Exemplar A

1. Exemplar A

2. Introduction Proman is a company that specialises in managing building projects. It has been contracted to manage a project to build a new shopping mall in Albany.

3. Task • a network diagram showing the tasks in the project • the tasks in the critical path of the project • the minimum length of time required to complete the project • the start and finish time for each task • the allocation of tasks to a minimum number of supervisors, given that each supervisor will only supervise one task at a time

4. a recommendation of a week when the manager can visit the site and see at least three different tasks in action • a discussion about the impact on the project if Task D takes longer than three weeks to complete • a discussion about the impact of any other delays significant enough to extend the project’s minimum completion time, including the implications for scheduling of supervisors.

5. Achieved • a network diagram showing the tasks in the project • the tasks in the critical path of the project • the minimum length of time required to complete the project • the start and finish time for each task • the allocation of tasks to a minimum number of supervisors, given that each supervisor will only supervise one task at a time

6. Merit • Establish the critical path and its length • the start and finish time for each task • the allocation of tasks to a minimum number of supervisors, given that each supervisor will only supervise one task at a time • a recommendation of a week when the manager can visit the site and see at least three different tasks in action • a discussion about the impact on the project if Task D takes longer than three weeks to complete

7. Excellence • a recommendation of a week when the manager can visit the site and see at least three different tasks in actionwith reasons • a discussion about the impact on the project if Task D takes longer than three weeks to completepossibly with added solutions • a discussion about the impact of any other delays significant enough to extend the project’s minimum completion time, including the implications for scheduling of supervisors. This would include a discussion on float times with respect to project requirements.

8. Precedence Table

10. E F G A D Start I C Finish B H NETWORK DIAGRAM

12. 14 2 4 5 4 6 3 12 1 26 21 5 6 24 8 9 10 6 0 5 6 5 5 24 0 10 9 H I C F D E B A G Start Finish Forward pass MINIMUM TIME = 26 WEEKS

13. 4 4 1 3 5 12 2 14 6 6 26 9 5 10 8 6 21 24 24 0 0 9 5 6 5 5 10 I F A G C E D H B 2 3 0 0 0 0 0 3 6 24 26 12 24 10 10 12 6 5 6 0 12 8 5 10 7 24 6 Start Finish Backward pass

14. 4 4 1 3 5 12 2 14 6 6 26 9 5 10 8 6 21 24 24 0 0 9 5 6 5 5 10 I F A G C E D H B 2 3 0 0 0 0 0 3 6 24 26 12 24 10 10 12 6 5 6 0 12 8 5 10 7 24 6 Start Finish Critical Path A-E-F-G-I

15. Gantt Diagram

16. Scheduling- critical path

17. Scheduling- Different combinations are possible Supervisor 1: Critical Path A-E-F-G-I Supervisor 2: B-D-H Supervisor 3: C

18. Any delay in the critical path will delay the whole project as there is no float Supervisor 1: Critical Path A-E-F-G-I Supervisor 2: B-D-H Supervisor 3: C

19. With this scheduling, D has a float of 1 week and hence any delay longer than this will delay the project as D must be finished by week 10 so as not to delay G which is on the critical path. Supervisor 1: Critical Path A-E-F-G-I Supervisor 2: B-D-H Supervisor 3: C

20. If there is likely to be a delay in D, we should reschedule to allow D to have its maximum float time of 2 weeks. See reschedule below. Supervisor 1: Critical Path A-E-F-G-I Supervisor 2: B-C-H Supervisor 3: D

21. This seems to be a better schedule as B, H and C would now have a 2 week float as well as D. Supervisor 1: Critical Path A-E-F-G-I Supervisor 2: B-C-H Supervisor 3: D