...conflict with in the group, the boundaries are showing mostly in strong opinions of personal contribution. In Norming stage the groups members began to push pass their differences and began to build upon each others strengths on composite for weaknesses. The performing stage which revolves around the groups ability to accomplish tasks without friction. Finally the Adjourning covers the lessons learned upon the completion of the teams goal. I believe that my team never made it out of the storming stages, and I believe the onset of this was partially to bad timing and scheduling. The Gantt Chart is a visual representation of a projects scheduling as well as tasks. The idea of the Gantt Chart was created by Henry Gantt in the earl parts of the prior century, this was created to schedule projects and provide maximum efficiency for project management. One of the many resends Gantt Charts are still used today is because they are visuals and provide a structured visual aid/presentation...
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...Do you understand Gantt charts? Use Figure 6-11 and test your understanding by answering the following questions. a. When is the activity “convert data files” scheduled to begin and end? b. When is the activity “test computer software” scheduled to begin and end? c. How much time did it actually take the company to complete the task “Prepare the physical site location?” Was this more or less time than planned? d. How much time did it actually take the company to complete the task “Determine the functional changes in the system?” Was this more or less time than planned? e. Given what has happened so far, when can the activity “Acquire and install computer equipment” actually begin? f. Given what has happened so far, when can the activity “Select and assign personnel” actually begin? SOLUTION a. Activity G (“convert data files”) is scheduled to begin at the beginning of week 22 and end 6 weeks later (the end of week 28). b. Activity I (“test computer software”) is scheduled to begin at the beginning of week 28 and end 5 weeks later (the end of week 32). c. The Gantt chart shows that the actual time to complete activity A (“prepare the physical site”) was 11 weeks. This was less than the 17 weeks originally planned for it. d. The Gantt chart shows that the actual time to complete activity B (“determine the functional changes”) was 16 weeks. This was more than the 14 weeks originally planned for it. e. Activity E (“acquire and install computer equipment”)...
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...The PERT Chart Program Managers often utilize tools such as, the Program Evaluation and Review Technique or PERT charts. PERT charts help managers with planning the schedule of projects that involve sequential activities. A PERT chart identifies the amount of time that is required to complete the activities in a project, and the order of the steps that occurs throughout the project. Each activity is assigned an earliest and latest start time and end time; activities with no slack time are said to lie along the critical path, this is the path that must stay on time for the project to stay on schedule (Ingram, 2013). One of the strengths that the PERT charts have is their ability to calculate exactly how long a project will take. They provide managers with a range of time in which the project should be completed, based on the total of all the minimum and maximum time limits for all of the activities. This gives companies a number of advantages, such as the ability to tell their customers exactly when their orders will be filled, or exactly when they should order new supplies. One weakness a PERT chart has is that it does not take into account the possibility of unexpected occurrences. The expected completion time of all subsequent activities and the project as a whole can get off track when things go wrong, which can cause problems if the company has made plans that rely on the timely completion of the project. Another weakness of PERT chart is that the technique relies...
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...Q1 (ANS). For 3 Processes: The total number of possible different schedules for 3 processes on one processor is: 3! == 6. Gantt Charts: 1. P1 | P2 | P3 | 2. P1 | P3 | P2 | 3. P2 | P1 | P3 | 4. P2 | P3 | P1 | 5. P3 | P1 | P2 | 6. P3 | P2 | P1 | General Formula: For “N” number of processes, the number of possible, different schedules will be N! I.e. N*N-1*N-2*….2*1 Q2 (ANS). (A). 1. SJF Gantt Chart: P4 | P3 | P5 | P1 | P2 | 2. Non Pre-emptive Priority: P2 | P5 | P1 | P3 | P4 | 3. Round Robin Gantt Chart with quantum 4: P1 | P2 | P3 | P4 | P5 | P1 | P2 | P3 | P4 | P5 | P1 | P2 | P3 | P5 | (B). Turnaround Time for all process, in all schedules: Process | SJF | Non Pre-emptive Priority | Round Robin | P1 | 35 | 31 | 41 | P2 | 47 | 12 | 45 | P3 | 16 | 40 | 46 | P4 | 7 | 47 | 35 | P5 | 25 | 21 | 47 | (C). Waiting time for all processes, in all schedules: Process | SJF | Non Pre-emptive Priority | Round Robin | P1 | 26 | 21 | 31 | P2 | 38 | 0 | 33 | P3 | 7 | 31 | 37 | P4 | 0 | 38 | 28 | P5 | 16 | 12 | 38 | (D).The waiting time is least in the SJF (Shortest Job First) scheduling. This is because the long-time taking jobs are pushed back and the shortest time taking jobs are done first. Q3 (ANS). (A). Waiting time for all in FCFS scheduling algorithm: 1. P1 = 0 2. P2 = 7.5 3. P3 = 11 Avg. Turnaround Time = (waiting Time + burst Time for n processes)/n Avg...
