Practical Management Science
6th Edition
ISBN: 9781337406659
Author: WINSTON, Wayne L.
Publisher: Cengage,
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Question 4.
Transcribed Image Text:Chapter Exercises
1. A project has been defined to contain the following list of activities along with their required times for completion.
Activity No.
Activity
Time (Weeks)
Immediate Predecessors
1
Collect requirements
2
2
Analyze processes
3
1
3
Analyze data
3
2
4
Design processes
7
2
Design data
6
2
6
Design screens
1
3,4
7
Design reports
4,5
8
Program
4
6,7
9
Test and document
8
7
10
Install
2
8,9
a. Draw a network diagram for the activities.
b. Calculate the earliest expected completion time.
c. Show the critical path.
d. What would happen if activity 6 were revised to take 6 weeks instead of 1 week?
2. Construct a Gantt chart for the project defined in Problem 1.
3. Look again at the activities outlined in Problem 1. Assume that during the first week of the project your team discovers that the activity duration estimates were all wrong. Rather than
3 weeks, Activity 2 will take only two weeks to complete, whereas both Activities 4 and 7 will take three times longer than originally estimated. Further, all other activities will take
twice as much time to complete. In addition, your team has noticed that additional training is needed. This new activity, number 11, will take one week to complete, and depends on
the completion of Activities 10 and 9. Create a new network diagram representing the new earliest expected completion times.
4. Using the web, find one example each of a functional, matrix, and project-oriented organization Prepa mi
argensations
beutte simiatr and a eICeS of these
Expert Solution
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Step 1
There are basically 4 types of organizational structures are-
- Functional
- Project
- Matrix
- Composite
Functional
Most associations are partitioned along utilitarian lines, that is, every "division" is coordinated by work type, for example, designing, creation, or deals.
In the practical authoritative construction, projects are started and executed by the divisional supervisors, who expect the project manager duties notwithstanding their ordinary, useful, roles. They are frequently given auxiliary titles, for example, "Organizer of Project X."
In this construction, project administrators for the most part don't have alot of power to obtain resources or to manage schedules and budgets. They should get endorsements to use assets from different offices, which can be a complex undertaking. This is on the grounds that the useful association is intended to zero in on the arrangement of the divisional administrations as opposed to project deliverables.
Example- A vehicle sales center needs to start another business cycle. It allocates the plan and execution to the project supervisor, who uses a portion of the deals just as support staff to build up the essential records and actualize the arrangement. This is a functional hierarchical construction.
Project-Oriented
On the opposite finish of the scale is the undertaking focused organization. These organizations do the greater part of their work on a venture premise and are accordingly organized around projects. This incorporates development workers for hire, design firms, and experts.
Task supervisors are normally full time in the role, and for little undertakings they may deal with a few ventures on the double.
In this design project supervisors typically have a lot of freedom and authority. They can draw on assets with minimal required endorsement.
Indeed, the majority of these kinds of associations have some type of practical divisions which are placeholders for resources that can be used by all projects. They are typically called "offices."
For instance, at a designing firm the geotechnical office is accessible as a specialist asset to all ventures inside the firm.
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