...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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...What are the estimated economic benefits of the high speed two (HS2) railway and what will the impact be on the economy in the long run. Table of contents Introduction 1 Research background 1 Research aim 1 Research objectives 2 Research questions 2 Issues 2 Literature Review Revenue 3 Employment 4 Research Design Methodology 5 Sampling and Data collection 5 Justification ...
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...7. PROJECT MANAGEMENT Syllabus Definition and scope of project, Technical design, Financing, Contracting, Implementation and performance monitoring. Implementation plan for top management, Planning Budget, Procurement Procedures, Construction, Measurement & Verification. 7.1 Introduction Project management is concerned with the overall planning and co-ordination of a project from conception to completion aimed at meeting the stated requirements and ensuring completion on time, within cost and to required quality standards. Project management is normally reserved for focused, non-repetitive, time-limited activities with some degree of risk and that are beyond the usual scope of operational activities for which the organization is responsible. 7.2 Steps in Project Management The various steps in a project management are: 1. 2. 3. 4. 5. 6. 7.2.1 Project Definition and Scope Technical Design Financing Contracting Implementation Performance Monitoring Project Definition and Scope What is a Project? “A project is a one-shot, time-limited, goal-directed, major undertaking, requiring the commitment of varied skills and resources”. A project is a temporary endeavor undertaken to create a unique product or service. A project is temporary in that there is a defined start (the decision to proceed) and a defined end (the achievement of the goals and objectives). Ongoing business or maintenance operations are not projects. Energy conservation projects and process improvement...
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...Framework, Brief history of ECommerce, Inter Organizational E-Commerce Intra Organizational E-Commerce, and Consumer to Business Electronic Commerce, Architectural framework Network Infrastructure for E-Commerce Network Infrastructure for E-Commerce, Market forces behind I Way, Component of I way Access Equipment, Global Information Distribution Network, Broad band Telecommunication. UNIT-II Mobile Commerce Introduction to Mobile Commerce, Mobile Computing Application, Wireless Application Protocols, WAP Technology, Mobile Information Devices, Web Security Introduction to Web security, Firewalls & Transaction Security, Client Server Network, Emerging Client Server Security Threats, firewalls & Network Security. UNIT-III Encryption World Wide Web & Security, Encryption, Transaction security, Secret Key Encryption, Public Key Encryption, Virtual Private Network (VPM), Implementation Management Issues. UNIT - IV Electronic Payments Overview of Electronics payments, Digital Token based Electronics payment System, Smart Cards, Credit Card I Debit Card based EPS, Emerging financial Instruments, Home Banking, Online Banking. UNIT-V Net Commerce EDA, EDI Application in Business, Legal requirement in E -Commerce, Introduction to supply Chain Management, CRM, issues in Customer Relationship Management. References: 1. Greenstein and Feinman, “E-Commerce”, TMH 2. Ravi Kalakota, Andrew Whinston, “Frontiers of Electronic Commerce”, Addision Wesley 3. Denieal Amor, “ The E-Business Revolution”...
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...Transportation Model 1 Transportation Problems • Transportation Problem – A distribution-type problem in which supplies of goods that are held at various locations are to be distributed to other receiving locations. – The solution of a transportation problem will indicate to a manager the quantities and costs of various routes and the resulting minimum cost. – Used to compare location alternatives in deciding where to locate factories and warehouses to achieve the minimum cost distribution configuration. – Some of the examples are: Shipment from factories to warehouses, Shipment between departments within a company, Shipment from warehouses to retailers 2 Formulating the Model • A transportation problem – Typically involves a set of sending locations, which are referred to as origins, and a set of receiving locations, which are referred to as destinations. – To develop a model of a transportation problem, it is necessary to have the following information: 1. Supply quantity (capacity) of each origin. 2. Demand quantity of each destination. 3. Unit transportation cost for each origin-destination route. 3 Transportation Model Example Harley’s Sand and Gravel Ltd. (Top soil Shipment) Problem: How many tons of Top soil to transport from each location (Farms) to each Project sites on a monthly basis in order to minimize the total cost of transportation ? Top soil can be supplied from 3 different locations Location Monthly Supply (in Tons) Farm A 100 Form B 200 Form C...
