Question

Part 2 Remember the old saying, “A project plan is not a schedule until resources are committed.” This exercise illustrates this sometime subtle, but important point. Using your files from Part 1, input resources and their costs if you have not already done so. All information is found in Tables A2.1 and A2.2. Prepare a memo that addresses the following questions: 1. Which if any of the resources are overallocated? 2. Assume that the project is time constrained and try to resolve any overallocation problems by leveling within slack. What happens? 3. What is the impact of leveling within slack on the sensitivity of the network?Page 619 Include a Gantt chart with the schedule table after leveling within slack. 4. Assume the project is resource constrained and resolve any overallocation problems by leveling outside of slack. What happens? Include a Gantt chart with the schedule table after leveling outside of slack. Note: No splitting of activities is allowed. Note: No partial assignments (e.g., 50 percent). All resources must be assigned 100 percent.

Answer 1

1).

ANS- Four of the resources are over allocated, marketing, design, industrial, and purchasing.

2).

ANS- When leveling within slack, we clear up most problems. However, Development is still overallocated for most of its time, as noted above.

3).

ANS- Leveling within slack can affect the network greatly. After you level within slack some over

allocated resources can now be allocated. Like resource-constrained schedules, leveling caused

complexity to be increased because the resource constrains are added to the technical constrains

and the critical path can be affect because of leveling within slack. Leveling with slack would

increase the chances that a different critical path with occur because slack can play a huge role

on schedules.

Explanation: