Assessment item 2—Group case study
Due date: 1:00pm AEST, Friday, Week 11
Only one student from each group is to submit the ASSESSMENT
Weighting:
Length:
Assignment, which is to be done electronically.
35%
No set length 2
Introduction and Student Guide
This assessment item is to be completed in groups of no more than three Students. A pear assessment questionnaire and evaluation will be completed by each member of the group to ensure that there has been equal participation in the assignment.
The case study simulates a project management scenario where the student takes on the role of project manager. The case information is not complete so where necessary students will have to make assumptions and argue the pros and cons for any recommendations they make.
If necessary, students are expected to find relevant information in the academic literature to justify their answers.
To assist students in their assessment solution development the following information is provided:
• Product development case description
• Specific assessment questions that must be answered
• Information regarding the submission of the assessment
• Marking guide
Product Development Case Description
CQConstruction Supplies is a small independent cement business supplying the greater Sydney area. It has an aggregation depot in the inner west that also provides secure parking for its fleet of 45 state of the art concert mixer trucks.
While business is growing steadily so is the completion for CQConstruction. They cannot match the economies of scale of the bigger players in the industry and new entrants are picking away at some of their traditional customer base. George Readymix the proprietor and founder of CQConstruction Supplies know’s that if it was not for the Sydney Construction boom the business would be in trouble. He does not have the capital to relocate the business to bigger premises where he can scale up the operation and compete on price with the big suppliers.
The proposal he took to the Bank was in essence to differentiate the business in terms of Value and Service. The objective was to make it more difficult for would be competitors to replicate his business model. His plan was technology based and would stand or fall on four interconnected pillars.
• Fit all trucks with robotic cement delivery pumping systems. This would reduce the customer’s labour requirements and the delivery times of each load.
• Implement an integrated CRM system crossing sales and logistics delivery management. This system would identify those customers with construction requirements best able to gain value from the new robotic pumping mechanisms and provide advice via a Web portal on new construction techniques.
• Fit all trucks with Geo positioning and route mapping system software. Integrated into the logistics systems, this solution promises to reduce fuel costs and provide customers with pin point accurate delivery information to their mobile phones.
• OS/Android customer user interface. Provide order and delivery in real time well as billing and invoicing.
The bank was keen to lend and was quick to bankroll the estimated $14.5 million for the project.
George was recently very impressed by a presentation he had attended hosted by your Systems Integration Company and particularly your experience in deploying, at low cost, modules of the popular German ERP software his company uses. After a brief tender process CQConstruction Supplies awards you the contract to oversee the implementation of the project. None of your company’s resources will be used directly in any of the tasks. Your role is purely one of project management.


Your incomplete project team’s Stakeholder analysis template looks like this:
Table 1- Stakeholder analysis template
Name Organisation Role Interest Method of
Communication Frequency
George
ReadyMix CQConstruction Supplies Proprietor Senior
Client/sponsor
Cameron Count CQConstruction Supplies Head of
Finance CRM and
Web portal ERP
integration
Peter Pitch CQConstruction Supplies Head of Sales and Marketing CRM and
Web Portal
