AD High Tech

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AD High Tech

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1. A&D High Tech Scope Build vs. Buy Cost Total Cost Resources Available resources Completion Estimated Completion Date Risk & Recommendations Level of risk Our Recommendations Reasons for determining which way to proceed. Decisions that have been made and the reasons for these decisions Total cost of project to include infrastructure and programming the deliverable. In house and outsourcing for resources. d. Estimated completion date. e. Recommendations that we feel are appropriate based on information available.Reasons for determining which way to proceed. Decisions that have been made and the reasons for these decisions Total cost of project to include infrastructure and programming the deliverable. In house and outsourcing for resources. d. Estimated completion date. e. Recommendations that we feel are appropriate based on information available.

2. A&D High Tech Development Team’s Decision to Build System Hidden costs Strategical use of custom system Flexibility of custom system Competitive advantage with customization Senior Management Adamant of Minimum System Requirements Configuration & pricing Delivery date based on standard lead times Real time payment processing 100% validation Collection of prospect data Back-end integration Development Team believe these reasons will give A&D High Tech a competitive advantage and the best suited system. With customization they can build what they need and what they want. If they were to buy a commercial system, A&D High Tech may be receiving functionality that they would not require and still have to customize the system for their desired requirements, resulting in no cost savings. Senior management want a minimum of these requirements as stated in case. If senior management find it necessary for these requirements then there will be no room to move on scope. As the project progresses scope will remain constant due to managements requirements. Development Team believe these reasons will give A&D High Tech a competitive advantage and the best suited system. With customization they can build what they need and what they want. If they were to buy a commercial system, A&D High Tech may be receiving functionality that they would not require and still have to customize the system for their desired requirements, resulting in no cost savings. Senior management want a minimum of these requirements as stated in case. If senior management find it necessary for these requirements then there will be no room to move on scope. As the project progresses scope will remain constant due to managements requirements.

3. A&D High Tech Physical Infrastructure $6,062,500 Programming Labor A&D High Tech 8 Employees $1,744,422 Geneva 3 Developers $2,000,860 Total Labor Cost $835,500 Total Project Cost $6,898,000 Infrastructure includes 2000 workstations at a cost of $3000 each = $6,000,000 5 Windows 2000 servers costing $12500 each = $62,500 Total infrastructure cost = $6,062,500 A&D staff of 8 working on project $1,744,422 Hiring of 3 developers from Geneva. $2,000,860 Total labor costs $3,745,282 Total project cost $9,807,782Infrastructure includes 2000 workstations at a cost of $3000 each = $6,000,000 5 Windows 2000 servers costing $12500 each = $62,500 Total infrastructure cost = $6,062,500 A&D staff of 8 working on project $1,744,422 Hiring of 3 developers from Geneva. $2,000,860 Total labor costs $3,745,282 Total project cost $9,807,782

4. A&D High Tech Overall Project Duration: 127 days Completion date of Nov.18th , 2003 Project Estimate Duration: 558 days Completion estimated date of July13th, 2005 Project will be 431 days late. Project can not be delivered by scheduled date. Changes are required to scope, time, and cost. Under present circumstances project would be delayed by 431 days, no way to deliver on project completion date of November 18th, 2003. Senior managers were adamant about project scope, so changes will be unlikely here. Approve more funds to hire more resources, unclear how many will be needed to gain this amount of time from the duration. Allow the delivery to be delayed, this will ease the strain, (personal and mental) on resources, but will increase costs.Under present circumstances project would be delayed by 431 days, no way to deliver on project completion date of November 18th, 2003. Senior managers were adamant about project scope, so changes will be unlikely here. Approve more funds to hire more resources, unclear how many will be needed to gain this amount of time from the duration. Allow the delivery to be delayed, this will ease the strain, (personal and mental) on resources, but will increase costs.

