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Devry MGMT404 (all discussion +project +ilabs)

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Question;Due Week 2: Project Charter;Provide a project charter of;your selected project in accordance with the charter template found in Doc;Sharing. The project will be the project your team will use for the remainder;of this course.;For your new project, please develop a;project team (citing names, e-mail addresses, and telephone numbers).;Be certain to include the following.;1. Project Objectives;2. Project Statement of Work;3. Milestones;4. All other sections as required in the project charter;Please put this in proper business;writing format. Consider me to be your boss.;If working in a group, include a;statement of participation, describing how each person contributed to this;project deliverable. Please have each person sign the statement.;Deliverables;?;Project charter (in MS Word);?;If working in a group, include a statement;of participation, describing how each person contributed to this project;deliverable. Please have each person sign the statement.;Due Week 3: Scope Statement;Prepare a scope statement using either;the model on pages 144-145 in the text as a template or the scope template in Doc Sharing.;Remember to be tangible, measurable, and specific. Be sure to include all;sections required in the Practitioner section of the Week 2Lecture.;Deliverables;?;Project scope statement (in MS Word);?;If working in a group, include a;statement of participation, describing how each person contributed to this;project deliverable. Please have each person sign the statement.;Due Week 4: Work Breakdown Structure;and Network Diagram;According to the PMBOK? Guide;"the WBS is a deliverable-oriented hierarchical decomposition of the work;to be executed by the project team, to accomplish the project objectives and;create the required deliverables." In other words, it lists the project's;tasks, the subtasks, the sub-subtasks, and so on.;For this phase, you will create a work breakdown structure;(WBS) for the project you selected during phase one. Remember that the WBS;starts with your major deliverables (that you stated in your scope management;plan) at the highest level. The lower levels have the tasks required to;complete those deliverables. You should have at least three tasks under each;deliverable, but you may have as many tasks as needed to ensure that the;deliverables are complete. Review the textbook (and the PMBOK? Guide, if you;have it) for some suggestions on how best to create a WBS. From your work;breakdown structure, develop a project task list with dependencies, add;durations, and then submit a network diagram (using MS Project) and a;project schedule.;Develop the Work Breakdown Structure;?;Your WBS should have a minimum of 25?30;tasks and be three subtasks deep.;?;Make sure to use verb-object task names;(for example, "Develop software").;o Enter tasks in MS Project.;o Create the predecessor relationships to create a;network diagram.;o DO NOT LINK SUMMARY TASKS!;o In the Gantt Chart Tools tab, check the box marked;Outline Number in the Show/Hide group.;Deliverables;?;In MS Project, print the following.;o Gantt Chart Entry Table on no more than three pages;[View > Tables > Entry];? Include Task Name, Duration, Start, Finish, and;Predecessor columns with Gantt Chart.;o Schedule Table on one page [View;> Tables > Schedule];? Include only the default columns (Task Mode, Task;Name, Start, Finish, Late Start, Late Finish, Free Slack, Total Slack) and do;not include the Gantt Chart. Make sure that all columns are wide enough to read;completely.;o Network Diagram ononepage [Task tab >;View group > Network Diagram];? Highlight Critical Path and Circle Milestones.;? Justify why you chose your milestones. (Hint: use;milestones from the scope statement or look for key merge or burst activities.);? Also print out the network diagram on two to three;pages so that task information can be read.;o Using the Resource Sheet (View > Resource;Sheet), develop and print a list of resources required for your project.;Include Max.Units and Costs (Std. Rate, Ovt. Rate, Cost/Use).;?;If working in a group, include a;statement of participation, describing how each person contributed to this;project deliverable. Please have each person sign the statement.;DO NOT ASSIGN RESOURCES AT THIS TIME!;Due Week 5: Risk Management Plan;1. Establish the project's priority matrix (constrain;enhance, accept).;2. Identify a minimum of 10 project risks and when each will;occur in the project life cycle, and then determine their impact and;probability of occurrence.;3. Create a matrix similar to the one from the your;text (Pinto, Figure 7.5 Classifying Project Risk on page 222), making;sure that it is consistent with your priority matrix, or use the risk;management process in the Practitioner section of Week 3.;4. Justify the use of your risk scoring matrix or use;the risk management process in the Practitioner section of Week 3.;5. Assess your risks according to your matrix.;6. Rank the risks according to their total risk score.;7. Prepare the Risk Response Matrix for each;risk?Risk, Response, Contingency, Trigger, Responsible Person?Using the Risk;Management Analysis Template in doc shr;Deliverables;?;Use the Risk Management Analysis;Template spreadsheet (risk management analysis template.xls) found in Doc;Sharing (there is a separate tab for each portion of the risk management