Sales
Integration
Valerie
Ratchet CQConstruction Supplies Fleet
Operations
Manager Robot and
Geo Mapping
Integration
$75hr
Billy the Banker Ashfield n’d Zetland Bank Corporate lending dept. Financial oversite
Ang Jollie VAR r US CRM
Implementation
Team Business Analyst $120 hr
Colin the
Code VAR r US CRM
Implementation
Team Implementation analyst $90 hr
Testie Tim VAR r US CRM
Implementation
Team Implementation analyst $90 hr
Gloria Jeans Geo Logistics Mapping NSW Sales,
Product
Evangelist Geo Mapping
Integration
Bret
Whitelee Web Moves Mobile Customer portal $90 hr
Dot
Perkins Web Moves Mobile
Customer
Portal $90 hr

Table 2 - Project resources
Resource Name
Initials Std. Rate
Number of Resources

Business Analyst BA $120.00/hr 1
Truck Fitter TF $80.00/hr 1
Web Designer WD $90.00/hr 2
Operation Manager OM $75.00/hr 1
CRM System Implementer CI $85.00/hr 2
These are the resource identifiers to be used in MS Project. 2013
Table 3 - Non Labour resources
Task Name Cost (Cost per use)
Delivery of robotic arms $10000 each
Delivery of hydraulics $5000 each
Understanding the Q & A, CRM implementation templates $20000 CRM Developer licence
Review the Pending activities for Go Live
$ 45000 CRM Site licence
Purchase hardware $2000 Geo Logistics Hardware
Purchase Software $4000 Geo Logistics Software
Hosting $3000 Annual Hosting cost

Table 4 Work Breakdown Structure
Outline
Number Task Name WBS Predecessors Effort
1 CQConstruction Supplier’s Business upgrade
1.1 Project Kick off *
1.2 Robotic Pump System
1.2.1 Requirements
1.2.1.1 Truck mechanical requirements 1.1 2 person weeks of TF & BA
1.2.1.2 Truck Information Platform requirements 1.1 1.5 person Weeks of BA and
OM
1.2.1.3 Requirements specification Document 1.2.1.1,1.2.1.2 1 person Weeks of BA
1.2.1.4 DVLA Approval 1.2.1.3 4 weeks wait time
1.2.2 Truck Fitting Pilot
1.2.2.1 Hardware
1.2.2.1.1 Delivery of robotic arms 1.2.1.4 2 weeks wait time
1.2.2.1.2 Delivery of hydraulics 1.2.1.4 3 weeks wait time
1.2.2.1.3 Installation and calibration 1.2.2.1.1,1.2.2.1.2 1 Person day of the Truck Fitter
1.2.2.2 On Board Software
1.2.2.2.1 Configuration of Programmable logic controller's 1.2.2.1.3 4 persons days of both BA and TF
1.2.2.2.2 Integration with flow control systems 1.2.2.1.2,1.2.2.2.1 3 persons-days of both OM and TF
1.2.2.3 Train Installers and operators 1.2.2.1.3,1.2.2.2.2 1 person-week of the BA
1.2.3 Truck Fitting rollout
1.2.3.1 Installation 1.2.2.3 5 person weeks of TF
1.2.3.2 Testing 1.2.3.1 1 person-week of TF
1.3 CRM
1.3.1 Requirement Elicitation
1.3.1.1 AS-IS Business Process Study
1.3.1.1.1 Understanding the Q & A, CRM implementation templates 1.1 2 person-weeks of both BA and CI
1.3.1.1.2 Documenting & Reviewing Answers 1.3.1.1.1 1 person-week of both BA and OM
1.3.1.1.3 2nd Round of Requirement Gathering 1.3.1.1.2,1.4.4 1person-week of BA
1.3.1.1.4 Documenting & Reviewing Answers 1.3.1.1.3 3 person days of both BA and OM
1.3.1.1.5 Finalize the AS-IS document 1.3.1.1.4 2 person days of BA
1.3.1.1.6 Confirm the AS-IS study report 1.3.1.1.5 1 person days of OM
1.3.1.2 “To Be” Process Documentation
1.3.1.2.1 Prepare Solution Draft 1.3.1.1.1 2 person-weeks of BA
1.3.1.2.2 Final Process Confirmation 1.3.1.2.1,1.2.2.1.3,
1.4.2 3 person days of OM
1.3.1.2.3 Document First Cut Business Blue Print 1.3.1.2.2 2 person days of BA
1.3.1.2.4 Review The Draft Business Blue Print 1.3.1.2.3 1 person-day of CI
1.3.1.2.5 Make Changes To Draft Business Blue
Print 1.3.1.2.4 2 person days of BA
1.3.1.2.6 Finalize BBP & Sign Off 1.3.1.2.5 1 person-day of OM
1.3.2 CRM Configuration
1.3.2.1 Prepare Configuration CheckList 1.3.1.2.6 1 person-week of CI
1.3.2.2 Prepare Master Data Template 1.3.1.2.6 1 person-week of both BA and CI
1.3.2.3 Configuration As Per Business Blue Print 1.3.1.2.6 2 person-days of CI
1.3.2.4 Take Forms & Report Requirements 1.3.1.1.6 1 person-week of CI
1.3.2.5 Developments & Print Programs
1.3.2.5.1 Code 1.3.2.1 2 person-weeks of CI
1.3.2.5.2 Test 1.3.2.5.1 2 Person-days of CI
1.3.2.6 Master Data Migration Programs
1.3.2.6.1 Code 1.3.2.2 2 person-weeks of CI
