(Mt) – Red Zuma Project Business Worksheet

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646 Appendix 2 Computer Projecl Exercises TABLE A2.4 Activity Status Repor t May 31, 2012 Need su rvey Set product specs Shelf life report Nutrition report Select fruit suppliers Equipment rehab Production trials Quality trials Market testing Pac kage design Select distributors Complete FDA certification Actual Start Actual Finish Actual Duration Remaining Duration 1/3/12 2/3/12 2/29/12 3/14/12 4/3/12 2/29/12 4/17/12 5/7/12 4/4/12 5/10/12 5/28/12 2/2/12 2/28/12 3/13/12 3/19/12 4/30/12 4/11 /12 5/4/12 5/31 /12 5/9/12 5/25/12 22 18 10 4 20 31 14 18 26 12 4 0 0 0 0 0 0 0 0 0 0 18 5/11/12 5/31 /12 14 0 Red Zuma Project The ARC Company specia li zes in deve loping and se ll ing a wide range of high-quality scooters. Sales representatives report that there is a growing demand for racing scooters. A RC ‘s president , Robin Lane, is excited about the possibilities and predicts that one day these ki nds of razor scooters wi ll be featured in X -Game events. ARC is a small compa ny a nd uses a stro ng mat ri x to optimally utilize limited manpower. The Project P r iority Matrix for the Red Z um a Project is: Time Constrain Enhance Accept x Scope Cost x x Part 1 You are a mem ber of a project team assigned to develop the new razor scooter code named ” Red Zuma. ” Table A2.5 contains the information necessary to create a project schedule. For the purpose of this case ass ume the following: 1. The project begins January 2, 20 15. 2. The following ho lidays are observed: January 1, Martin Luther King Day (third Monday in January) , Memorial Day (last Monday in May) , July 4th, Labor Day (first Monday in September), Thanksgiving Day (4th Thursday in November), December 25 . 3. If a ho liday falls on a Saturday, then Friday wil l be given as an extra day off, and if it fa ll s on a Sunday, then Monday wi ll be given as.a day off. If December 25th falls on a Friday then Monday will not be given a day off. 4. The project team works eight-hour days, Monday through Friday. App endix 2 Co111pu1er Project Exercises 641 ID Task Name Duration Predecessors 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 1 Red Zuma Project 1.1 MarketAnalysis 1.2 Product Design 1.3 Manufacturing Study 1.4 Product Design Selection 1.5 Detailed Marketing Plan 1.6 Manufacturing Process 1.7 Deta iled Product Design 1.8 Build Prototypes 1.9 Lab Test Prototypes 1.10 Field Test Prototypes 1.11 Final ized Product Design 1.12 Final Manufacturing Process 1.13 Order Components 1.14 Order Production Equipment 1.15 Install Production Equipment 1.16 Celebrate 260 days 25 days 30 days 20 days 10 days 15 days 30 days 45 days 25 days 10 days 15 days 20 days 10 days 7 days 14 days 35 days 1 days 2 2 3, 4 5 5 5 8 9 9 7,10,11 12 12 13 14FS + 20 days,15FS + 30 days 6, 16 No te: FS refers to a Fini sh-to-Sta rt Jag. Construct a network schedul e fo r thi s project a nd prepa re a memo th at a nswers the fo ll owing questions: I. 2. 3. 4. 5. When is the project estimated to be co mpl eted? How lo ng will th e project ta ke? Wh at is the critical p ath fo r the project? Which activity has the greatest amo unt of slack? H ow sensitive is this network? Identify two sensible milesto nes a nd expla in yo ur choices. Include the fo ll owing printouts: • A Gan tt chart. • A netwo rk diagram hi ghlightin g the critical path . • A sched ul e table reportin g ES, LS, EF, LF, a nd slack for each activity. Part2 The follow ing perso nnel have bee n ass igned full-tim e to the Red Z um a project team : 4 marketing specialists 4 design engineers 4 development enginee rs 4 ind ustrial engineers 4 test riders 2 pu rchasin g age nt Use the fi le fro m Pa rt 1 a nd the info rmati o n co nta ined in Tables A2.6 a nd A2.7 to assign resources to the project schedul e. mal ti ti on se e ,. 