plan);or use the risk management process in the Practitioner section of Week 3.;?;If working in a team, include a;statement of participation, describing how each person contributed to this;project deliverable. Please have each person sign the statement.;Due Week 6: Resource Management Plan;A project plan cannot be considered;complete until the resources have been assigned (including the bottom-up cost;estimate) and leveled, ensuring that the resources are available to complete;the work.;Tasks;1. Assign resources to tasks.;2. Print out;the resource sheet.;3. Identify resources that are over-allocated.;4. Print the;Gantt chart and entry table.;5. Print reports;(or tables) showing the costs of the resources and the cost by work package. Is;this an acceptable cost for your project? That is, is it within the budget;proposed in the scope statement?;6. Level the project within available slack.;7. Print the;new entry table (do not include the Gantt chart).;8. Identify resources that remain over-allocated.;9. If resources are still over allocated, clear;leveling and then re-level without the slack constraint.;10. Identify how this has affected the project duration;(the number of days and the new completion date).;11. Assume that no other resources are available. What;will your team do to complete the project on time? Instead of assigning;overtime, add a new resource for a cost 1.5 times the normal labor cost. What;is the cost for the additional resource and the total project? Is this revised;cost within the amount developed in the scope statement? If you choose notto;add a resource, your project completion may be delayed. Is a delay in the;project due date acceptable? Why or why not? Submit supporting documentation;from MS Project as needed.;Deliverables;1. A journal of project activity. Describe what you;did on each step, and the results of your actions.;2. MS Project printouts (as above). Please indicate on;the printouts which step they support.;3. Final time and cost results. Describe how these;meet the needs as defined in the scope statement. If your team believes that;the original scope statement needs to change, describe the changes, why the;changes were necessary, and include the modified scope statement in the;deliverables.;4. Include a copy of your original (and revised, if;necessary) scope statement with the deliverables.;5. If working in a team, include a statement of;participation, describing how each person contributed to this project;deliverable. Please have each person sign the statement.;Due Week 7: Communication Plan;According to the PMBOK? Guide;"the Communications Planning process determines the information and;communications needs of the stakeholders, for example, who needs what;information, when they will need it, how it will be given to them, and by;whom." In other words, it lists the general communication requirements for;the project.;This week, you will create a simple;communication plan for the execution of your project. This plan should have the;following information: contact information for all affected parties, major;deliverables and how progress on the deliverables will be communicated to the;affected parties (as well as who the affected parties are and when;communication will take place), and any other miscellaneous information about;communication on the project (see the Communications Plan template in;Doc Sharing).;Deliverables;?;Business memo summarizing the;submission for the week;?;Communication plan;If working in a team, include a;statement of participation, describing how each person contributed to this;project deliverable. Please have each person sign the statement.;Due Week 8: Final Project Package;You will need to create a project plan.;This plan should be completely integrated and presented in a logical order. It;should be written professionally and should be mistake-free in terms of;spelling and grammar. The final project plan should incorporate any changes;that occurred along the way, including corrections and advice given by;colleagues or your professor.;Any tables and/or graphs should be;labeled correctly. Your final project plan should consist of the following;items.;?;Table of contents;?;Project charter;?;Scope statement;?;Work breakdown structure;?;Network diagram;?;Risk management plan;?;Resource management plan;?;Communication management plan;Deliverables;Project plan consisting of the;following items;?;Business memo summarizing the;submission for the week;?;Complete project plan, including;the project charter;?;Lessons learned document (to be;completed individually, even if the balance of the project was performed as;part of a team);o 1. What went well in the project? What could have;gone better?;o 2. If working in a group;? What did you learn from working in a project group?;How did the interpersonal dynamics affect your participation?;? If there were conflicts, how were they resolved?;o 3. What did you learn in completing this project;about yourself and how you work in a team environment?;o 4. What could have made this project a better;learning experience?;If working in a group, include a;statement of participation, describing how each person contributed to this;project deliverable. Please have each person sign the statement.;week 1;discnn;Case Study: The Keflavik Paper;Company (graded);Read the;case study 3.1 on pages 103?104 of the text.;The;Keflavik Paper Company is a case with the problem of determining a project;management process for new