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...1 |Fabrication |John |2/11/08 |4/11/08 |60 |20% |12 |48 | |1.1 |Spindle shaft | |2/11/08 |2/25/08 |14 |100% |14 |0 | |1.2 |housing | |2/25/08 |3/07/08 |11 |0% |0 |11 | |1.3 |housing end caps | |2/25/08 |3/07/08 |11 |0% |0 |11 | |1.4 |cross-feed flexure | |3/17/08 |4/01/08 |15 |0% |0 |15 | |1.5 |lead screw flexure | |3/17/08 |4/11/08 |25 |0% |0 |25 | |2 |Error model task |Jane |2/11/08 |5/14/08 |93 |0% |0 |93 | |2.1 |list of spindle error sources | |2/11/08 |2/25/08 |14 |0% |0 |14 | |2.2 |model individual spindle errors | |2/11/08 |3/10/08 |28 |0% |0 |28 | |2.3 |finish full spindle error sources | |2/11/08 |5/14/08 |93 |0% |0 |93 | |2.4 |list of flexure error sources | |3/03/08 |3/17/08 |14 |0% |0 |14 | |2.1 |model individual flexure errors | |3/03/08 |3/17/08 |14 |0% |0 |14 | |2.2 |finish full flexure error model | |3/10/08 |4/07/08 |28 |0% |0 |28 | |2.3 |list of drive error sources | |3/31/08 |4/07/08 |7 |0% |0 |7 | |2.4 |model individual drive error | |3/31/08 |4/28/08 |28 |0% |0 |28 | |2.5 |finish full drive error model | |3/31/08 |4/28/08 |28 |0% |0 |28 | |2.6 |HTM-based lathe error model | |2/11/08 |5/14/08 |93 |0% |0 |93 | |3 |Measurement task dates |Bill |3/07/08 |4/28/08 |52 |0% |0 |52 | |3.1 |CMM training | |3/07/08 |3/21/08 |14 |0% |0 |14 | |3.2 |Spindle error motions | |3/07/08 |3/17/08 |10 |0% |0 |10 | |3.3 |Cross Slide error motions | |3/19/08 |4/07/08 |19 |0% |0 |19 | |3.4 |Carriage error motions | |4/07/08 |4/28/08 |21 |0% |0 |21 | |4 |Report...
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...WBS and Gantt chart Review Date: 02/28/2009 In order to ensure that the video game delivery project for smartgames.com is completed within 1 year or better, there are a few adjustments made to the WBS to meet this deadline. These adjustments will serve to help the project run more efficiently to in order to save time and allocate resources effectively. The following three tasks have been added: 1. Task Management – Expanded with more clarification 2. Risk Management – Additional 3. Database Management – Additional The task management section has been expanded in order to specifically outline the all the tasks needed. Once we have a detailed outline, we can then begin to plan what tasks can be done in a parallel with others. There are some tasks that do not depend on the completion of other tasks and will save time. Planning the tasks ahead of time in this manner will allow the resources to plan their allocated time accordingly as opposed to trying to add pieces in the middle of the project. Risk management is an important piece that will take time and planning in the beginning, but will be worth it as roadblocks come up through out the project. It is very important to identify possible risks and anticipate problems, but even more so to have a plan in place for when things like that occur. When a risk is identified, then a plan to handle the risk should also be in place as well as the resources to handle the situation. Although, some...
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...risk that the project takes longer than scheduled. It can lead to cost risks, as longer projects always cost more, and to performance risk, if the project is completed too late to perform its intended tasks fully. Apart from the cost estimation and resource allocation used in CPM, most of the techniques used in quantitative cost risk analysis are different from those used in schedule risk analysis. The earliest technique used for schedule risk analysis was the Gantt chart, developed by Henry Gantt in 1917. A Gantt chart gives a graphical summary of the progress of a number of project activities by listing each activity vertically on a sheet of paper, representing the start and duration of each task by a horizontal line and then representing the current time by a vertical line. This makes it easy to see where each activity should be and to show its current status. You can read more about Gantt charts on Wikipedia. Many tasks require that prior tasks are completed before they can be initiated, but unfortunately, Gantt charts are not a good method of showing theinterrelationship between tasks, so computers must be used to set up and maintain the network of tasks. One commonly-used technique is Program Evaluation Review Technique (PERT) which uses a detailed diagram of all anticipated tasks in a project, organised into a network to represent the dependence of each task on those that must precede it. PERT can be used to analyse the tasks involved in completing a project, especially...
