date of Thursday, September 1, 2011. In order to meet this date, the series of tasks that must be completed on schedule for the project to finish on schedule is as follows. If any one of these tasks on our critical path moves, the end date of the project will move as well. [pic] * Critical Tasks Report | |NutroBalance | Status Report To: Alex Manager From:
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Payment | K | 3 | N | Collecting Graduation Fees From Student | K | 5 | O | Review and Finalize the Project | L,M,N | 19 | P | Prepare the Venue (decorating, soundcheck, etc) | O | 3 | Q | Graduation Party | P | 1 | Critical Path : A,B,D,E,H,K,L,O,P and Q 59 Q 60 0 Graduation 59 1 60 56 P 59 0 Prepare Ven 56 3 59 37 O 56 0 Review project 37 19 56 25
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Print Form INFORMATION TECHNOLOGY PROJECT PROPOSAL General Project Proposal Information Project Proposal Name: Briefly describe purpose of project (what, why and what offices are involved?): Proposal ID _________ Date Implementation Needed: Reason for Implementation Date: Submitted By: Unit Name: Sponsoring Dean, Director or Chair: Lead IT Contact & Office: Business Needs / Reasons Date Submitted: Common Unit Code: Scored By: Rating (None or does not apply = 0) Operational Improvement
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same budget path. Breaking out domestic projects creates the need for a new hierarchical governance structure for domestic SDLC within the ERP framework, which includes an executive, program implementation, and ongoing operations level. The activities for each level will create roles and responsibilities that will enhance the decision-making process in determining the priorities of the domestic project portfolio. The new SSC process will engage the ERP to take a more critical role in meeting
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Gantt charts and PERT charts are both excellent ways to organize and analyze components of a project through a visualization. Both have proven themselves to be successful and essential tools to present information. Although they both have the same purpose, there are many differences separating the two charts. The Gantt chart tends to present information in the form of a bar chart while the PERT presents information as a network model. Presenting information in a bar chart would be a big help to show
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as well as the excel work sheet. Schedule 1 The inserted schedule reveals the breakdown of all tasks assigned for the project. See attached (MSP Gantt Chart) Performance Analysis After doing a Critical Path Analysis, WBS 1.21 (Attraction Installation and Training) is on critical Path with duration of 69 days. From the progress report attached status 10-01-08, the project is behind schedule. The baseline shows the project should be 73.26% but the actual progress is 72.64%
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Week 4 Essay Questions Essay Question #1: What is your total budget for this project? Was the project within the budget as set forth by the board of directors? In the Microsoft Project that I have compiled it gives an estimated total budget of $2,631,468 which is $118,562 dollars less than the total approved budget for the Huntsville Project of $2,750,000 as set forth by the board of directors. This amount would be under the approved budget. Essay Question #2: What is your budget for the
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the Gantt Chart also shows a number of the activities are deemed as critical tasks. We also note that during the Planning Phase, a there are quite a few tasks that are scheduled during non-working hours; we recommend rescheduling the tasks so that they occur during working time. There are also a number of potential scheduling problems with other tasks that may be responsible for delayed start date. Our text, states some critical success factors when scheduling (Gido, p.179): • The estimated duration
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3 Days E, F H 7 Days D I 10 Days G a. For the above information, draw an AIB diagram. [pic] Slack or Float = LF – EF or LST – EST Activities on the critical path have zero slack/float. b. What is the Scheduled Completion of the Project? 22 Days c. What is the Critical Path of the Project? B-D-F-G-I d. What is the EST for Activity D? Day 4 e. What is the LST for Activity G? Day 9 f. What is the EF for Activity B? Day 4 g. What is the
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POM+ Project initially had 50 days of total slack to select distributors. Based on the initial WBS and critical path network diagram, Marketing, Research and Development, Engineering, and Production resources were over allocated. Through redesigning the WBS, the select distributors’ task now has six days of total slack allowing the marketing team members to focus their attention on other critical tasks. ID | Task Name | Duration | Start | Finish | Total Slack | Free Slack | Late Start | Late Finish
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