Huntsville Plant Project
Project Resource Allocation & Findings
Within the scope of our new project for SEITZ Corporation we are scheduling resources currently, and crunching raw data to establish a timeline of trying to meet the June 30, 2012 deadline.
2011
Rego Hurtado
Project Management, Inc.
5/1/2011
Huntsville Plant Project
Project Resource Allocation & Findings
Within the scope of our new project for SEITZ Corporation we are scheduling resources currently, and crunching raw data to establish a timeline of trying to meet the June 30, 2012 deadline.
2011
Rego Hurtado
Project Management, Inc.
5/1/2011
Introduction
The following analysis is based on raw input data utilizing Microsoft Project 2010
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This will increase costs, but with the priority of the tasks at hand the benefit trade-off is very impactful to the project at hand.
Conclusion
In conclusion, our current resource allocation does not meet the deadlines of June 30, 2012 and we have offered a few of our own solutions to alleviating these drawbacks. We have established that the facility specialist rang up approximately 662hrs in our initial number crunching diagnosis, and were able to balance that out with a secondary facility specialist. As we have pointed out before, we will increase costs by doing this, but the costs outweigh the potential for not meeting our primary deadlines. Attached is a list of the tasks that would be associated with the Facility Specialist which would have him completely over allocated, from helping to select an architect, to installing equipment, we do need the expertise but as a manager we have to mitigate the risk involved with over-extending someone’s human capabilities. As we continue to plan this endeavor, we will uncover many things that may need to change and hopefully with this pre-planning we were able to reduce the amount of changes we will make later. Thank you.
References
Fitzgerald, D. (2003, April 21). The keys to resource allocation | TechRepublic. TechRepublic - A Resource for IT Professionals. Retrieved February 20, 2011, from http://www.techrepublic.com/article/the-keys-to-resource-allocation/5031746
First, by not conducting research before the kick-off meeting, or creating a project charter for stakeholders to sign, Ms. Briggs failed to gather all the information necessary for the meeting. She also will not have the benefit of lessons learned from similar projects (Dow and Taylor, p. 112). The case study reveals little effort on anyone’s part to setting up a repository for project documentation. Instead, Ms. Briggs intends to learn new software that may have some benefit for scheduling.
project data from work breakdown structures and schedules" and comparing it to "topdown project goals." After this, the teams are to estimate investment risks
1. What is the estimated project completion date? (Assume there are no holidays and ignore the sunk cost of the planning team’s effort)
The project must be completed prior to the end of this financial year (30 June 2015) as funding is available from current budget.
Timescales – as I have not been presented with the table data, I will need to find the relevant information. Depending on how much data there is and where this data can be found, it may cause a problem of the deadline of
Budgets and Planning. To begin with, the program, like the organization, fosters an open and collaborative environment for the process to take place. In this regard, it is, therefore, impossible for any one space or environment to be able to accommodate every conceivable project or application that is “thought up”. Therefore, certain perimeters and guidelines need to be established to assess costs with the program and help determine a course of action in future planning. As we are discussing costs, we assume there is a
(b) Describe the EVM process used to determine how far our project is ahead of or behind schedule.
* Development began in late 2002 and was to be completed in 12 months’ time.
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Plans, Actual Results and Forecasts that depends on management’s needs; some daily some only once per year.
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