FZMR05 Research Method: New Hybrid Handheld Game Console Project

Part A-

Create essential planning documents for a new hybrid handheld game console project by using the MS Project software

Background of the project

You are appointed by a large computer manufacturer as a project manager to take charge of one of their new projects. The project is to design a new hybrid handheld game console which combines a tablet PC and a game console. The design team has already produce a work breakdown structure (WBS) report which includes all the key activities. The phase you are in right now is to plan the project schedule and calculate the subsequent project duration.

Table 1 includes all the key activities required in the project, the duration of each activity (in weeks), and resources (in number of persons). All the activities are related on the basis of ‘Finish-Start’ dependencies unless otherwise specified. This means the preceding activity must be fully completed before the following activity can be started.

Problem 1

Use Microsoft Project to create an activity-on-node precedence network consisting of the activities included in the project (Table 1). You need to indicate the starting and finishing times, floats and other information concerning the activities in the network.

Then calculate the shortest possible duration for the project, and identify the critical path in the project network.

You also need to produce a Gantt-chart corresponding to the shortest duration for the project, and mark the floats of the activities in the chart.

Problem 2:

Produce a preliminary resource diagram (as a histogram with time on the x-axis) so that it indicates the resources consumed by single activities.

Problem 3:

In order to estimate the resources required for the project, you are told that you will be given the most 10 staff at any one time to work on your project. An assumption is made that all staff can do any task given to them.

Level the resources according to the above limitation so that the activities are started as early as possible. Draw an updated resource diagram, where the required changes can be seen. Notice that tasks cannot be broken into pieces or stretched out to a longer period.

Produce a new Gantt chart that corresponds to the resource usage described in the new resource diagram, that is possible to realise and it describes the shortest possible duration for the project.

Comment what happened to the duration of the entire project. How does the resource constraint change your perception of the criticality of the activities in the new Gantt chart? (Although not required, you may, if you wanted to, add some recommendations based on your analysis).

Part B – Precedence network diagrams

For the project given in this section:

Produce a PERT network diagram (use activity on node convention).
Then run the forward pass and backward pass in order to fill in all the required information for the task in accordance with the given format.
Identify the critical path for the given project.

Project

Produce a PERT diagram for the following project. Then fill in all the information (as format below) for the task using the forward and backward pass. Also identify the critical path.

Answer:

Introduction

The report discusses the activity-on-node, Gantt chart and critical path for the project plan of new hybrid handheld game console project. The main activities of the project plan are requirements specification, content specification, design, implementation, integration and subcontracting. In this report, the project management tool such as Gantt chart is used to represent the time for each project activities needed to complete the project work. Martinelli and Milosevic (2016) have stated that it is simple and easier to understand the project progress. The report also discusses the Precedence network diagrams which is visual representation technique which can depict the project activities involved into the project.

Part A- Planning documents for new hybrid handheld game console project

Problem 1: Activity-on-node network

The activity-on-node is the term of project management which is referred to precedence diagramming method that uses boxes to present the schedule activities of entire project plan. The boxes and nodes are being associated from staring to finish with arrows to present the reasonable representation of the dependencies among the schedule activities (Too and Weaver 2014). In terms of project management, float or total slack is sum of time that the project job is delayed without causing delay to project completion time.

Figure 1: Activity on node

(Source: Created by author)

The project schedule is shown in the table below with starting time, finishing time, floats and other information based on the activities in the network diagram.

