Project Schedule

Project Schedule

Name

Institution

Authors Note

PART A: Project Schedule

	Project: Network Improvement	Effort Estimate in days	Planned start date	Planned End date	Resources
1	Plan Project
1.1	Development of a Work Plan
1.1.1	Developing a work breakdown structure	1	09/11/2017	09/11/2017	Project Manager
1.1.2	Development of the staffing plan	1	09/12/2017	09/12/2017	Project Manager
1.1.3	Developing project schedule	2	09/13/2017	09/14/2017	Project Manager
1.1.4	Development of the project budget	1	09/14/2017	09/14/2017	Project manager, Core team
1.2	Development of the project control plan	1	09/15/2017	09/15/2017	Core team
2.0	Execution and Control of the project
2.1	Design Framework
2.1.1	Describing the framework stages and activities	3	09/18/2017	09/20/2017	Core Team
2.1.2	Acquisition of the network devices	1	09/21/2017	09/21/2017	Core team leader
2.1.3	Designing the web delivery tool	3	09/22/2017	09/26/2017	Core team developers
2.2	Creation of the framework
2.2.1	Installation of the network devices	3	09/27/2017	09/29/2017	Core team
2.2.2	Review the network devices for quality	1	10/02/2017	10/02/2017	Core team, review team
2.2.3	Building the web tool prototype	3	10/03/2017	10/05/2017	Web developer
2.3	Testing the framework	1	10/06/2017	10/06/2017
2.3.1	Test the usability of the network devices	1	10/09/2017	10/09/2017	Core team, review team
2.3.2	Testing the usability of the web tool	1	10/10/2017	10/10/2017	Core team, review team
2.3.3	Adjustment of the framework basing on the feedback	2	10/11/2017	10/13/2017	Core team
2.4	Implementation of the Project	1	10/13/2017	10/13/2017
2.5	Closing the project	1	10/14/2017	10/14/2017	Project manager
2.5.1	Conduction of post-project review	1	10/15/2017	10/15/2017	Core team, review team
2.5.2	Celebration	1	10/15/2017	10/15/2017	Core team, review team

PART B: Written Response

Introduction

The paper is written basing on the project schedule created in the first section of the assignment. From the beginning while the project schedule was developed it was considered that the work in the entire project will be done on the normal working days which falls within the week under normal working condition and a single working day will compose of a maximum of 8 hours. While developing the schedule of the project all the holidays that are applicable have been put into consideration.

Project Analysis

From the plan, it can be clearly seen that the project is scheduled to begin on 11^th September 2017 and end on 15^th October 2017. Furthermore, the critical path is the time as well as the cluster of activities to be carried out from the begging to the end of the scheduled project. Normally, there is always one significant path but basing on the nature of this project there is a likelihood of having more than one path for this specific project (Flyvbjerg, 2013). Similarly, basing on the nature of the projects as well as all other dependencies the calculated crucial path of the project was 35 days.

Recommendations

Various factors were considered to influence the project negatively as a result affecting the date of completion. Three primary activities were identified, and they could affect the project in a negative way. The activities included the unforeseen delays, lack of funds, and unavailability of the necessary resources. However, the most recommended way of eradicating the negative impact to the project schedule is to try to eliminate all the activities, which have adverse effects to the project (Flyvbjerg, 2013). The manager has to consider some additional activities.  First of all, the manager will have to consider the extra time that is required for the completion of the project activities to avoid unpredictable delays. Secondly, the funds that are required for the project should be approved in advance and finally it will be better to hire additional resources in case of a shortage.

Reference

Flyvbjerg, B. (2013). Quality control and due diligence in project management: Getting decisions right by taking the outside view. International Journal of Project Management, 31(5), 760-774.