The POM+ Project* Big Kola Company has been concerned that specialized fruit drinks have been eroding their cola market. The CEO mandates that “If you can’t beat them, join them.” Grape juice was the...

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I need this assignment completed using MS Project. Thanks!!


The POM+ Project* Big Kola Company has been concerned that specialized fruit drinks have been eroding their cola market. The CEO mandates that “If you can’t beat them, join them.” Grape juice was the first product that was successful after an advertising blitz claiming the antitoxin benefits. Lately, competition is compressing grape juice margins and profits. Months of additional market surveys and focus groups have resulted in three potential high-margin drinks: cranberry, blueberry, and pomegranate. All these choices represent antitoxins. The decision is to produce the pomegranate drink that has many health claims. For example, the relative ability of these juices to eliminate harmful free radicals (antitoxins) is 71 percent for pomegranate, 33 percent for blueberry, and 20 percent for cranberry (Technion Institute of Technology). The market potential appears very attractive and should have a higher profit margin than the other potential juice products. Another appeal for pomegranate juice is its familiarity in the Middle East and Asia. The Priority Matrix for the POM+ Project is: * Cliff Gray, Erik Larson, & Pinyarat Sirisomboonsuk, doctoral candidate at Rawls College of Business, Texas Tech University. Connor Gage, the project manager, has formed his project team and the members have come up with the following work breakdown structure. 1.0 POM+Project 1.1 R&D product development 1.1.1 Need survey 1.1.2 Set product specs 1.1.3 Shelf life report 1.1.4 Nutrition report 1.2 Secure fruit suppliers 1.3 Initial Production 1.3.1 Equipment rehab 1.3.2 Production trials 1.3.3 Quality trials 1.3.4 Quality metrics 1.3.5 Quality training 1.4 Distribution 1.4.1 Market testing 1.4.2 Package design 1.4.3 Select distributors 1.5 Legal 1.5.1 Complete FDA certification 1.5.2 Register trademark 1.6 Prepare product launch Part 1 1. Develop the WBS outline using the software available (save your file). 2. Use this file and the information provided below to create a project schedule. 3. The following holidays are observed: January 1, Martin Luther King Day (third Monday in January), Memorial Day (last Monday in May), July 4th, Labor Day (first Monday in September), Thanksgiving Day (4th Thursday in November), December 25 and 26. 4. 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 off. 5. The project team works eight-hour days, Monday through Friday. 6. The project will begin on January 3, 2012. 7. Based on this schedule, submit a memo that answers the following questions: a. When is the project estimated to be completed? How many working days will it take? b. What is the critical path? c. Which activity has the most total slack? d. How sensitive is this network? e. Identify two sensible milestones and explain your choice. Include the following (one page) printouts: ∙ A Gantt chart. ∙ A network diagram highlighting the critical path. ∙ A schedule table reporting ES, LS, EF, LF, and slack for each activity. Hints: Change the timescale to months and weeks. The estimated duration of the project is 135 days. Remember: Save your files for future exercises! The following information has been derived from the WBS. Note that the activity number is what appears in the software with the complete WBS entered. Part 2 Remember the old saying, “A project plan is not a schedule until resources are committed.” This exercise illustrates this sometime subtle, but important point. Using your files from Part 1, input resources and their costs if you have not already done so. All information is found in Tables A2.1 and A2.2. Prepare a memo that addresses the following questions: 1. Which if any of the resources are overallocated? 