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MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Assignment 01
1. Develop a Network diagram using AON technique and calculate Critical path using following table 2. Enter the information in the table into MS project. What is critical path. Display the network diagram and
Critical path
Activity Estimated Duration
(days) Predecessor
A 1 None
B 3 A
C 4 B
D 2 B
E 1 C
F 3 C,D
G 3 E
H 1 F
I 2 G,H
J 5 I
Theory :
The expected project duration, 푇 , is determined by finding the longest path through the network. The longest path from the project start node to the end node is called the critical path and the activities that comprise it are called critical activities.
To reduce the project completion time, any reduction effort must be directed at the critical path.
A project can also have multiple critical path, to reduce project completion time in such situation one have to reduce time on critical activities in each of the critical path.
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Solution 1:
Figure: AON diagram
Paths 푻풆 A-B-C-E-G-I-J 19 A-B-C-F-H-I-J 19 A-B-D-F-H-I-J 17
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Solution 2:
Figure: AON diagram
Conclusion : Thus, we have found the critical path for the given predecessor table.
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Assignment 02
1.Using the information below, complete the function point analysis in order to use the basic COCOMO model to estimate the duration of the number of people needed to develop application using C++. Assume that the project is relatively simple and straight forward and that the team is familiar with both the problem and technology. You can use perform the calculation by hands
Complexity
Files Low Average High Total
ILF __*7= __ __ *10= __ __ *15= __
EIF __*5=__ __*7=__ __*10=__
EI __*3=__ __*4=__ __*6=__
EO __*4=__ __*5=__ __*7=__
EQ __*3=__ __*4=__ __*6=__
Complexity
Low average High
ILF 4 2 0
EIF 0 1 0
EI 3 2 0
EO 5 7 3
EQ 2 5 2
Language Average source LOC per function point
Basic 107
C 128
C++ 53
COBOL 107
Delphi 29
Java 53
VB5 29
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
General System Chracteristics Degree of Influence
Data Communications 2
Distributed data Processing 3
Performence 3
Heavily used Configuration 4
Transaction rate 4
Online data entry 2
End user efficiency 2
Online update 2
Complex processing 2
Reusabilty 3
Installation ease 2
Operational ease 2
Multiple site 1
Faclitate change 1
Solution :
Since is is a simple and straight forward project, it is an ORGANIC project.
Complexity
Files Low Average High Total
ILF 4*7= 28 2*10= 20 0 *15= 0 48
EIF 0*5=0 1*7=7 0*10=0 7
EI 3*3=9 2*4=8 0*6=0 17
EO 5*4=20 7*5=35 3*7=21 76
EQ 2*3=6__ _5*4=20 __2*6=12_ 38 ∑ = 186
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
UAF =186
TDI =∑ 퐷푒푔푟푒푒 표푓 퐼푛푓푙푢푒푛푐푒 =33
VAF = (TDI X 0.01) +0.65
=(33 X 0.01) + 0.65
= 0.33 + 0.65
= 0.98
FP = UAF X VAF
= 186 X 0.98
= 182.28
Average source LOC per FP = 182.28 x 53
= 9660.84 ≈ 9661.
KDSI = Thousand of delivered source instructions
= 9.661
Person-Months = 2.4 x 9.661 .
= 25.9707
Duration = 2.5 x 25.9707 .
= 7.8165
People Required = 푬푭푭푶푹푻
푫푼푹푨푻푰푶푵 =
..
= 3.322 3 or 4 people.
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Assignment 03
Using the following information, conduct an earned value analysis to determine whether you believe the project will remain within its original planned budget of $12,000. Use a spreadsheet software package to determine the Estimate at Completion (EAC) for both typical and atypical variances.
Planned
Value
Actual
Cost
Percent
Complete
Earned
Value
Phase 1: Test Planning
Develop Unit Test Plan $ 500 $ 500 100% $ 500
Develop integration test plan $ 600 $ 600 100% $ 600
Develop Acceptance test plan $ 550 $ 550 100% $ 550
Payment 1: $ 1,650 $ 1,650 $ 1,650
Phase 2: Unit Testing
Code walkthrough with team $ 600 $ 700 100% $ 600
Test software units $ 800 $ 1,200 100% $ 800
Identify programs that do not meet specifications $ 500 $ 500 100% $ 500
Modify code $ 1,200 $ 1,300 100% $ 1,200
Re-test units $ 300 $ 400 100% $ 300
Verify code meets standards $ 200 $ 200 100% $ 200
Payment 2: $ 3,600 $ 4,300 $ 3,600
Phase 3: Integration Testing
Test integration of all modules $ 600 $ 600 100% $ 600
Identify components that do not meet specifications $ 300 $ 500 75% $ 225
Modify code $ 1,400 $ 1,400 50% $ 700
Re-test integration of modules $ 400 $ 400 75% $ 300
Verify Components meet standards $ 200 $ 200 80% $ 160
Payment 3: $ 2,900 $ 3,100 $ 1,985
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Phase 4: Acceptance Testing
Business Review with Client $ 400 0%
Client tests system $ 800 0%
Identify units and components that do not meet specifications
$ 550 0%
Modify code $ 800 0%
Retest units and components $ 700 0%
Verify that system meets standards $ 600 0%
Payment 4: $ 3,850
ANS:
The first phase of testing went as planned. The second phase has encountered some problems and the second instalment is more than planned. Therefore, analysis has to be done for the next phase.
