Reference no: EM133147434

Background

MobileGo is a small company that sells prepaid mobile phones in selected markets. Its primary sales and service channel is carried out over the internet and by phone. Sales and service has been supported with a team of 36 customer service representatives in a small building. Customers, accounts, and all business functions have traditionally been managed by a proprietary software application using in-house servers that was contracted out early in the founding of the company. All workstations currently connect to the internet and the internal servers supporting the legacy business system and office applications. This is a problem because the company had to move workstations to different parts of the building as the company has grown (thereby making network wiring out of control). The company has grown 150% over the last 5 years and as a result, the systems, the building, and the overall infrastructure have become outgrown. The company has therefore recognized the need to move to a new location and upgrade workstations and systems. The immediate need is to expand from 36 stations to 50 with the plan to triple that number within the next 3 years. The immediate challenges are little funding and few people to spare for this set of initiatives. With multiple activities occurring at once and severe constraints on schedule and resources, it is acknowledged that this is a highly complex project.

You have been assigned to be the project manager for the facility, equipment, and business system upgrade of a call center. This requires

• moving all existing call center stations to a newer, larger facility;
• get transportation
• Laborers
• installing and testing a high-speed, high-capacity Wi-Fi network in the new facility;
• upgrading workstations so that they include wireless capability;
• setting up stations to the internet
• Live test mode
• installing a new call center management software; and
• security and maintenance
• converting a legacy proprietary business system with a customer relationship management (CRM) application to a new business system.
• delete/reinstall modern system

In this project scenario, time is of the essence. The project sponsor requires that the project take no longer than 6 months to complete. Further, the budget is constrained so that the number of people assigned to the project is very limited and includes the following:

Outside consultants: 2

Project manager: 1

Business system project lead: 1

Business system implementation team: 3

Wireless system project lead: 1

Wireless system implementation team: 3

Relocation project lead: 1

Relocation team: 2

Workstation project lead: 1

Workstation upgrade team: 2

Outside contractors: Up to five multidisciplinary contractors are allowed in the budget.

Using the requirements what would the PERT schedule and the project critical path look like? 

What did you find interesting about the results?