1.3.2.6.2 Test 1.3.2.6.1 2 Person-days of CI
1.3.2.7 Open Items Migration Programs
1.3.2.7.1 Code 1.3.2.4 1 person-weeks of CI
1.3.2.7.2 Test 1.3.2.7.1 1 Person-day of CI
1.3.2.8 Forms and report programs
1.3.2.8.1 Code 1.3.2.2 1 person-weeks of CI
1.3.2.8.2 Test 1.3.2.8.1 2 Person-days of both CI and WD
1.3.2.9 Integration Testing 1.3.2.5.2,1.3.2.6.2,
1.3.2.7.2,1.3.2.8.2 2 person days of both BA and
OM
1.3.2.10 Prepare User Acceptance Test Scripts 1.3.1.2.2 1 person-week of BA
1.3.2.11 Prepare Training Manuals 1.3.2.9 2 person-week of BA
1.3.2.12 CQConstruction Supplier’s CRM
Acceptance 1.3.2.9,1.3.2.10 1 person day of OM
1.3.2.13 End User Training 1.3.2.11,1.3.2.12 1 person-day of CI
1.3.3 CRM Deployment
1.3.3.1 Migration Strategy 1.3.2.2 3 person-days of CI and BA
1.3.3.2 Test Upload Programs 1.3.2.6.2,1.3.3.1 1 person-day of CI
1.3.3.3 Transport Requests to production 1.3.2.12 1 person-day of CI
1.3.3.4 Check Authorization 1.3.3.3 1 person-day of OM
1.3.3.5 Verify the Data for upload 1.3.3.4 1 person-week of BA
1.3.3.6 Upload Master Data 1.3.3.5 1 person-day of CI
1.3.3.7 Upload Open Items 1.3.3.6 1 person-day of CI
1.3.3.8 Review the Pending activities for Go Live 1.3.3.7,
Finish at the same time as 1.3.2.13
1.4 Geo Logistics Mapping See Figure 1 for details
1.5 Customer mobile Portal design and deployment
1.5.1 Requirements analysis 1.3.1.2.6,1.4.4 2 person weeks of BA,OM and
WD
1.5.2 Design Storyboard 1.5.1 2 person-weeks of WD
1.5.3 Create grids 1.5.2 1 person-Weeks of both WD and CI
1.5.4 Cut Graphics 1.5.2 3 person-days of WD
1.5.5 Code html 1.5.2 2 person weeks of WD
1.5.6 Page testing 1.5.5, 1.5.3 2 person days WD
1.5.7 Data integration 1.5.5,1.5.11 1 person weeks WD
1.5.8 Internal review 1.5.7, 1.5.6 2 person days of WD and 1 days of BA
1.5.9 Hosting 1.5.8 3 person days of WD
1.5.10 web marketing campaign plan 1.5.2 1 person weeks of WD. Marketing manager an Operations Manager
1.5.11 Design sidebars and banners 1.5.10,1.5.4 4 person days of WD
1.5.12 Placement 1.5.11,1.5.9 3 person days of WD.
* Project Kick off has a duration of 1 day
1.5.6 has to predecessors 1.5.5 &1.5.3
1.5.8 has to predecessors 1.5.7 &1.5.6
This resolved the hanging tasks
Having read the Geo Mapping Configuration and installation manual you have identified the installation order and drawn an Activity in the Box diagram below. You have also made the following notes determining the precedence’s of this deliverable linking it with the other tasks in the project.

Figure 1 - Activity in Box Network Diagram for “Geo Mapping” installation and Fleet Rollout.
Software and Hardware can be purchase straight after the Kick off of the project. Configuration and install needs to be completed before the 2nd Round of Requirement Gathering 1.3.1.1.3 and the requirements analysis of the Web design 1.5.1. Install in the pilot cab cannot be done until Integration with flow control systems 1.2.2.2.2 is completed and this task will trigger the Final Process Confirmation 1.3.1.2.2. Role out of the Truck fleet needs to wait on the Web Hosting 1.5.9 to be ready. Test EDI with CRM requires completion of Review the Pending activities for Go Live 1.3.3.8 and Test EDI with Mobile Web Portal is dependent on completion of Data Integration of the mobile portal 1.5.7.
Additional Information
In addition to the work breakdown structure and AIB network diagram you have collected the following information.
• Assume that the start date of the project schedule will be 5/10/15.
• The company has an annual holiday period between 24/12/15 to 8/1/16. You must add these holidays to your .mpp files. For the purposes of the assignment, assume that there are no other holidays.
Milestones
The milestones your team will use are:
A. M1 Start of the project.
B. M2 Pilot Truck Complete.
C. M3 CRM Requirements Complete
D. M4 CRM Go Live
E. M5 Web Site Go Live.
F. M6 Fleet rollout
These are to appear at the end of your list of tasks but will have the relevant predecessors to allow the monitoring and reporting of their relevant deliverables with no dangling tasks.

