Question:
Case Discussion: CyClon Project
This is a case on new product development in Chapter 6. Developing new products is a very important set of projects, where project management is very usefully applied.
This case is also a mini-exercise in Microsoft Project. It shows how concurrent engineering can be implemented through start to start lags in new product development projects.
It brings out some very important points about using the lags and their impact on the project network and the completion of the project.
Use Microsoft Project to do the network planning for the case and then answer the questions given in part A, part B, and part C of the case.
Part A. Create a network based on the above information. How long will the project take? What is the critical path?
Project Duration: 80 days
Critical Path:
2, 3, 5, 6, 7, 8, 10, 11, 12, 13
Design, Procure prototype parts, assemble prototype, laboratory test, field test, adjust design, order custom components, assemble test production unit, test unit, document results
Part B
Reconfigure the CyClon schedule by entering the three finish-to-start lags. What impact did these lags have on the original schedule? On the amount of work required to complete the project?
Duration(after lag): 101 days
The impact on the original schedule is that these adjustments added 21 days to the duration. The work required is still the same, but there are waiting periods now for parts to be delivered for the 3 tasks that were adjusted.
Part C
Reconfigure the CyClon schedule by entering all nine start-to-start lags. What impact did these lags have on the original schedule (Part A)?
The nine start-to-start lags shortened the duration of the project in comparison to part A. The new duration of the project is 65 days. There was also a change in the critical path. Now Procure prototype parts(#3) is not a critical task and Fabricate Parts(#4) is a critical task. The sensitivity of the network hasn't changed much, but where Fabricate Parts(#4) had 2 days of slack, now Procure prototype parts(#3) has only 1 day of slack. Everything else remains the same. Management would like this solution because it cuts about one fourth of the project duration off and the project will be completed in less time and free up the resources needed that could be used for other projects.
How long will the project take? Is there a change in the critical path? Is there a change in the sensitivity of the network? Why would management like this solution?
Attachment:- case - cyclon project.rar