The Case study - Background
Xyzzy is a corporation that was formed to merge three different financial institutions. Each of the three financial institutions involved in the merger already had systems that complied with legislative requirements and had systems that allowed investors to monitor their investments and engage in regular trading. However, each of the original institutions had their own internal processes, financial systems, programming standards, databases etc. The new corporation is quite large, and given its size, it is not surprising that there are a diverse range of investors. Some of the investors hardly ever bother checking on their investments, while others monitor them regularly and engage in regular trading.
The Chief Executive of Xyzzy recognised that the future of the new corporation depended very much on the development of a new financial system to be used throughout Xyzzy. Given the importance of the new system, a project manager (David Grey) was appointed to manage the project. David had extensive project management experience and had successfully managed a number of similar projects.
Initial Data
After one week, David finalised a draft organisation chart. This showed that there would be a need for staff from several specialist areas. He arranged a meeting with the Human Resources Manager (Michael Brown) to proceed with appointments of "section leaders" for each specialist area. Michael agreed with the chart and arranged for someone from HR to help David with the development of position descriptions for the staff required.
The positions are to be advertised internally for three weeks. Another 2 weeks are to be allowed for interview processes and 2 weeks for the staff to be released from their current positions before they can commence on the project (i.e. a total of 7 weeks to appoint "section leaders").
The following table shows the specialist areas and number of staff in each area (including the section leaders).
Note:
- Although there will be "section leaders", assume that all staff members in a section have the same salary and can be assigned to any of the tasks requiring expertise from their area.
- In the table above abbreviations are given for each section resource. For example, a software engineer is abbreviated to SE.
- Assume that (apart from holidays) the staff work a 40 hour week from Monday to Friday (i.e. a 5 day week with 8 hour days). This means that in table 2 below one week equates to 5 days (Mon-Fri).
Assume that David will meet with the section leaders on their first day to explain the importance of the new system and to provide them with the preliminary details of the project. They will be required to provide any modifications within 1 week of that initial meeting. Assume that at the end of the week David has the information provided in the following table:
Table 2: Work Breakdown structure, Predecessor and Resource Requirements The milestones for the project are:
1. M1: The start of the project
2. M2: Detailed Analysis complete
3. M3: All software programs complete (including individual testing)
4. M4: Integration and testing complete
5. M5: All the deliverables, conversion and training complete
Assessment Tasks
Assumptions
You are free to make any assumptions necessary to complete the assignment. However each assumption must be justified and stated clearly in your assessment word document. Marks will be deducted for any unreasonable assumption or for stating an assumption and then ignoring it in your assignment.
Part A: Developing the Schedule
For part A of the assessment you must complete the following tasks and questions. Read all the questions before you commence the tasks. The schedule is to be developed in an appropriately named Microsoft Project 2013 file (see the name specified below) and the questions are to be answered in a Word document. Any assumptions must also be listed at the beginning of the Word document (after the coversheet).
1. Use Microsoft Project to develop the project schedule according to the instructions below.
For this assignment, unless the specification states otherwise, you must initially allocate only one of each required resource to a task. To clarify, some examples are given below. For example, based on the information in table 2, you should initially allocate:
- One Analyst to work on task "6.1 Detailed Requirements Analysis" for 12 weeks.
- One Operations staff member, one Security specialist and one Software Engineer to work together on task "5.5 Installation of the new hardware" for 1 week.
- All three of the conversion team to work together on each of the conversion tasks (7.1-7.3). With this "team", each conversion task should have a duration of 2 days.
- Two members of the conversion team to work together on each of the training tasks (8.1-8.3). With this "team", each training task should have a duration of 4 weeks.
All tasks must be automatically scheduled tasks for this assignment. Remember to make this the default setting before you begin adding tasks to your schedule.