Assessment Part A
For part A of the assessment you must complete the following tasks and questions. Read all the questions before you commence the tasks. The schedule is to be developed in an appropriately named Microsoft Project 2013 file (see below) and the questions are to be answered in a Word document. As stated above, any assumptions must also be listed at the beginning of the Word document.
1. You have been asked by Billy the Banker at ANZ , to use Microsoft Project to develop the project schedule. Note that he has also asked you to include the milestones at the end of the task list in your schedule. These will be used for monitoring the cash flow of the project.
Based on the information in the case study description above, use Microsoft Project 2013 to produce a “Part A” schedule. Make sure that you:
a) Include the milestones at the end of the task list.
b) Include the resource allocation details on the schedule.
c) Have the project name (CQConstruction Supplier’s Business upgrade) as the top of the task list and have all other tasks and summary tasks indented according to the given WBS.
d) Make sure that the holidays described in the “additional information” are not included in the available working days for your project.
e) Use the Microsoft Project software to make sure that the critical path(s) are automatically displayed in red on the bars of the Gantt chart view of you schedule.
At this point there may be resource over allocation issues. Do not attempt to resolve these before answering question 2. Save this version of your schedule in ms project file called CQContructionSupplysPartA1.mpp. You will be required to submit this file as part of your assignment submission.
2. At this point ignore any resource over allocations. Based on your
CQContructionSupplysPartA1.mpp schedule (and assuming that you would have no resource constraints):
a) How long would the project take?
b) What are the start and finish dates of the project?
c) List all the tasks that are on the critical path.
d) Did the annual holidays make any difference to the end date of your project? Explain why/why not.
e) If you were asked to complete the project 3 weeks earlier by reducing the duration of some of the tasks in the project, what tasks would you target for reduction and why? In your answer, include specific suggestions about how you could reduce the duration of those tasks.
3. Create a copy of CQContructionSupplysPartA1.mpp in another file called
CQContructionSupplysA2.mpp. If there were any resource over-allocation issues resolve these in this new CQControllerSupplysPartA2.mpp without adding any additional resources. Save the “modified” version of CQContructionSupplysPartA2.mpp.
a) Describe how you used/would use Microsoft Project to resolve any resource over allocation issues?
b) In your Word document, list the tasks that are now displayed as “critical”.
c) Do the resource constraints have any impact on your project duration and end date? Explain.
d) Sometimes it is possible to resolve resource over-allocation issues by levelling within available slack. What impact does this have on your project schedule? (Hint: consider both the advantages and disadvantages in your answer.)
4. CQContruction Supply’s Purchasing department require 6 clear working days notice to authorise any purchase over $10,000 dollars. You have four such purchases that will require such notification falling within the project period. Answer the following questions based on your CQContructionSupplysPartA2.mpp schedule:
a) List the dates you expect to require the Delivery of robotic arms, Delivery of hydraulics, Geo Logistics Mapping Hardware and Software purchase for work on the project.
b) Add a “milestone” as a reminder of the last date you need to give notice to the Purchasing department for each of these acquisitions. Add this at the start of your list of milestones and highlight the milestone in the task list using the “background colour” icon on the task ribbon. This will make it easier for your marker to check your work.
c) According to your schedule, when is the last date you need to give notice to the purchasing for material for the project?
5. Write a memo to George Readymix outlining:
a) the expected completion date of the project, assuming it commences at M1 (5/10/15);
b) the total duration of the project;
c) an explanation of the main factors that cause the project to require that length of time and any recommendations that you might make if time was a priority for the project;
d) The estimated direct labour cost of the project (excluding the cost of your project management consultancy. Present the costs in a table showing the costs for the following:
Cost
Robotics Pump System
CRM
Geo Logistics Mapping
Customer Mobile Portal Design & Deployment
Total for the Project:
Assume that you will send the project schedule (CQContructionSupplysPartA2.mpp) as an attachment to the memo. The information in the memo should correspond to the attached schedule.
6. You have summarised the direct labour costs and some of the key hardware and software costs in question 5. What additional costs are associated with this project? Be as specific as possible in your answer.
7. Are there any other project related supporting activities, plans, events or tasks that your team might have overlooked? If they were overlooked describe how this could impact on the project. (Aim to identify and discuss at least two.)
Assessment Part B
Your project has now travelled forward in time and the project has now been underway for 2 months. To achieve this time travel in MS Project you must first set a baseline for the day of the Kick-off meeting and set a Status Date to 23/11/2015
Additional settings should be made under MS project Options as shown below.
