Cardiff Metropolitan University
MODULE TITLE: – Project Management(LSC5002)
PROGRAMME: BA
SEMESTER: Semester 3
ACADEMIC YEAR PERIOD: November 2015 – February 2016 Semester
LECTURER SETTING ASSESSMENT: – Funsho Obilade
DATE ASSESSMENT SET AND LOADED ON TO STUDENT PORTAL:- 25/01/2016
DATE ASSESSMENT TO BE COMPLETED AND SUBMITTED:- 25/02/2016
SUBMISSION METHOD/MODE:- Online via turnitin, in person
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Assessment Type: Course Work – [Individual Assignment]
ANSWER ALL QUESTIONS
MAX WORDS: 2000
PLS STATE ALL ASSUMPTIONS
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Indicative Assessment Requirements for the Module;-
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The assessment weighting for this aspect is 50%. Max 2000 Words – Individual
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Module Learning Outcomes to be Assessed:-
This module is designed to give students an opportunity to be an individual contributor, working on a project team to define, plan and manage a project. Particular focus is given to hands-on practice of the processes, developing a project plan, and using project management software to build and then present the project team results in class with a debrief of key points.
This module introduces Project Management and identifies the tools and techniques to resolve problems associated with bringing projects in on time and within an established budget. Discussion will include topics such as project scheduling, PERT/CPM, resource levelling, team dynamics and cost estimates. The student will learn how to develop project proposals and project reports
The student will learn the primary elements of Project Management to such an extent that he/she is able to develop a detailed project plan for a small or large- scale project. Additionally, the student will become familiar with negotiation, team building and quantitative estimation skills.
This module also focuses on both the manufacturing and service businesses and the internal and external operations involved at all levels of the supply chain in a global environment. Students will learn how the coordination of all the functions within these operations impacts on the movement and delivery of goods and/or services to the right place at the right time. Emphasis is placed on the importance of adopting a “total systems” approach by the firm and its networks, which enhance the value adding activities of the supply chain and its logistical application to achieve customer satisfaction. The module also demonstrates the strategic importance of developing and implementing comprehensive operations for both these types of business.
Learning Outcomes
Upon the successful completion of the module, the student should be able to:
Understand the primary concepts and practices underpinning Project management
Be able to devise and implement a project management plan
Work effectively within a project team
Understand the contexts for project management and project planning in a localized and/or global context
Question 1
Table 1 indicates the sequence and interdependence of the 10 activities (A – K) which together are required in the launch of a new system. The durations (in weeks) of each of the activities are given in the table
Table 1
Activity
Duration (wks)
Precedence
A
27
–
B
24
–
C
21
–
D
21
A
E
22
B
F
22
C
G
22
F
H
22
G,E
J
23
H
K
23
D, J
Construct identifying the following:
Earliest Start Time(EST)
Latest Finish Time (LFT)
Total Float on each activities D & F
Critical Path for the project
marks)
(b) Assume that there is a delay of 8 weeks in completing activity F. Analyse one action that the Operations Manager could take to avoid exceeding the current length of the critical path.
(20 marks)
Seeing as F is a Critical Path activity, one action that could be used in order to avoid exceeding the current length of the critical path, is shceduling an extra working day of 8 hours for a period of 40 weeks, shared among the critical path activities.
Critical Path: C, F, G, H, J, K
Question 2
(a) Identify and explain the position of each of the process types used in operations within the volume-variety continuum
(15 marks)
Process types within the volume-variety continuum (Anderson et al., 2013)
Explain the characteristics of each of the process types used in operations
“Processes fall into four different categories for operations management based on the nature of their function. …
…Projects: These generally result in an output of one. Examples include constructing a building or catering a party. Although the result of a project is one deliverable, the process of creating the item can be duplicated with modifications for other projects.
Job shops: This type of process produces small batches of many different products. Each batch is usually customized to a specific customer order, and each product may require different steps and processing times. Examples of job shop products include a bakery that specializes in baking and decorating wedding cakes, each one customized for a bride, or a programmer that creates customized websites for his clients.
Batch shops: These produce periodic batches of the same product. Batch shops can produce different products, but typically all the products they produce follow the same process flow. A facility producing shirts of different sizes and colors or a bakery preparing different flavors of cakes or types of cookies are examples of batch shops. These processes make one type of shirt or cookie in a batch and then switch to a different type, but all types follow the same flow. Batch shops usually require some setup time — time required to prepare resources to produce a different type of product.
Flow lines: This type of process consists of essentially independent stations that produce the same or very similar parts. Each part follows the same process throughout the process. Output on a flow line is dictated by the bottleneck, or the slowest operation. The flow line is similar to the assembly line but the parts don’t move at a constant rate dictated by the line speed.
Assembly lines: These produce discrete parts flowing at controlled rates through a well-defined process. The line moves the parts to the resources, and each resource must complete its task before the line moves on. This requires a balanced line, meaning that each operation completes its task in a similar amount of time. The line moves at the speed of the slowest operation, or bottleneck.
Continuous flow processes: As the name implies, these processes produce items continuously, usually in a highly automated process. Examples include chemical plants, refineries, and electric generation facilities. A continuous flow process may have to run 24/7 because starting and stopping it is often difficult. ” (Anderson et al., 2013, p. 341 )
(30 marks)
(c) Identify which process type would be the most likely to be used to produce the following:-
Diesel: Continuous flow
Boeing Jet Engine: Batch shop
Initial creation of the “Gone with the wind” movie: Project
Michael Jackson “Thriller” CDs Production: Assembly line
Mercedes Benz E200: Assembly line
References
Anderson, M., Consumer Dummies Staff., Anderson, E. and Parker, G. (2013). Operations management for dummies. Mississauga, Ontario: John Wiley & Sons Canada, Limited.
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