2. Assume that the project is time constrained and try to resolve any overallocation problems by leveling within slack. What happens? 3. What is the impact of leveling within slack on the sensitivity of the network? Include a Gantt chart with the schedule table after leveling within slack. 4. Assume the project is resource constrained and resolve any overallocation problems by leveling outside of slack. What happens? Include a Gantt chart with the schedule table after leveling outside of slack. Note: No splitting of activities is allowed. Note: No partial assignments (e.g., 50 percent). All resources must be assigned 100 percent. Part 3 Top management has accepted the July 19th completion schedule created at the end of Part 2. Prepare a brief memo that addresses the following questions: 1. How much will the project cost? What is the most expensive activity? 2. What does the cash flow statement tell you about how costs are distributed over the life span of the project? Include a monthly cash flow for the project. Once you are confident that you have the final schedule, save the file as a baseline. Hint: Save a backup file just in case without baseline! Part 4 A Assume that today is March 31, 2012, and Table A2.3 contains the tracking information for the project up till now. Enter this information into your saved baseline file and prepare a status report for the first three months of the POM+ project. Your status report should also address the following questions: 1. How is the project progressing in terms of cost and schedule? 2. What activities have gone well? What activities have not gone well? 3. What do the PCIB and PCIC indicate in terms of how much of the project has been accomplished to date? 4. What is the forecasted cost at completion (EACf)? What is the predicted VACf? 5. Report and interpret the TCPI for the project at this point in time. 6. What is the estimated date of completion? 7. How well is the project doing in terms of its priorities? Try to present the above information in a form worthy of consideration by top management. Include an Earned Value table and a Tracking Gantt Chart. Note: Insert March 31, 2012, as the status date in the Project Information box. Part 4 B Assume that today is May 31, 2012, and Table A2.4 contains the tracking information for the project up till now. Enter this information into your saved baseline file and prepare a status report for the POM+ project. Your status report should address the following questions: 1. How is the project progressing in terms of cost and schedule? 2. What activities have gone well? What activities have not gone well? 3. What do the PCIB and PCIC indicate in terms of how much of the project has been accomplished to date? 4. What is the forecasted cost at completion (EACf)? What is the predicted VACf? 5. Report and interpret the TCPI for the project at this point in time. 6. What is the estimated date of completion? 7. How well is the project doing in terms of its priorities? Try to present the above information in a form worthy of consideration by top management. Include an Earned Value table and a Tracking Gantt Chart. Note: Insert May 31, 2012, as the status date in the Project Information box.
