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Running Header: CONVEYOR BELT CASE STUDY

Read and Complete 3.3 - Conveyor Belt Project Case - Part 3,4 Embry Riddle Aeronautical University May 10, 2020

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This assignment is for PMGT 614 Directing and Controlling Projects

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Running Header: CONVEYOR BELT CASE STUDY

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Monte Carlo Simulation Results The data below in Figure 1 shows the Monte Carlo results for the Conveyor Project. According to its findings, this project will cost $1,028,000 without accounting for risks. When risk is factored in, the cost is estimated to be $1,232,767. The project finish time is on January 13, 2012 when risk is not accounted for. The finish time with risks factored in is scheduled for October 25, 2012.

Part 3 A Which if any of the resources are overallocated? The resources Design, Documentation, and Development are all overallocated. Assume that the project is time constrained and try to resolve any overallocation problems by leveling within slack. What happens? Leveling project resources means utilizing the available slack to correct overallocation occurrences. This would resolve the overallocation state for the Design

Running Header: CONVEYOR BELT CASE STUDY

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and Documentation resources but, not the Development resource. The Development resource is constrained. What is the impact of leveling within slack on the sensitivity of the network? If the overallocation issue is resolved by leveling with slack, the project duration time will remain the same and, additional project activities will be added to the critical path. This will in turn increase project network sensitivity and project risk. Table 1: Gantt chart with the schedule table after leveling within slack.

Assume the project is resource constrained and resolve any overallocation problems by leveling outside of slack. What happens? What are the managerial implications? Leveling outside the slack would resolve the overallocation dilemma by increasing the project duration to 1020 days. This is double the scheduled finish date and would cause the project to mostly likely fail. What options are available at this point in time? Possible actions include assigning more project personnel to work on the project or simply prolong the original duration of the project. Both of these options significantly affect project budgeting and scheduling. Part 3 B

Running Header: CONVEYOR BELT CASE STUDY

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Add as many development units (teams) as needed to stay within the 530 days. What changes did you make and why? I added three additional Development teams to the project. I assigned two new teams being paid $70 per hour and one outside team being that is paid $120 per hour. This reduced the amount of work the initial Development team was allocated. How long will the project take? Because additional resources were added to the project to complete tasks and leveling was able to be done without extending the project date, the project is still scheduled to be finished in 530 days. How did these changes affect the sensitivity of the network? Adding additional Development resources will drive up the cost of the product activities and add more critical paths to the project. Figure 2: Gantt chart with a schedule table presenting the new schedule.

Running Header: CONVEYOR BELT CASE STUDY

Part 4 How much will the project cost? RiskyProject projects that the total cost will be $909,600. What does the cash flow statement tell you about how costs are distributed over the life span of the project? The most expensive activities occur towards the middle of the of the project. The least expensive activities are scheduled towards the end of the project.

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Running Header: CONVEYOR BELT CASE STUDY

Figure 2: Monthly cash flow and a cost table for the project.

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