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    Uci 301 Assignment

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    Emmanuel Kiptoo
    Leveling resources, compressing or crashing projects, and imposed durations carry risks. Leveling resources can delay non-critical and critical path activities, delaying the overall project. Compressing schedules risks time overruns and eliminating activities. Crashing adds resources to critical paths but risks budget overruns.

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    Uci 301 Assignment

    Uploaded by

    Emmanuel Kiptoo
    23 views2 pages
    Leveling resources, compressing or crashing projects, and imposed durations carry risks. Leveling resources can delay non-critical and critical path activities, delaying the overall project. Compressing schedules risks time overruns and eliminating activities. Crashing adds resources to critical paths but risks budget overruns.

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    Leveling resources, compressing or crashing projects, and imposed durations carry risks. Leveling resources can delay non-critical and critical path activities, delaying the overall project. Compressing schedules risks time overruns and eliminating activities. Crashing adds resources to critical paths but risks budget overruns.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    23 views2 pages

    Uci 301 Assignment

    Uploaded by

    Emmanuel Kiptoo
    Leveling resources, compressing or crashing projects, and imposed durations carry risks. Leveling resources can delay non-critical and critical path activities, delaying the overall project. Compressing schedules risks time overruns and eliminating activities. Crashing adds resources to critical paths but risks budget overruns.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
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    KIPTOO EMMANUEL

    SED/SC/00284/020

    a). Explain the risks associated with leveling resources, compressing or crashing projects,
    and imposed durations or “catch-up” as the project is being implemented. (6 Marks)

    i. Leveling resources attempts to even out demand for resources by delaying


    non critical activities which carries the potential to delay the overall project
    since delayed activities may affect critical path activities.
    ii. Compressing is a technique in which the determined schedule is shortened.
    The risks of schedule compressing are time overrun and possibility that one
    or more activities in the network may have to be eliminated.
    iii. Crashing entails adding more resources to the activities on the critical path
    with the objective of completing the project earlier. Crashing carries the risk
    of budget overrun.

    b). Cost and time estimation techniques

     Top-down estimate.

    It assigns an overall time for the project and then breaks it down into discrete phases, work and
    tasks.

     . Bottom-up estimate

    Using this estimation technique, start by estimating each aspect of the project then combine all
    those separate estimates build up the overall project estimate.

     Expert judgement

    Involves relying on the experience and gut feel of experts to estimate projects.

     Comparative or analogous estimation.

    It uses past project data combined with a top down approach to estimate project duration.

     Parametric model approach.

    It also uses past project data but it attempt to adjust the data to reflect each project differences.

    6). Three point estimation

    Using this approach, rather than assuming on duration for a task, you may assign three: e.g.
    pessimistic, optimistic and most likely. These three are averaged to create your actual estimate.
    c). Risk management process

    1. Identify the risk- by carrying out interviews so that you can gather the information you
    will need to both identify and resolve the risk
    2. Analyze the risk -Through qualitative risk analysis you can identify how the risk is
    going to impact your schedule and budget
    3. Prioritize the risk- you need to evaluate the risks to know what resources you're going to
    assemble towards solving it when it occurs.
    4. Assign the owner to the risk- by ensuring that you assign the task to the right person
    who will be responsible for every risk
    5. Respond to the risk-identify if it's positive or negative risk. Can you exploit for the
    betterment of the project? If not then deploy risk mitigation strategy, to minimize the
    impact of the project risk
    6. Monitor the risk - whoever own the risk will be responsible for tracking its progress
    toward resolution. But you have to stay update to have an accurate picture of the project
    overall progress to identify and monitor new risk.

    (d). Steps to creating and managing a project budget.

    a. Identify your tasks and what you will need -determine tasks through project need
    assessment thus helping you understand the scope of a particular project.
    b. Create an estimate and get it approved -cost estimations take into consideration the
    direct and indirect project costs.
    c. Use a budget tracker - if your project is not well tracked you may end up going over the
    budget. When this happens without any plans to cushion its effect the outcome could be
    unfavorable to all projects.
    d. Create a process for budget change -i.e. introductions of new technology which may
    affect your project budget.
    e. Review and learn from your project budget report - help you record up to date
    summaries of the project cost expenditure.

    e). Reasons why organizations fail to use systems after implantation.

    i. Lack of executive support and active sponsorship.


    ii. Improper communication leading to misalignment.
    iii. Limited knowledge and resources for change management.
    iv. Change in resistant culture and attitude.
    v. Lacks of charge buy in and solution support created resistance.

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