WBS	Task Name	Duration	Start	Finish	Resource Names	WBS Predecessors	Total Slack
0	New hybrid handheld game console project_Problem 1	54 wks	Mon 12/24/18	Fri 1/3/20			0 wks
1	Requirements specification	13 wks	Mon 12/24/18	Fri 3/22/19			0 wks
1	Entire product	3 wks	Mon 12/24/18	Fri 1/11/19	Developer, Market Researcher, Project Lead, Project Manager, Software Engineer, System Analyst		0 wks
2	Software	5 wks	Mon 1/14/19	Fri 2/15/19	Developer, Project Manager, Software Engineer, System Analyst	1	0 wks
3	Hardware	4 wks	Mon 2/18/19	Fri 3/15/19	Developer, Project Manager, Software Engineer, System Analyst	1,2	0 wks
4	Market research	1 wk	Mon 3/18/19	Fri 3/22/19	Market Researcher, Project Lead, Project Manager	2,3	0 wks
2	Content specification	12.6 wks	Mon 2/18/19	Wed 5/15/19			0 wks
11	Software	6 wks	Mon 2/18/19	Wed 5/15/19	Designer, Developer, Project Lead, Project Manager, Software Engineer, System Analyst	2	0 wks
12	Hardware	5 wks	Fri 3/15/19	Thu 5/9/19	Project Lead, Project Manager[0%], Software Engineer, System Analyst	3	9.8 wks
13	Market research	2 wks	Mon 3/25/19	Fri 4/5/19	Project Lead, Project Manager, Market Researcher, System Analyst	4	0 wks
3	Design	18.2 wks	Thu 5/9/19	Fri 9/13/19			0.4 wks
21	User interface	7 wks	Thu 5/16/19	Thu 9/5/19	Designer, Developer, Software Engineer, System Analyst	11	0 wks
22	Functionality	3 wks	Mon 7/1/19	Fri 7/19/19	Developer, Project Manager, Software Engineer, System Analyst, Tester	11,51	0 wks
23	Battery	2 wks	Thu 6/20/19	Wed 7/3/19	Project Lead	12	9.8 wks
24	Circuits	8 wks	Mon 7/22/19	Fri 9/13/19	Designer, Software Engineer, System Analyst, Tester	12,22	0 wks
25	Display	3 wks	Fri 5/10/19	Tue 6/4/19	Project Manager, Software Engineer, System Analyst	12	10 wks
26	Outer cover	6 wks	Thu 5/9/19	Thu 6/20/19	Market Researcher, Project Lead, Project Manager, Software Engineer	12	12.6 wks
27	Camera	2 wks	Mon 7/22/19	Fri 8/2/19	Developer	11,12,51	4 wks
4	Implementation	21.6 wks	Tue 6/4/19	Fri 11/1/19			3 wks
31	User interface	4 wks	Mon 9/16/19	Fri 10/25/19	Designer, Developer, Software Engineer, System Analyst	21,52	0 wks
32	Functionality	4 wks	Fri 7/19/19	Mon 9/16/19	Designer, Developer, Software Engineer	22	5.8 wks
33	Battery	2 wks	Thu 7/4/19	Mon 8/26/19	Project Lead, Project Manager	23	9.8 wks
34	Circuits	7 wks	Mon 9/16/19	Fri 11/1/19	Designer, Developer, Market Researcher, Software Engineer, System Analyst	24	0 wks
35	Display	5 wks	Tue 6/4/19	Fri 8/23/19	Project Manager, Software Engineer, System Analyst	25	10 wks
36	Outer cover	5 wks	Fri 6/21/19	Tue 8/27/19	Market Researcher, Project Lead, Project Manager, Software Engineer	26	12.6 wks
5	Integration	10 wks	Mon 10/28/19	Fri 1/3/20			0 wks
41	Software	4 wks	Mon 10/28/19	Fri 11/22/19	Designer, Developer, Market Researcher, Project Manager, Software Engineer, System Analyst	31,32,53	0 wks
42	Hardware	3 wks	Mon 11/4/19	Fri 11/22/19	Developer, Software Engineer, System Analyst	33,34,35,53	0 wks
43	Entire product	1 wk	Mon 11/25/19	Fri 11/29/19	Developer, Market Researcher, Project Lead, Project Manager, Software Engineer, System Analyst	36,41,42	0 wks
44	Testing	5 wks	Mon 12/2/19	Fri 1/3/20	Software Engineer, System Analyst, Tester	43	0 wks
6	Subcontracting	25 wks	Mon 4/8/19	Fri 9/27/19			0 wks
51	Market research (implementation)	12 wks	Mon 4/8/19	Fri 6/28/19		13	0 wks
52	Games (design & implementation)	5 wks	Mon 7/1/19	Fri 8/2/19		11,51	4.8 wks
53	Camera (implementation)	8 wks	Mon 8/5/19	Fri 9/27/19		27	4 wks

Critical path

The critical path is sequence of the project stages determine minimum time required to complete the entire project work.

Figure 2: Critical path

From the above diagram, it is identified that the critical path is the shortest possible duration for the project which is highlighted in red.

Critical path activities = 1-2-3-4-13-22-24-34-42-43-44-51

= (3+5+4+1+2+3+8+7+3+1+5+12) weeks

= 54 weeks

Therefore, 54 weeks is the shortest possible duration for the project.

Gantt chart

Gantt chart is the graphical method to demonstrate the development of the project work (Fuller et al. 2017). The tasks of the project plan are complex and it is dependent on each other which are shown in the diagram. With the project management tool such as Gantt chart, the sub-tasks of each project activities are viewed graphically.

Figure 3: Gantt chart

Problem 2: Resource Diagram

The remaining work is the amount of work in terms of the time unit that is left for completed on the project tasks.