648 Appendix 2 Co111pu1er Projecl Exercises TABLE A2.6 Red Zuma Project Resources Marketing specialist Design engineer Development engineer Industrial engineer Purchasing agent Test rider $ Number available $80,000/yr $125,000/yr $110,000/yr $100,000/yr $75,000/yr $70/hr 4 4 4 4 2 4 No te: M S Project conside rs resou rces in terms of percen tage~ with o ne full -ti me worker bei ng I001X•. TABLE A2.7 Red Zuma Resource Assignments Task Name Resource Names Red Zuma Project Market Analysis Product Design Manufacturing Study Product Design Selection Detailed Marketing Plan Manufacturing Process Detailed Product Design Build Prototypes Lab Test Prototypes Field Tests Finalized Product Design Final Manufacturing Process Order Components Order Production Equipment Install Production Equipment Celebration Note: Resource as~ignmcnts Marketing Specialist [400%] Marketing Specialist, Design Engineer [400%], Development Engineer [200%], Industrial Engineer, Purchasing Agent Industrial Engineer [400%], Development Engineer [200%] Marketing Specialist [200%], Design Engineer [300%], Development Engineer [200%], Industrial Engineer [200%], Purchasing Agent [25%] Marketing Specialist [400%] Design Engineer, Development Engineer [200%], Industrial Engineer [300%] Marketing Specialist [200%], Design Engineer [400%], Development Engineer [200%], Industrial Engineer [200%], Purchasing Agent [25%] Design Engineer [200%], Development Engineer [200%], Industrial Engineer [400%] Design Engineer [200%], Development Engineer [200%], Test Rider Marketing Specialist, Design Engineer [200%], Development Engineer, Industrial Engineer, Test Rider [300%] Marketing Specialist [200%], Design Engineer [300%], Development Engineer [300%], Industrial Engineer [200%], Purchasing Agent [25%] Industrial Engineer [300%], Design Engineer, Purchasing. Agent [25%] Purchasing Agent Purchasing Agent Design Engineer, Development Engineer [300%], Industrial Engineer [400%] Design Engineer [400%], Development Engineer [400%], Industrial Engineer [400%], Marketing Specialist [400%], Purchasing Agent [200%] ithout brackets is I0011li1. Part A Prepare a memo that addresses the following questions: I. Which if any of the resources a re overallocated? 2. Assume that the project is time constrained and try to resolve any overallocation problems by leveling within slack. What happens? · 3. What is the impa ct of leveling within slack on the sensitivity of the network? Include a Gantt chart with the schedule table after leveling within slack. Appendix 2 Co111pu1cr Projccl Exercises 649 4. Assume that the project is resource constra in ed and no additiona l personnel are available. How long will the project take given the resources assigned? (Hint: Undo leveling performed in Part A before answering this question.) Note: No splitting of activities is a ll owed. 5. How does the new duration co mpare with the estim ated comp letion date generated from Part I? What does this tell you about the impact resources can have on a schedule? lnclude a Gantt chart with a schedu le table displaying free and total slack depicting the resource-constrained schedu le. Part B Top management is not happy with the resource-constrained schedu le. Robi n Lane, the president, has promised retailers that ARC wi ll begin production in time for the major trade show in Las Vegas on January 22, 20 16, which means the project needs to be completed by January 17, 20 16. She has a uth or ized working the first available Saturday of each month to help the project get comp leted sooner. She realizes that this will only reduce the project du ration by 12- 13 days. After talking to the engineers, everyone agrees that they do not have to wait for the Detailed Product Design to be IOOnal titian se e . ). 650 Appendix 2 Co111pU1er Project Exercises Part 3 Top management has accepted the schedule created at the end of Part 2. Prepare a brief memo that addresses the following questions: 1. How much will the project cost? What is the most expensive activity? 