product development. Answer the following questions;What does;this case demonstrate about the effect of poor project screening methods on a;firm?s ability to manage projects effectively?;How would;project portfolio management help to improve the situation at Keflavik?;If you;think about it, all business problems are case studies. To effectively evaluate;the situation, you must approach the problem in a methodological manner. A;proven technique to do this is to;list the facts,identify the issues,based on the facts of the;case and your knowledge, analyze the issues of the case,prepare recommended;solutions and their possible outcomes,implement the optimal;solution (not always the one with the best outcome, since the cost or;other things could be impractical), andmonitor the implementation;and the outcomes.So when;you read and prepare to respond to this case, please follow the above guidelines.;I don't necessarily expect you to perform steps 4?6, but I do expect your;response to be based on the facts and your knowledge.;Remember?your;first impressions may not be correct!;Case Study: Widgets 'R Us (graded);Read the;case study 2.4 on pages 65?66 of the text.;The Widgets ?R Us case study is a case with a problem of how the company is set;up and how the company will handle operations with its projected growth. Answer;the following questions;You have been called in as a consultant to analyze the operations at WRU. Based;on the readings, what would you advise Widgets ?R Us to do in order to sustain;the competitive advantage in the widget market?;What structural design changes might be undertaken to improve the operations at;the company?;This;section lists options that can be used to view responses.;week 2;discnn;Project Scope (graded);The;project scope defines what will be delivered as part of the project, and in;some ways, it can be likened to the term vision. That said, whose;view and needs should be expressed in a project's scope? What items need to be;addressed in defining the scope? Why are these items important to define?;Case Study: Project Management at;Dotcom.com (graded);Read the;case study 5.3 Project Management at Dotcom.com in the text on pages 166?167.;Dotcom.com is a software engineering and systems development consulting firm;that needs some organizational improvements in the area of project management;processes that will cut cost and potentially increase the profit margin for the;company. Answer the following questions;Discuss how you would begin redesigning dotcom.com?s project management;processes to minimize the problems it is experiencing with poor scope;management.;Why do you think configuration management and project change control are;difficult to perform in the middle of a complex software development project;such as those implemented at dotcom.com? Share any experiences you have with;project change requests.;week 3;disn;Project Schedule (graded);To;develop a schedule for a project, we will use the concept of a project network;which shows work activities taken from the work breakdown structure and;organized according to the logical flow in time and relationships governing;when the work will be performed. By combining this network of work activities;with estimates of the time duration for performing each of the activities, we;can create a schedule for the project work. What types of information can we;learn about the project by reviewing the project schedule and all the;information used to generate it?;This;section lists options that can be used to view responses.;Risk Management (graded);Assume;you have just been assigned to a project risk team of five members. Because;this is the first time your organization has formally set up a risk team for a;project, it is hoped that your team will develop a process that can be used on;all future projects. Your first team meeting is next Monday morning. Each team;member has been asked to prepare for the meeting by developing, in as much;detail as possible, an outline that describes how you believe the team should;proceed in handling project risks. Each team member will hand out their;proposed outline at the beginning of the meeting. Your outline should include;but not be limited to the following information;Team objectivesProcess for handling risk;eventsTeam activitiesTeam outputsPlease;post your outline and comment on at least two other posts.;week 4;discnn;Case Study: The Problems of;Multitasking (graded);Read the;case study 12.1, The Problems of Multitasking in the text on pages 405?406.;Answer the following questions;How does multitasking;confuse the resource availability of project team personnel?In modern organizations, it;is impossible to eliminate multitasking for the average employee? Do you;agree or disagree with this statement? Why?How would resource loading;and/or resource leveling help this situation?;Reducing Project Duration (graded);In your;own words, describe crashing, fast tracking, and scope reduction as means of;schedule compression. When would each be appropriate? Which methods are;considered better first-choice methods by most project sponsors?;week 5;disvnnn;Project Baseline (graded);We have;now moved from the planningstage to the doingpart of;project management. Following good project management practices, we have set;a baseline. How is a project baseline used to guide the execution of the;project's work, to evaluate progress and performance, and to control the;project?;Also, as you continue to think about monitoring