Assignment Submission on 

Project Management 
CASE: D.U. SINGER HOSPITAL 

Done By : Raja Dhanapal, EMBA12039 
7/25/2009 
 
 TABLE OF CONTENTS 

1. ACTIVITY CHART 

2. NETWORK DIAGRAM 

3. POTENTIAL PATHS 

4. SLACK ON ACTIVITY 

5. GHANTT CHART 

6. RESOURCE ALLOCATION ‐ LABOUR 

7. RESOURCE ALLOCATION ‐ CASH 

8. CASH FLOW STATEMENT 

 
 ACTIVITY CHART

Total No.of Worker-

Direct charges in $
Material and other
Hospital Products

Duration in week
Packaging Task

Manufacturing

Manufacturing

Maintenance
R & D Group

Engineering

Purchasing
Activity Description

Corporate

Packaged
Products

weeks
Force
a Product Rationale 1 12 1 1 2 0 0 17 10 0
b Develop Formula 0 16 4 2 0 0 0 22 14 500
c Product Specification 1 6 3 1 1 0 1 13 3 0
d Regulatory Documentation 0 12 4 2 0 0 0 18 3 0
e Develop Packaging Concept 12 8 4 2 8 0 2 36 10 4,000
f Design Packaging 12 2 3 0 3 0 3 23 6 2,000
g Develop Processing System 0 18 12 12 0 0 0 42 8 0
h Develop Packaging System 24 8 8 0 8 0 2 50 10 0
i Study Facilities Requirements 0 4 16 2 2 0 0 24 5 0
j Capital Equipment List 0 1 3 0 0 0 1 5 3 0
k Procurement of Process Equipment 0 1 1 1 0 0 7 10 18 40,000
l Procurement of Packaging Equipment 1 0 1 0 1 0 9 12 8 160,000
m Procure Facilities 0 0 1 1 1 1 6 10 6 30,000
n Install Process Equipment 0 2 4 8 0 4 1 19 5 4,000
o Install Packaging Equipment 2 0 4 0 8 4 1 19 5 8,000
p Install Facilities 0 0 5 5 5 10 1 26 5 6,000
q1 Written Procedures 5 5 5 10 15 10 0 30 7 3,000
q2 Written Procedures 20 5 2,000
r Pilot Test 3 6 6 6 6 6 0 33 8 0
Total no. of weeks 61 101 85 53 60 35 34 429 139 259,500
 NETWORK DIAGRAM

d
3
c
3 g
b 8 q1
14 p
h i 7 m 5
5 6 q2
a e f 10 j l o 5 r
START END
10 10 6 3 8 5 8
k n
18 5

CRITICAL PATH

a e f h i j k n r TOTAL
10 10 6 10 5 3 18 5 8 75
 POTENTIAL PATHS

Potential Paths a b c d e f g h i j k l m n o p q1 q2 r Total
Path1 10 10 6 10 5 3 18 5 8 75
Path2 10 14 3 8 5 3 18 5 8 74
Path3 10 10 6 10 5 3 6 5 5 8 68
Path4 10 10 6 10 5 3 8 5 8 65
Path5 10 14 3 8 5 3 8 5 8 64
Path6 10 10 6 10 5 7 5 8 61
Path7 10 14 3 8 5 7 5 8 60

CRITICAL PATH a-e-f-h-i-j-k-n-r 75
 SLACK LIST ‐ BEFORE

Early Finish
Precedence
Duration in

Late Finish
Early Start

Late Start
Activity Description

SLCAK
week
a Product Rationale 10 ‐ 0 0 10 10 0
b Develop Formula 14 a 10 11 24 25 1
c Product Specification 3 b 24 25 27 28 1
d Regulatory Documentation 3 b 24 25 27 28 1
e Develop Packaging Concept 10 a 10 10 20 20 0
f Design Packaging 6 e 20 20 26 26 0
g Develop Processing System 8 c,d 27 28 35 36 1
h Develop Packaging System 10 f 26 26 36 36 0
i Study Facilities Requirements 5 g,h 36 36 41 41 0
j Capital Equipment List 3 i 41 41 44 44 0
k Procurement of Process Equipment 18 j 44 44 62 62 0
l Procurement of Packaging Equipment 8 j 44 54 52 62 10
m Procure Facilities 6 j 44 56 50 62 12
n Install Process Equipment 5 k 62 62 67 67 0
o Install Packaging Equipment 5 l 52 62 57 67 10
p Install Facilities 5 m 50 62 55 67 12
q1 Written Procedures 7 g,h 36 63 43 70 27
q2 Written Procedures 5 q1,n,o,p 67 70 72 75 3
r Pilot Test 8 n,o,p 67 67 75 75 0

Critical Path a,e,f,h,i,j,k,n,r
No.of Weeks in critical path 75

SLACK in the Following Activity in wks
b Develop Formula 1
c Product Specification 1
d Regulatory Documentation 1
g Develop Processing System 1
l Procurement of Packaging Equipment 10
m Procure Facilities 12
o Install Packaging Equipment 10
p Install Facilities 12
q1 Written Procedures 27
q2 Written Procedures 3
GHANTT CHART WITHOUT LEVELLING

Weeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
a (10) e(10) f(6) h(10)

b(14)
g(8)
c(3), d(3)