the-pom-project-assignment-3aecijcs.docx the-pom-project-assignment-f5bglgfy-zrl4jirp.docx
Answered 12 days AfterOct 24, 2021

Answer To: The POM+ Project* Big Kola Company has been concerned that specialized fruit drinks have been...

Varun answered on Oct 31 2021
113 Votes
FIle.mpp
Gantt Chart.pdf
ID Task
Mode
Task Name Duration Start Finish PredecessorsResource Names Unique ID Early Finish Early Start
1 POM+Project 135 days Tue 1/3/12 Fri 7/13/12 2 Fri 7/13/12 Tue 1/3/12
2 R&D product development45 days Tue 1/3/12 Wed 3/7/12 3 Wed 3/7/12 Tue 1/3/12
3 Need survey 20 days Tue 1/3/12 Wed 2/1/12 1 Wed 2/1/12 Tue 1/3/12
4 Set product
specs
15 days Wed 2/1/12 Wed
2/22/12
3 4 Wed 2/22/12 Wed 2/1/12
5 Shelf life report 10 days Wed 2/22/12Wed 3/7/12 4 8 Wed 3/7/12 Wed 2/22/12
6 Nutrition
report
5 days Wed
2/22/12
Wed
2/29/12
4 5 Wed 2/29/12 Wed 2/22/12
7 Secure fruit
suppliers
20 days Wed 3/7/12 Wed 4/4/12 5,6 6 Wed 4/4/12 Wed 3/7/12
8 Initial Production 85 days Wed 2/22/12Thu 6/21/12 7 Thu 6/21/12 Wed 2/22/12
9 Equipment rehab30 days Wed 2/22/12Wed 4/4/12 4 9 Wed 4/4/12 Wed 2/22/12
10 Production trials15 days Wed 4/4/12 Wed 4/25/127,9 10 Wed 4/25/12 Wed 4/4/12
11 Quality trials 20 days Wed 4/25/12Wed 5/23/1210 11 Wed 5/23/12 Wed 4/25/12
12 Quality metrics 5 days Wed 5/23/12Thu 5/31/12 11 38 Thu 5/31/12 Wed 5/23/12
13 Quality training 15 days Thu 5/31/12 Thu 6/21/12 12 39 Thu 6/21/12 Thu 5/31/12
14 Distribution 45 days Wed 3/7/12 Wed 5/9/12 40 Wed 5/9/12 Wed 3/7/12
15 Market testing 30 days Wed 3/7/12 Wed 4/18/125,6 41 Wed 4/18/12 Wed 3/7/12
16 Package design 15 days Wed 4/18/12Wed 5/9/12 15 42 Wed 5/9/12 Wed 4/18/12
17 Select distributors25 days Wed 3/7/12 Wed 4/11/125,6 43 Wed 4/11/12 Wed 3/7/12
18 Legal 15 days Wed 4/18/12Wed 5/9/12 44 Wed 5/9/12 Wed 4/18/12
19 Complete FDA certification15 days Wed 4/18/12Wed 5/9/12 7,15 45 Wed 5/9/12 Wed 4/18/12
20 Register trademark5 days Wed 4/18/12Wed 4/25/127,15 46 Wed 4/25/12 Wed 4/18/12
21 Prepare product launch15 days Thu 6/21/12 Fri 7/13/12 13,16,17,19FS+25 days,20FS+15 days47 Fri 7/13/12 Thu 6/21/12
22 0 days Tue 1/3/12 Tue 1/3/12 48 Tue 1/3/12 Tue 1/3/12
23 0 days Tue 1/3/12 Tue 1/3/12 49 Tue 1/3/12 Tue 1/3/12
24 0 days Tue 1/3/12 Tue 1/3/12 50 Tue 1/3/12 Tue 1/3/12
25 0 days Tue 1/3/12 Tue 1/3/12 51 Tue 1/3/12 Tue 1/3/12
26 0 days Tue 1/3/12 Tue 1/3/12 52 Tue 1/3/12 Tue 1/3/12
27 0 days Tue 1/3/12 Tue 1/3/12 53 Tue 1/3/12 Tue 1/3/12
28 0 days Tue 1/3/12 Tue 1/3/12 54 Tue 1/3/12 Tue 1/3/12
29 0 days Tue 1/3/12 Tue 1/3/12 55 Tue 1/3/12 Tue 1/3/12
30 0 days Tue 1/3/12 Tue 1/3/12 56 Tue 1/3/12 Tue 1/3/12
31 0 days Tue 1/3/12 Tue 1/3/12 57 Tue 1/3/12 Tue 1/3/12
32 0 days Tue 1/3/12 Tue 1/3/12 26 58 Tue 1/3/12 Tue 1/3/12
33 0 days Tue 1/3/12 Tue 1/3/12 59 Tue 1/3/12 Tue 1/3/12
34 0 days Tue 1/3/12 Tue 1/3/12 60 Tue 1/3/12 Tue 1/3/12
35 0 days Tue 1/3/12 Tue 1/3/12 61 Tue 1/3/12 Tue 1/3/12
36 0 days Tue 1/3/12 Tue 1/3/12 62 Tue 1/3/12 Tue 1/3/12
37 0 days Tue 1/3/12 Tue 1/3/12 63 Tue 1/3/12 Tue 1/3/12
38 0 days Tue 1/3/12 Tue 1/3/12 64 Tue 1/3/12 Tue 1/3/12
39 0 days Tue 1/3/12 Tue 1/3/12 65 Tue 1/3/12 Tue 1/3/12
40 0 days Tue 1/3/12 Tue 1/3/12 66 Tue 1/3/12 Tue 1/3/12
41 0 days Tue 1/3/12 Tue 1/3/12 12 Tue 1/3/12 Tue 1/3/12
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
J F M A M J J A S O
Half 1, 2013 Half 2, 2013
Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Critical
Critical Split
Progress
Manual Progress
Slack
Student Name
#
Page 1
Project: Project1
Date: Fri 11/5/21
Gantt Chart_Resource Loaded.pdf
ID Task
Mode
Unique ID Task Name Duration Start Finish PredecessorsResource Names Early Finish Early Start Late Finish Late Start Total Slack