and controlling the project;specifically consider the question: How can the project baseline and the earned;value approach for variance analysis be used to monitor and report project;progress?;Project Communication (graded);Discuss;the importance of communication and information exchange to project success.;What are the crucial features and elements of effective communication and;information exchange in successful projects?;week 6;discnn;Case Study: Finding the Emotional;Intelligence (graded);Read the;case study 4.2 Finding the Emotional Intelligence in the text on pages 130.;What are the differences;between leaders and managers? Can anyone be a leader? Which would you;prefer to work for and why?Share an example from your;work or school experience with working through the five stages of team;development.Select one of the;characteristics of an effective project manager and tell why it is;important.Take the Future Time;Perspective scale on page 129. Share your results and comments with the;class.;Quality Management Processes;(graded);Read;about the Quality Management Process on page 25 of the text.;Why are measurements;critical to quality management? What types of measures are available for;quality?How important is it to;include a quality assessment in your project WBS? What can happen if;quality is overlooked?Let?s do a little research;on Six Sigma. What is it and why is it important to quality management?;week 7;discnn;Case Study: The Project that;Wouldn't Die;Review;case study 14.2 on page 471. Answer the three questions at the end of the case.;Your answers must be supported by the facts of the case. You will be graded on;the content of your answers as well as your feedback to other responses.;Case Study:Judy?s Hunt for;Authenticity;Review;case study 11.1 on page 375. Answer the three questions at the end of the case.;Your answers must be supported by the facts of the case. You will be graded on;the content of your answers as well as your feedback to other responses.;This;section lists options that can be used to view responses.;all weeek;i labs;Objectives -;MS Project 2010;q;Understanding Project Scheduling;q;Introduction to Microsoft Project;q Working;with Project Tasks;q Basic;views, time scales and reports;Whether;you are a project manager or not, project management techniques are extremely;helpful in meeting goals and objects. Project management techniques define a;path to a specified goal and then supervise the implementation.;MS;Project can help you establish your initial plan as well as monitor progress.;MS Project can quickly produce reports and other information that will help;keep management, customers, and your project team informed. To get the most;from MS Project, not only do you need to understand project management;terminology, you also need to be familiar with the software itself. Therefore;do not attempt to quickly finish the lab, but take your time and read;all instructions carefully.;Understanding;Project Scheduling;A typical;project is composed of tasks and resources. After;tasks are identified, you organize the tasks in a logical hierarchy, also;called aWork Breakdown Structure (WBS). Eventually, this sequence will;show the interdependencies of each task. Then each task is given aduration.;In MS Project, this can be in weeks, days, hours or minutes. You can also;specify a milestone, which will represent an event that marks the;completion of a group of related tasks.;To;accomplish any task, you need resources. Resources can include;people, equipment, material or special facilities necessary to complete a task.;Resource availability and scheduling are;important constraints to completing a task.;Once you;establish a plan, complete with tasks and resources, you will often need to;refine the plan before saving it as a baseline. The baseline is;your guideline to help manage the project.;MS Project;Basics;When you;first start MS Project, a blank project file is displayed in Gantt;Chart View. (If you need to open an existing MS Project file, the file;extension is.mpp.) Let's take a look at the main window;The above;image is the default screen for MS Project 2010. The right side of the screen;consists of the area for the Gantt Chart. The left side of the screen is the;Entry table where tasks, durations, and other task information is entered. The;Entry Table and Gantt Chart are separated by a moveable Divider;Pay;particular attention to this layout. The Entry table is where;we enter our tasks and durations. The Gantt chart will;eventually show our tasks and durations in a graphical bar chart. The other;part of significance is the divider. This allows you to show more or less of;the Entry table/Gantt chart.;In;Project 2010 the menu bar is set up into Ribbons. To access the various;ribbons, Tabs are selected across the top of the menu bar. Within the ribbon;the various sections are divided into groups;TABS;GROUPS;The above;image displays the Microsoft Ribbon in the top of the window. The ribbon is;navigated via Tabs. Within each tab are Groups and within each of the Groups;are individual commands.;Objectives;- Microsoft 2010;q Create;a list of resources;q Assign;resources to tasks;q Enter;resource information;q Assign;costs to resources and tasks;q Assign;variable resource pay rates and costs rate tables;Resources;are the people, equipment, and materials necessary to complete a task. MS;Project focuses on two aspects of resources: availabilityand cost.;Availability determines when