You are required to update your project plan in accordance with the progress the project has made in the first 2 months. You contact all the key stakeholders and receive the following status update information for the tasks completed and those currently in progress up to the 23/11/2015.
Table 6 – Progress up to 09/09/2015
Outline
Number Task Name Percentage complete at status date. Actual duration where different from the plan *
1.1 Project Kick off 100 -
1.2.1.1 Truck mechanical requirements 100 5 weeks
1.2.1.2 Truck Information Platform requirements 100 -
1.2.1.3 Requirements specification
Document 100 -
1.2.1.4 DVLA Approval 20 -
1.3.1.1.1 Understanding the Q & A, CRM implementation templates 100 3wks
1.3.1.1.2 Documenting & Reviewing Answers 100 2wks
1.3.1.2.1 Prepare Solution Draft 50 -
1.4.1 Purchase Hardware 100 -
1.4.3 Purchase Software 100 -
1.4.4 Configure and install 100 8 days
* Depending on your plan, you may need to change actual duration from what is stated here and in the original WBS to complete by the status date.
The table heading in Table 6 reads 09/09/2015 but this of course should read the Status Date of 23/11/2015.

1 a. Update the project file and Save this version of your schedule in
CQontructionSupplysPartB1.mpp. You will also be required to submit this file
(CQontructionSupplysPartB1.mp) as part of your assignment submission.
b. Describe the impact the delays in the schedule has had on your project.
c. Based on the progress as of 23/11/2015 calculate the CV, SV, SPI and CPI for the project.
d. Using CPI and SPI explain how the project is progressing
e. Give a forecast for the estimated completion cost of the project. Explain how you arrived at your forecast figure.
You have been advised by Ang Jolli the Business Analyst with VAR’s r US that there will be a delay in the delivery of the requirements for the CRM system. She cites the belligerence of CQConstuctions Operation Manager as the cause. TASK 1.3.1.2.2 Final Process Confirmation is to be delayed one week. Ang Jolli has informed you that she has the backing of her management in insisting that all blue print tasks are too double in duration to relieve pressure on the project and to compensate for the stand idle time. Around this time you pick up an answer phone message from Gloria Jeans saying she needs to schedule a 2 day software upgrade before CRM integration testing can be conducted.
2. Create a copy of CQontructionSupplysPartB1.mpp in another file called
CQontructionSupplysPartB2.mpp. Amend the project schedule in
CQontructionSupplysPartB2.mpp incorporating the requested changes from Ang and Gloria
Highlight all the changes (including changes to predecessor relationships in other tasks). This is to aid your marker.
If necessary, resolve any resource over-allocation. You will also be required to submit this file (CQontructionSupplysPartB1.mp) as part of your assignment submission.
3. Describe the impact(s) of each the following on the project schedule:
a. The delay in Final Process Confirmation.
b. The change in duration of the Blue Print Tasks.
c. The requirement for the software upgrade.
Explain your answers.
4. Describe the impact(s) of each the following on the project budget:
a. The delay in Final Process Confirmation.
b. The change in duration of the Blue Print Tasks.
c. The requirement for the software upgrade.
Explain your answers.
Marking Guide for Assessment item 2 – Group Case Study PPMP 20007
Assignment Question Criteria Marks available Marks awarded
Part A
Q1 The adequacy of the Project Schedule
• Tasks; correct WBS; overall summary task; auto scheduling
• Durations/effort
• Resources allocated
• Milestones
• Predecessor relationships
• Holidays
(may have resource over allocation at this point) 7
Q2 (a)– (e) durations, CP, reducing schedule duration 3
Q3 (a)– (d) dealing with resource constraints 4
Q4 Dates required + “booking” (+ milestone) 2
Q5 Appropriateness of the Written Memo and all information included and correct according to the schedule 4
Q6 Other costs 2
Q7 Overlooked “activities” 2
Sub Total Part A 24
Part B
Q1 a. The adequacy of the amended Project Plan (+ ensure all progress in tasks have been amended correctly ) 2
b. Discussion of the impact of the delays on changes on schedule + explain 1
c. CV, SV, SPI and CPI showing where you have drawn your figures from and how you have done your calculation 1
d. Using CPI and SPI explain how the project in progressing 1
e. Forecast with formula and workings 1
Q2 The adequacy of the amended Project Plan (+ensure no resource over-allocation) 2
Q3 Discussion of the impact of each of the changes on schedule + explain 1.5
Q4 Discussion of the impact of each of the changes on budget + explain 1.5
Sub Total Part B 11
TOTAL 35