1 2 POM+Project 135 days Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 Tue 1/3/12 Fri 7/13/12 Tue 1/3/12 0 days
2 3 R&D product development45 days Tue 1/3/12 Wed 3/7/12 Wed 3/7/12 Tue 1/3/12 Wed 3/7/12 Tue 1/3/12 0 days
3 1 Need survey 20 days Tue 1/3/12 Wed 2/1/12 Marketing Staff[500%] Wed 2/1/12 Tue 1/3/12 Wed 2/1/12 Tue 1/3/12 0 days
4 4 Set product
specs
15 days Wed 2/1/12 Wed
2/22/12
3 Marketing Staff[200%],R&D[400%] Wed 2/22/12 Wed 2/1/12 Wed 2/22/12 Wed 2/1/12 0 days
5 8 Shelf life report 10 days Wed 2/22/12Wed 3/7/12 4 R&D[300%] Wed 3/7/12 Wed 2/22/12 Wed 3/7/12 Wed 2/22/12 0 days
6 5 Nutrition
report
5 days Wed
2/22/12
Wed
2/29/12
4 R&D[300%] Wed 2/29/12 Wed 2/22/12 Wed 3/7/12 Wed 2/29/12 5 days
7 6 Secure fruit
suppliers
20 days Wed 3/7/12 Wed 4/4/12 5,6 Purchasing Wed 4/4/12 Wed 3/7/12 Wed 4/4/12 Wed 3/7/12 0 days
8 7 Initial Production 85 days Wed 2/22/12Thu 6/21/12 Thu 6/21/12 Wed 2/22/12 Thu 6/21/12 Wed 2/22/12 0 days
9 9 Equipment rehab30 days Wed 2/22/12Wed 4/4/12 4 Engineering[1,000%],Production[2,000%] Wed 4/4/12 Wed 2/22/12 Wed 4/4/12 Wed 2/22/12 0 days
10 10 Production trials15 days Wed 4/4/12 Wed 4/25/127,9 Engineering[1,000%],Production[1,500%],PurchasingWed 4/25/12 Wed 4/4/12 Wed 4/25/12 Wed 4/4/12 0 days
11 11 Quality trials 20 days Wed 4/25/12Wed 5/23/1210 Production[500%],Quality Engineers[300%] Wed 5/23/12 Wed 4/25/12 Wed 5/23/12 Wed 4/25/12 0 days
12 38 Quality metrics 5 days Wed 5/23/12Thu 5/31/12 11 Production,Quality Engineers[300%] Thu 5/31/12 Wed 5/23/12 Thu 5/31/12 Wed 5/23/12 0 days
13 39 Quality training 15 days Thu 5/31/12 Thu 6/21/12 12 Production[1,500%],Quality Engineers[300%] Thu 6/21/12 Thu 5/31/12 Thu 6/21/12 Thu 5/31/12 0 days
14 40 Distribution 45 days Wed 3/7/12 Wed 5/9/12 Wed 5/9/12 Wed 3/7/12 Thu 6/21/12 Wed 3/14/12 5 days
15 41 Market testing 30 days Wed 3/7/12 Wed 4/18/125,6 Marketing Staff[500%] Wed 4/18/12 Wed 3/7/12 Wed 4/25/12 Wed 3/14/12 5 days
16 42 Package design 15 days Wed 4/18/12Wed 5/9/12 15 Designers[300%],Marketing Staff Wed 5/9/12 Wed 4/18/12 Thu 6/21/12 Thu 5/31/12 30 days
17 43 Select distributors25 days Wed 3/7/12 Wed 4/11/125,6 Marketing Staff[500%] Wed 4/11/12 Wed 3/7/12 Thu 6/21/12 Wed 5/16/12 50 days
18 44 Legal 15 days Wed 4/18/12Wed 5/9/12 Wed 5/9/12 Wed 4/18/12 Thu 5/31/12 Wed 4/25/12 5 days
19 45 Complete FDA certification15 days Wed 4/18/12Wed 5/9/12 7,15Legal Staff[300%] Wed 5/9/12 Wed 4/18/12 Wed 5/16/12 Wed 4/25/12 5 days
20 46 Register trademark5 days Wed 4/18/12Wed 4/25/127,15Legal Staff[300%] Wed 4/25/12 Wed 4/18/12 Thu 5/31/12 Wed 5/23/12 25 days
21 47 Prepare product launch15 days Thu 6/21/12 Fri 7/13/12 13,16,17,19FS+25 days,20FS+15 daysQuality Engineers[300%],Purchasing[200%],Production[1,500%],Marketing Staff[500%],Engineering[500%],R&DFri 7/13/12 Thu 6/21/12 Fri 7/13/12 Thu 6/21/12 0 days
22 48 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
23 49 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
24 50 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
25 51 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
26 52 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
27 53 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
28 54 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
29 55 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
30 56 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
31 57 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
32 58 0 days Tue 1/3/12 Tue 1/3/12 26 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
33 59 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
34 60 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
