Critic thinking: Project Management

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Running head: 1 CRITICAL THINKING IN PROJECT MANAGEMENT 1

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The use of Project Management Principles in the workplace

Student Name

Institution Affiliation

Professor

Course

Date

The use of Project Management Principles in the workplace

Introduction

Project management is a critical component of every corporate organization since it assists the firm in achieving objectives. Several activities determine the suc-

cess of a project during the project management process. Imdad Logistics, the company I recently worked with, has a project I could join for this purpose. An ex-

pansion of the Hilton hotel headquarters was underway as the company relocated to a larger facility. The corporation relocated its headquarters to accommo-

date its rising employees and technological equipment. It is critical to schedule the project using tools and techniques such as Gantt chart, PERT network dia-

gram, and time estimation because relocation involves many tasks. This provides an overview of the project scope. Furthermore, practical Projects necessitate

the development of management abilities because they include resources allocated according to a budget. 2 The ability to successfully manage and imple-

ment a project from its inception to its conclusion requires project management skills, principles, processes, and policies throughout the project lifecycle. An ex-

pert project manager, according to Hernández-Bastida and Fernández-Sánchez (2019), employs knowledge and skills, as well as a conceptual framework for

thinking about the way things work, processes, tools, and strategies, to complete a specific project's objectives following project specifications and within a

specified time frame. Project management ensures that expectations are set for what will be provided when delivered and how much will be offered. As a re-

sult, this paper presents in-depth information regarding a recent project completed at the Hilton hotel. More than a decade has passed since the establishment

of Hilton hotel Company, which provides hospitality services in many countries around the globe and several locations throughout the United States. Although

Student paper Student paper Student paper 2

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Following the commencement of a project, the use of Gantt charts makes it easier to follow its progress since, as a project manager, you can see exactly what

has to be finished within a specified time range and length. The recovery of tasks that have gone behind schedule may be accomplished via various means. It

has been suggested that a Gantt chart may be used to detect activities that overlap and task interdependence by Hernández-Bastida and Fernandez-Sánchez

(2019). As well as identifying which activities are interdependent on one another may assist project teams in gaining more understanding regarding each work

and its rationale. Project managers constantly strive to develop a clear direction for the project activities and the overall project to achieve success. It is possible

to detect any bottlenecks within a project and plan appropriately to guarantee that the project is finished within the period specified by the manager using

Gantt charts. The reason for this is that Gantt charts display the time required for each task in a visually appealing manner, making it easier to recognize, com-

prehend, and manage project activities in general. 2

mates Project Task

Information Gathering(A) 3.00 5.00 8.00

Planning(B) 2.00 3.00 5.00

Design( C) 4.00 5.00 7.00

Content Writing(D) 5.00 6.00 1.00

Coding( E) 14.00 17.00 24.00

Testing, Review, and Launch (F) 3.00 5.00 7.00

Deterministic time estimates and Probabilistic (t0, tp, and tm) Table 1 project (t0, tp, and tm) time esti-

In project management, the time required for each project activity follows a probability distribution rather than a discrete number, rather than having a set

value. There were three types of time estimate parameters used in this study: 3 optimistic, most probable, and pessimistic. Many factors were considered in

determining these activity time constraints, including factors that might influence the project's activity and completion time, which could be sooner than the

scheduled completion time. By combining all of the Hilton project resources simultaneously, the most probable time parameter was determined and recorded.

It was determined that the optimal time was characterized by positive values of slack time. For example, prospective project risks such as team member with-

drawals, lack of requisite expertise, and resources were considered while calculating the pessimistic period. The deterministic time estimate was generated via

task scheduling and the determination of which tasks must be completed first. 4 Program Evaluation Review Technique network diagram O

N

M

L

K

J

Figure 2 Program Evaluation Review Technique network diagram

5 Computing the critical path

2 The critical route is defined in project management as the longest trail between the start of a project and its completion, considering all project activities

and their corresponding durations (Stevenson, 2018). Activity sequences on the critical path are carried out sequentially; an action cannot be initiated until the

preceding activity has been finished. Path 1: 2 J→K→M→O = 5 + 3 + 6 +20 = 34 Days

