Paradigms and Perspectives in Organizational Project Management Resea

Questions: Understand the primary concepts and practices underpinning Project management. Be able to devise and implement a project management plan. Work effectively within a project team. Understand the contexts for project management and project planning in a localized and/or global context. Answers: Network diagram of the project Earliest Start Time(EST) The earliest start times of the activities have been provided in the following table: Task Name Duration Start Finish Predecessors Early Start Project starts 0 days Wed 2/17/16 Wed 2/17/16 Wed 2/17/16 A 27 wks Wed 2/17/16 Tue 8/23/16 1 Wed 2/17/16 B 24 wks Wed 2/17/16 Tue 8/2/16 1 Wed 2/17/16 C 21 wks Wed 2/17/16 Tue 7/12/16 1 Wed 2/17/16 D 21 wks Wed 8/24/16 Tue 1/17/17 2 Wed 8/24/16 E 22 wks Wed 8/3/16 Tue 1/3/17 3 Wed 8/3/16 F 22 wks Wed 7/13/16 Tue 12/13/16 4 Wed 7/13/16 G 22 wks Wed 12/14/16 Tue 5/16/17 7 Wed 12/14/16 H 22 wks Wed 5/17/17 Tue 10/17/17 8,6 Wed 5/17/17 J 23 wks Wed 10/18/17 Tue 3/27/18 9 Wed 10/18/17 K 23 wks Wed 3/28/18 Tue 9/4/18 10,5 Wed 3/28/18 Project ends 0 days Tue 9/4/18 Tue 9/4/18 11 Tue 9/4/18 Latest Finish Time (LFT) The latest finish times of the activities have been provided in the following table: Task Name Duration Start Finish Predecessors Early Finish Project starts 0 days Wed 2/17/16 Wed 2/17/16 Wed 2/17/16 A 27 wks Wed 2/17/16 Tue 8/23/16 1 Tue 8/23/16 B 24 wks Wed 2/17/16 Tue 8/2/16 1 Tue 8/2/16 C 21 wks Wed 2/17/16 Tue 7/12/16 1 Tue 7/12/16 D 21 wks Wed 8/24/16 Tue 1/17/17 2 Tue 1/17/17 E 22 wks Wed 8/3/16 Tue 1/3/17 3 Tue 1/3/17 F 22 wks Wed 7/13/16 Tue 12/13/16 4 Tue 12/13/16 G 22 wks Wed 12/14/16 Tue 5/16/17 7 Tue 5/16/17 H 22 wks Wed 5/17/17 Tue 10/17/17 8,6 Tue 10/17/17 J 23 wks Wed 10/18/17 Tue 3/27/18 9 Tue 3/27/18 K 23 wks Wed 3/28/18 Tue 9/4/18 10,5 Tue 9/4/18 Project ends 0 days Tue 9/4/18 Tue 9/4/18 11 Tue 9/4/18 Total Float on each activities D F The total float of an activity can be defined as the duration by which the activity can be delayed from its early start date, such that the finish date of the project remains unaltered (Martinsuo 2013). The project schedule indicates that total float for activity D is 62 weeks. However there does not exist any float time for activity F. Critical Path for the project The critical path of a project depicts that particular sequence of activities which add up to form the longest project duration (Holzmann 2013). The network diagram of the project has been provided in figure 1: the path comprising of red arrowheads indicates the critical path of the project. Figure 1: The network diagram (Source: Designed in MS Project) B. Increase in the duration of activity F Assumption: The date of completion of the project cannot be postponed. Initially it was assumed that activity F would require 22 weeks to complete. The schedule based, on this assumption indicated that the project would be completed within 665 days. Figure 2: The Gantt chart (Source: Designed in MS Project) However, activity F was delayed by a total time period of 8 weeks, and the new schedule that was developed while considering this delay indicated that project would now require 705 days to complete. Figure 3: The Gantt chart of the project depicting the revised schedule (Source: Designed in MS Project) Such being the situation, in order to the complete the task without postponing the date of completion, the project manager would have to increase the number of resources allocated to the various activities of the project (Chia 2013). Increasing the number of resources associated with the project would help in completing the activities within mush shorter period of time: this, in turn, would result in the completion of the project within the pre-assigned timeline (Heldman 2013). Process types used in operations within the volume-variety continuum Operation processes can be classified along a volume-variety continuum, as depicted in the following figure: Figure 4: Process types used in operations within the volume-variety continuum (Source: Foropon and McLachlin 2013 ) Manufacturing processes like that of Repetitive, Assembly Line, or Mass- Production systems and continuous flow system are used for generation of products in volumes (Galindo and Batta 2013). Standard service systems are designed to achieve the same. On the other hand, Job-Shop Production Systems and project systems are utilized in the development of small products having a variety of characteristics (Gunasekaran and Ngai 2012). Customized