*****You must use Microsoft Project************
1. Utlizing the WBS below, put the network for your PP into MS Project. Identify the Critical Path utilizing red arrows. Do the top level view (see below) and network diagram detail view (see below)
2. Provide a critical analysis of the network. E.g., What did you learn from doing the network in MS Project? 1 or 2 references beyond the lecture materials will be required.
At this stage, you may analyze some technical features of the project and see if it produces some interesting observations, e.g., add staffing resources to your PP: i.e., add some people to each task and re-schedule to a shorter development cycle. Or, add some cost information. Analyze what happens to the project.
Analyze the network. What did you learn from doing the network step?
Work Breakdown Structure: Graphics Design Computer
Hierarchal Form
Outline Form
1. Graphics Design Computer
1.1 Conduct Research
1.1.1 Examine Hardware Availability
1.1.2 Analyze Software Support Options
1.1.3 Verify Hardware Compatibility
1.2 Procure Components
1.2.1 Purchase Hardware
1.2.2 Purchase Software
1.2.3 Hire Assembler
1.3 Assemble Components
1.3.1 Gather Tools
1.3.2 Open the Case
1.3.3 Install Motherboard
1.3.4 Install Hard Disk
1.3.5 Install CPU
1.3.6 Install RAM
1.3.7 Install PSU
1.3.8 Connect Cables
1.4 Configure Setup
1.4.1 Install OS
1.4.2 Debug System
1.4.3 Run Benchmark Tests
Below is an sample of a paper that did well last term
In developing the Network Diagram, I referenced the deliverables from the WBS assignment. I ran the diagram from a top level view and from a detailed view. The first step was to determine the order of events and determine predecessors. Determining the order was relatively easy since I had them roughly in order on the WBS. One of the first things I realized about this project is that my estimate for completion was set for November 2017 and based on the time estimates this project can finish early if the funding is fully available and the activities get re-organized.
On my initial run, I sequenced most of the activities based in the order I thought they needed to happen. The first event is the installation of the plumbing clean out access (A), all other events are dependent on this happening first. The location of the clean out and the construction will affect all the other deliverables so it had to go first. The following activities, the installation of gravel (B) and the construction of the shade structure (C) were sequenced one right after the other. I soon realized that these deliverables can be completed concurrently. It also became clear that the gravel is not dependent on any of the C, D, E and F activities. This is also the activity with the most slack in schedule. Installing the pavers (D) and building the bar (E) can also happen concurrently but these events don’t have as much slack.
The Critical Path (CP) has zero slack and will take the longest to complete. The CP is identified on Figure 1 & 2 as A,C,E,F. The event that takes the longest is identified as building the bar, it has the most material and construction expertise involved. This has made me realize that I will likely need to use a professional to build this portion and will likely cost the most. Making adjustments in the order of events allowed me to shorten the schedule and I may be able to re-assign resources on to the CP so that it is completed on time.
Figure 1 is a top level view of the network diagram and Figure 2 is a detailed view that includes all activities listed in the WBS. Despite the differences in detail I did get the same results from both network diagrams
Figure 1. Network Diagram Top Level View
Figure 2. Network Diagram Detail View