Path 2: 2 J→K→L→N→O = 5 +3 +5 + 17 +5 = 35 Days

Thus, from the PERT network diagram, the critical path is Path I2: J→K→L→N→O because it is the longest path between the entire project's start and comple-

tion. 6 The slack time for each activity and its ramifications Table 2 project slack time for each activity Project Task Earliest Start Time Latest Start Time Slack

the Covid-19 pandemic was contained, the firm had difficulties providing its hospitality services in various places throughout the United States due to the epi-

demic. As a result of the Covid-19 outbreak, there has been a spike in social alienation, curfews, and lockdowns, among other disturbances, all of which have led

to the growth in this number. Clients' tastes for online channels have changed significantly throughout the pandemic, raising competition and necessitating the

development of new methods of serving their hospitality needs, including ordering rooms online, home delivery services ordered online, and space booking.

Consequently, the Hilton hotel Company needed to find suitable tools and solutions to maintain its competitive position. To continue servicing current and new

customers while preserving a competitive advantage in the business, the management team of Hilton hotel Company agreed on new methods and procedures

for working harder to deliver services to the hotel customers. The company's leadership decided on new techniques and strategies for working remotely to

manage virtual teams, resources, scheduling, and measuring the success of the implementation. They decided to employ an internet-based platform that would

enable the company to continue to deliver hospitality services while meeting the regulations of covid-19. Customers would request hospitality services and

make payments for such requests online, which would be the preferred platform. It would also enable workers from diverse departments to collaborate on de-

livering services, just as they would when doing the same responsibilities during standard times. This would be similar to how employees from actual work-

places would collaborate while performing the same jobs at standard times. The development of the online business model demanded the use of management

concepts, methods, and policies, and their execution involved the use of several activities. Gantt chart

An organizational chart, or Gantt chart, is used to organize and schedule the project planning and scheduling for the Hilton hotel internet business model. 2

The Gantt chart that was utilized shows a list of project activities, the start and finish dates for each activity, and the length of time each action will take.

Figure 1 Gantt chart for the Hilton project activities

There are various reasons why the Gantt chart was used instead of the Work Breakdown Structure in this situation. First and foremost, as compared to the

Work Breakdown Structure, the Gantt chart keeps project team members and sponsors up to speed on the project's progress and communicates completed

project activities in a simple and easy-to-understand manner. The usage of a Gantt chart was acceptable because it facilitates project planning and schedule

planning. 2 It assists project managers in calculating the amount of time necessary for each project activity and the overall amount of time required to com-

plete the whole project (Galli, 2018).

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When a project is running behind schedule, the positive number shows the total time it may be late before it affects the overall project timetable and budget.

2 To summarize, the slack time for each activity (Gathering Information; Planning; Design (including Content Writing); Coding (including Testing); Review (in-

cluding Launching); and Review (including Launching) can be delayed by a total of 2, 1, 2, 3, 4, and 2 days without compromising the overall project's timetable.

2 The probability Estimates Network diagram

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2 Figure 3 Network diagram from the probability Estimates

I will take the route with the earliest start time accessible to me to maximize my time efficiency. 5 Because there will be sufficient time to accomplish tasks

that need more time, the project as a whole will be completed on schedule. Determining Hypothetical Costs

2 Table 3 Hypothetical Costs Project Task Budgeted Costs Percent complete Projected cost Over/Under budget

(In $)

(in $) (in $)

J 800.00 1.00 900.00 100.00

K 900.00 1.00 850.00 -50.00

L 1200.00 1.00 1050.00 -150.00

M 800.00 1.00 750.00 -50.00

N 2000.00 0.90 1800.00 0.00

2 O 750 80% 500 -25

Over/Under Budget (Total)

175 (Over budget)

Other comparable projects conducted by other firms provided a foundation for estimating the budget costs for this particular project. To determine the pro-

jected budget, divide the total cost by the proportion of the job that has been accomplished. When a task costs more than the expected expenditures, a nega-

tive value is ascribed to it. This suggests that the study was completed on a too low budget. When the expected cost of an activity is less than the planned cost,

the project is over budget, and the values for these tasks are positive, the project is above budget. Overall, it was clear from Table 3 that the project did not go

over its financial budget restrictions in the end. 2 Ramifications of crashing a project activity