Cumulative CPI = EV/AC = 7235/9050 = 0.799
Atypical variance:
Expected Time Complete (ETC) = (BAC – Cumulative EV to date)
= $12000-$7235
= $4765
Estimate at completion (EAC) = Cumulative AC + (BAC – Cumulative EV to date)
= $9050+$12000-$7235
= $13815
Typical variance:
Expected Time Complete (ETC) = (BAC – Cumulative EV to date) / Cumulative CPI
= ($12000-$7235)/0.799
= $5963.7
Estimate at completion (EAC)
= Cumulative AC+(BAC–Cumulative EV to date)/Cumulative CPI
= $9050 + $5936.7
= $15013.5
Final cost of the project will be somewhere between $13,815 and $15,013.5
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Assignment 5
Case Study: Critical Path Analysis
This Activity is based around a decision by a food manufacturing business to install a new piece of machinery to cope with anticipated demand leading up to a busy time of the year. The machinery allows pre-packed food to be manufactured with 90% automation compared to the existing machinery which relied far more on human input, making the whole process only 40% automated.
In previous years, the business has always suffered shortages as a result of the inadequacy of the equipment they have had and this has caused some dissatisfaction amongst its customers. While most have remained loyal, there have been one or two who have taken their business elsewhere and this has prompted the business to act The Activity requires two groups to analyse competing pieces of machinery. Both machines will do the job that they are required to do, both have the same output ratios and initial cost but the crucial thing for the business is how quickly the machines can be installed and begin production.
You must use Critical Path Analysis to advise the business on the most appropriate piece of machinery out of the two.
You must consider the correct order for each task, draw out the network for the machine in question, and indicate the earliest start time, latest finishing time and the critical path. All the tasks below are those that need to be completed by the firm themselves - the new machine construction, for example, refers to the work that needs to be done following delivery of the equipment.
Machine A Task Activity Estimated Time
E Re-decoration of area 5 days B Lead time for new machine delivery 14 days C Re-routing of electrical supply 2 days H Delivery and inspection of new machine 1 day F Training of staff 2 days Program software 4 days
G Lead time for delivery of raw materials 5 days K Testing of new machine 2 days D Install and test network cabling for
computerized machine 3 days
L Complete hygiene treatment 1 day A Remove existing machinery 4 days J New machine construction 2 days
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Machine B Task Activity Estimated Time
E Re-decoration of area 5 days B Lead time for new machine delivery 16 days C Re-routing of electrical supply 3 days H Delivery and inspection of new machine 1 day F Training of staff 3 days Program software 5 days
G Lead time for delivery of raw materials 3 days K Testing of new machine 2 days D Install and test network cabling for
computerized machine 2 days
L Complete hygiene treatment 1 day A Remove existing machinery 4 days J New machine construction 1 days
Machine A : critical Path A-C-D-E-L-F-I-J-K =25
Machine B : critical Path A-C-D-E-L-F-I-J-K =26
Conclusion : The manufacturing business should consider machine A.
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Assignment 6
The activity information of a project is given in the table below:
Activity Predecessor Normal Time
(DAYS)
Normal Cost ($)
Crash Time (Days)
Crash Cost ($)
A - 7 1600 5 2600 B - 2 850 1 1000 C - 9 2500 7 3000 D B 10 2000 10 2000 E C 3 2000 2 2450 F A,B 9 950 6 2050 G D,E 13 1300 10 3000 H F,D 8 1000 6 1600
Identify the critical path in the project.
Determine the normal project completion time and cost. Calculate the cost for achieving a project completion time of 22 days. Determine which activities to crash and by how much. Determine what the minimum project completion time that can be achieved.
ANS:
F , 9
H , 8 END
G , 13 E , 3 C , 9
D, 10 B , 2
A , 7
START
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Paths:
A-F-H 24
B-F-H 19
C-E-G 25*
B-D-H 20
B-D-G 25*
*Critical Path
Project completion time = 25 weeks Project completion cost = 12200 Cost Slope = Cc – Cn / Tc – Tn Crash activity G by 3 weeks. Therefore, Cost of completion of G = 566.67 * 3 = 1700 Total Cost = 12200 + 1700 = 13900 For minimum project completion time:-
Crash activity A by 2 weeks, F by 2 weeks and G by 2 weeks.