35 61 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
36 62 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
37 63 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
38 64 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
39 65 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
40 66 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
41 12 0 days Tue 1/3/12 Tue 1/3/12 Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
Marketing Staff[500%]
Marketing Staff[200%],R&D[400%]
R&D[300%]
R&D[300%]
Purchasing
Engineering[1,000%],Production[2,000%]
Engineering[1,000%],Production[1,500%],Purchasing
Production[500%],Quality Engineers[300%]
Production[1,500%],Quality Engineers[300%]
Marketing Staff[500%]
Designers[300%],Marketing Staff
Marketing Staff[500%]
Legal Staff[300%]
Legal Staff[300%]
Quality Engineers[300%],Purchasing[200%],Production[1,500%],Marketing Staff[500%],Engineering[500%],R&D
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
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J F M A M J J
Half 1, 2013
Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Critical
Critical Split
Progress
Manual Progress
Slack
Student Name
#
Page 1
Project: Project1
Date: Fri 11/5/21
ID Task
Mode
Unique ID Task Name Duration Start Finish PredecessorsResource Names Early Finish Early Start Late Finish Late Start Total Slack
42 37 0 days Tue 1/3/12 Tue 1/3/12 Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
43 13 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
44 14 0 days Tue 1/3/12 Tue 1/3/12 43 Engineering,Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
45 15 0 days Tue 1/3/12 Tue 1/3/12 Engineering,Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
46 16 0 days Tue 1/3/12 Tue 1/3/12 Engineering,Purchasing,R&D Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
47 17 0 days Tue 1/3/12 Tue 1/3/12 R&D Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
48 18 0 days Tue 1/3/12 Tue 1/3/12 Engineering,R&D Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
49 19 0 days Tue 1/3/12 Tue 1/3/12 Engineering,R&D Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
50 20 0 days Tue 1/3/12 Tue 1/3/12 Marketing Staff,Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
51 21 0 days Tue 1/3/12 Tue 1/3/12 Marketing Staff,Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
52 22 0 days Tue 1/3/12 Tue 1/3/12 Purchasing,Marketing Staff Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
53 36 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
54 35 0 days Tue 1/3/12 Tue 1/3/12 Engineering,Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
55 31 0 days Tue 1/3/12 Tue 1/3/12 Engineering,Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
56 32 0 days Tue 1/3/12 Tue 1/3/12 Engineering,Purchasing,R&D Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
57 33 0 days Tue 1/3/12 Tue 1/3/12 R&D Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
58 34 0 days Tue 1/3/12 Tue 1/3/12 Engineering,R&D Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
59 29 0 days Tue 1/3/12 Tue 1/3/12 Engineering,R&D Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
60 30 0 days Tue 1/3/12 Tue 1/3/12 Marketing Staff,Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
61 28 0 days Tue 1/3/12 Tue 1/3/12 Marketing Staff,Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
62 27 0 days Tue 1/3/12 Tue 1/3/12 Purchasing,Marketing Staff Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
63 24 0 days Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
64 23 0 days Tue 1/3/12 Tue 1/3/12 Marketing Staff Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
