Lab Assignment 2 – Summer 2020
Purpose: In this case assignment, you will be learning fundamentals of Microsoft Project
and demonstrating your knowledge of schedule networks and critical paths.
Instructions: Complete the following two items and submit three files: 1) MS Project File
named Lab 2 Advantage – Your Last Name 2) MS Project file named Lab 2 Greendale – Your
Last Name, and 3) MS Word file named Lab 2 Greendale – Your Last Name.
Grading: Each section of this assignment is worth 15 points and you will be graded on how
well you meet the success criteria described with each item.
1. Advantage Energy Technology Data Center Migration – Complete the Exercise for the
Exercise: Using Microsoft Project, generate a network diagram for this project. Submit the MS
• Set the scheduling default to Auto-Schedule before beginning. Do not change any
dates or add any constraints to tasks except for the move over the weekend if
necessary; allow the predecessor column and durations to form the network.
• Base your plan on the following guidelines: eight-hour workdays, five-day weeks
(Monday-Friday except for when Bryant moves the network components over a
weekend), no holiday breaks, and July 20, 2020 is the project start date.
o Set the project start date using “Project Information” in the ribbon.
o Set the weekend of the network move as working time in “Change Working
Time” in the ribbon.
• Ordering Ventilation System, New Racks, and Power Supplies/Cables takes only one
actual day of work. The remaining days are the time necessary for the vendors to fill
and ship the order to Bryant (so use Finish-to-Start lags to represent the delay).
• Assume that five days after the start of the Renovation of the Data Center that the
raised floor will be ready for inspection (a Start-to-Start lag).
Bryant Smithers, a network administrator at Advanced Energy technology (AET) has been
given the responsibility of implementing the migration of a large data center to a new office
location. Careful planning is needed because AET operates in the highly competitive
petroleum industry. AET is one of five national software companies that provide an
accounting and business management package for oil jobbers and gasoline distributors. A
few years ago, AET jumped into the “application service provider” world. Their large data
center provides clients with remote access to AET’s complete suite of application software
systems. Traditionally, one of AET’s primary competitive advantages has been the
company’s trademark IT reliability. Due to the complexity of this project, Bryant will have
to use a parallel method of implementation. Although this will increase project costs, a
parallel approach is essential if reliability is not to be compromised.
Currently, AET’s data center is located on the second floor of a renovated old bank building
in downtown Corvallis, Oregon. The company is moving to a new, one-level building
located in the recently developed industrial complex at the Corvallis International Airport.
On June 1, Bryant is formally assigned the task by the Vice President of Operations, Dan
Whitmore, with the following guidelines:
• From start to finish, it is anticipated the entire project will take two to three months
• It is essential that AET’s 235 million clients suffer no downtime.
Whitmore advises Bryant to come back to the Executive Committee on June 15, with a
presentation on the scope of the project that includes costs, “first-cut” timeline, and
proposed project team members.
Bryant had some preliminary discussions with some of AET’s managers and directors from
each of the functional departments and then arranged for a full-day scope meeting on June
4 with a few of the managers and technical representations from operations, systems,
facilities, and applications. The scope team determined the following:
• Three to four months is a feasible project timeline and “first-cut” estimate is $80,00-
$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”s
remote disaster recovery “hot” site to full functionality
• Bryant will serve as the project manager of a team consisting of one team member
from facilities, operations/systems, operations/telecommunications, systems &
applications, and customer service.
Bryant’s Executive Committee report was positively received, and after a few modifications
and recommendations, he was formally charged with responsibility for the project. Bryant
recruited his team and scheduled their first team meeting (July 20, 2020) as the initial task
of his project planning process. This will take a full day.
Once the initial meeting is conducted Bryant can hire the contractors to renovate the new
data center. During this time Bryant will figure out how to design the network. Bryant
estimates that screening and hiring a contractor will take about one week and that the
network design will take about two weeks. The new center requires a new ventilation
system. The manufacturer’s requirement includes an ambient temperature of 67 degrees
to keep all of the data servers running at optimal speeds. The ventilation system has a
lead-time of five weeks and can be ordered the day after the team meeting. Bryant will also
need to order new racks to hold the servers, switches, and other network devices. The
racks for all devices have a 10 day delivery time and these can be ordered after the
network design is complete.
The data center supervisor requested that Bryant replace all of the old power supplies and
data cables. Bryant will need to order these as well after the network design is complete.
Because Bryant has a great relationship with vendor, they guarantee that it will take only
one-week lead time for the power supplies and data cables. Once the new ventilation
system and racks arrive, Bryant can begin installing them (he does not need the contractors
in order to do this). It will take 9 days to install the ventilation system and three weeks to
install the racks. The renovation of the new data center can begin as soon as the
contractors have been hired. The contractors tell Bryant that construction will take 20
days. Five days after construction begins and after Bryant installs the ventilation system
and racks, the city inspector must approve the construction of the raised floor.
