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Professor Roger Aucoin Nate Lindstrom 05/2614/2011 Project Schedule

Dear Professor, In keeping with the assignment, I am submitting several documents, both included within this PDF and attached separately, as a Microsoft Project 2007 document: 1. The PERT and CPM tasks list, including optimistic, most likely, and pessimistic durations. I ve used a project-wide weighting of 1.5 for the optimistic, 2.5 for the most likely, and 2 for the pessimistic durations. 2. The Gantt chart, which includes start and end dates, durations, dependencies, resources assigned to each task, and milestones. The purpose of these documents are to provide the step-by-step details of the tasks required to complete the project, the resources that will be executing the tasks, and the expected durations for each task. As the work proceeds, the document can be updated, allowing the project manager and stakeholders 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. There are several time estimates which contain a great deal of uncertainty: y 15: Gather quotes from selected vendors. While I ve allowed over a day to get the quotes, and in my experience vendors a generally willing and able to get a quote back to me the same day as the request, it is entirely possible that a critical path vendor (for example, Dell) will unexpectedly take an excessive amount of time to respond with a quote. 20: Take delivery of hardware and software. Given that the hardware and software this project calls for is all off-the-shelf (i.e., no custom configured hardware) the time estimate of 1.2 should be more than adequate but unforeseen circumstances could cause significant delivery delays. 24: Install hardware in data center racks. Despite the best preparation to the contrary, I ve walked into enough data center deployments where the hosting company had omitted something critical like power or seismic stabilization that resulted in what should have been a five hour job taking days to complete.

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38: Import legacy data into Atlassian Confluence, and 39: Import legacy data into Atlassian JIRA. Unexpected problems with the data set could very easily cause these 2-day tasks to stretch far beyond their allotted time.

An explanation of the critical path and how you would crash (expedite) the project if necessary The critical path is: Setup new system Migrate the data Validate the data Cutover users to new system I would crash the project via the following: y Dump the validation phase, and instead use the end users as a sort of quality check. If the data import work went well, then this should be fine. On the other hand, if there were severe problems during the data import, then the users discovering problems in the data would cause significant and potentially irreparable harm to the project and the reputation of the people involved. Thus, while ditching the validation phase would save almost seven days, it is extremely risky. Start the user training early, overlapping preceding tasks. While the plan is to use the new systems in the user training sessions, Atlassian provides online demo systems which could be used instead. This could potentially shave five days off the schedule, and contains little risk.

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I hope the enclosed document meets with your expectations. Respectfully, Nate Lindstrom

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