Module_11_Project_Konnor_King
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Industrial Engineering
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Dec 6, 2023
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Project Management – GE569
Fall 2023
Dr. W. Loendorf, instructor
Konnor J. King
7342058
Module 11
Due Date: November 4th, 2023
Current Date: October 31st, 2023
Submitted as partial fulfillment for the degree of
Master of Engineering
South Dakota State University
Summary
The California Department of Transportation (Caltrans) responded to a 6.8 magnitude
earthquake in Los Angeles by implementing emergency response measures, including visual
inspections, interim traffic management strategies, and speedy demolition and rebuilding of
damaged freeways. The governor signed an Emergency Declaration, streamlining contracting
procedures and implementing significant incentives for contractors. All Federal Highway
Administration resources were made available, and "Force Account" contracting was used for the
immediate selection of sole source contractors. Project management processes were initiated,
including disaster response and an earthquake recovery task force. Additional funds were made
available through Caltrans' Director, a declaration of a state of emergency by President Clinton,
and Congress.
Questions
a)
Of the six constraints, which were cost trade offs, and which were scope trade offs?
Out of the six constraints mentioned, the following were cost trade-offs:
Streamlined contracting procedures: While this approach saved time, it could have led to
higher costs due to less thorough evaluation of bids.
Significant incentives/disincentives: Using incentives and disincentives encouraged
contractors to work quickly, but it could have led to increased costs due to overtime, extra
equipment rentals, and bonuses.
Force Account contracting: Sole source contracting allowed immediate work
commencement, but it could have resulted in higher costs due to limited competition.
The following constraints were scope trade-offs:
Prioritization of critical repairs: Focusing on essential transportation routes meant that
some less necessary maintenance might have been delayed or deferred.
Resource leveling: Allocating resources evenly across different projects could have led to
delays in completing individual tasks.
b)
In what way were the performance trade offs made? That is, how did they affect
performance?
Caltrans prioritized speed over cost and scope in freeway repairs, reducing repair time
significantly. However, these trade-offs also led to potentially higher costs and deferred critical
maintenance.
c)
What kinds of resource allocation approaches discussed in the chapter were used in
this situation?
Caltrans employed various resource allocation approaches to expedite the freeway repairs:
Prioritization: Caltrans focused on restoring essential transportation routes first.
Resource leveling: Caltrans distributed resources evenly across different projects to avoid
bottlenecks.
Crashing: Caltrans used additional resources, such as overtime and extra equipment, to
accelerate critical tasks.
Fast-tracking: Caltrans overlapped project phases to reduce overall project duration.
Summary
The Global Healthcare Project (GHP) in California, USA, has been working to
establish an ambulance service in Pueblo Nuevo, Guatemala, a remote village. The project
involved assembling a volunteer team of 22 university students to provide an ambulance, set up
an emergency call system, and train residents to act as emergency medical technicians. However,
the project faced challenges such as more suitable vehicles, a community-owned approach, and
limited resources. The team had to find and register an eligible vehicle, equip it with mountain-
terrain tires, and find three residents with driver's licenses and time to drive patients to the
hospital. To secure ongoing funding, the community agreed to add a surtax on the pharmacy for
supplies and maintenance. The team also arranged a satellite phone number to reach the three
driver EMTs.
Questions
a)
What “lessons learned” could you suggest for GHP from this project for similar, future
projects?
Thorough Needs Assessment
: Conducting a comprehensive needs assessment before
starting a project is critical. It helps identify potential challenges and resource gaps,
allowing GHP to prepare better and allocate resources effectively.
Local Partnerships
: Building strong partnerships with local organizations, lawyers, and
experts is essential for overcoming bureaucratic obstacles. In this case, engaging a lawyer
and local experts helped with vehicle registration.
Flexibility and Adaptability
: Flexibility in project execution is crucial, especially in
time-constrained situations. GHP adapted by simplifying the project's scope, focusing on
essential supplies, and using hands-on training.
Resource Mobilization
: Identifying and securing necessary resources, such as suitable
vehicles and medical equipment, should be part of project planning to avoid delays.
Community Ownership
: Ensuring the community has a sense of ownership over the
project is vital for long-term sustainability. Engaging the community in decision-making
and funding mechanisms ensures their commitment to the project's success.
b)
Does this project sound like a “mission impossible?” In what regards?
Limited Timeframe
: The 30-day time limit is a significant challenge, particularly given
the extensive groundwork required for the project. Finding, registering, and equipping an
ambulance and conducting training within this short period is a daunting task.
Infrastructure and Resource Constraints
: The need for more basic infrastructure and
resources in the community, such as proper roads, medical equipment, and licensed
drivers, presented substantial obstacles to the project's success.