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...and the way they are quantified. One difference is in the type of measurements. Speed represents a rate, such as miles per hour. Volume represents a number such as number of attendees, and accuracy is whether something goes according to plan such as a wedding. Accuracy can relate to quality of a finished product and in that case another performance measure may be more appropriate (Performance Measurement in Project Management, 2007). Many methods can be used to measure project performance. Earned Value Management analyzes scope, cost, and schedule throughout the lifecycle of the project. It provides accurate forecasts and performance problems. PERT charts show a projects schedule, sequence of tasks to be performed at the same time and the critical path that must be completed in order for the project to meet the deadline. Gantt charts are useful in analyzing and planning complex projects. They help to plan out tasks that need to be completed, provide a basis for scheduling when the tasks can be carried out, allow planning the allocation of resources needed, and help with the critical path when a project must be completed by a specific date...
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...1) Study Questions Chapter # 3 Questions # 72 and 73 72. Computer aided systems engineering (CASE) tools are software programs that automate or support the drawing and analysis of system models and provide for the translation of system models into application programs. True 73. Forward engineering allows a CASE tool to read existing program code and transform that code into a representative system model that can be edited and refined by the systems analyst. False. Forward engineering requires the systems analyst to draw system models, either from scratch or from templates. The resulting models are subsequently transformed into program code. Reverse engineering allow a CASE tool to read existing program code and transform that code into a representative system model that can be edited and refined by the systems analyst. 2) Study Questions Chapter # 4 Questions # 40, 41, 67, 78, and 81. 40. The critical path for a project is that sequence of dependent tasks that have the shortest sum of pessimistic durations. The critical path determines the latest possible completion date of a project. False. The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of a project. 41. The slack time available for any non-critical task is the amount of delay that can be tolerated between the starting time and completion time of a task without...
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...Objectives - MS Project 2010 * Understanding Project Scheduling * Introduction to Microsoft Project * Working with Project Tasks * Basic views, time scales and reports Whether you are a project manager or not, project management techniques are extremely helpful in meeting goals and objects. Project management techniques define a path to a specified goal and then supervise the implementation. MS Project can help you establish your initial plan as well as monitor progress. MS Project can quickly produce reports and other information that will help keep management, customers, and your project team informed. To get the most from MS Project, not only do you need to understand project management terminology, you also need to be familiar with the software itself. Therefore, do not attempt to quickly finish the lab, but take your time and read all instructions carefully. Understanding Project Scheduling A typical project is composed of tasks and resources. After tasks are identified, you organize the tasks in a logical hierarchy, also called a Work Breakdown Structure (WBS). Eventually, this sequence will show the interdependencies of each task. Then each task is given a duration. In MS Project, this can be in weeks, days, hours or minutes. You can also specify a milestone, which will represent an event that marks the completion of a group of related tasks. To accomplish any task, you need resources. Resources can include people,...
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...Table of Contents Gantt charts and Project Network diagram 2 Description Component of Detailed Gantt View in MS Project: 2 Chart component of detailed Gantt View in Microsoft Project: 4 Project Network Diagram view in Microsoft Project: 5 Business Case Management Report 6 Introduction 6 Deciding Factors 6 Major Obstacles 7 Discussion & evaluation 7 Conclusions 8 Discussion Document 9 Terms in Project Management 9 1. Customer needs & expectations 9 2. Feasibility research 9 3. Scheduling 10 4. Budgeting 10 5. Project Risk Management 10 6. Project Communication 11 Bibliography 12 Gantt charts and Project Network diagram The Gantt chart and project network diagram was constructed using Microsoft Project (2010). Description of Detailed Gantt Chart View in MS Project: The precedence list and other information provided in text were used to create a Gantt chart in Microsoft Project Professional (2010). The current date has been set to January 10, 2006. The column-wise description is as below: Name: This identifies the task which needs to be carried out. The precedence list is the direct source of data. Start Slack: This column states the total available float (or slack) for each task. Duration: This column mentions the duration (in days) for each task. The precedence list specified the duration in weeks, which was converted into days by the formula [duration in weeks * 7] Start: This mentions the start date for...
