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NGEE ANN POLYTECNIC
MECHANICAL ENGINEERING DIVISIONSCHOOL OF ENGINEERING
Project Management
Ship Wheelhouse Interior Assignment
Prepared by: Lee Wei Xian
Student No: S10076816F
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Table of Contents
Table of Contents ...................................................................................................... i
Section1: Network Diagram and Tables ................................................................. 1
1.1 Network Diagram (Case 1, 2 & 3) ......................................................................... 1
1.2 Network Diagram (Case 4, 5, 6 & 7) ..................................................................... 1
1.3 Case 1 .................................................................................................................. 2
1.3.1 Table: Entry ................................................................................................ 2
1.3.2 Resource profile E & L ................................................................................ 3
1.4 Case 2 .................................................................................................................. 4
1.4.1 Table: Entry ................................................................................................ 4
1.4.2 Resource profile E & L ................................................................................ 5
1.5 Case 3 .................................................................................................................. 6
1.5.1 Table: Entry ................................................................................................ 6
1.5.2 Resource profile E & L ................................................................................ 7
1.6 Case 4 .................................................................................................................. 8
1.6.1 Table: Entry ................................................................................................ 8
1.6.2 Resource profile E & L ................................................................................ 9
1.7 Case 5 ................................................................................................................ 10
1.7.1 Table: Entry .............................................................................................. 10
1.7.2 Resource profile E & L .............................................................................. 11
1.8 Case 6 ................................................................................................................ 12
1.8.1 Table: Entry .............................................................................................. 12
1.8.2Resource profile E & L ............................................................................... 13
1.9 Case 7 ................................................................................................................ 141.9.1 Table: Entry .............................................................................................. 14
1.9.2 Resource profile E & L .............................................................................. 15
Section2: Material charged at start and Pro-rated............................................... 17
Section3: Overtime on minimum total cost project duration............................. 18
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Section1 Network Diagram and Table
1.1 Network Diagram (Case 1, 2 & 3)
1.2 Network Diagram (Case 4, 5, 6 & 7)
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1.3 Case 1
1.3.1 Table: Entry
Case1 is the trial and error case where I tried to fit in all the resource so that there
are no over allocation for the project. The project duration is 156.29days and the cost
is $1,180,080.44.
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1.3.1 Resource Profile E & L
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1.4 Case 2
1.4.1 Table: Entry
In case2, I tried to reduce the duration of the project by adding more resources (skill
labourer) in the critical activities of S-7, S-13 and S-15. The project duration is
133.66days and the cost is $1,107,539.87.
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1.4.1 Resource Profile E & L
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1.5 Case 3
1.5.1 Table: Entry
Case3 shows the decrease in project duration compare to case2. It was done so by
adding more resource (skilled labourer) in critical activity of S-11. However, some
non-critical activities have some reduction of resources. . The project duration is
129.47days and the cost is $1,094,235.34.
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1.5.1 Resource Profile E & L
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1.6 Case 4
1.6.1 Table: Entry
Case4 have a change in the critical path where the critical activity changes from S-7
to S-6. This is because more resource (skilled labourer) is added into S-7. This
increases the project duration and the cost. . The project duration is 130.44days and
the cost is $1,097,187.28.
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1.6.1 Resource Profile E & L
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1.7 Case 5
1.7.1 Table: Entry
Case 5 show an increase in project duration and cost when the resource (skill
labourer) was reduced in the critical activity of S13. The project duration is
131.47days and the cost is $1,100,287.51.
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1.7.1 Resource Profile E & L
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1.6 Case 6
1.8.1 Table: Entry
Case6 shows the decrease in project duration and cost. By extending activities S-2
and S-3 duration so that S-4 would start on 1 March where more resources (from 20
to 24skilled labourer) could be used. This allows 4more skilled labourers to be used
where S-4, S-6, S-7 and S-8 have an increase of an extra 1skilled labourer. The
project duration is 129.29days and the cost is $1,064,823.52.
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1.9 Case 7
1.9.1 Table: Entry
Case 7 shows an decrease of duration where all resource (skilled labourer) are fully
utilized without extending the duration of activities S-2 and S-3. However, there is a
slight increase in cost. The project duration is 126.16days and the cost is
$1,084,189.36.
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1.9.1 Resource Profile E & L
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Therefore, based on the graph shown below, the optimal project duration is Case6 with 129.29Days
with a total cost of $1,064,823.52.
$1,040,000.00
$1,060,000.00
$1,080,000.00
$1,100,000.00
$1,120,000.00
$1,140,000.00
$1,160,000.00
$1,180,000.00
$1,200,000.00
120 125 130 135 140 145 150 155 160
Cost/
Dollars
Duration/Days
Project Duration VS Total Cost Graph
D
M
M = Minimum Cost
D = optimum project duration
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Section2 Material charged at Start and Pro-rated
The cost is incurred at the start of an assigned task if accrue at is start.
The cost is incurred as prorated over time if accrue at pro-rated.
According to the Microsoft Office Project 2007 Bible by Elaine Marmel, if you set the
cost-per-use rate for a resource and assign that resource to a task, project will use
the accrue at field to determine whether the cost is applied at the beginning or end of
the task. If you set the Accrue At filed to start or pro-rated, project charges the cost
at the beginning of the task. If you set the Accrue At field to end, project charges the
cost at the end of the task.
In my assignment, the material was set to cost-per-use. Therefore, there is no effect
of change in having the material charged at the start of the activities compared to
pro-rated.
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Section3 Overtime on minimum total cost project duration
According to the assignment where the overtime rate is 1.5times the standard rate
and it is subjected to a maximum hours of 6hours per day.
By having overtime, it shorten the project duration. However, the cost for the projecthad increased. The following table shows the effect when overtime was placed in
case6. Case6.1 OVERTIME
Overtime shorten the duration from 129.29days to 128.52days but increase the cost
from $1,064,823.52 to $1,068,001.88. It also causes some over allocation ofresources.Case6.1.1 OVERTIME
Therefore, I reschedule the resource and it shortens the duration from 129.29days to
129.13days but increase the cost from $1,064,823.52 to $1,067,046.37.