MS Project Exercise July 21 2020

1. Develop the “Work breakdown Structure” (WBS) of the given project by using the MS Project software.

LIBRARY PROJECT
1. Project Management
1.1 KEY STAKEHOLDERS
1.2 KEY PARTICIPANTS
1.3 OPERATING METHODS
1.4 COMMUNICATIONS PLAN
1.5 Progress Control
2. Facility Needs
2.1 VISION STATEMENT
2.2 STAKEHOLDER INPUT
2.3 OPTIONS
3. Building Proposal
3.1 RECOMMENDED SIZE AND SCOPE
3.2 SITING
3.3 COST RATIONALE
4. Building Approval
4.1 VP OF FINANCE APPROVAL
4.2 PRESIDENT APPROVAL
4.3 BOARD APPROVAL
5. Staff Education
5.1 LITERATURE REVIEW
5.2 LIBRARY VISITS
5.3 SUPPLIER INPUT, PROCESS, OUTPUT, CUSTOMER ANALYSIS
5.4 TRAINING
6. Fundraising
6.1 POTENTIAL DONOR LIST
6.2 RELATIONSHIP BUILDING WITH POTENTIAL DONORS
6.3 EDUCATION OF POTENTIAL DONORS
6.4 DONATIONS
6.5 FOLLOW-UP WITH DONORS
7. Building Documents
7.1 FACILITY AND SITE SPECIFICATIONS
7.2 SCHEMATIC DESIGNS
7.3 DEVELOPMENT PLANS
7.4 CONTRACT DOCUMENTS
8. Building Construction
8.1 ARCHITECT
8.2 CONTRACTORS
8.3 CONSTRUCTION
8.4 FURNISHINGS
9. Building Acceptance
9.1 BUILDING AND GROUNDS ACCEPTANCE
9.2 BUILDING OCCUPANCY
9.3 BUILDING DEDICATION
9.4 WARRANTY CORRECTIONS
2. Given the following information, draw the project network. Compute the early, late and slack times for the
project network.

Activity Duration Finish to start Additional lag relationship Lag

predecessor
A 2 None None 0
B 4 A None 0
C 6 A Finish-Finish C to F 7
D 8 A None 0
E 18 B, C Finish-Finish E to G 9
F 2 D None 0
G 5 F Start-Start G to H 10
H 5 None None 0
I 14 E Finish – Finish I to J 5
J 15 G, H None 0

3. The cyclone project team has started gathering information necessary to develop a project network
predecessor activities and activities time in days. The results of their meeting are found in the following
table:

Activity Duration Predecessor

1 Cyclone project
2 Design 10
3 Procure prototype parts 10 2
4 Fabricate parts 8 2
5 Assemble prototype 4 3,4
6 Laboratory Test 7 5
7 Field test 10 6
8 Adjust Design 6 7
9 Order stock components 10 8
10 Order custom components 15 8
11 Assemble test production unit 10 9,10
12 Test Unit 5 11
13 Document results 3 12
PART A: Create a network based on the above information’s. How long will the project take? What is the
critical path?

PART B: Management is still not happy with the schedule and wants that the project should be completed as
soon as possible. Unfortunately, they are not willing to approve additional resources. One team member pointed
out that the network contained only finish-to-start relationships and that it might be possible to reduce project
duration by creating start-to-start lags. After much deliberation the team concluded that the following
relationships could be converted into start-to-start lags:

 Procure prototype parts could start 6 days after the start of design.
 Fabricate parts could start 9 days after the start of design.
 Laboratory test could begin 1 day after the start of Assembly prototype.
 Field test could start 5 days after the start of Laboratory test.
 Adjust design could begin 7 days after the start of field test.
 Order stock and order custom components could begin 5 days after Adjust design.
 Test unit could begin 9 days after the start of Assembly test production unit.
 Document results could start 3 days after the start of assembly test production unit.

Reconfigure the Cyclone schedule by entering all nine start-to-start lags. What impact did these lag have on
the original schedule (PART A)? How long will the project take?
4. Develop the project schedule of the given project when only 4 men are available to perform the activities and
determine how many days are required to complete the project.

Activity Predecessor Duration Labour requirement

A None 10 1
B None 6 2
C None 5 3
E A 8 1
F B 10 2
G F 10 3
H C 7 1
I E 5 2
PART B: How many resources are required to complete the project in 26 days?
5. A project has the following time and resource data. How many men are required to complete the project in
15 days?
Activity Predecessor Duration Labour Requirement

A None 5 1
B None 3 1
C None 2 1
E A 4 1
F B 5 1
G F 5 1
H C 3 1
I E 3 1
6. For a given project, activity their predecessor, labor requirement and material cost (in $) is given in the
following table. The rate of resources for marketing, finance and engineering is as $100, $120 and $180 per
hour respectively. Assume 5 days working week. The project would start from 1 January 2018.

Activity Predecessor Time (days) Material cost in $ Labor Requirement

H - 10 100 2M, 1F, 2E
I H 8 64 1M, 1F, 1E
J H 6 96 1M, 2F, 3E
K J 4 16 2M, 2F, 2E
L J 2 36 1M, 2F, 2E
M J 4 84 2M, 2F, 2E
N I 4 80 3M, 1F, 4E
O I 5 50 2M, 2F, 3E
P J 5 60 3M, 4F, 2E
Q L 5 80 4M, 2F, 2E
R M 5 10 2M, 2F, 2E
S N 3 10 3M, 1F, 1E
T Q 3 10 1M, 3F, 3E
U O, S 1 14 1M, 1F, 1E
V K, R 5 80 3M, 3F, 3E
W U 2 24 1M, 2F, 2E
X V 3 36 1M, 3F, 3E
Y P,W,X 8 104 2M, 3F, 1E
Z T,Y 6 66 3M, 1F, 3E
PART A: What is the completion date of the project and how many working days are required to complete this
project? If you have 10 resources form each department.
PART B: What is the completion date of the project and how many working days are required to complete this
project? If you have 5 resources form each department.
 7. A consulting firm implement the project with the following data. Assume labor rate $ 400 per month.

Activity Duration Fixed Cost Labor Requirement

(Months) (Thousands $) (worker months)
A 1-2 4 8 4
B 1-3 3 9 4
C 2-3 2 10 5
D 2-4 4 12 6
E 3-4 5 15 7
F 3-5 6 12 6
G 4-5 1 10 5

Requirements:

(a) Construct weekly expenses chart and cumulative expenses chart

(b) Compare the pattern of expenditure for both an early start schedule and a late start schedule.

8. Construct weekly expense chart, cumulative expenses chart, cash flow report for early start schedule and cash
flow report for late start schedule.
Activity Predecessor
H 10
I H
J H
K J
L J
M J
N I
O I
P I,J
Q L
R M
S N
T L, Q
U S,O
V R, K
W U
X V
Y P, W, X
Z T, Y
DURATION Total cost
(WK)
1000010
8 639925
6 960025
4 159940
2 360030
4 840125
4 799975
5 500005
5 599940
5 799370
5 0
3 0
3 0
1 140250
5 799700
2 240350
3 359975
8 1040050
6 660000