Relocating a Call Center Essay -- Project Management, Planning, Costs,

Part AThe case describes the activities of a hypothetical roadside assistance organisation that is calculateing the relocation of its call centre from an existing innovation in the West Midlands of England to a location in Mumbai in westerly India. TimeEvery activity of this proletariat includes the clipping about how wide the activity will be taking place. For example, the business plan is pass judgment to take four working weeks, the ease upation meeting is expected to be completed in superstar sidereal day and so on. Therefore, time is one of the considerations which might be taken into account in deciding this project. Cusworth and Franks (2007) verbalize the actual progress has to match or beat be after progress. The activities of the project must be finished before or on the planned time. The time management is beneficial to the project for deciding what should be make and not done. The most important function of the time management is regarding the supply as a r eminder and guideline (Time Management, n.d.). Regarding the time as a neutral resource cigarette help the project managers to grasp the present rather than lose the past or the future. The managers should make account of time to achieve the goals. For the analysis which might take place as vocalism of the decision there will be some uncertainty risks. As for the time in this case, there might be different kinds of risks. Cusworth and Franks (2007) consider that the common risk to projects is failure to start work on time. For example, if the dialogue in this case has communication problems or the suggestions between the overseas stem and the potential vendors in Mumbai cannot reach an agreement. Consequently, It maybe lasts for more than two weeks which can lead to the delays. The factors can place the... ...tivity 5 about cl per day and it could be crashed by 5 old age. Firstly, the original number of working days required to complete the project is from 148days to 147days, the cost should be increased 150 in one day and add the cost of activity 1 about 100 which totally about 250. Then the critical cart track also hold the line as 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 12, 13, 14, 20, 21. Secondly, the days will be reduced sequentially from 147days to 146 days. Then the cost will be tog out to 400 (150 + 150 +100). The critical path wait the 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 12, 13, 14, 20, 21. If we unfold to reduce the number of working days from 147days to 146days, therefore, the cost will be reached at 550 which exceeds 500. Finally, the crashed days can be decided by 3 days and the cost is 400. According to the analysis, the critical path always keep the same.