2. What does the cash flow statement tell you about how costs are distributed over the life span of the project? Include a monthly cash flow for the project. Once you are confident that you have the final schedule, save the file as a baseline. Hint: Save a backup file just in case without baseline! Part 4 Part A Today’s date is July 8, 2015, the milestone date for the completion of the Prototype. You are charged with preparing a status report for top management. Table A2 .8 summarizes progress on the Red Zuma project: Submit a professional status report to Robin Lane that addresses the following questions: 1. 2. 3. 4. 5. 6. How is the project progressing in terms of cost and schedule? What activities have gone well? What activities have not gone well? How much of the project has been accomplished (PCIB)? What is the forecasted cost at completion (EACr)? What is the estimated completion date? How is the project doing in terms of priorities (see Part l)? Report and interpret relevant Earned Value metrics in your report. Include a Tracking Gantt chart as well as an Earned Value Table with your memo. TABLE A2.8 Red Zuma Project Update 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Task Name Act. Start 1 Red Zuma 1.1 Market Analysis 1.2 Product Design 1.3 Manufacturing Study 1.4 Product Design Selection 1.5 Detailed Marketing Plan 1.6 Manufacturing Process 1.7 Detailed Product Des ign 1.8 Build Prototypes 1.9 Lab Test Prototypes 1.10 Field Test Prototypes 1.11 Final ized Product Design 1.12 Final Manufacturing Process 1.13 Order Components 1.14 Order Production Equipment 1.15 Install Production Equipment 1.16 Celebrate Fri 1/9/15 Fri 1/9/15 Fri 2/13/15 Fri 2/13/15 Thu 4/2/15 NA NA Mon 4/20/15 Wed 6/10/15 NA NA NA NA NA NA NA NA Act. Finish NA Thu 2/12/15 Wed 4/1/15 Fri 3/6/15 Fri 4/17/15 NA NA Wed 6/24/15 NA NA NA NA NA NA NA NA NA % Comp. 46% 100% 100% 100% 100% 0% 0% 100% 39% 0% 0% 0% 0% 0% 0% 0% 0% Phys.% Comp. Act. Dur. Rem. Dur. 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% . 0% 0% 0% 0% 125.85 days 25 days 35 days 16 days 13 days 0 days 0 days 49 days 9 days 0 days 0 days 0 days 0 days 0 days 0 days 0 days 0 days 146.4 days 0 days 0 days Odays 0 days 15 days 30 days 0 days 14 days 10 days 15 days 20 days 10 days 7 days 14 days 35 days 1 days Appendix 2 Co111p111er Projec/ Exercises 651 Part B You have told Robin Lane that based on what you know now you need to revise the estimates for some of the remaining activities. Detailed Product Design is expected to take 3 days longer than planned. Build Prototypes is expected to take 2 days less than planned and Finalized Product Design is expected to take 3 days longer than planned. Final Manufacturing Process is expected to take 2 days less than planned, while Install Production Equipment is now expected to take only 30 days. You also report that Detailed Marketing plan will be completed before the end of the New Year. She is insisting that the project be completed by January 17th in order to be ready for the Las Vegas show. She is willing to spend $50,000 from Management Reserves to expedite shipping if necessary. $25,000 would reduce the shipping of components by 5 days and/or $25,000 would reduce the shipping of manufacturing parts by 5 days (Hint: Adjust lag). Prepare a memo to Robin that addresses the following questions: I. What is the impact of the revised estimates for Finalized Product Design and Install Production Equipment on the project schedule and cost? 2. Would you recommend authorizing the expenditure of $50,000? Explain. 3. What, if any other recommendations, would you make so that the project can achieve Robin ‘s deadline? Justify your recommendations. Include a Tracking Gantt chart with variance schedule that depicts your final recommendations and revised schedule. Hint: After adjusting the Installation of Production Equipment and Finalized Product Design , level outside of slack to eliminate any resource over allocation problems. Part 1 Project Description The new computer-controlled conveyor belt is an exciting project that moves and positions items on the conveyor belt within

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