Total cost = 17700- 2866.68 = 14833.32
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Assignment 7
1. A project consisting of 12 distinct activities is to be analysed by using PERT. Draw the PERT network. Indicate the expected total slack for each activity and hence indicate the average critical path. Within how many days would you expect the project to be completed with 99% chances? The following information is given ( the time estimates are in days)
ACTIVITY PREDECESSOR
ACTIVITY OPTIMISTIC TIME(days)
NORMAL TIME (days)
PESSIMISTIC TIME (days)
A - 2 2 2 B - 1 3 7 C A 4 7 8 D A 3 5 7 E B 2 6 9 F B 5 9 11 G C,D 3 6 8 H E 2 6 9 I C,D 3 5 8 J G,H 1 3 4 K F 4 8 11 L J,K 2 5 7
te = (a + 4m + b) / 6
V = [(b-a)/6]2
Paths te V A-C-G-J-L 22.16 2.074
A-C-I 13.83 1.13 A-D-G-J-L 20.49 2.07
A-D-I 12.16 1.13 B-E-H-J-L 39.32 4.66 B-F-K-L Te = 49.33 VP = 4.054
Z= (TS - Te) / √ VP = 2.3 = TS - 41.33 / √4.054 = 45.9 = 46
Hence, the project will be completed in 46 days with 99% chances.
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
2. Given the following information, is this project in trouble? Explain.
Task BCWS BCWP ACWP A $ 384.62 $ 384.62 $ 384.62 B $ 576.92 $ 576.92 $ 576.92 C $1,461.54 $1,461.54 $1,096.15
Total $2,423.08 $2,423.08 $2,057.69
Solution :
Cost Variance (CV) = EV – AC = 1461.54 – 1096.15 = 365.39 A positive CV indicates that the activity is under budget. Schedule variance(SV) = EV – PV = 1461.54 – 1461.54 = 0 Activity is right on schedule. WHOLE PROJECT CV = 2423.08 – 2057.69 = 365.48 A positive CV indicated that the project is under budget SV = 2423.08 – 2423.08 = 0 The project is right on schedule. Conclusion : The project is on schedule and under budget, therefore it is not in trouble.
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
3. Three proposals (W,X and Y) have been rated on six criteria as follows : 1-poor 2- average 3- good Choose between the three proposals
A. By simple rating method B. By weighted rating method
Criteria weight W X Y Attention to
quality .25 2 1 3
Cost .2 3 3 1 Project Plan .2 2 2 1
Project Organization
.15 3 2 3
Likelihood of success
.1 2 3 3
Contractor Credentials
.1 2 2 3
Having received proposals from multiple contractors, the customers must now review and evaluate them. Choosing the best, reaching an agreement with the contractor, and committing funds are all part of the “project selection” process.
Among the many approaches for selecting the best proposals, one is a prescreening method that rejects proposals that fail to meet minimal requirements such as a too-high price tag, a too-low rate of return, or a contractor with insufficient experience.
Proposals that survive pre screening are subjected to closer scrutiny; a common method employs a checklist to rate proposals according to several evaluation criteria.
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Simple Rating Method :
Each proposal is reviewed and given a score 푠 for each criterion j. the overall score for the proposal is the sum of
the scores for all criteria,
S = ∑푆 , where j = 1,2,…,n
The proposal that receives the highest overall score wins. This method is called simple rating.
Criteria W X Y Attention to
quality 2 1 3
Cost 3 3 1 Project Plan 2 2 1
Project Organization
3 2 3
Likelihood of success
2 3 3
Contractor Credentials
2 2 3
Total 14 13 14
According to the sum of simple ratings, W and Y were rated the best.
Weighted rating :
The limitation of simple rating is that all the evaluation criteria are treated equally as equally important. When some criteria are clearly more important than others, a method called weighted rating is used instead wherein the relative importance of each criterion j is indicated with an assigned weight 푤 . After a given criterion has
been scored, the score is multiplied by the weight of the criterion,
푠 . 푤 , The overall score for the proposal is the sum of the 푠 . 푤 for all criteria,
S = ∑ 푠 .푤 , where j = 1,2,…,n
푤 = 1 푎푛푑 0 ≤ 푤 ≤ 1.0
All the three proposals were considered too close to make an objective decision. Therefore all three are considered for weighted ratings.
MCT’s
Rajiv Gandhi Institute of Institute of Technology Versova, Andheri(W), Mumbai
Criteria weight Attention to
quality .25
Cost .2 Project Plan .2
Project Organization
.15
Likelihood of success
.1
Contractor Credentials
.1
Criteria Weight W X Y (w) (s) (w)(s) (s) (w)(s) (s) (w)(s)
Attention to quality
.25 2 0.5 1 0.25 3 0.75
Cost .2 3 0.6 3 0.6 1 0.2 Project Plan .2 2 0.4 2 0.4 1 0.2
Project Organization
.15 3 0.45 2 0.3 3 0.45
Likelihood of success
.1 2 0.2 3 0.3 3 0.3
Contractor Credentials
.1 2 0.2 2 0.2 3 0.3
Total 1 2.35 2.05 2.2
Using the sum of the weighted ratings, the proposal W is superior to other proposals.
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