Figure 4: Resource Histogram

Name	Start	Finish	Remaining Work
Project Manager	Mon 12/24/18	Fri 12/6/19	1,400 hrs
Developer	Mon 12/24/18	Fri 12/6/19	1,760 hrs
Software Engineer	Mon 12/24/18	Fri 1/10/20	2,120 hrs
Market Researcher	Mon 12/24/18	Fri 12/6/19	1,040 hrs
Tester	Mon 7/1/19	Fri 1/10/20	640 hrs
System Analyst	Mon 12/24/18	Fri 1/10/20	2,200 hrs
Designer	Mon 2/18/19	Fri 11/8/19	1,160 hrs
Project Lead	Mon 12/24/18	Fri 12/6/19	1,040 hrs

Problem 3: Updated resource diagram

According to the study of Harrison and Lock (2017), in order to estimate the human resources for the project plan, it is estimated that there are total of 10 staffs selected at any one time to work into the project. The resources are level as per the limitation into the project work. It is also noticed that the tasks are not broken into pieces and not conducted for long period of time. The new Gantt chart for the project is shown along with the resource usage which is described in new resource diagram, then it will describe the shortest possible duration for the project plan as:

WBS	Task Name	Duration	Start	Finish
0	New hybrid handheld game console project	55 wks	Mon 12/24/18	Fri 1/10/20
1	Requirements specification	13 wks	Mon 12/24/18	Fri 3/22/19
1	Entire product	3 wks	Mon 12/24/18	Fri 1/11/19
2	Software	5 wks	Mon 1/14/19	Fri 2/15/19
3	Hardware	4 wks	Mon 2/18/19	Fri 3/15/19
4	Market research	1 wk	Mon 3/18/19	Fri 3/22/19
2	Content specification	11 wks	Fri 2/15/19	Fri 5/3/19
11	Software	6 wks	Fri 2/15/19	Fri 3/29/19
12	Hardware	5 wks	Mon 4/1/19	Fri 5/3/19
13	Market research	2 wks	Mon 3/25/19	Fri 4/5/19
3	Design	24 wks	Mon 4/1/19	Fri 9/13/19
21	User interface	7 wks	Mon 4/1/19	Fri 5/17/19
22	Functionality	3 wks	Mon 7/1/19	Fri 7/19/19
23	Battery	2 wks	Mon 6/3/19	Fri 6/14/19
24	Circuits	8 wks	Mon 7/22/19	Fri 9/13/19
25	Display	3 wks	Mon 5/6/19	Fri 5/24/19
26	Outer cover	6 wks	Mon 5/6/19	Fri 6/14/19
27	Camera	2 wks	Mon 7/22/19	Fri 8/2/19
4	Implementation	24 wks	Mon 5/27/19	Fri 11/8/19
31	User interface	4 wks	Mon 9/2/19	Fri 9/27/19
32	Functionality	4 wks	Fri 7/19/19	Fri 8/30/19
33	Battery	2 wks	Mon 6/17/19	Fri 6/28/19
34	Circuits	7 wks	Mon 9/16/19	Fri 11/8/19
35	Display	5 wks	Mon 5/27/19	Fri 6/28/19
36	Outer cover	5 wks	Fri 6/14/19	Fri 7/19/19
5	Integration	15 wks	Mon 9/30/19	Fri 1/10/20
41	Software	4 wks	Mon 9/30/19	Fri 10/25/19
42	Hardware	3 wks	Mon 11/11/19	Fri 11/29/19
43	Entire product	1 wk	Mon 12/2/19	Fri 12/6/19
44	Testing	5 wks	Mon 12/9/19	Fri 1/10/20
6	Subcontracting	25 wks	Mon 4/8/19	Fri 9/27/19
51	Market research (implementation)	12 wks	Mon 4/8/19	Fri 6/28/19
52	Games (design & implementation)	5 wks	Mon 7/1/19	Fri 8/2/19
53	Camera (implementation)	8 wks	Mon 8/5/19	Fri 9/27/19

Updated Gantt chart

Figure 5: Gantt chart

Updated Resource diagram

Figure 6: Updated resource diagram

The critical path of the new project plan is:

= 1-2-3-4-13-22-24-34-42-43-44-51

= (3+5+4+1+2+3+8+7+3+1+5+12) weeks

= 54 weeks, possible shortest duration of the project.

Therefore, it is seen that the duration of entire project is increased due to resource constraints.

Yes, the resource constraints can change perception of the critically of the project activities in new Gantt chart. Delay in the critical path activities will cause delay in the entire project work. Perceptions present way people become aware of other people’s concerns (Kerzner 2017). Therefore, the critical projects are crucial perception for the project manager.