a specific resource can work on a task and how;much work they can do and cost refers to how much money will be required to pay;for that resource.;MS;Project works with two types of resources: work resources and material;resources. Work resources are the people and equipment that do the work of the;project. These can be a single individual, a group of people who have common;skills (such as electrician), or equipment (such as a truck or diagnostic;tool). Equipment resources need not be portable, they can be fixed, such as a;conference room or lab. Material resources are consumables that you use up;during the project, such as cabling or bricks.;We will;be creating our resources and assigning them to tasks. Please follow all;instructions carefully!;Adding;Resources;1. Log;onto Windows.;2. Open;your completed file MyLab1b_XXX.mpp (or download the MyLab1b_XXX.mpp file from;Doc Sharing.) Check the addendum at the end of this lesson to make sure that;your beginning file is correct. If it is not, then correct your file as needed;or download the completed MyLab1b_XXX.mpp file from Doc Sharing.;3. Save;as MyLab2_XXX.mpp, where XXX are your initials.;It is;important to note, that when entering resources in MS Project to NEVER add;resources to a summary task. ONLY ADD RESOURCES TO THE WORK PACKAGES.;When adding resources to summary tasks, MS Project will add the value of that;resource to each work package below the summary and add that time to the;resource's usage. This will affect both cost and potentially cause resource;over-allocations. Also, MS Project does not add the value of the cost on some;reports, when the resource is assigned at the summary task level.;Resources;can be entered into Project in several different locations. The Assign;Resources dialog box is one method. The Resource Sheet is another method and;the Task Information box is a third method.;4. Make;sure you have not clicked or highlighted any of the tasks in;your project!;5. On the;Resource tab, click on the Assign Resources button. It is the one with the;"faces" on it.;The;Assign Resources dialog box appears.;6. In the;first Name field, type Project Manager and press enter.;(Do not press Assign!) See Figure 1;Objectives -;MS Project 2010;q Change;the task type settings to control how resources affect task assignments;q Apply a;preset resource contour to change work value distribution;q Working;with task information forms;When;planning a project schedule, adjustments are often needed to reflect necessary;changes in project scope, assignments, etc. In MS Project, when an assignment;is changed, the schedule is recalculated to display the;changes. You can work with the scheduling method and the task;type settings when making changes to the initial resource assignment.;In the;previous lesson, the initial resource assignments were made;for our project. But we need to learn how to make adjustments to how those;resources are used. It is important that you read every part of this lab;carefully, if not twice.;Working with;Effort-Driven Scheduling;How a;task reacts to the addition and removal of resources is defined by the;scheduling method and the task type settings. In MS;Project, the default scheduling method is effort-driven scheduling.;Effort-driven scheduling extends or shortens the duration of a task to;accommodate changes to resources but doesn't change the total work for;the task.;Work is the amount of effort, or;number of hours, resources put into a task.;The total;work for a task is determined by the duration estimate for the task and the initialresource;assignment using the following formula;Work =;Duration * Units;For;example, say you give a task the duration of one day (or eight hours based;upon a normal working day). If the initial resource assignment;is two units (200%) of a particular resource, the total work for;the task will be 16 hours.;16 hours;= 1 Day (8 hours) * 200%;As;resources are added or removed after the initial assignment;the amount of work is notrecalculated, but redistributed;among the resources. In other words, the duration is recalculated, not the;work;Duration;= Work / Units;So if you;assign two more units of the previous resource or two different resources, the;total work remains 16 hours, however, the 16 hours is now redistributed among;the four resources (16 hours divided by 4 units equals 4 hours of work per;resource). The duration is now.5 days (4 hours).;.5 Day (4;hours) = 16 hours / 400%;Effort-driven;scheduling assumes that the more (or fewer) resources you assign to a task will;decrease (or increase) the duration of a task. "If I can use more people;I can get done faster". The key to effort-driven schedulingis;when you make that first assignment (when you press assign or press enter when;entering resource assignments), that is when the amount of work is calculated;and never changes when you make additional assignments or;subtract resources. This effect is very important to understand!;Let's;demonstrate this effect.;1. Log;onto Windows.;2. Open;your completed file MyLab2_XXX.mpp. (or use the MyLab2_XXX.mpp file from Doc;Sharing) Check the addendum at the end of this lesson to make sure your;beginning file is correct.;3. Save;as MyLab3_XXX.mpp, where XXX are your initials.;4. Make;sure you are in Gantt chart view and your table is the task entry table.;5. From;the View tab and the Task Views group, click Other Views and then More Views.;6. The;More Views dialog box appears (figure 1). Select Task Entry