65 25 0 days Tue 1/3/12 Tue 1/3/12 Marketing Staff Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
66 26 0 days Tue 1/3/12 Tue 1/3/12 Engineering,Purchasing Tue 1/3/12 Tue 1/3/12 Fri 7/13/12 Fri 7/13/12 135 days
January 3, 2012
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January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
January 3, 2012
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J F M A M J J
Half 1, 2013
Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Critical
Critical Split
Progress
Manual Progress
Slack
Student Name
#
Page 2
Project: Project1
Date: Fri 11/5/21
Gantt Chart_Resource Loaded_4A.pdf
ID Task
Mode
Unique ID Task Name Duration Start Finish PredecessorsResource Names Early Finish Early Start Late Finish Late Start Total Slack Cost
1 2 POM+Project 145 days Tue 1/3/12 Fri 7/27/12 Fri 7/27/12 Tue 1/3/12 Fri 7/27/12 Tue 1/3/12 0 days $1,085,440.00
2 3 R&D product development50 days Tue 1/3/12 Wed 3/14/12 Wed 3/14/12 Tue 1/3/12 Wed 3/21/12 Tue 1/3/12 0 days $131,840.00
3 1 Need survey 22 days Tue 1/3/12 Fri 2/3/12 Marketing Staff[500%] Fri 2/3/12 Tue 1/3/12 Fri 2/3/12 Tue 1/3/12 0 days $70,400.00
4 4 Set product
specs
18 days Fri 2/3/12 Wed
2/29/12
3 Marketing Staff[200%],R&D[400%] Wed 2/29/12 Fri 2/3/12 Wed 2/29/12 Fri 2/3/12 0 days $32,640.00
5 8 Shelf life report 10 days Wed 2/29/12Wed 3/14/124 R&D[300%] Wed 3/14/12 Wed 2/29/12 Wed 3/21/12 Wed 3/7/12 5 days $19,200.00
6 5 Nutrition
report
5 days Wed
2/29/12
Wed 3/7/12 4 R&D[300%] Wed 3/7/12 Wed 2/29/12 Wed 3/21/12 Wed 3/14/12 10 days $9,600.00
7 6 Secure fruit
suppliers
20 days Wed
3/14/12
Wed
4/11/12
5,6 Purchasing Wed 4/11/12 Wed 3/14/12 Wed 4/18/12 Wed 3/21/12 5 days $9,600.00
8 7 Initial Production 90 days Wed 2/29/12Fri 7/6/12 Fri 7/6/12 Wed 2/29/12 Fri 7/6/12 Wed 2/29/12 0 days $410,400.00
9 9 Equipment rehab35 days Wed 2/29/12Wed 4/18/124 Engineering[1,000%],Production[2,000%] Wed 4/18/12 Wed 2/29/12 Wed 4/18/12 Wed 2/29/12 0 days $294,400.00
10 10 Production trials15 days Wed 4/18/12Wed 5/9/12 7,9 Engineering[1,000%],Production[1,500%],PurchasingWed 5/9/12 Wed 4/18/12 Wed 5/9/12 Wed 4/18/12 0 days $26,400.00
11 11 Quality trials 20 days Wed 5/9/12 Thu 6/7/12 10 Production[500%],Quality Engineers[300%] Thu 6/7/12 Wed 5/9/12 Thu 6/7/12 Wed 5/9/12 0 days $48,000.00
12 38 Quality metrics 5 days Thu 6/7/12 Thu 6/14/12 11 Production,Quality Engineers[300%] Thu 6/14/12 Thu 6/7/12 Thu 6/14/12 Thu 6/7/12 0 days $5,600.00
13 39 Quality training 15 days Thu 6/14/12 Fri 7/6/12 12 Production[1,500%],Quality Engineers[300%] Fri 7/6/12 Thu 6/14/12 Fri 7/6/12 Thu 6/14/12 0 days $36,000.00
14 40 Distribution 45 days Wed 3/14/12Wed 5/16/12 Wed 5/16/12 Wed 3/14/12 Fri 7/6/12 Wed 3/28/12 10 days $207,200.00
15 41 Market testing 30 days Wed 3/14/12Wed 4/25/125,6 Marketing Staff[500%] Wed 4/25/12 Wed 3/14/12 Wed 5/9/12 Wed 3/28/12 10 days $96,000.00
16 42 Package design 15 days Wed 4/25/12Wed 5/16/1215 Designers[300%],Marketing Staff Wed 5/16/12 Wed 4/25/12 Fri 7/6/12 Thu 6/14/12 35 days $31,200.00
17 43 Select distributors25 days Wed 3/14/12Wed 4/18/125,6 Marketing Staff[500%] Wed 4/18/12 Wed 3/14/12 Fri 7/6/12 Thu 5/31/12 55 days $80,000.00
18 44 Legal 15 days Wed 4/25/12Wed 5/16/12 Wed 5/16/12 Wed 4/25/12 Thu 6/14/12 Wed 5/9/12 10 days $57,600.00
19 45 Complete FDA certification15 days Wed 4/25/12Wed 5/16/127,15Legal Staff[300%] Wed 5/16/12 Wed 4/25/12 Thu 5/31/12 Wed 5/9/12 10 days $43,200.00
20 46 Register trademark5 days Wed 4/25/12Wed 5/2/12 7,15Legal Staff[300%] Wed 5/2/12 Wed...
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