David is required to report directly to Ms. Thurlings in the PM Office. Ms. Thurlings has asked that the following be included in the schedule:
i. The following holiday/non-working times:
- A general holiday period between 25/12/17 to 2/01/18
- Public holiday on 26/1/18.
ii. A project title of "Xyzzy Finance System". This is also to appear as the overall project summary at the top of your "WBS" in the mpp file. It must appear as task 0 with WBS number 0. All tasks should be "indented" according to the WBS structure described in the case study (see table 2). See the Microsoft Project practicals for details about how to add the project title and how tomake it the overall project summary.
iii. A WBS column before the "Task Name" column and a WBS Predecessors column after the "Task Name" column as shown below:
iv. The milestones are to appear at the end of the task list in your schedule. See the notes after table 2 for more details about the project milestones. (Note that this is not always a requirement in a project schedule. Milestones can be embedded in the schedule or listed at the start. In this assignment you are required to add them at the end.).
v. Ms. Thurlings has also asked you to use a "customised WBS code" for the milestones. For example, if you double click on the first milestone, you can change the WBS code to M1 as illustrated in the screenshot below.
vi. Resource allocation details.
vii. The critical path(s) automatically displayed in red on the bars of the Gantt chart view of your schedule
At this point there may be resource over allocation issues. Do not attempt to resolve these before answering question 2. Save this version of your schedule in PartAQ1.mpp. You will be required to submit this file as part of your assignment submission.
2. At this point ignore any resource over allocations. Copy your PartAQ1.mpp schedule to
PartAQ2.mpp:
i. Ms. Thurlings asks you to allocate all three analysts to task "6.1 Detailed Requirements Analysis". Assume that with the additional resources the task still
requires "12 person-weeks" (i.e. that there will be a reduction in duration as the work can be divided equally among the three resources).
a) What is the new duration of task 6.1 and has this change impacted on the overall duration of the project? Explain.
b) Does adding resources to a task always reduce the duration in this way? Explain your answer. (Hint: your explanation should include some discussion of the "mythical man month".)
ii. Save PartAQ2.mpp. You will be required to submit this file as part of your assignment submission.
3. Copy your PartAQ2.mpp schedule to PartAQ3_resources.mpp. If your schedule has any resource over-allocation issues resolve these in the PartAQ3_resources.mpp file without adding any additional resources. For this assignment, do not "split tasks" and do not allow levelling to "adjust individual assignments on a task".
Save this "modified" version of the PartAQ3_resources.mpp file. You will be required to submit the PartAQ3_resources.mpp file as part of your assignment submission.
i. Describe how you used (or how you would have used Microsoft Project) to resolve any resource over-allocation issues.
ii. Does the fact that you cannot add any additional resources to resolve resource over- allocation for this project have any impact on your overall project duration and end date? Explain why/why not.
Continue working with this version of the schedule (PartAQ3_resources.mpp) when you are answering the remainder of the questions in Part A.
4. Write a memo to Ms. Thurlings providing the following information:
i. the expected completion date of the project, assuming it commences with task 1.1 on 5th June 2017;
ii. the total duration of the project;
iii. an explanation of the main factors that cause the project to require that length of time and any recommendations that you might make to reduce the duration if time was a priority for the project;
iv. the estimated direct labour costs for each of the resource types working on the project. Present the costs in a table similar to the following:
Assume that you will send the project schedule as an attachment to the memo. The information in the memo must correspond to the PartAQ3_reoources.mpp file.
Information about writing memos can be found on the unit website in the same area as this specification.
5. Are there any tasks/activities or deliverables that you believe may have been overlooked and should be included in your WBS? You should be able to identify at least one possibility.
Part B: Modifying the schedule
You are required to make the following changes to the estimates for Tasks 6.11.1-6.11.3 (New database tasks) and 4.3 (security development):
In addition, Ms. Thurlings has asked you to:
- assign both Database specialists to work together on tasks 6.11.1-6.11.3;
- reduce the time between conversion tasks from 8 weeks to 6 weeks.
Based on the information given above complete the following tasks. Read all the tasks before you commence.
1. Copy your PartAQ3_resources.mpp file into a file called PartB.mpp file..
In your PartB.mpp make the changes in the order given in the tables below and as you make each change note the impact it has on the:
- overall project duration
- end date
- direct labour costs for the project
relative to the "current status" (i.e. the status after the previous change).
When answering this this question, do NOT attempt to resolve any resource over-allocation issues until you have completed all the changes required (i.e. all the changes to 6.11.1- 6.11.3,
4.3 and the change in time between the conversion tasks). Some of the issues may be resolved as you work through the changes.