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...Unit 4 Homework Solutions Chapter 16 Writing a Textbook Case 1. Add any additional activities that you think are necessary to the project. No correct answer. 2. Draw the network diagram for this project. First, let us create a table of the information: Task # | Description | Follows: | Time (wks) | 1 | Write prospectus | - | 4 | 2 | Discuss with publisher | 1 | 1 | 3 | Conduct focus groups | 1 | 1 | 4 | Select publisher | 2 | 2 | 5 | Update prospectus | 3,4 | 4 | 6 | Negotiate with publisher | 5 | 3 | 7 | Write Chaps 1 – 8 | 6 | 4 wks per chapter | 8 | Write Chaps 9 – 16 | 6 | 4 wks per chapter | 9 | Review chapters | As chapters are avail | 4 wks per chapter | 10 | Revise 1 - 8 | As reviews avail | 2 wks per chapter | 11 | Revise 9 – 16 | As reviews avail | 2 wks per chapter | 12 | Photo list | As chapters avail | 24 weeks | 13 | Select other writers | 6 | 4 | 14 | Define CD | 6 | 2 | 15 | Write IM | As soon as ½ revise | 12 | 16 | Write TB | As soon as ½ revise | 12 | 17 | Write Soln Manual | As soon as ½ revise | 12 | 18 | Write PowerPoint | As soon as ½ revise | 12 | 19 | Design cover | 6 | 8 | 20 | Design Mktg | 6 | 6 | 21 | Produce galley proofs | 10, 11 | 6 | 22 | Proofread galley proofs | 21 | 4 | 23 | Produce CD | 15, 17, 18 | 4 | 24 | Print texts | 20, 21 | 16 | 3. Determine how long it should take to complete the project. The network on the next page shows the order of operations. However, it...
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...CCTV Surveillance System Network Design Guide First Edition, March 2012 www.moxa.com/product © 2012 Moxa Inc. All rights reserved. CCTV Surveillance System Network Design Guide The software described in this manual is furnished under a license agreement and may be used only in accordance with the terms of that agreement. Copyright Notice © 2012 Moxa Inc. All rights reserved. Trademarks The MOXA logo is a registered trademark of Moxa Inc. All other trademarks or registered marks in this manual belong to their respective manufacturers. Disclaimer Information in this document is subject to change without notice and does not represent a commitment on the part of Moxa. Moxa provides this document as is, without warranty of any kind, either expressed or implied, including, but not limited to, its particular purpose. Moxa reserves the right to make improvements and/or changes to this manual, or to the products and/or the programs described in this manual, at any time. Information provided in this manual is intended to be accurate and reliable. However, Moxa assumes no responsibility for its use, or for any infringements on the rights of third parties that may result from its use. This product might include unintentional technical or typographical errors. Changes are periodically made to the information herein to correct such errors, and these changes are incorporated into new editions of the publication. Technical Support Contact Information www.moxa.com/support ...
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...Chapter 5 Scheduling the Project This chapter covers the topic of scheduling, probably the most extensively covered subject dealing with project management. In addition to the usual PERT and CPM networks, Gantt charts, etc., the subject of project uncertainty and risk management is also discussed. The use of computer simulation to generate the approximate distribution of project completion times is also discussed. Appendix C illustrates how Crystal Ball can facilitate this analysis and be used to help better understand the implications of schedule uncertainty. Cases and Readings A case appropriate to the subject of this chapter is: Harvard: 9-613-021 Arrow Diagramming Exercise This 3-page case describes the marketing campaign for a newly developed industrial hardware item. Over two-dozen activities are noted and described. The case asks for the network diagram and critical path. A reading appropriate to the subject of this chapter is: L.P. Leach. Critical Chain Project Management Improves Project Performance (Project Management Journal, June 1999, p. 39-51). This article explains the procedures developed by E. Goldratt in his Critical Chain approach to project management. Includes a discussion of project and feeder buffers. Projects using the critical chain often report significantly improved schedule, cost, and scope performance. Answers to Review Questions 1. By definition, critical tasks are those tasks that if delayed will delay the completion...
