Managing Projects

Case Study Knight Ltd.


Term Paper, 2012
24 Pages, Grade: ohne Bewertung

Excerpt

Table of Contents

List of Abbreviations

1. Task 1
1.1 Network Diagram
1.2 Timing of Activities and Total Float
1.3 Project Duration and Critical Path
1.4 Earliest Starting Date
1.5 Effects on the Duration of a Project
1.6 Limitations of Network Diagrams

2. Task 2
2.1 Introduction
2.2 Prerequisites of the Project Manager
2.3 The Project Life Cycle
2.3.1 Stage: Define
2.3.2 Stage: Plan
2.3.3 Stage: Organize
2.3.4 Stage: Execute
2.3.5 Stage: Close
2.4 Conclusion

References

Bibliography

Appendix

List of abbreviations

illustration not visible in this excerpt

Task 1

1.1 Network Diagram

The provided activity-on-node diagram is able to visualize network logics using boxes and arrows, to illustrate a logical progression of the dependencies between the planned activities. An important aspect regarding this method is to only target critical paths. The activities are symbolized through nodes in the network diagram attached to the appendix as figure 1.

1.2 Timing of Activities and Total Float

The total float describes the number of delays tolerated that doesn’t affect the completion date by any means. When calculating the total float, the latest finishing time is subtracted by the earliest finishing time to come up with a meaningful result. The given numbers of days for determining the timing of activities mismatch the original calendar running day. Following table portrays the timing of activities.

illustration not visible in this excerpt

1.3 Project Duration and Critical Path

The given project is constructed of 52 days and contains of the following critical path (A;B;C;D;H;I;J;M;O;P;Q) as shown in the subsequent illustration.

illustration not visible in this excerpt

1.4 Earliest Starting Date

The initial step of the project crew is to determine the regular working days, usually from Monday to Friday and furthermore eight hours of work per day from. Taking eight hours as standard, the project commences on Monday the 7th of May 2012 and runs out on Tuesday the 17th of July 2012 as provided through the following table.

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1.5 Effects on the Duration of a project

a) There is going to be no delay in the completion of the project ending time due to the fact that F has a total float of four days and is going to decrease to 3 days as a consequence of the one day delay in activity. End of project is the targeted 17th of July 2012 with a project length of 52 days.

illustration not visible in this excerpt

b) There is going to be no delay in the completion of the project ending time due to the fact that N has a total float of eight days and it is going to decrease to 7 days as a consequence of the one day delay in activity. End of project is the targeted 17th of July 2012 with a project length of 52 days.

illustration not visible in this excerpt

c) There is going to be a reduction of 52 days on the project to 51 days due to the fact that activity O is earlier accomplished as well as it is part of the critical path and the fact that there is a total float of 0 days. End of the project is going to be the 16th of July 2012.

illustration not visible in this excerpt

1.6 Limitations of Network Diagrams

The network diagram is a widely used as an organizational instrument for measuring and planning the overall time regarding the length of projects using activities. Despite all positive effects, limitations and disadvantages are located in:

- The amount of activities and their individual dependencies and relationships vary from several to several thousands and therefore are severe to establish clear demarcations.

[...]

Excerpt out of 24 pages

Details

Title
Managing Projects
Subtitle
Case Study Knight Ltd.
College
University of Sunderland
Course
Managing Projects
Grade
ohne Bewertung
Author
Year
2012
Pages
24
Catalog Number
V195527
ISBN (eBook)
9783656219026
ISBN (Book)
9783656219590
File size
984 KB
Language
English
Tags
Managing Projects, Project, Life-cycle, Project Life-cycle, Project steps, Knights Ltd., Case Study
Quote paper
Michael Jasniak (Author), 2012, Managing Projects, Munich, GRIN Verlag, https://www.grin.com/document/195527

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