and;then press Apply.;Figure 1;7. You;will notice that your screen "splits" into two separate windows or;panes again.;8. The top window;or pane is your Gantt chart view with the entry table.The bottom pane;is known as the task form window and contains many different;formats. The default format you are looking at is known as the resources and;predecessors detail view. We will use different detail formats in this window;in coming labs. For now, remember this is the task form window.;9. In the top pane, click on;task #3, Inventory Current Equipment. Notice in the lower pane, the;resource assignment you made from the previous lab, Systems Administrator.;Remember that you initially assigned two units of this;resource. The duration you gave this task was 3 days (or 24 hours). When you;made the assignment, the initial scheduling then calculated;the work. Given the formula, work equals duration times units, 24;hours times 2 units equals 48 hours of work and that is what is in the work;column for that resource.;10. Also;notice the box Effort driven (next to the Previous button) is checked.;That means that this task is using effort-driven scheduling. Also notice the;textbox below it labeled Task Type and the phrase Fixed;Units. We will be returning to this box shortly.;Again;making sure you have clicked on task #3, open the Assign Resources dialog box;from theResource tab (the one with;week 4;ilabb;Objectives;q View;resource workloads;q Locate;resource conflicts;q Use;automatic leveling to resolve resource overallocations;q;Manually resolve resource overallocations;When;making resources assignments to tasks, MS Project tries to schedule the;appropriate work for that resource, however conflicts can arise if a resource;is scheduled to perform more work than the resource can accomplish. These;conflicts can occur as a result of a single or multiple task assignment and are;often a case of overallocation of the resource. (You can also underallocate a;resource). The problem then becomes how to resolve those conflicts. With MS;Project, some of these conflicts can be solved automatically or manually.;For this;lab, we will be using the MS Project Lab, MyLab4_XXX (where;XXX are your initials) from where we left off in Lab 4. Included with;this lab is an Addendum, where you can quickly check your project information;prior to starting this lab.;Viewing;Resource Workloads;Viewing;resource workloads helps to identify to what extent a resource is overallocated;or underallocated. When a resource is overallocated, the resource text is;highlighted in red and a leveling indicator is displayed.;To view;the workloads;1. Log;onto Windows.;2. Open;your completed file MyLab4_XXX.mpp. Check the addendum at the end of this;lesson to make sure your beginning file is correct.;3. Save;asMyLab5_XXX.mpp, where XXX are your initials;4. From;the Task tab and the Resource Views group, select Resource;Usage.;This view;shows each resource, total assigned for the entire project, each task the;resource is assigned and total hours for each task, and on the right, a time;graph showing the detail of how the work is divided up. (You may need to expand;the columns and move the time graph to see all details).;5. Notice;the resource, Systems Administrator, is highlighted in red. This;resource is overallocated.;Also;notice the icon to the left of Systems Administrator. This is the leveling indicator.;Work Detail;6. Select the Systems Administrator resource;name.;7. On the;Task Tab and the Editing group, click the Scroll To Task button.;8. The;right pane timescale scrolls to the first work values for the resource.;9. Scroll the;timescale (at the bottom of the scale) until you see work values highlighted in;red. In the week of November 17, the timescale shows this resource;working a total of 40 hours on Friday of that week. The breakdown is 16 hours;on Install Hardware and 24 hours on Install Software. (Figure 1).;Figure 1;10. From;the View tab and the Resource Views group, select Other Views, the select More;Views and apply the Resource Allocation View.;11. The;resource allocation view is now displayed. The tasks for the selected resource;are displayed in the bottom pane along with the Leveling Gantt view, showing;you the first conflict in the schedule (Figure 2).;Figure 2;12. By;viewing this screen, we notice that the two tasks, Install Hardware and Install;Software are occurring at the same time. Install Hardware was;initially scheduled for 2 units of Systems Administrator for 3 days for a total;of 32 hours. The 32 hours were distributed over the three working days?at 16;hours the first day, 8 on Saturday and 8 on the following Monday. Install;Software was initially schedule for 3 units of Systems Administrator for 3 days;(or 48 hours total). The 48 hours were distributed over the;three working days at 24 hours the first day, 12 on Saturday and 12 on the;following Monday. Unfortunately, we only have 3 units of resources total for;these three days, and 3 units can only do 24 hours of work in one day (3 * 8 is;24 hours). At this point, we have to decide what we want to do to alleviate;this situation.;week 6;i lab;Objectives - MS;Project 2010;q Use constraints to set date limitations;q Set a project schedule baseline;A task constraint is a restriction;or limitation that you or MS Project set on the start or finish date of a task.;During the course of a project, limitations may have to be placed

 

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