Bureaucratic Hurdles
: Registering the vehicle required legal processes and paperwork,
which consumed a significant portion of the available time and posed a bureaucratic
challenge.
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c)
What would you suggest to GHP regarding overcoming the short time span for this kind
of project?
Preparation and Planning
: Thorough research and planning before initiating the project
are essential to anticipate potential challenges and develop contingency plans. This helps
ensure that the project starts smoothly and stays on track.
Pre-established Partnerships
: Pre-established partnerships with local experts, lawyers,
and organizations can expedite bureaucratic processes. This is crucial when dealing with
legal requirements like vehicle registration.
Streamlined Processes
: Identify ways to streamline administrative tasks to save time.
For example, finding a way to simplify the vehicle registration process can help avoid
time-consuming delays.
Focused Scope
: Prioritizing essential elements of the project can help meet tight
deadlines. Consider phasing in additional features or services after the initial setup is
complete.
Empower Local Resources
: Identify and train residents to take on key roles, such as
drivers and emergency technicians. This not only saves time but also fosters community
involvement.
Utilize Technology
: Leverage technology for communication and emergency response
systems. In this case, arranging a satellite phone number enabled efficient communication
and emergency response, making the project more effective and time-efficient.
Summary
Architectural Associates, Inc. (AAI) is a renowned design studio specializing in large,
industrial, retail, and public projects. However, a senior executive noticed decreased chances of
bringing design projects in on time and within budget. The firm's workplace featured a green felt
display board with time estimates made by senior managers. The problem was revealed that the
design process could have been timelier due to the simultaneous design of various systems and
the likelihood of the issues arising late in the design process. To solve this, a checkmark was
added to the green board to show job assignments and senior management made average,
optimistic, and pessimistic time estimates for each task. However, these estimates were given to
someone other than the design staff, who were instructed to do the work efficiently and
effectively, and the average time required for various tasks decreased due to task schedules
designed for efficiency rather than meeting management's expectations.
Questions
a)
Was the problem here one of those described in Critical Chain? Which one, if so?
Yes, the scenario's problem is one of those stated in the Critical Chain technique. It is
specifically about the concept of "Student Syndrome." When people are aware that there is a
buffer or extra time built into a task, they tend to procrastinate and only begin working seriously
when the assignment is about to become overdue. In this example, the design team kept delaying
their work till the last minute, and when difficulties developed, they needed more time to fix
them, resulting in frequently late deliverables.
b)
Describe how the change effectively solved the problem.
The change effectively solved the problem by introducing several vital adjustments:
Substituting Time Allocations with Job Assignments:
The emphasis on fixed time estimates was eliminated by replacing the time allocations on
the green board with job assignments. This allowed the design team to concentrate on
completing jobs efficiently and effectively rather than striving to meet strict deadlines.
Efficiency-Focused Scheduling:
Task schedules were planned for efficiency rather than adhering to predetermined time
estimates under the new method. This modification encouraged the design team to work
in a manner that reduced delays and made better use of available time.
Optimistic and Pessimistic Time Estimates:
For each activity, senior management supplied both optimistic and pessimistic time
estimates. These projections were not shared with the design team but were utilized to
estimate project expenses. This modification provides a more accurate understanding of
task length variability.
Summary
Pennsylvania Electric Company, a generating company with a capacity of 6950
megawatts, has adopted computerized planning for maintenance and capital projects. The
system, which includes a resource-constraining module, allows for "what if" analyses and better
control over critical paths. The pilot program saved $300,000 by enabling jobs to be completed
with fewer mechanics. The software also allows management to monitor progress, identify
schedule and cost deviations, and adjust to recover schedules or acquire funds.
Questions
a)
Why would the planning group use 40 percent more mechanics than necessary?
The company hired 40% more than the required number of mechanics initially because of
a lack of project management tools and software. Earlier, company members used manual
methods such as hand-drawn charts to plan the project. However, later, with sophisticated tools
and technology, they realized that the output remained the same with 40% less staffing.
b)
What does the availability in the chart represent? Why do the monthly values move up
and down?
The availability chart represents the number of person-hours available to complete the
task. The monthly values increase and decrease to show variations in the availability of staffing
hours, possibly due to attrition, workers being on leave, etc.
c)
What does the scheduled amount represent? Why does it drop off toward the end? How
can it exceed the availability?
The scheduled amount shows the requirement of staffing hours for a particular month. It
drops off at the end as the availability of worker hours exceeds the planned amount due to an
excessive number of mechanics. As a result, the target for the later months of the year still needs
to be higher, as most of the work is completed in the first few months of the project. The
scheduled amount can exceed availability in case of less availability of staffing hours, which is
depicted in the first few months of the year.
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