Exemplar A
Introduction
Proman is a company that specialises in managing building projects. It has been contracted to manage a project to build a new shopping mall in Albany.
Task
• a network diagram showing the tasks in the project
• the tasks in the critical path of the project• the minimum length of time required to
complete the project • the start and finish time for each task• the allocation of tasks to a minimum number of
supervisors, given that each supervisor will only supervise one task at a time
• a recommendation of a week when the manager can visit
the site and see at least three different tasks in action
• a discussion about the impact on the project if Task D takes longer than three weeks to complete
• a discussion about the impact of any other delays significant enough to extend the project’s minimum completion time, including the implications for scheduling of supervisors.
Achieved
• a network diagram showing the tasks in the project
• the tasks in the critical path of the project• the minimum length of time required to
complete the project • the start and finish time for each task• the allocation of tasks to a minimum number of
supervisors, given that each supervisor will only supervise one task at a time
Merit
• Establish the critical path and its length• the start and finish time for each task• the allocation of tasks to a minimum number of
supervisors, given that each supervisor will only supervise one task at a time
• a recommendation of a week when the manager can visit the site and see at least three different tasks in action
• a discussion about the impact on the project if Task D takes longer than three weeks to complete
Excellence
• a recommendation of a week when the manager can visit the site and see at least three different tasks in action with reasons
• a discussion about the impact on the project if Task D takes longer than three weeks to complete possibly with added solutions
• a discussion about the impact of any other delays significant enough to extend the project’s minimum completion time, including the implications for scheduling of supervisors. This would include a discussion on float times with respect to project requirements.
Precedence Table
Task ShadowA AB BC CD DE EF FG GH HI I
Start
A
B H
C
D
E F
G
I Finish
NETWORK DIAGRAM
Start
Finish
Forward passMINIMUM TIME = 26 WEEKS
A
50 5
B
60 6
E
15 6
D
35 8
C
45 9
F
46 10
G
1410 24
H
129 21
I
224 26
Start
Finish
Backward pass
A
50 5
50 0
B
60 6
126 6
E
15 6
65 0
D
35 8
107 2
C
45 9
128 3
F
46 10
106 0
G
1410 24
2410 0
H
129 21
2412 3
I
224 26
2624 0
Start
Finish
Critical Path A-E-F-G-I
A
50 5
50 0
B
60 6
126 6
E
15 6
65 0
D
35 8
107 2
C
45 9
128 3
F
46 10
106 0
G
1410 24
2410 0
H
129 21
2412 3
I
224 26
2624 0
Gantt Diagram
Scheduling- critical path
Scheduling- Different combinations are possible
Supervisor 1: Critical Path A-E-F-G-ISupervisor 2: B-D-HSupervisor 3: C
Any delay in the critical path will delay the whole project as there is no float
Supervisor 1: Critical Path A-E-F-G-ISupervisor 2: B-D-HSupervisor 3: C
With this scheduling, D has a float of 1 week and hence any delay longer than this will delay the project as D must be finished by
week 10 so as not to delay G which is on the critical path.
Supervisor 1: Critical Path A-E-F-G-ISupervisor 2: B-D-HSupervisor 3: C
If there is likely to be a delay in D, we should reschedule to allow D to have its maximum float time of 2 weeks. See reschedule
below.
Supervisor 1: Critical Path A-E-F-G-ISupervisor 2: B-C-HSupervisor 3: D
This seems to be a better schedule as B, H and C would now have a 2 week float as well as D.
Supervisor 1: Critical Path A-E-F-G-ISupervisor 2: B-C-HSupervisor 3: D