You need the information about the impact of each change to answer questions 2 and 3 below.
If as a result of all the changes there are any resource over-allocation issues resolve these and note any resultant change to the project duration.
Highlight all the changes on your schedule. Save your schedule with the highlighted changes in your PartB.mpp file. This PartB.mpp file is also to be included as part of your final assignment submission.
2. Describe the impact of each of these changes on the project duration in a table similar to the following:
If the combination of changes have had an additional impact that would not have occurred if a change was made in isolation you should also discuss this in your answer to this question.
Similarly, if there were resource over-allocation issues that had to be resolved and resulted in a change to the duration, this should also be discussed. However, when answering this this question, do NOT attempt to resolve any resource over-allocation issues until you have completed all the changes required (i.e. all the changes to 6.11.1- 6.11.3, 4.3 and the change in time between the conversion tasks). Some of the issues may be resolved as you work through the changes.
3. Describe the impact of each of these changes on the direct labour costs for the project in a table similar to the following:
Part C: Tracking Progress
In this part of the assignment you are to imagine that your project is underway and that it is time to produce one of your regular status reports.
This means that your group needs to meet together early in week 10 to save the baseline and enter the status data for your project. Your group must enter the data together and make sure that everyone has a copy of the updated PartC mpp file. This is to ensure that everyone in the group is working with the same information when they develop their individual status report.
The individual sub-deliverable due at the end of week 10 includes the group's version of the
PartC.mpp file plus your individual answers to the Part C questions.
In week 11, you must meet to complete the group version of the Part C answers and include this in your final group submission. All previous "group" answers should already have been completed before week 11.
Saving the baseline and entering the status data (together as a group)
Note that the fourth Microsoft Project practical is an example of what is required for Part C. Make sure that you have worked through practical 4 before attempting Part C of this assignment.
1. Copy PartB.mpp to PartC.mpp. Save the baseline for this version of your project in PartC.mpp.
2. Assume that it is now 8th September 2017 and that you have data about when tasks actually started, their duration (which must be consistent with the start date and the status date, i.e. they cannot have a start date and a duration that takes them beyond the 8/9/17). Assume that you have also collected data about the estimated remaining duration for all the tasks that have commenced (but not yet finished). If a task has been 100% completed assume that you know the actual start date and actual finish date.
Assume that status reports are produced every two weeks and that all the earlier status reports have been completed according to this fortnightly schedule. Given that 8/9/17 is the end of week 14, you should record the status report number as "7" when you complete the status report for this section of the assignment.
In your PartC.mpp file (in which you have saved a baseline)
a) Set the status date to the 8th September 2017 and include a solid, purple status date gridline in your project to ensure that the status date is clearly visible in your Gantt Charts. View the Tracking Gantt chart.
b) Enter some status data.
- Follow the instructions in Microsoft Project practical 3 to enter the status data (i.e. for tasks not running according to schedule use the "mark on track" drop down list to select "update tasks" option to enter start dates, actual durations and remaining durations).
- Assume that tasks 1.1 and 1.2 are 100% complete and that they started and finished at the times scheduled in the baseline.
- For the purposes of this assignment you are to invent your own data about the status of the other project tasks. This means that you have to enter status data about the other tasks that you would expect to have started by the status date. (Use the status date gridline you created in part (a) to identify tasks that require status information.)
For tasks that should have been started by the status date you are to enter reasonable data about their start date, actual duration (up to the status date) and estimated duration remaining (or completion date). Do not have all tasks starting and finishing exactly according to your original estimates and make sure that your changes do not violate any predecessor constraints (i.e. do not start a task before the predecessors have been completed). Aim to enter data so that you can see a cost and/or schedule variance that you can then interpret and explain in your status report.
You are free to enter data to make tasks finish early or late or enter data about the remaining duration that means a task is expected to take either more or less time than originally estimated. It is also acceptable to have some tasks that are tracking according to their original duration estimates, but not all tasks.
Save your changes in PartC.mpp and use this file to answer parts c, d and e below.
Status Report
Based on your group PartC.mpp file each member of the group must complete and submit their individual attempts at the following tasks before meeting to produce the final group solution.
c) Add additional columns to show the CPI and SPI in the earned value table of your PartC.mpp file. Include a screenshot of the top of the earned value table of your PartC.mpp file in the Part C section of your Word document.