services are provided to the clients with the very same objective. Process types used in operations The processes used in operations are of the following types: Projects: These processes result in the formation of a single output. As for example, all the processes associated with the construction of a building should be considered as a project (Krajewski, Ritzman and Malhotra 2013). Job shops: Operational processes that are associated with the production of small batches of a same or similar product are considered as batch shop processes. As for example, the process of baking cakes, as conducted in the bakery should be considered as a job shop. Batch shops: Batch shop processes are characterized by the production of small batches of similar products at specific intervals (Peng and Lai 2012). As for example, a bakery producing several types of cakes utilizes batch shop processes in its operation. One of the distinguishing characteristics of batch shop process is that all of the products that are produced through such processes experience the same process flow. Flow lines: Operational processes that require independent work stations capable of producing same or similar products are considered as flow line processes (Slack 2015). Assembly lines: These processes are used to develop discrete parts of a single product: the line itself transports the raw materials to the resources who are expected to complete their tasks before the line moves ahead (Slack, Brandon-Jones and Johnston 2013). Assembly lines are implemented in facilities that manufacture products of large size, like that of in automobile factories. Continuous flow processes: Operational processes that operate continuously without any break are considered as Continuous flow processes. Such processes are generally found in facilities that generate electricity, in chemical refineries and in refineries (Peng and Lai 2012). C. Identification of process types Diesel: Continuous flow processes . Boeing Jet Engine: Assembly lines (Krajewski, Ritzman and Malhotra 2013). Initial creation of the "Gone with the Wind" movie: Projects . Michael Jackson Thriller CDs Production: Batch shops (Foropon and McLachlin 2013) Mercedes Benz E200: Assembly lines. References Chia, R., 2013. Paradigms and Perspectives in Organizational Project Management Research: implications for knowledge creation.Novel Approaches to Organizational Project Management Research: Translational and Transformational. Copenhagen Business School Press, Copenhagen, pp.33-55. Foropon, C. and McLachlin, R., 2013. Metaphors in operations management theory building.International Journal of Operations Production Management,33(2), pp.181-196. Galindo, G. and Batta, R., 2013. Review of recent developments in OR/MS research in disaster operations management.European Journal of Operational Research,230(2), pp.201-211. Gunasekaran, A. and Ngai, E.W., 2012. The future of operations management: an outlook and analysis.International Journal of Production Economics,135(2), pp.687-701. Heldman, K., 2013.PMP: project management professional exam study guide. John Wiley Sons. Holzmann, V., 2013. A meta-analysis of brokering knowledge in project management.International Journal of Project Management,31(1), pp.2-13. Krajewski, L.J., Ritzman, L.P. and Malhotra, M.K., 2013.Operations management: processes and supply chains. Pearson. Martinsuo, M., 2013. Project portfolio management in practice and in context.International Journal of Project Management,31(6), pp.794-803. Peng, D.X. and Lai, F., 2012. Using partial least squares in operations management research: A practical guideline and summary of past research.Journal of Operations Management,30(6), pp.467-480. Slack, N., 2015.Operations strategy. John Wiley Sons, Ltd. Slack, N., Brandon-Jones, A. and Johnston, R., 2013. Operations management. Subramanian, N. and Ramanathan, R., 2012. A review of applications of Analytic Hierarchy Process in operations management.International Journal of Production Economics,138(2), pp.215-241. Bibliography Olson, D., 2014.Information systems project management. Business Expert Press. Svejvig, P. and Andersen, P., 2015. Rethinking project management: A structured literature review with a critical look at the brave new world.International Journal of Project Management,33(2), pp.278-290. Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance.International Journal of Project Management,32(8), pp.1382-1394. Turner, J.R., 2014.The handbook of project-based management(Vol. 92). McGraw-hill.