Running head: PROJECT SCHEDULE 1

Project Schedule

Name

Institution

Authors Note
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PART A: Project Schedule

Project: Network Effort Planned Planned Resources
Improvement Estimate start date End date
in days
1 Plan Project
1.1 Development of
a Work Plan
1.1.1 Developing a 1 09/11/2017 09/11/2017 Project
work breakdown Manager
structure
1.1.2 Development of 1 09/12/2017 09/12/2017 Project
the staffing plan Manager
1.1.3 Developing 2 09/13/2017 09/14/2017 Project
project schedule Manager
1.1.4 Development of 1 09/14/2017 09/14/2017 Project
the project budget manager,
Core team
1.2 Development of 1 09/15/2017 09/15/2017 Core team
the project control plan
2.0 Execution and
Control of the project
2.1 Design
Framework
2.1.1 Describing the 3 09/18/2017 09/20/2017 Core Team
framework stages and
activities
2.1.2 Acquisition of 1 09/21/2017 09/21/2017 Core team
the network devices leader
2.1.3 Designing the 3 09/22/2017 09/26/2017 Core team
web delivery tool developers
2.2 Creation of the
framework
2.2.1 Installation of 3 09/27/2017 09/29/2017 Core team
the network devices
2.2.2 Review the 1 10/02/2017 10/02/2017 Core team,
network devices for review
quality team
2.2.3 Building the 3 10/03/2017 10/05/2017 Web
web tool prototype developer
2.3 Testing the 1 10/06/2017 10/06/2017
framework
2.3.1 Test the 1 10/09/2017 10/09/2017 Core team,
usability of the network review
devices team
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2.3.2 Testing the 1 10/10/2017 10/10/2017 Core team,

usability of the web tool review
team
2.3.3 Adjustment of 2 10/11/2017 10/13/2017 Core team
the framework basing
on the feedback
2.4 Implementation 1 10/13/2017 10/13/2017
of the Project
2.5 Closing the 1 10/14/2017 10/14/2017 Project
project manager
2.5.1 Conduction of 1 10/15/2017 10/15/2017 Core team,
post-project review review
team
2.5.2 Celebration 1 10/15/2017 10/15/2017 Core team,
review
team
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PART B: Written Response

Introduction

The paper is written basing on the project schedule created in the first section of the

assignment. From the beginning while the project schedule was developed it was considered that

the work in the entire project will be done on the normal working days which falls within the

week under normal working condition and a single working day will compose of a maximum of

8 hours. While developing the schedule of the project all the holidays that are applicable have

been put into consideration.

Project Analysis

From the plan, it can be clearly seen that the project is scheduled to begin on 11th

September 2017 and end on 15th October 2017. Furthermore, the critical path is the time as well

as the cluster of activities to be carried out from the begging to the end of the scheduled project.

Normally, there is always one significant path but basing on the nature of this project there is a

likelihood of having more than one path for this specific project (Flyvbjerg, 2013). Similarly,

basing on the nature of the projects as well as all other dependencies the calculated crucial path

of the project was 35 days.

Recommendations

Various factors were considered to influence the project negatively as a result affecting

the date of completion. Three primary activities were identified, and they could affect the project

in a negative way. The activities included the unforeseen delays, lack of funds, and unavailability

of the necessary resources. However, the most recommended way of eradicating the negative

impact to the project schedule is to try to eliminate all the activities, which have adverse effects

to the project (Flyvbjerg, 2013). The manager has to consider some additional activities. First of
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all, the manager will have to consider the extra time that is required for the completion of the

project activities to avoid unpredictable delays. Secondly, the funds that are required for the

project should be approved in advance and finally it will be better to hire additional resources in

case of a shortage.
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Reference

Flyvbjerg, B. (2013). Quality control and due diligence in project management: Getting

decisions right by taking the outside view. International Journal of Project

Management, 31(5), 760-774.