For example, if asked to do this for the Microsoft Project practical 4 schedule, you would produce a screenshot similar to the following:
d) Based on the current status of your project, you are to produce a status report using the template provided in Appendix 1 of this document. (It is a similar format to "exhibit 13.1" in the textbook). Make sure that you complete all sections of the status report.
Detailed explanations for why tasks are not tracking according to their original estimates are not required for this assignment as the data you entered is "fictitious".
However, in this section you must indicate which tasks are responsible for your project status being better or worse than planned.
For the "major changes or issues" and the "risk watch" sections enter "no change".
Peer Assessment
The aims of this peer assessment are twofold:
1. to provide information to the markers to help with their assessment of student work
2. to give students feedback to help to improve their skills when working as part of a team.
With regard to point 1, although there are regular peer assessments scheduled as part of this assessment item (weeks 7 -10), it is also important that you alert your tutor as early as possible if you are experiencing problems within your group (for example, if a team member is not attending meetings or is coming to meetings unprepared). If there are problems, it is your responsibility to contact your tutor and discuss any issues as early as possible.
In terms of point 2, it is important that the feedback be used in a positive way. It should only include "constructive criticism", i.e. it should:
- Provide positive feedback so that the team member understands what they are doing that works well.
- Provide constructive criticism, i.e. advice about how a team member could improve their team work.
- Be polite and positive.
The Peer Assessment Forms are available on the unit website in the same area as this assignment specification.
Final Group Submission
The final group solution with the mpp files and assignment answers must be submitted in the electronic submission system on Moodle by one member of the group. It is important that only one member of the group submits the work or Turnitin will produce a very high similarity score for your work.
The final group submission is due at the end of week 11 (exact date and time shown in Moodle).
Unlike the individual sub-deliverable submissions, this submission area will not accept zip files. The final group submission is to consist of six individual files as follows:
1. A Word document with the coversheet/title page (shown below) and the group answers to all the questions in Part A, Part B and Part C.
2. The following group .mpp files:
a. PartAQ1.mpp
b. PartAQ2.mpp
c. PartAQ3_resources.mpp
d. PartB.mpp
e. PartC.mpp
Group Case Study
This case study simulates a project management scenario where the student takes on the role of project manager. Students are required to use Microsoft project management software as part of this assessment task.
This is a group assignment supported by individual sub-deliverables. Note that although this is a group assignment, each group member is to attempt all parts of the assignment individually in assessment item sub-deliverables 1- 5. Members of the group are required to submit their own individual attempt for each of the sub-deliverables in Moodle before the group meets to consolidate answers to produce the "group solution". There are separate submission areas and due dates for the individual submissions and the final group solution. Sub-deliverables are due in weeks 6-10. The final group submission is to be submitted by only one member of the group. The names and student ids of all members of the group must appear clearly on the coversheet of the final assessment submission.
Peer assessment and your individual submissions will also be used to assess group member contributions. If any member of a team is not contributing satisfactorily to the group then he/she may have marks adjusted and/or be asked to leave the group and be required to work on the assignment as an individual.
Instructions on how to complete the peer assessment will be given in the assignment specification.
Remember that it is your responsibility to keep backups of your work and of your current version of the final group assignment.
To assist students in their assessment, the following information is provided:
Product development case description.
Specific assessment questions that must be answered.
Information regarding the submission of the assessment.
Peer Assessment
Aims
The aims of this peer assessment are twofold:
1. to provide information to the markers to help with their assessment of student work
2. to give students feedback from their peers to help students to improve their skills when working as part of a team.
In terms of point 2, it is important that the feedback be used in a positive way. It should only include "constructive criticism", i.e. it should:
1. Provide positive feedback so that the team member understands what they are doing that works well.
2. Provide constructive criticism, i.e. advice about how a team member could improve their team work.
3. Be polite and positive.
In terms of point 1, although there are two peer assessments scheduled as part of this assessment item (one in week 7 and one with the final submission in week 11), it is also important that you alert your tutor as early as possible if you are experiencing any problems within your group (for example, if a team member is not attending meetings or is coming to meetings unprepared).
Attachment:- Assessment.rar