LOAD DIAGRAM WITHOUT LEVELLING

16
1
15 d(18)
14
13
12
11
10
9
8 g(42)
7 c(13)
6 b(22)
5
4
3
2
1 a(17) e(36) f(23) h(50)
Wks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Man
Wks. 2 2 2 2 2 2 2 1 1 1 5 5 5 5 5 5 5 5 5 5 6 6 6 6 14 14 15 10 10 10 10 10 10 11 11 5
Total Man Wks 429

CASH 1200 1200 1200 1200 1200 1200 1200 600 600 600 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 3600 3600 3600 3600 8400 8400 9000 6000 6000 6000 6000 6000 6000 6600 6600 3000

LOAD DIAGRAM WITH LEVELLING

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
16
15
14
13
12 d(18)
11
10
9
8 g(42)
7 c(13)
6 b(22)
5
4
3
2
1 a(17) e(36) f(23) h(50)
Wks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Man
Wks. 2 2 2 2 2 2 2 1 1 1 5 5 5 5 5 5 5 5 5 5 6 6 6 6 12 12 12 12 10 10 10 10 10 10 11 11
Total Man Wks 429

CASH 1200 1200 1200 1200 1200 1200 1200 600 600 600 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000 3600 3600 3600 3600 7200 7200 7200 7200 6000 6000 6000 6000 6000 6000 6600 6600
GHANTT CHART WITHOUT LEVELLING

Weeks 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75
i(5) j(3) k(18) n(5) r(8)

l(8) o(5)

q(7)

m(6) p(5) q(5)

LOAD DIAGRAM WITHOUT LEVELLING

16
15
14
13
12
11
10
9
8
7 o (19)
6 q(35) p(26)
5 m(10)
4
3
2 i(24) l(12)
1 j(5) k(10) q1(15) n(19) r(33)
Wks 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75
Man
Wks. 9 9 9 9 9 9 9 1 5 5 5 5 4 2 7 7 8 8 9 9 9 3 3 3 0 0 4 4 4 4 3 5 4 4 4 4 4 4 4

CASH 5400 5400 5400 5400 5400 5400 5400 600 3000 3000 3000 3000 2400 1200 4200 4200 4800 4800 5400 5400 5400 1800 1800 1800 0 0 2400 2400 2400 2400 1800 3000 2400 2400 2400 2400 2400 2400 2400

LOAD DIAGRAM WITH LEVELLING

37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75
16
15
14
13
12
11
10
9
8
7
6 q(35) p(26)
5 m(10)
4 o (19)
3
2 i(24) l(12)
1 j(5) k(10) q1(15) n(19) r(33)
Wks 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75
Man
Wks. 6 6 6 6 6 6 6 6 7 7 7 7 7 7 6 6 6 6 6 6 6 5 5 5 5 4 4 4 4 4 3 5 4 4 4 4 4 4 4

CASH 3600 3600 3600 3600 3600 3600 3600 3600 4200 4200 4200 4200 4200 4200 3600 3600 3600 3600 3600 3600 3600 3000 3000 3000 3000 2400 2400 2400 2400 2400 1800 3000 2400 2400 2400 2400 2400 2400 2400
10000
RESOURCE ALLOCATION ‐ CASH
9000

8000

7000

6000

5000 Cash Flow Before
Cash Flow After

4000

3000

2000

1000

0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67 69 71 73 75
16

RESOURCE ALLOCATION ‐ LABOUR

14

12

10

8 Series1
Series2

0
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67 69 71 73 75
 CASH FLOW STATEMENT FOR THE PROJECT (After Levelling)
Weeks 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75
Material - - 669.20 1,982.33 1,921.04 260.88 - 400.00 38,367.00 158,733.00 48,205.48 6,172.00 6,309.45 1,473.71 -
Labour 6 000 00
6,000.00 4 200 00
4,200.00 15 000 00
15,000.00 15 000 00
15,000.00 21 600 00
21,600.00 33 600 00
33,600.00 30 600 00
30,600.00 21 000 00
21,000.00 18 600 00
18,600.00 21 000 00
21,000.00 18 000 00
18,000.00 16 200 00
16,200.00 12 600 00
12,600.00 12 000 00
12,000.00 12,000.00
12 000 00

Total fund 6,000.00 4,200.00 15,669.20 16,982.33 23,521.04 33,860.88 30,600.00 21,400.00 56,967.00 179,733.00 66,205.48 22,372.00 18,909.45 13,473.71 12,000.00
Cum. fund 6,000.00 10,200.00 25,869.20 42,851.53 66,372.57 100,233.45 130,833.45 152,233.45 209,200.45 388,933.45 455,138.93 477,510.93 496,420.38 509,894.09 521,894.09

TOTAL COST FOR THE PROJECT - 521,894.09

Assumption:
Assumption:-
It has been assumed that cash requirement for the material is uniform throughout the activity

Material & other direct charges allocation

Amount per
Total worker
Activity labour Amount week

b 22.00 500.00 22.73

e 36.00 4,000.00 111.11
f 23.00 2,000.00 86.96
k 10.00 40,000.00 4,000.00
l 12.00 160,000.00 13,333.33
m 10.00 30,000.00 3,000.00
n 19.00 4,000.00 210.53
o 19.00 8,000.00 421.05
p 26.00 6,000.00 230.77
q 50.00 5,000.00 100.00