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...Windows XP Migration Project Plan Dan Thomasson dthomasson@carolina.rr.com TS5120 – Project Management March 24, 2004 Table of Contents 1. Executive Summary………………………………………………………………………. | 4 | 2. Definitions, Acronyms, and Abbreviations……………………………………………… | 5 | 3. Project Overview………………………………………………………………………….. | 5 | 3.1. Business Case………………………………………………………………………….. | 5 | 3.2. Windows XP Migration Benefits……………………………………………………… | 6 | 3.2.1. Better Performance……………………………………………………………….. | 6 | 3.2.2. Enhanced Security………………………………………………………………… | 6 | 3.2.3. Better Mobile Experience………………………………………………………… | 6 | 3.2.4. Real-Time Communications……………………………………………………… | 6 | 3.2.5. Return on Investment……………………………………………………………... | 7 | 3.3. Project Charter………………………………………………………………………… | 7 | 3.3.1. Project Objectives………………………………………………………………… | 7 | 3.3.2. Project Budget Information……………………………………………………….. | 7 | 3.3.3. Project Approach………………………………………………………………….. | 7 | 3.4. Project Roles and Responsibilities…………………………………………………….. | 8 | 3.4.1. Roles and Responsibilities………………………………………………………... | 8 | 3.4.2. Responsibility Assignment Matrix………………………………………………... | 9 | 4. Team Contract…………………………………………………………………………….. | 11 | 4.1. Code of Conduct………………………………………………………………………. | 11 | 4.2. Participation…………………………………………………………………………… | 11 | ...
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...AD351– Project Management What is a project “Operations Management” is concerned with the transformation of inputs and resources into outputs. The transformation system to be used is dictated by the charateristics of the required inputs and the desired outputs. For instance, for mass manufacturing (where outputs and inputs are standardized, and products facing high demands are produced in very large quantities), the transformation system may take the form of an “assembly line” (as in automotive manufacturing). When managing a transformation system, the type of managerial concerns or problems to be addressed depends on the nature of the transformation system being used. For instance, managing an assembly line, we face concerns (which we will study later in this course) particular to assembly lines. A project is another way of transforming inputs and resources into outputs. Projects are the appropriate transformation processes to use when: - unique, custom outputs (products or services) may be demanded, - thus, a variety of non-standardized inputs may be used, - thus, two consecutive jobs or orders may require totally different durations, - typically, the desired production level is quite low, or even a single unit, - the transformation process may be stopped or delayed at little cost, and - a large part of the workforce needs to be highly skilled. Projects typically involve large scale, complex production processes. ...
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...Project Management Exercise – 5% 1. For the following project, draw the network diagram (reasonably neat). Activity | Time Estimate (weeks) | Predecessors | A | 3 | | B | 5 | A | C | 3 | A | D | 1 | C | E | 3 | B | F | 4 | B, D | G | 2 | C | H | 3 | G, F | I | 1 | E, H | 1 1 3 3 2 2 4 4 1 1 3 3 3 3 5 5 Activity I Activity I Activity H Activity H Activity F Activity F Activity D Activity D Activity C Activity C Activity G Activity G Activity B Activity B 3 3 Project Management Exercise Part 1 – Network Diagram Activity E Activity E Activity A Activity A 2. 3. Using this second network, which is measured in weeks, determine the earliest and latest start and finish times, along with the slack time for each operation, and fill in the table below the diagram. Activity | Early Start | Early Finish | Late Start | Late Finish | Slack Time | A | 1 | 4 | 3 | 6 | 2 | B | 4 | 11 | 6 | 13 | 2 | C | 4 | 8 | 9 | 13 | 5 | D | 4 | 9 | 9 | 14 | 5 | E | 8 | 16 | 5 | 13 | 3 | F | 8 | 14 | 8 | 14 | 0 | G | 16 | 20 | 15 | 19 | 1 | H | 16 | 22 | 13 | 19 | 3 | I | 14 | 19 | 14 | 19 | 0 | J | 19 | 21 | 19 | 21 | 0 | Please state the critical path ______A,B,E,H,I_________________________ How long will the project take to complete? ___26 weeks_______________ 4. Using the second network (step 2), assume that the time estimates were derived from the following estimates: optimistic, most likely and pessimistic: | ET | a | m | b | A | 3 | 1 | 2 | 9 | B | 7 | 5...