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...Q1: Provide Mr Alexopoulos with a project schedule including the Network Diagram and Gantt chart. Your report should show the critical activities as well as Total and Free Slack for each activity. Table 1 presents the project schedule accompanied with the total cost for the project, the duration and both the free and total slack columns. Table 1 Initial project schedule Figure 1 illustrates how the activities from table 1 will be scheduled across time, in the form of a Gantt chart. Figure 1 Gantt chart for initial schedule Figure 1 Gantt chart for initial schedule Figure 2 demonstrates the several “paths” formed by the activities sequence, in a network diagram. Highlighted in red is the critical path, consisted by the critical activities A, D & G. The total duration of the critical path, which at the same time is the total duration of the project, is 12 weeks as seen in table 1 while the total cost of the project is estimated to be at € 61,000.00. Figure 2 Network diagram for initial schedule Table 2 presents the activity paths for the initial schedule. Due to free slack in activities B, E & F, the non-critical paths have a slack of 2 to 4 weeks, which provides a greater flexibility in resource commitment and use for these stated activities. Path 1 | A | D | G | 12 weeks (critical path) | | 3 weeks | 5 weeks | 4 weeks | | Path 2 | B | G | | 10 weeks | | 6 weeks | 4 weeks | | | Path 3 | C | E | G | 8 weeks | | 2 weeks | 2 weeks | 4...
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...Tutorial for Preschoolers (Alphabet, Numbers, Shapes, Colors and Animals) SERVDAD, REYCHELLE A. CRUZ, MARY JOY B. RAMIREZ, CHERRY A. A project submitted to the Mr. Ronel E. Asas of the Department of Computer Studies, Imus Campus, Cavite State University, Imus, Cavite in partial fulfillment of the final requirements for the subject ITEC55- System Analysis and Design. INTRODUCTION Preschool is a time for developing good learning habits and positive self-esteem. The skills learned at this stage may seem simple but it will set a preschooler for a lifetime of learning. People around them must be aware that they are still trying to figure out the world and everyone must understand them for being distracted and unfocussed with their tutorials. The tutorial is designed to provide opportunities for users to learn essential information. (Meade,2011) Learning from preschool software can start as soon as children can effectively handle a mouse. Usually, around three or four years of age, preschoolers can readily spend up to a half an hour per day on the computer. Children like the independence and stimulation of interacting with computerize activities. If they are able to use a mouse, that was an indication that they are ready to get started. While using a computerize tutorial, children would not just sit and watch; they will laugh, learn, participate and explore. Parents will see smiles and hear giggles. It is an indication that their children are having fun and when their...
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...CPM/PERT Presented by DATE- 08 Aug. 2014 Shravan Kumar Project “A project is a series of activities directed to accomplishment of a desired objective.” Plan your work first…..then work your plan Network analysis Introduction Network analysis is the general name given to certain specific techniques which can be used for the planning, management and control of projects. One definition of a project: “A project is a temporary endeavour undertaken to create a "unique" product or service” History Developed in 1950’s CPM by DuPont for chemical plants PERT by U.S. Navy for Polaris missile CPM was developed by Du Pont and the emphasis was on the trade-off between the cost of the project and its overall completion time (e.g. for certain activities it may be possible to decrease their completion times by spending more money how does this affect the overall completion time of the project?) PERT was developed by the US Navy for the planning and control of the Polaris missile program and the emphasis was on completing the program in the shortest possible time. In addition PERT had the ability to cope with uncertain activity completion times (e.g. for a particular activity the most likely completion time is 4 weeks but it could be anywhere between 3 weeks and 8 weeks). CPM - Critical Path Method Definition: In CPM activities are shown as a network of precedence relationships using activity-on-node network construction – Single estimate of activity time – Deterministic...
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...Analysis & PERT Charts Planning and scheduling more complex projects The benefit of using CPA over Gantt Charts is that Critical Path Analysis formally identifies tasks which must be completed on time for the whole project to be completed on time, and also identifies which tasks can be delayed for a while if resource needs to be reallocated to catch up on missed tasks. The disadvantage of CPA is that the relation of tasks to time is not as immediately obvious as with Gantt Charts. This can make them more difficult to understand for someone who is not familiar with the technique. A further benefit of Critical Path Analysis is that it helps you to identify the minimum length of time needed to complete a project. Where you need to run an accelerated project, it helps you to identify which project steps you should accelerate to complete the project within the available time. This helps you to minimize cost while still achieving your objective. As with Gantt Charts, the essential concept behind Critical Path Analysis is that you cannot start some activities until others are finished. These activities need to be completed in a sequence, with each stage being more-or-less completed before the next stage can begin. These are 'sequential' activities. Other activities are not dependent on completion of any other tasks. You can do these at any time before or after a particular stage is reached. These are non-dependent or 'parallel' tasks. Use the following steps to draw a CPA Chart: 1. List all...
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