Project Management: the Managerial Process by Larson Erik W.; & Clifford F. Gray

Author:Larson, Erik W.; & Clifford F. Gray [Erik W. Larson & Clifford F. Gray]
Language: eng
Format: epub
Publisher: McGraw-Hill US Higher Ed USE
Published: 2020-09-03T09:30:07+00:00

What activities lie on the critical path?

How sensitive is this network?

Case 9.5

Nightingale Project—Part B

Rassy and the team were concerned with the results of your analysis. They spent the afternoon brainstorming alternative ways for shortening the project duration. They rejected outsourcing activities because most of the work was developmental in nature and could only be done in-house. They considered altering the scope of the project by eliminating some of the proposed product features. After much debate, they felt they could not compromise any of the core features and be successful in the marketplace. They then turned their attention to accelerating the completion of activities through overtime and adding additional technical manpower. Rassy had built into her proposal a discretionary fund of $200,000. She was willing to invest up to half of this fund to accelerate the project but wanted to hold on to at least $100,000 to deal with unexpected problems. After a lengthy discussion, her team concluded that the following activities could be reduced at the specified cost:

Development of voice recognition system could be reduced from 15 days to 10 days at a cost of $15,000.

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