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...100 nationwide branches and 50 ATMs and their Head office is located in Lahore. Following are some of the departments which are included in the completion of their new project, as they have to search a service provider that has to satisfy their specifications. 1. Network Support Department (NSD) This department includes the professional network Engineers which are monitoring the network of all the branches with Head Office. Link of each branch is monitored via NMS (Network Management System) ORION. Department contains a Head of Department, Manager Networks, an Assistant Manager Networks and Network engineers. So this team has to be familiar with the new data services provided by a provider and their devices which will be placed in each branch. 2. System Support Department (SSD) System engineers in this department are responsible for overall maintenance of the internal network of each branch i.e LAN side. They are divided among regions and require travelling also in order to diagnose and resolve the issues related to their internal connectivity and devices like switches, computers, printers etc. This team also works in coordination with NSD team as WAN and LAN side has to merge at every branch. As the devices will be provided by a service provider, so training and basic understanding of the internal network with the WAN side is...
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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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...Page 210 2/3/10 4:37:12 PM user-f498 /Users/user-f498/Desktop/03:02_evening/MHBR165:Larson:208 C H A P T E R S E V E N Managing Risk Estimate 5 Project networks 6 Schedule resources & costs 8 l iona rnat Inte ojects pr 15 Define project 4 Reducing duration 9 Introduction 1 Organization 3 Managing risk 7 Monitoring progress 13 Project closure 14 16 Oversig ht 17 Agile P M Strategy 2 Leadership 10 Teams 11 Outsourcing 12 18 Career paths Managing Risk Risk Management Process Step 1: Risk Identification Step 2: Risk Assessment Step 3: Risk Response Development Opportunity Management Contingency Planning Contingency Funding and Time Buffers Step 4: Risk Response Control Change Control Management Summary Appendix 7.1: PERT and PERT Simulation 210 Lar03342_ch07_210-251.indd Page 211 1/30/10 4:54:39 PM user-f501 /Users/user-f501/Desktop/Tempwork/JANUARY 2010/30-01-10/MHBR165:Lars You’ve got to go out on a limb sometimes because that’s where the fruit is. Will Rogers Every project manager understands risks are inherent in projects. No amount of planning can overcome risk, or the inability to control chance events. In the context of projects, risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on project objectives. A risk has a cause and, if it occurs, a consequence. For example, a cause may be a flu virus or change in scope requirements. The event is that...
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...Use of Internet Applications 1 Riordan Manufacturing Use of Internet Applications CIS564.4 Use of Internet Applications Riordan Manufacturing A review of Riordan Manufacturing functional areas business needs included an in-depth analysis of several areas including Human Resources, Marketing, Accounting, and Operations. A discussion of internet application deployment concerning Operations Inventory Control is reviewed within this paper. Riordan Manufacturing employs five hundred-fifty people and has a projection of $46 million annual earnings. “Riordan Manufacturing, Inc. is an industry leader in the field of plastic injection molding. With state-of-the art design capabilities, we create innovative plastic designs that have earned international acclaim. Attention to detail, extreme precision and enthusiastic quality control are the hallmarks of Riordan Manufacturing. With facilities in San Jose, California, Albany, Georgia, Pontiac, Michigan and Hangzhou, China, we have the capacity to fulfill your unique needs. Riordan Manufacturing is wholly owned by Riordan Industries, a Fortune 1000 enterprise. The company produces plastic beverage containers produced at its plant in Albany, Georgia, custom plastic parts produced at its plant in Pontiac, Michigan, and plastic fan parts produced at its facilities in Hangzhou, China. The company's research and development is done at the corporate headquarters in San Jose. Riordan's major customers are automotive parts manufacturers...
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