COIT12208 - ICT Project Management

COIT12208
Assessment item 2
Name of the University
ID of Student
Name of Student
Date of Submission:

ID & Name of Student
Table of Contents
Part - A........................................................................................................................................................3
Assumptions...........................................................................................................................................3
Solution 1................................................................................................................................................3
Solution 2................................................................................................................................................3
Solution 3................................................................................................................................................4
Solution 4:...............................................................................................................................................5
Solution 5................................................................................................................................................6
Part - B........................................................................................................................................................7
Solution 1................................................................................................................................................7
Solution 2................................................................................................................................................7
Solution 3................................................................................................................................................7
References..................................................................................................................................................8
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ID & Name of Student
Part - A
Assumptions
Calendar for the MS project schedule is 6 days work week & the working hours per day is 8 hours
between 08:00 to 12:00 & 13:00 to 17:00
Duration of assembly @ Sydney = 960 X 15 minutes = 14,400 Minutes = 240 Hours / 8 hours = 30
Days
Duration of assembly @ Melbourne = 960 X 15 minutes = 14,400 Minutes = 240 Hours / 8 hours = 30
Days
Duration of assembly @ Brisbane = 640 X 15 minutes = 9,600 Minutes = 160 Hours / 8 hours = 20
Days
Solution 1
Please find attached BSA_PartAQ1
Solution 2
a)
Under the tab 'resource levelling' there is an option 'resolving overallocation', there are two boxes which
are generally ticked by default, we need to remove the tick from the second and third boxes.
b)
BSA_PartAQ1.mpp BSA_PartAQ2.mpp
Total Duration
(in Days)
Total Cost
(in $)
Total Duration
(in Days)
Total Cost
(in $)
229 520,800 250 520,800
c)
Main difference observed is it the 'total duration' of the project, which has enhanced from 229 to 250
days. Due to the above-mentioned constraints, the schedule could not increase the number of
resources and so the only option balance for the levelling is to increase the activity duration (Drake,
2018).
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ID & Name of Student
Solution 3
Company Name: Bike Share Australia
Project Plan
To: Mike Edwards, Cc: Sponsor
From: Name of Author
Subject: Report regarding WBS and Project Plan development outcome
Date: May 21, 2018
This is to brief you regarding the status of develop project plant from the WBS details
Project Start Date May 28, 2018
Completion Date of the Project March 19, 2019
Overall Project Duration (in days) 250
Main factors which has caused the project to take 250 days are due to the resource constrained. Two
types of resources “Business Analyst” and the “Network Engineer” are restricting the overall schedule
to 250 days and not the activity sequences. The only recommendation is to increase these two
resources so that the project can be completed in 229 days.
Direct labour and Material cost of the project are
Resource Name Cost
Transport Analyst $47,880.00
Business Analysts $1,16,160.00
Database Analysis $18,480.00
Software Engineers $1,54,880.00
Network Engineer $70,400.00
Mechanical Engineer $47,200.00
Technician $62,800.00
Total direct labour costs $5,17,800.00
Flight $2,400.00
Accommodation $600.00
Total Cost $5,20,800.00
Always committed to positive support.
Yours Sincerely
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ID & Name of Student
(Signature)
Project Manager
Solution 4:
a) What-If analysis report
Sl.
No.
What-If resource
count increased
From To Then result
1 Transport analyst 100% 200% No Impact on project
2 Business Analyst 100% 200% Duration reduced to 234 days
3 Database Analyst 100% 200% No Impact on project
4 Software Engineers 200% 300% No Impact on project
5 Network Engineer 100% 200% Duration reduced to 232 days
6 Mechanical Engineer 300% 400% No Impact on project
7 Technician 300% 400% No Impact on project
Since by increasing only one resource that is 'Network Engineer' the schedule can be reduced
to 232 days, so it is recommended to acquire one additional 'Network Engineer’ for the project.
b)
BSA_PartAQ3.mpp BSA_PartAQ4.mpp
Total Duration
(in Days)
Total Cost
(in $)
Total Duration
(in Days)
Total Cost
(in $)
250 520,800 232 520,800
c)
By taking the resource ‘Network Engineer” to 200%, the overall project scenario has got changed by
shifting the critical path and the overall critical path is also changed. After changing from 100% to
200%, the duration of WBS “Hardware” and “Bike Deployment” got changed and date changed for
other two WBS without changing the dates “Depot Fit Outs” and “Location Assembly”. But after the
what if analysis and increasing the 'Network Engineer' percentage to overall cost remain same, it is
because the overall work required for the effort required for the project remain same only the resource
count increased so the overall effort has remained constant and so the cost also.
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ID & Name of Student
Solution 5
a) Risk register
Risk
No.
Risk Description Impact Likelihood of
occurrence
(Low,
Medium,
High)
Degree of
impact
(Low,
Medium,
High)
1 Deployment Approval: there is risk of
getting the whole critical path affected
due to the probable delay in obtaining
the final approval from local
Government (El-Dash, et al., 2006)
Medium Medium High
2 Integrations Testing: the activity has 5
successors, so any delay in the task
can impact the overall schedule
Medium Medium Medium
b) Mitigation Plan:
WBS Number Task Name Duration Resource
6.4 Addition of schedule risk contingency
duration to absorb any site delays
6 days All resources
(TA / BA / DB /
SE / NE / ME /
TN)
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ID & Name of Student
Part - B
Solution 1
Please find attached BSA_PartB.mpp
Solution 2
Change Impact on project duration
(longer, shorter or no impact)
Explanation (which resources
and task clashes were the
cause)
Change 2.4.1 Sprint 1 Shorter
(250 to 232 days)
Resources: TA, BA, DA & SE
Task: Highlighted in the
attached schedule
Change 2.4.2 Sprint 2 No Impact
(232 to 232 days)
Resources: TN
Task: Highlighted in the
attached schedule
Change 2.4.3 Sprint 3 - Not possible due to error- - Not possible due to error-
Change 2.4.4 Sprint 4 - Not possible due to error- - Not possible due to error-
Solution 3
Change Impact on project
Cost
(greater)
Explanation (which additional
resources were the cause)
Change 2.4.1 Sprint 1 Greater The resources got increased from
existing to the new requirement of all
direct human resources, except ME &
NE.
Change 2.4.2 Sprint 2 Greater
Change 2.4.3 Sprint 3 Greater
Change 2.4.4 Sprint 4 Greater
References
Drake, K., 2018. Resource leveling. [Online]
Available at: https://www.projectmanagement.com/wikis/351458/Resource-leveling
[Accessed 17 May 2018].
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ID & Name of Student
El-Dash, K., Abd-Raboh, E. & El-Dars, Z., 2006. Risk Management in the Design Phase of Large-Scale
Construction Projects. Kuwait, College of Technological Studies.
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