Recommendations

In order to overcome with the resource constraints in the project, following recommendations are suggested to the project manager as:

Resource planning: A proper resource planning is required in the project before the activity is required to have resources assigned to the project activities as per their availability. Therefore, proper resource estimation is done to assign the resources to each project activities in activity list.

Hire of more resources: As per division of the project activities for conducting the project work, the HR manager should hire resources as per the tasks. The resources are selected based on their skills and expertise.

Conclusion

It is concluded that the report is relevant to the project management bodies of knowledge which is an evaluation tool used to focus as well as measure management of change within project domains. The project manager ensures that all terms of project are being addressed. The project management tool is used to handle change dynamics will add towards supporting as well as leveraging individual capital of organization in awareness with familiar goals as well as improved the development deliverables.

From this report, it is learnt that monitoring and controlling of project plan is required to keep track of the project. The project management team can understand reasons for the project and the factors which can influence the project activities. There is also support plus participation of the project stakeholders to ensure controlled development of project plan. This report addresses development of activity on node diagram and analyzes corrective actions to determine the project schedule. We have leant about the critical path method which measures the longest path of the developed project activities to complete the project work. When any of the project activity is delayed, then it impacts the considered project completion time. Understanding of the critical path permits the project manager to decide which project schedule activities are flexible and those are the activities which are not on critical path. By observing the network diagram, the project manager can decide the float or slack. It is sum of time that the calendar activities can stoppage without reasoning any delay to the starting date of the tasks or project completion time. By addition of resource limits, the result leads that the critical path is longer. Resource forced critical path is termed as critical chain.

Part B: Network diagram

The network diagram is schematic displays of the project schedule tasks along with interdependencies among the project activities. The graphical view of the project related activities will convey vital schedule needed to examine as well as adjust the project schedule (Larson and Gray 2015). The network diagram visually expresses the critical path which allows the project manager to give priority to the project tasks moreover get proper actions to meet with scheduled project deadlines.

Forward and backward pass calculation

Forward pass calculation

Activity	Time	EST	EFT
A	5	0	5
B	7	5	12
C	2	5	7
D	12	12	24
E	20	12	32
F	4	7	11
G	11	7	18
H	8	24	32
I	6	32	38
J	3	32	35
K	9	11	20
L	1	32	33
M	14	35	49
N	19	49	68

Backward pass calculation

Activity	Time	EST	EFT	LST	LFT
A	5	0	5	0	5
B	7	5	12	5	12
C	2	5	7	34	36
D	12	12	24	28	40
E	20	12	32	12	32
F	4	7	11	36	40
G	11	7	18	38	49
H	8	24	32	40	48
I	6	32	38	43	49
J	3	32	35	32	35
K	9	11	20	40	49
L	1	32	33	48	49
M	14	35	49	35	49
N	19	49	68	49	68

Critical path for the project

Activity	Time	EST	EFT	LST	LFT	Slack	Criticality
A	5	0	5	0	5	0	**
B	7	5	12	5	12	0	**
C	2	5	7	34	36	29
D	12	12	24	28	40	16
E	20	12	32	12	32	0	**
F	4	7	11	36	40	29
G	11	7	18	38	49	31
H	8	24	32	40	48	16
I	6	32	38	43	49	11
J	3	32	35	32	35	0	**
K	9	11	20	40	49	29
L	1	32	33	48	49	16
M	14	35	49	35	49	0	**
N	19	49	68	49	68	0	**

From the above table, it is seen that the critical path of the project is:

= A-B-E-J-M-N

= (5+7+20+3+14+19) weeks

= 68 weeks.

References

Fuller, M.A., Valacich, J.S., George, J.F. and Schneider, C., 2017. Information Systems Project Management: A Process and Team Approach, Edition 1.1. Prospect Press.

Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach. Routledge.

Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.

Larson, E.W. and Gray, C.F., 2015. A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.

Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project manager. John Wiley & Sons.

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.

Heldman, K., 2018. PMP: project management professional exam study guide. John Wiley & Sons.

Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), pp.1377-1392.

Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley & Sons.

Larson, E.W., Gray, C.F., Danlin, U., Honig, B. and Bacarini, D., 2014. Project management: The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.

Lientz, B. and Rea, K., 2016. Breakthrough technology project management. Routledge.

Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project management performance and project success. International journal of project management, 32(2), pp.202-217.

Ramazani, J. and Jergeas, G., 2015. Project managers and the journey from good to great: The benefits of investment in project management training and education. International Journal of Project Management, 33(1), pp.41-52.

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.

Todorovi?, M.L., Petrovi?, D.?., Mihi?, M.M., Obradovi?, V.L. and Bushuyev, S.D., 2015. Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), pp.772-783.

Verzuh, E., 2015. The fast forward MBA in project management. John Wiley & Sons.

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