Budgeting and Time/Cost Trade-Off - Report Writing - Management Assignment Help

Assignment Task

COURSE: PROJECT MANAGEMENT
TOPIC: BUDGETING AND TIME/COST TRADE-OFF DriveNoneAuto, Inc. (DNA) was started two years ago by two students with a mission to change the DNA of the auto industry. They are developing electric driverless personal pods as a substitute for automobiles. These pods are modularly designed for two persons. However, when more than two persons are travelling together, multiple pods can be automatically coupled to create a seamless vehicle in the configuration of four, six or eight people
Another unique aspect is that DNA will not sell but continue to own all the pods it will produce. In a challenge to the traditional business models of purchasing, leasing or renting an automobile, DNA has created the Automobile as a Service (AaaS) model. Under AaaS, DNA will own, maintain and upgrade these pods and its customers will only subscribe the automobile service on weekly, monthly or yearly basis.
Due its small size, very low manufacturing cost (1/10 of the cost of a compact automobile) and almost negligible operational cost, thousands of pods will be continuously roaming city streets at any given time. These electric pods will get recharged with the solar energy while roaming or automatically go to a nearby wireless charging station as and when required in a cloudy weather or at night.
For daily commuting or other routine travels, a customer can schedule a pod to arrive in a recurring mode at a pre-defined location (such as home or work) at a predetermined time. For unscheduled travel needs, the customer can put in a request through a mobile app and a pod will automatically reach the customer immediately.
Many venture capitalists believe that this disruptive technological and business model innovation will revolutionize the auto industry. Seeing it as the next Google® of the auto industry, they have invested millions of dollars in DNA. A lot of buzz is created in the technology and auto sectors about DNA. Having created a successful proof of concept in a controlled setting, DNA is now ready to set up its manufacturing plant and get the pods running on the road in the next two years.
However, having seen the promise of this new business model, Tesla®, which has been considered the next Apple® of the auto industry, is now planning to steer its resources from its promising but yet-tobe-out Model 7 to its new pod-type prototype Model P. It would take Tesla two and half years before it will be able to get its own pods on the road.
The investors and board members of DNA are worried. While DNA is ahead in the game, the current early start of six-months may not be sufficient. The DNA Board wants to speed up the setting up of the manufacturing plant. It wants to get a head start of ten months before the Model P of Tesla® hits the road.
As the next step, the DNA Board wants to find out, if the project goes with the normal schedule, what will be the total cost of the project as well as cost/cash outflow distributions during the life cycle of the project? It then also wants to find out, what would be the additional cost of expediting the project by four months? It has hired an external Project Management consultant—YOU—for this job. Partial crashing (per month) is allowed.
The table and chart given below provide the necessary details of this project.

NORMAL/CRASH COSTS AND TIMES
Activity ID Normal Time
(Months) Crash Time
(Months) Normal Cost
($ mill) Crash Cost
($ mill)
A 6 4 120 170
B 8 6 200 280
C 3 2 120 135
D 7 6 140 155
E 4 3 100 125
F 5 2 80 140
G 3 2 60 80
H 2 2 40 40
I 1 1 60 60
J 4 3 80 145
K 2 1 50 55
L 2 1 50 60
914400367030

NETWORK DIAGRAM
Short Case Report Requirements: Based on the information given above, prepare a Short Case Report that address the followings:
• Budgeted costs using Earliest Start Time
• Budgeted costs using Latest Start Time
• What is the normal total cost of the project?
• Crash the project by four months.

Show every month of crashing separately on a network diagram (AoA or AoN)
For every month of crashing List the crashed activity(ies) and discuss why it (they) was crashed New total cost of the project New critical path(s).
In your report, only answers are not sufficient.

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