the project.Leveling the projects that are over allocated will result in one project being placed on hold until another project is complete (Gido and Clements 234). The task that is over allocated, selecting an architect, has no successors so it will not directly affect any of the other tasks in the Work dislocation Structure. Resource-Limited Scheduling This option will allow for us to create a new truncated schedule that equally matches our staffing capacities. Instead of spending two weeks to look for an architect we can shorten that timeframe to one week. That additional week will allow for staff to spend time on their other assignments.All of these tasks ha ve a positive slack, meaning they have some time to be completed because they are not along critical paths, and should not change the date in which the project will be completed. Of the third options that are available, Resource Leveling will be the most in force(p) to achieving our goals an d having the right amount of expertise involved in the project. References Gido, J. & Clements, P. (2011). no-hit Project Management, Fifth Edition. South-Western College Pub. , 2011. A Guide to the Project Management clay of Knowledge (PMBOK Guide), Fourth Edition. Pennsylvania Project Management Institute, 2008