Table 4 Crashing a project activity Project activity Standard Duration (Days) Crashed Duration Crashing cost ($ per day)

Coding 17.00 12.00 100.00

It is possible to complete project activities and even the entire project faster if you use project crashing techniques. If a project activity is paused, extra financial

resources may be required, and the number of experienced project personnel working on critical path activities may need to be raised to complete the remain-

ing tasks. The coding effort must be hastened from 17 days to 12 days to reduce the critical path's length. This will increase costs by $100 each day, culminating

2 Information Gathering(J) 5.00 7.00 2.00

Planning(K) 3.00 4.00 1.00

Design (L) 5.00 7.00 2.00

Content, Writing (M) 7.00 10.00 3.00

Coding (N) 17.00 21.00 4.00

Testing, Review, and Launch (O) 5.00 7.00 2.00

Slack time is defined in project management as the total length of time that a project activity may be postponed without having a detrimental influence on the

project's projected completion date (Agrawal et al., 2018). In particular, it indicates the amount of time available to begin a given task in a project while still com-

pleting it on schedule, as predicted. Slack time is a notion that is used to identify and aid the project manager in calculating how much time is available between

distinct project tasks, as is the case in this circumstance. Because specific project tasks may take longer to complete than others, the project schedule has in-

cluded slack time to account for this. So when project tasks are done sooner than anticipated, the spare time for that specific work may be used to activities

that will take longer to complete, preventing the project schedule from falling behind. 2 Slack time may have a positive or negative influence on the progress

of a project. A negative number shows that the time allowed for a particular task is inadequate for completing it in the time frame. Because of this, more time

for a single charge is necessary to guarantee that the project as a whole does not complete behind schedule. 2 When a negative slack value is present, activi-

ties that must be done after the task with a negative slack value are negatively impacted, which negatively influences the project's planned timeline.

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Original source

The Gantt chart used shows the list of project activities, start dates and the duration

for each activity Gantt chart for the project activities

Student paper

The Gantt chart that was utilized shows a list of project activities, the start and finish

dates for each activity, and the length of time each action will take. Figure 1 Gantt

chart for the Hilton project activities

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optimistic, most probable, and pessimistic.

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Activity Optimistic Most probable Pessimistic Expected Time Variance

Source Matches (24)

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CRITICAL THINKING IN PROJECT MANAGEMENT 1

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PROJECT MANAGEMENT 1

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The ability to successfully manage and implement a project from its inception to its

conclusion requires project management skills, principles, processes, and policies

throughout the project lifecycle.

Original source

The ability to successfully manage and implement a project from the start to the end

requires application of project management skills, principles, procedures and policies

2 Student paper 65%

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It assists project managers in calculating the amount of time necessary for each

project activity and the overall amount of time required to complete the whole project

(Galli, 2018).

Original source

they help project managers to assess the time required to each project activity and

also the total time required to complete the entire project (Galli, 2018)

2 Student paper 72%

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Deterministic time estimates and Probabilistic (t0, tp, and tm) Table 1 project (t0, tp,

and tm) time estimates Project Task Information Gathering(A) 3.00 5.00 8.00

Planning(B) 2.00 3.00 5.00 Design( C) 4.00 5.00 7.00

Original source

Probabilistic (t0, tp, and tm) and deterministic time estimates Project Activity

Information Gathering (A) 3 5 8 Planning (B) 2 3 5 Design (C) 4 5 7

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Content Writing(D) 5.00 6.00 1.00 Coding( E) 14.00 17.00 24.00 Testing, Review, and

Launch (F) 3.00 5.00 7.00

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Content, Writing and Assembly (D) 5 6 1 Coding (E) 14 17 24 Testing, Review and

Launch (F) 3 5 7

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Program Evaluation Review Technique network diagram O

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The "program evaluation and review technique"

in a $500 overrun on the budgeted expenditures for the coding assignment as a consequence of this. Conclusion

