ship wheelhouse interior assignment report

8/11/2019 Ship Wheelhouse Interior Assignment Report

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NGEE ANN POLYTECNIC

MECHANICAL ENGINEERING DIVISIONSCHOOL OF ENGINEERING

Project Management

Ship Wheelhouse Interior Assignment

Prepared by: Lee Wei Xian

Student No: S10076816F


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Table of Contents

Table of Contents ...................................................................................................... i

Section1: Network Diagram and Tables ................................................................. 1

1.1 Network Diagram (Case 1, 2 & 3) ......................................................................... 1

1.2 Network Diagram (Case 4, 5, 6 & 7) ..................................................................... 1

1.3 Case 1 .................................................................................................................. 2

1.3.1 Table: Entry ................................................................................................ 2

1.3.2 Resource profile E & L ................................................................................ 3

1.4 Case 2 .................................................................................................................. 4

1.4.1 Table: Entry ................................................................................................ 4


1.5 Case 3 .................................................................................................................. 6

1.5.1 Table: Entry ................................................................................................ 6


1.6 Case 4 .................................................................................................................. 8

1.6.1 Table: Entry ................................................................................................ 8


1.7 Case 5 ................................................................................................................ 10

1.7.1 Table: Entry .............................................................................................. 10

1.7.2 Resource profile E & L .............................................................................. 11

1.8 Case 6 ................................................................................................................ 12

1.8.1 Table: Entry .............................................................................................. 12

1.8.2Resource profile E & L ............................................................................... 13

1.9 Case 7 ................................................................................................................ 141.9.1 Table: Entry .............................................................................................. 14

1.9.2 Resource profile E & L .............................................................................. 15

Section2: Material charged at start and Pro-rated............................................... 17

Section3: Overtime on minimum total cost project duration............................. 18


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Section1 Network Diagram and Table

1.1 Network Diagram (Case 1, 2 & 3)

1.2 Network Diagram (Case 4, 5, 6 & 7)


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1.3 Case 1

1.3.1 Table: Entry

Case1 is the trial and error case where I tried to fit in all the resource so that there

are no over allocation for the project. The project duration is 156.29days and the cost

is $1,180,080.44.


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1.3.1 Resource Profile E & L


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1.4 Case 2

1.4.1 Table: Entry

In case2, I tried to reduce the duration of the project by adding more resources (skill

labourer) in the critical activities of S-7, S-13 and S-15. The project duration is

133.66days and the cost is $1,107,539.87.


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1.5 Case 3

1.5.1 Table: Entry

Case3 shows the decrease in project duration compare to case2. It was done so by

adding more resource (skilled labourer) in critical activity of S-11. However, some

non-critical activities have some reduction of resources. . The project duration is



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1.6 Case 4

1.6.1 Table: Entry

Case4 have a change in the critical path where the critical activity changes from S-7

to S-6. This is because more resource (skilled labourer) is added into S-7. This

increases the project duration and the cost. . The project duration is 130.44days and

the cost is $1,097,187.28.


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1.7 Case 5

1.7.1 Table: Entry

Case 5 show an increase in project duration and cost when the resource (skill

labourer) was reduced in the critical activity of S13. The project duration is



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1.6 Case 6

1.8.1 Table: Entry

Case6 shows the decrease in project duration and cost. By extending activities S-2

and S-3 duration so that S-4 would start on 1 March where more resources (from 20

to 24skilled labourer) could be used. This allows 4more skilled labourers to be used

where S-4, S-6, S-7 and S-8 have an increase of an extra 1skilled labourer. The

project duration is 129.29days and the cost is $1,064,823.52.


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1.9 Case 7

1.9.1 Table: Entry

Case 7 shows an decrease of duration where all resource (skilled labourer) are fully

utilized without extending the duration of activities S-2 and S-3. However, there is a

slight increase in cost. The project duration is 126.16days and the cost is

$1,084,189.36.


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Therefore, based on the graph shown below, the optimal project duration is Case6 with 129.29Days

with a total cost of $1,064,823.52.

$1,040,000.00

$1,060,000.00

$1,080,000.00

$1,100,000.00

$1,120,000.00

$1,140,000.00

$1,160,000.00

$1,180,000.00

$1,200,000.00

120 125 130 135 140 145 150 155 160

Cost/

Dollars

Duration/Days

Project Duration VS Total Cost Graph

D

M

M = Minimum Cost

D = optimum project duration


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Section2 Material charged at Start and Pro-rated

The cost is incurred at the start of an assigned task if accrue at is start.

The cost is incurred as prorated over time if accrue at pro-rated.

According to the Microsoft Office Project 2007 Bible by Elaine Marmel, if you set the

cost-per-use rate for a resource and assign that resource to a task, project will use

the accrue at field to determine whether the cost is applied at the beginning or end of

the task. If you set the Accrue At filed to start or pro-rated, project charges the cost

at the beginning of the task. If you set the Accrue At field to end, project charges the

cost at the end of the task.

In my assignment, the material was set to cost-per-use. Therefore, there is no effect

of change in having the material charged at the start of the activities compared to

pro-rated.


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Section3 Overtime on minimum total cost project duration

According to the assignment where the overtime rate is 1.5times the standard rate

and it is subjected to a maximum hours of 6hours per day.

By having overtime, it shorten the project duration. However, the cost for the projecthad increased. The following table shows the effect when overtime was placed in

case6. Case6.1 OVERTIME

Overtime shorten the duration from 129.29days to 128.52days but increase the cost

from $1,064,823.52 to $1,068,001.88. It also causes some over allocation ofresources.Case6.1.1 OVERTIME

Therefore, I reschedule the resource and it shortens the duration from 129.29days to

129.13days but increase the cost from $1,064,823.52 to $1,067,046.37.

ship wheelhouse interior assignment report

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