HW2 (Chapter 5, 6, 8)Chapter 5 Exercise 3.Below is a project WBS with cost apportioned by percent. If the total project cost is estimated to be $600,000, what are the estimated costs for the following deliverables?

a. Design?A) $240,000b.Programming?A) $120,000c.In-house testing?A) $120,000What weaknesses are inherent in this estimating approach?A) It needs realistic historical data, if the estimate is off everything else will be also, and project has to be similar to past projects for sub-deliverables to be useful.

4.Firewall Project XT. Using the complexity weighting scheme and the function point complexity weighted table shown below, estimate the total function point count. Assume historical data suggest five function points equal on person month and six people can work on the project.

Complexity Weight Table

Number of inputs10Rated complexity low

Number of outputs20Rated complexity average

Number of inquiries10Rated complexity average

Number of files30Rated complexity high

Number of interfaces50Rated complexity high

a. What is the estimated project duration?Complexity Weighting

ElementCountLowAverageHighTotal

Inputs1010 x 2=20

Outputs2020 x 6=120

Inquiries1010 x 4=40

Files3030 x 12=360

Interfaces5050 x 15=750

Total=1,290

A) 1290 / 5 function points = 258 person months. Assuming six people available, the project duration will be approximately 43 months (258 / 6 = 43)b.If 20 people are available for the project, what is the estimated project duration?A) The project duration will be approximately 12.9 months if 20 people are available (258 / 20 = 12.9)c.If the project must be complete in six months, how many people will be needed for the project? A) 43 people will be needed to complete the project in approximately 6 months (258 / 43 = 6)

Chapter 6 Exercises Creating a Project Network1. Here is a work breakdown structure for a wedding. Use the method described in the Snapshot from Practice: The Yellow Sticky Approach to create a network for this project.

Note: Do not include summary tasks in the network (i.e., 1.3, Ceremony, is a summary task; 1.2, Marriage license, is not a summary task). Do not consider who would be doing the task in building the network. For example, do not arrange hiring a band to occur after florist because the same person is responsible for doing both tasks. Focus only on technical dependencies between tasks.

Hint: Start with the last activity (wedding reception), and work your way back to the start of the project. Build the logical sequence of tasks by asking the following question: In order to have or do this, what must be accomplished immediately before this? Once completed, check forward in time by asking this question: Is this task(s) the only thing that is needed immediately before the start of the next task?

Work Breakdown Structure1. Wedding project1.1 Decide on date1.2 Marriage license1.3 Ceremony1.3.1 Rent church1.3.2 Florist1.3.3 Create/print programs1.3.4 Hire photographer1.3.5 Wedding ceremony1.4 Guests1.4.1 Develop guest list1.4.2 Order invitations1.4.3 Address and mail invitations1.4.4 Track RSVPs1.5 Reception1.5.1 Reserve reception hall1.5.2 Food and beverage1.5.2.1 Choose caterer1.5.2.2 Decide on menu1.5.2.3 Make final order1.5.3 Hire band1.5.4 Decorate reception hall1.5.5 Wedding reception

Drawing AON Networks2. Draw a project network from the following information. What activity(s) is a burst activity? What activity(s) is a merge activity?

A) Activity A is burst activity, and Activity D is a merge activity.

AON Network Times

7. The project information for the custom order project of the Air Control Company is presented here. Draw a project network for this project. Compute the early and late activity times and the slack times. Identify the critical path.

9. You are creating a customer database for the Modesto Nuts minor league baseball team. Draw a project network given the information below. Complete the forward and backward pass, compute activity slack, and identify the critical path.

How long will this project take? How sensitive is the network schedule? Calculate the free slack and total slack for all noncritical activities.

10. J. Wold, project manager of Print Software, Inc., wants you to prepare a project network; compute the early, late, and slack activity times; determine the planned project duration; and identify the critical path. His assistant has collected the following information for the Color Printer Drivers Software Project:

13.* You are completing a group term paper. Given the project network that follows,complete the forward and backward pass, compute activity slack, and identify the critical path. Use this information to create a Gantt chart for theproject. Be sure to show slack for noncritical activities.

Lag Exercises19. Given the following information, draw the project network. Compute the early, late, and slack times for the project network. Which activities on the critical path have only the start or finish of the activity on the critical path?

20.* Given the information in the following lag exercises, compute the early, late, and slack times for the project network. Which activities on the critical path have only the start or finish of the activity on the critical path?

Chapter 8 Exercises 2.Given the network plan that follows, compute the early, late, and slack times. What is the project duration? Using any approach you wish (e.g., trial and error) develop a loading chart for resource resources Carpenters (C) and Electricians (E). Assume only one Carpenter is available and two Electricians are available. Given your resource schedule, compute the early, late, and slack times for your project. Which activities are now critical? What is the project duration now?

3.Compute the early, late, and slack times for the activities in the network that follows, assuming a time-constrained network. Which activities are critical? What is the time-constrained project duration?Note: Recall in the schedule resource load chart the time constrained schedule interval (ES through LF) has been shaded. Any resource schedule beyond the shaded area will delay the project.Without consideration of resources the project is estimated to take 13 time units and the critical path is 2 4 6 (see Network Diagram).Assume you have only three resources and you are using a computer using a computer that uses software that schedules projects by the parallel method and following heuristics. Schedule only one period at a time!Minimum slackSmallest durationLowest identification numberKeep a log of each activity change and update you make each periode.g., period 0-1, 1-2, 2-3, etc. (Use a format similar to the one on page 241.) The log should include any changes or updates in ES and slack times each period, activities scheduled, and activities delayed. (Hint: Remember to maintain the technical dependencies of the network.) Use the resource load chart to assist you in scheduling (see pages 260-261).List the order in which you scheduled the activities of the project. Which activities of your schedule are now critical?Recompute your slack for each activity given your new schedule. What is the slack for activity 1? 4? 5?

9.Given the time-phased work packages and network, complete the baseline budget form for the project.

10.Given the time phased work packages and network, complete the baseline budget form for the project.

Mini-case report - Individual

You will select one of the cases from the list and write a report.

Three individual case write-ups are to be completed during the semester. The written reviews are to be 1 2 pages type-written, double spaced, one-inch margins using a question/answer format citing of any outside references (if needed). Cases will be graded based on depth of analysis, content and format.Students can submit up to four cases. Best three cases in terms of highest scores will be included in the final grade evaluation.

A list of approved selections from the text will be provided. The selected written review must be submitted as a part of the homework. Late submission penalty will be applied after the deadlines.Select one from the following list.Chapter 5 Sharp PrintingChapter 6 Greendale Stadium CaseChapter 8 PowerTrain LTD.

6PROJECT MANAGEMENT: THE MANAGERIAL PROCESS8