Hello, For Question 2 : Develop a WBS for Brian’s project. Include duration (days) and predecessors.Do we use the type (FS, SS, FF, SF) + lag in the predecessors field do we simply input the id or id

Hello,

For Question 2 : Develop a WBS for Brian’s project. Include duration (days) and predecessors.Do we use the type (FS, SS, FF, SF) + lag in the predecessors field do we simply input the id or id or the predecessor tasks ? I am using MS Project to develop the WBS and the Gantt chart.

Advantage Energy Technology Data CenterMigration*—Part ABrian Smith, network administrator at Advanced Energy Technology (AET), has beengiven the responsibility of implementing the migration of a large data center to a newoffice location. Careful planning is needed because AET operates in the highly competitivepetroleum industry. AET is one of five national software companies thatprovide an accounting and business management package for oil jobbers and gasolinedistributors. A few years ago, AET jumped into the “application service provider”world. Their large data center provides clients with remote access to AET’s completesuite of application software systems. Traditionally, one of AET’s primary competitiveadvantages has been the company’s trademark IT reliability. Due to the complexityof this project, Brian will have to use a parallel method of implementation.Although this will increase project costs, a parallel approach is essential if reliabilityis not to be compromised.Currently, AET’s data center is located on the second floor of a renovated old bankbuilding in downtown Corvallis, Oregon. The company is moving to a new, one-levelbuilding located in the recently developed industrial complex at the Corvallis InternationalAirport. On February 1, Brian is formally assigned the task by the Vice Presidentof Operations, Dan Whitmore, with the following guidelines:∙ From start to finish, it is anticipated the entire project will take three to four monthsto complete.∙ It is essential that AET’s 235 clients suffer no downtime.Whitmore advises Brian to come back to the Executive Committee on February 15,with a presentation on the scope of the project that includes costs, “first-cut” timeline,and proposed project team members.Brian had some preliminary discussions with some of AET’s managers and directorsfrom each of the functional departments and then arranged for a full-day scope meeting on February 4 with a few of the managers and technical representatives fromoperations, systems, facilities, and applications. The scope team determined thefollowing:∙ Three to four months is a feasible project timeline and first-cut cost estimate is$80,000–$90,000 (this includes the infrastructure upgrade of the new site).∙ Critical to the “no-downtime” requirement is the need to completely rely on AET’sremote disaster recovery “hot” site for full functionality.∙ Brian will serve as project manager of a team consisting of one team member eachfrom facilities, operations/systems, operations/telecommunications, systems &applications, and customer service.Brian’s Executive Committee report was positively received and, after a few modificationsand recommendations, he was formally charged with responsibility for the project.Brian recruited his team and scheduled their first team meeting (March 1) as theinitial task of his project planning process.Once the initial meeting is conducted Brian can hire the contractors to renovatethe new data center. During this time Brian will figure out how to design the network.Brian estimates that screening and hiring a contractor will take about oneweek and that the network design will take about two weeks. The new center requiresa new ventilation system. The manufacturer’s requirements include an ambient temperatureof 67 degrees to keep all of the data servers running at optimal speeds. Theventilation system has a lead time of three weeks. Brian will also need to order newracks to hold the servers, switches, and other network devices. The racks have a twoweekdelivery time.The data center supervisor requested that Brian replace all of the old power suppliesand data cables. Brian will need to order these as well. Because Brian has a greatrelationship with the vendor, they guarantee that it will take only one week lead timefor the power supplies and the data cables. Once the new ventilation system and racksarrive, Brian can begin installing them. It will take one week to install the ventilationsystem and three weeks to install the racks. The renovation of the new data center canbegin as soon as the contractors have been hired. The contractors tell Brian that constructionwill take 20 days. Once the construction begins and after Brian installs theventilation system and racks, the city inspector must approve the construction of theraised floor.The city inspector will take two days to approve the infrastructure. After the cityinspection and after the new power supplies and cables have arrived, Brian can installthe power supplies and run the cables. Brian estimates that it will take five days toinstall the power supplies and one week to run all of the data cables. Before Brian canassign an actual date for taking the network off line and switching to the hot remotesite, he must get approval from each of the functional units (“Switchover Approval”).Meetings with each of the functional units will require one week. During this time hecan initiate a power check to ensure that each of the racks has sufficient voltage. Thiswill require only one day.Upon completion of the power check, he can take one week to install his test servers.The test servers will test all of the primary network functions and act as a safeguardbefore the network is taken off line. The batteries must be charged, ventilation installed,and test servers up and running before management can be assured that the new infrastructureis safe, which will take two days. Then they will sign off the Primary Systemscheck, taking one day of intense meetings. They will also set an official date for thenetwork move.

Brian is happy that everything has gone well thus far and is convinced that themove will go just as smoothly. Now that an official date is set, the network will beshut down for a day. Brian must move all of the network components to the new datacenter. Brian will do the move over the weekend—two days—when user traffic is atlow point.ASSIGNMENT1. Generate a priority matrix for AET’s system move.2. Develop a WBS for Brian’s project. Include duration (days) and predecessors.3. Using a project planning tool, generate a network diagram for this project.Note: Base your plan on the following guidelines: eight-hour days, five-day weeksexcept for when Brian moves the network components over a weekend, no holidaybreaks, March 1, 2010, is the project start date. Ordering Ventilation System, NewRacks, and Power Supplies/Cables takes only one actual day of work. The remainingdays are the time necessary for the vendors to fill and ship the order to Brian.So use Finish to Start lags here. Assume that five days after the start of the Renovationof the Data Center that the raised floor will be ready for inspection (a Start-to-Start lag).

Thank you.

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