5. A&D HIGH TECH Risk High Risk Multiple places where critical path runs parallel If other tasks are delayed for a day critical path can change. Critical Path: (see notes) Recommendations Scope remains the same Delivery Date Delay delivery of project 1 year Deliver on November 18th , 2004 New Duration: 389 days Still require to save 169 days off previous duration length Increase resources and cost Required to deliver on new date High level risk as critical path runs parallel to itself, more than one task at a particular time could delay project. Some other tasks run parallel to the critical path and have same duration, a delay in one of these tasks will change the critical path. Critical path is as follows: Task #’s are: 12,( (16, 17, 19), are not highlighted due to leveling; they are critical), 18, 23, 24, 25, 29, 32, 33, 54, 55, 57, 58, 59. The effects of leveling the resources have shown a delay in the start of the critical path along the Gantt chart until task number 12. The start up of task 12 is on July 15th, 2003 which is much later than the start of the project May 26th, 2003. The following will be a most critical path to fill in the time from start to task number 12. Most critical path from start to task # 12 (high lighted critical path on Gantt chart): 5, 6, 8, 13, 14 Recommendations: 1. Scope does not change, Senior management requirements are still to be delivered. More resources are required to be hired, this will help speed up delivery date. Not enough information is available to determine how many resources are required to speed project up. We do not know the effect of each resource. If one resource day is equal to one project day, or if an increase of two resources are needed for each project day. As this is a variable in which we have no experience in estimating, it would be a mistake to try to estimate how the addition of new resources would effect each task. This is why there is only a recommendation for more resources, not for a specific number of new resources. If enough resources can not be found, the option to work overtime would help to decrease the project duration. Increase budget of overall project to cover new resources. New cost estimates can not be given for this same reason, as it is unclear of how many new resources will be needed and for what length of time. Focus of new resources to be placed where leveling of previous resources has taking place, can regain time lost due to leveling. Also new resources to be used within the testing and deployment phases; as these phases are along the critical path taking a long duration of the project estimated time. These are the only tasks being performed at this time, where each day saved is a day less for the project duration. Placing these new resources at the beginning of the project where leveling has taken place can save us a total of 15 days. From the start of task # 54 running along the critical path to the end of task # 59 is a total duration of 422 days, this is actually reduced to 419 days when leveling is removed. The new duration of these tasks is required to be 265 days. Adding more resources here in an attempt to meet the new delivery date of November 18th, 2004. We need to save a total of 154 days along this path in order to obtain our new delivery date. Required to save 169 days on delivery, to meet our new suggested date. Can save 15 (leveling at start) + 154 (additional resources along critical path) = 169 days High level risk as critical path runs parallel to itself, more than one task at a particular time could delay project. Some other tasks run parallel to the critical path and have same duration, a delay in one of these tasks will change the critical path. Critical path is as follows: Task #’s are: 12,( (16, 17, 19), are not highlighted due to leveling; they are critical), 18, 23, 24, 25, 29, 32, 33, 54, 55, 57, 58, 59. The effects of leveling the resources have shown a delay in the start of the critical path along the Gantt chart until task number 12. The start up of task 12 is on July 15th, 2003 which is much later than the start of the project May 26th, 2003. The following will be a most critical path to fill in the time from start to task number 12. Most critical path from start to task # 12 (high lighted critical path on Gantt chart): 5, 6, 8, 13, 14 Recommendations: 1. Scope does not change, Senior management requirements are still to be delivered. More resources are required to be hired, this will help speed up delivery date. Not enough information is available to determine how many resources are required to speed project up. We do not know the effect of each resource. If one resource day is equal to one project day, or if an increase of two resources are needed for each project day. As this is a variable in which we have no experience in estimating, it would be a mistake to try to estimate how the addition of new resources would effect each task. This is why there is only a recommendation for more resources, not for a specific number of new resources. If enough resources can not be found, the option to work overtime would help to decrease the project duration. Increase budget of overall project to cover new resources. New cost estimates can not be given for this same reason, as it is unclear of how many new resources will be needed and for what length of time. Focus of new resources to be placed where leveling of previous resources has taking place, can regain time lost due to leveling. Also new resources to be used within the testing and deployment phases; as these phases are along the critical path taking a long duration of the project estimated time. These are the only tasks being performed at this time, where each day saved is a day less for the project duration. Placing these new resources at the beginning of the project where leveling has taken place can save us a total of 15 days. From the start of task # 54 running along the critical path to the end of task # 59 is a total duration of 422 days, this is actually reduced to 419 days when leveling is removed. The new duration of these tasks is required to be 265 days. Adding more resources here in an attempt to meet the new delivery date of November 18th, 2004. We need to save a total of 154 days along this path in order to obtain our new delivery date. Required to save 169 days on delivery, to meet our new suggested date. Can save 15 (leveling at start) + 154 (additional resources along critical path) = 169 days

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