The city inspector will take two days to approve the construction of the raised floor. After
the city inspection and after the new power supplies and cables have arrived, Bryant can
install the power supplies before running the cables. Bryant estimates that it will take five
days to install the power supplies and 8 days to run all of the data cables.
After the inspection is complete and the power supplies and cables are installed, Bryant can
initiate a power check to ensure that each of the racks has sufficient voltage and charge
batteries. This will require only one day.
Upon completion of the power check/battery charge, 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
safeguard before 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
infrastructure is safe, which will take 4 days worth of approval meetings. Then they will
sign off the Primary Systems check, taking one day of intense meetings. They will also set
an official date for the network move, which will be the first full weekend after the Primary
Bryant is happy that everything has gone well thus far and is convinced that the move will
go just as smoothly. Bryant must move all of the network components to the new data
• MS Project Setup – Tasks are auto-scheduled, the start date is correctly set, working
times are accurate in the project calendar, and there are no date constraints for
tasks except for the weekend move
• Activities/tasks are correctly identified from the case
• Durations are correctly identified from the case
• Predecessors are correctly identified from the case
• Unique relationships like start-to-start and lags (delays between ordering and
receiving) are correctly utilized
2. Greendale Stadium Case – Complete Exercises 1-3 for the following case. Your answers
to the questions should be submitted in an MS Word file, and one MS Project file should
also be submitted (with the original parameters of the Case; NOT with revisions from
Exercise: Given the information provided, construct a network schedule for the stadium
project and answer the following questions. Ensure tasks are Auto-Scheduled and do not add
constraints or manually set dates for tasks. Set the project start date using “Project
• Question 1: Will the project meet the August 1 deadline? When will it finish and how
long will it take? Based on the schedule would you recommend G&E pursue this
• Question 2: What is the critical path for the project?
• Question 3: In the likely event that your schedule does not meet the deadline, are there
changes that could be made to the schedule that would allow it to meet the deadline?
What possible impacts should be considered as you introduce the overlaps?
o For this question, assume that the durations are at the absolute minimum and
your options would be to add leads or lags (overlap tasks). Your logic behind
these proposed changes must be defendable and logical (sellable to the
sponsor). Support your answers by including a list of proposed changes, their
justifications, and a screenshot of the Entry Table for a new schedule in the MS
Word file. (Do not include these changes in the MS Project file you are
The G&E Company is preparing a bid to build the new 47,000 seat Greendale stadium. The
construction must start August 26, 2019 and be completed in time for the 2022 season. A
penalty clause of $100,000 per day of delay beyond August 1, 2022, is written into the
Emma Keith, the president of the company, expressed optimism at obtaining the contract
and revealed that the company could net as much as $2 million on the project. She also
said if they were successful, the prospects for future projects are quite good since there is a
projected renaissance in building ball parks with modern luxury boxes.
For purposes of this case assume the following
• The following holidays are observed: January 1, Memorial Day (last Monday in May),
July 4th, Labor Day (first Monday in September), Thanksgiving Day (4th Thursday in
November), December 25.
• If a holiday falls on a Saturday then Friday will be given as an extra day off, and if it
falls on a Sunday then Monday will be given as a day off.
• The construction crew works Monday through Friday.
ID Activity Duration Predecessor(s)
1 Stadium Construction
2 Clear stadium site 70 days –
3 Demolish Building 30 days –
4 Set Up Construction Site 70 days 3
5 Drive support piling 100 days 2
6 Pour lower concrete bowl 100 days 5
7 Pour main concourse 100 days 6
8 Install playing field 90 days 6
9 Construct upper steel bowl 120 days 6
10 Install seats 140 days 9
11 Build luxury boxes 90 days 9
12 Install jumbotron 30 days 9
13 Install stadium infrastructure 120 days 9
14 Construct steel canopy offsite 75 days 4
15 Install lights 30 days 19
16 Build roof Supports offsite 90 days 4
17 Construct roof 180 days 9, 16
18 Install roof tracks 90 days 17
19 Install canopy 90 days 14, 18
20 Inspection 20 days 7, 8, 10, 11, 12,
• MS Project Setup – Tasks are auto-scheduled, the start date is correctly set, working
times and holidays are accurate in the project calendar, and there are no date
constraints for tasks
• Activities, durations, and predecessors are accurately input, and tasks are indented
correctly under the summary task
• Question 1 and 2 correctly interpreted from the results of your MS Project file
• Question 3 shows defendable and logical solutions using overlapping activities
(finish to start relationships with leads or start to start relationships with lags) to
obtain a finish date on or before August 1st, 2022; descriptions of proposed changes
and reasoning are provided; screenshot of MS Project Entry Table showing the
changes and new finish date is provided; Other considerations are provided
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