The initiative aspires to become a focal point for public awareness and innovation to motivate all stakeholders to make improvements. One of the objectives of

developing an online business model is to build and foster a gradual development of the company's operations even during covid-19. The endeavor strives to

narrow the gap between services provided during standard times and services provided during pandemics to provide adequate policies and services. The initia-

tive will bring together stakeholders to effect significant change that will benefit the Hilton hotel company, emphasizing areas with the most potential for inno-

vation and impact. Its programs and initiatives will aid in developing skills, the expansion of work possibilities, and the promotion of access to services, housing,

and communities.

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2 Student paper 64%

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Slack time may have a positive or negative influence on the progress of a project.

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Slack time in project can be positive or negative

5 Student paper 73%

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Computing the critical path

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The Critical Path

2 Student paper 82%

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The critical route is defined in project management as the longest trail between the

start of a project and its completion, considering all project activities and their corre-

sponding durations (Stevenson, 2018).

Original source

In project management, critical path is longest trail between the start and the end of a

project, include all project activities and their corresponding durations (Stevenson,

2018)

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J→K→M→O = 5 + 3 + 6 +20 = 34 Days

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A→B→C→E→F = 5 + 3 + 6 +20 = 34 Days

2 Student paper 72%

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J→K→L→N→O = 5 +3 +5 + 17 +5 = 35 Days Thus, from the PERT network diagram, the

critical path is Path I2: J→K→L→N→O because it is the longest path between the entire

project's start and completion.

Original source

A→B→D→F = 5 +3 +5 + 17 +5 = 35 Days Thus, from the PERT network diagram in

Figure 2, the critical path is, Path II A→B→D→F because it is the longest path between

the start and the completion of the entire project

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The slack time for each activity and its ramifications Table 2 project slack time for each

activity Project Task Earliest Start Time Latest Start Time Slack

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Slack Times of Each Activity of the Project Activity Number Earliest Start Time Latest

Start Time Slack time of Activity

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Information Gathering(J) 5.00 7.00 2.00 Planning(K) 3.00 4.00 1.00 Design (L) 5.00 7.00

2.00 Content, Writing (M) 7.00 10.00 3.00

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Information Gathering(A) 5 7 2 Planning(B) 3 4 1 Design (C) 5 7 2 Content, Writing and

Assembly (D) 7 10 3

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Coding (N) 17.00 21.00 4.00 Testing, Review, and Launch (O) 5.00 7.00 2.00

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Coding (E) 17 21 4 Testing, Review and Launch (F) 5 7 2

2 Student paper 64%

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When a negative slack value is present, activities that must be done after the task with

a negative slack value are negatively impacted, which negatively influences the

project's planned timeline.

Original source

A negative slack value affects activities that must be completed after the task with a

negative value thus affecting the project’s planned schedule

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To summarize, the slack time for each activity (Gathering Information;

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The slack time for each activity

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The probability Estimates Network diagram

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Network diagram from the probability Estimates

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Figure 3 Network diagram from the probability Estimates

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Network diagram from the probability Estimates

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Because there will be sufficient time to accomplish tasks that need more time, the

project as a whole will be completed on schedule.

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As a result, the project will be finished on schedule since there will be enough time to

accomplish jobs that need more time

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Table 3 Hypothetical Costs Project Task Budgeted Costs Percent complete Projected

cost Over/Under budget

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Determining Hypothetical Costs Project activity Budgeted Costs (In $) Percent com-

plete Projected cost (in $) Over/Under budget (in $)

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O 750 80% 500 -25 Over/Under Budget (Total)

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F 750 80% 500 -25 Over/Under Budget (Total) 175 (Over Budget)

2 Student paper 78%

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Ramifications of crashing a project activity Table 4 Crashing a project activity Project

activity Standard Duration (Days) Crashed Duration Crashing cost ($ per day) Coding

17.00 12.00 100.00

Original source

Crashing a project activity Ramifications of crashing a project activity Project

activity/task Normal Duration (Days) Crashed Duration Crashing cost ($ per day)

Coding 17 12 100