Reference no: EM13333930

For part A of the assessment you must complete the following tasks and questions. Read all the questions before you commence the tasks. The schedule is to be developed in an appropriately named Microsoft Project 2010 file (e.g. PMIS-PartA.mpp) and the questions are to be answered in a Word document. Any assumptions must also be listed at the beginning of the Word document.

1. Based on the information from Part A, use the Microsoft Project 2010 software to produce a Part A project schedule. You should be mindful of the marking criteria and ensure that activities described in the case are included and sequenced correctly with all resource and duration information. Any resource over-allocation issues must be resolved in your schedule without the addition of extra resources. You may assume the schedule is to show all activities after Mr Ebola commenced. You should organise your tasks into key work packages (sub-projects / summary tasks) with sub-tasks. One way to organise the WBS is according to the following summary tasks:

Heavenly Health Upgrade

Management
:
Functional
:
Technical 5

:
Move-To-Production
:
Change
:

Although there are other possible structures for the WBS, for this assignment you are required to base your WBS on the above starting point.

Document any assumptions that you make in the Word document to be submitted as part of this assignment.

2. In this question you must identify the critical path in your schedule.

i. Make sure that the tasks on the critical path are automatically highlighted by the software in the Gantt chart view.
ii. List the tasks on the critical path in your answer to this question in the Word document.

3. Assuming you are Mr Ebola, write a memo to Ms Epstein-Barr explaining the expected completion date of the project, together with an explanation of the factors that cause the project to require that length of time. Is the project going to complete in the initial estimated timeframe?

4. What is the date when Miss Hypertension can begin to recruit the Functional resources?

5. Capture screenshots of the "Who does what" report that shows the tasks each resource is involved in and when they are scheduled to work on that particular task. Add the screenshots to the Word document in answer to this question.

6. Are all the development, technical and functional resources being fully utilised throughout the project? Justify your answer.

7. Describe, in general terms, how the project manager will ensure that the project is completed "on time".

8. Is there any way that the overall duration of the project can be shortened without removing any tasks? (Justify your answer. Be specific. Describe any tasks that you would target, how you might reduce their duration and how/why a reduction in their duration would impact on the project completion date. Give at least two suggestions and describe any issues or other impact that would result from implementing your suggestions.)

9. Describe two additional planning tasks should be undertaken during the planning stage of the project that are not already been mentioned in this specification. For each planning task, describe what it is, why it is needed and what information needs to be in the plan.

10. What are two potential risks associated with this project?

Part B - Goodbye Mr Ebola

Six weeks after the work on the functional specifications began, Mr Ebola resigned as project manager: it was apparent the project was in deep trouble as the functional specification work was far from finished but it had only just been reported to the steering committee. In theory, developers were about to commence, but much of the specification work was incomplete. It appeared that the project estimates were based on a poor understanding of the volume and complexity of modifications required to implement PMIS-2. Mr Cirrhosis was appointed as project manager and began to re-assess the work outstanding. His estimates indicated that only half of the functional specifications had been completed and that the development work would also take twice as long as first estimated (given the same number of developers). Furthermore, initial indications from suppliers was that there would be an additional two week delay on shipping Production hardware as it would have to be specially ordered from Singapore.