1. Running head: ULTRAMAX 1
UltraMAX Testing Project
Keller Graduate School of Management
Advanced Project Management
2. ULTRAMAX 2
UltraMAX Testing Project
Introduction
NutroBalance has begun the implementation of a new performance and weight loss pill for
women. The Board of Directors for NutroBalance is set to introduce UltraMAX for women, after
adequate testing and proven results are seen and tested upon. The project started and
immediately was delayed by incomplete tasks. The Board of Directors has given the Project
Manager an opportunity to provide solutions for, and remediate the issue given the pressing
deadlines for the product’s release. The Project Manager has proposed two strategies with
striking differences and associated risks to the Board. Both plans have associated cost
fluctuations; however, the risks of tardy completion can be curtailed in both scenarios.
Section 1
Alex has requested a response in regards to the UltraMAX product testing from the
appointed Project Manager. The following response was delivered via email:
The UltraMAX testing and implementation project requires the use of 4 resources;
however, as indicated in the attached Critical Task Report, Robert has been over allocated
between tasks 5 and 6. Overall, the project at completion should take 138 days given the
unaltered critical path analysis. The project is anticipated to start February 22, 2010 and the
scheduled completion date is set for September 1, 2010. The tasks displayed in the critical
analysis figure 1.1, which are significant to completing the project on schedule, are tasks:
1,2,3,4,5,9,11,12, and 13. With the large amount of critical tasks for this project, strict and
cautious planning should be utilized in anticipation of completing the project on time.
4. ULTRAMAX 4
Section 2
NutroBalance, a weight loss supplement and nutritional snack food company has long
provided athletes and health conscious people numerous products to enhance their goals of
weight loss and physical fitness. A recent investment in a pill-form supplement for weight lifting
and cardiovascular exercising women called UltraMAX has stirred a request from the Board of
Directors for testing and application before forwarding the product to customers. The weight-loss
drug study has a project manager and 4 team members assigned to the tasks of getting the
product market ready. The Board of Directors has given the project manager 140 days to
complete the testing phase inclusive of13 tasks. The project will begin on February 22, 2010.
5. ULTRAMAX 5
The project manager has analyzed the entire project with Microsoft Project. Currently,
the 13 tasks are scheduled to complete 2 days ahead of schedule on September 1, 2010 with an
initial cost of $41880.00. There is a resource constraint that should be addressed in regards to
tasks 5 and 6 and Robert, the coordinator for those events. Leveling the schedule for Robert to
adequately complete his tasks adjusts the scheduled completion date forward by two days, and
remains intact with the 140 day deadline on September 3, 2010. Since task 6 was not part of the
critical path (essential tasks to complete on time), the assignment dates were moved to April 29
and 30, 2010 with no conflict to the critical tasks.
The UltraMAX project team must follow the schedule continuously, as any time
alterations will alter the completion of the project as well as expected costs. The team holds the
extraneous risks of extended task periods, product failure or that the product may be need to be
altered before results in test subjects present themselves- which may further the time period
needed for the study. Figure 2.1 shows the over-allocation of Robert before resolving leveling
the project. Figure 2.2 and 2.3display resource usage before leveling the resources and after.
13. ULTRAMAX 13
Section 3: Executive Summary
The UltraMAX testing project commenced on February 22, 2010 with a 5 member
project team inclusive of the project manager. Aligning with the required 140 day limitation set
by the Board of Directors, the scheduling and resources were matched and configured
appropriately. Maintaining some risk of task completion requirements, the project manager made
clear to the Board that an extension of time and/or increased expected costs may be needed in
order to align with NutroBalance’s expectations for the product in the marketplace.
As of April, 21 2010, the project has changed the course of the schedule and has pushed
the date of completion (given all other elements remain time efficient) to September 17, 2010.
The project schedule reveals that the time constraint for testing became apparent after task 3
(Screening the Test Subjects) took 10 days longer to complete than expected. Unfortunately, task
3 is a critical task, thus pushing the remainder of the project back 10 days.
There are currently 10 remaining tasks to complete. Decisive maneuvering must take
place to ensure the 140 day deadline if the Board of Directors is unwilling to add time to the
testing of UltraMAX. Resolving the time constraint and ensuring adequate completion efficiency
of future tasks may add costs as well.
There are ways to resolve this issue with minimum alteration of cost and schedule. As
mentioned, if the Board decides to stay with the 140 day limitation, then costs will increase.
Increasing the maximum capacities of the project team, and modifying the work task
assignments may prove to be efficient ways to get the project back on track, and possibly finish
earlier. Two different plans of remediation will be displayed and explained for the consideration
of the Board of Directors. If no course of action takes place, than the expected project
completion date will tentatively be set back to September 17, 2010.
14. ULTRAMAX 14
Plan A
Plan A requires the cooperation and focus of the project team as they will be asked to be
more productive than average on a daily basis and work overtime hours as needed. By increasing
the capacities of the individual team members to a maximum of 140 percent, the 140 day
completion can be attained. By increasing the percentage of work done per day, the team
members will finish tasks in less amounts of time. In other words, they will have to pick up the
slack and work harder to make up lost time. This plan entails the most risk because the results
cannot be guaranteed to be successful, and the additional need of funding. By strategically
placing time decreases in the identified tasks, cost increases from overtime hours are minimized;
however, the approval of cost estimations from the Board as well as the approval and willingness
of the team for overtime hours will be needed.
This alternative plan entails the following features as shown in the attached Figures 3.1-2:
56 hour work variance
$3360.00 cost variance
Task 7 increase of max units to 133%, shortening the task by 3 days
Task 9 increase of max units to 108%, shortening the task by 5 days
Task 11increase of max units to 140%, shortening the task by 2 days
Task 13 increase of max units to 125%, shortening the task by 2 days
18. ULTRAMAX 18
Plan B
Utilizing resources to their max potential will aid in getting the UltraMAX testing
completed within time limitations. Another method to get the project schedule back in line is to
pair up resources to complete tasks sooner. If additional task assignments to team members are
strategically placed and the Board approves the slight cost increase, the entire project could be
completed earlier than expected. An anticipated two day buffer and an early deliverable can be
created with this sequence of changes. Since other projects have utilized partners in completing
tasks, and the project is currently running behind schedule, team members are willing to work
together to complete the project on time. This alternative is highly recommended by the Project
Manager over the previously mentioned Plan A due to its cost effectiveness, and schedule
modifications. The following figures 3.3-5 display the features of Plan B.
Features of Plan B include:
Task 11 decrease to 3.5 days, addition of Tony to the task team, increased cost of $60.00
Task 12 decrease to 4 days, addition of Robert to the task team, increased cost of $320.00
Task 13 decrease to 5 days, addition of Robert to the task team, increased cost of $400.00
Total project cost increase of only $780.00
Project completion date of 9/1/2010, two day decrease to a 138 day total project time
Two days to buffer any incomplete tasks
All team members can fulfill the capacities of the additional tasks assigned
