Professor Roger Aucoin
Project ScheduleDear Professor,In keeping with the assignment, I am submitting several documents, both included within this PDF andattached separately, as a Microsoft Project 2007 document:1.
and CPM tasks list, including optimistic, most likely, and pessimistic durations. Iveused a project-wide weighting of 1.5 for the optimistic, 2.5 for the most likely, and 2 for thepessimistic durations.2.
he Gantt chart, which includes start and end dates, durations, dependencies, resourcesassigned to each task, and milestones.
he purpose of these documents are to provide the step-by-step details of the tasks required tocomplete the project, the resources that will be executing the tasks, and the expected durations foreach task. As the work proceeds, the document can be updated, allowing the project manager andstakeholders to see if upcoming tasks and milestones can be accomplished as expected, or in the case of slippage or unexpected changes, what items are at risk.
here are several time estimates which contain a great deal of uncertainty:
: Gather quotes from selected vendors.
While Ive allowed over a day to get the quotes, andin my experience vendors a generally willing and able to get a quote back to me the same day asthe request, it is entirely possible that a critical path vendor (for example, Dell) will unexpectedlytake an excessive amount of time to respond with a quote.
: Take delivery of hardware and software.
Given that the hardware and software this projectcalls for is all off-the-shelf (i.e., no custom configured hardware) the time estimate of 1.2 shouldbe more than adequatebut unforeseen circumstances could cause significant delivery delays.
: Install hardware in data center racks.
Despite the best preparation to the contrary, Ivewalked into enough data center deployments where the hosting company had omittedsomething criticallike power or seismic stabilizationthat resulted in what should have beena five hour job taking days to complete.