SCCT4
Group Project Table
| Task | Most Optimistic | Most Likely | Most Pessimistic | Expected Estimate* |
| Project Planning/Preparation | 2 Days | 4 Days | 6 Days | 4 Days |
| Identification & Procurement of Equipment & Supplies | 3 Days | 6 Days | 9 Days | 6 Days |
| Set-Up & Configuration of New E-Mail Servers | 1 Day | 3 Days | 5 Days | 3 Days |
| Assignment of New E-Mail Addresses | 2 Days | 4 Days | 8 Days | 4.3 Days |
| Check/Validate Service Provider | .25 Day | 1 Day | 2 Days | 1 Days |
| Check/Validate Transmission Lines | 1 Day | 2 Days | 3 Days | 2 Days |
| Test (Local & Remote Access) | 2 Days | 4 Days | 6 Days | 4 Days |
| Help Desk Set-Up & Communicate Contract Procedures | 1 Day | 3 Days | 5 Days | 5 Days |
| Provide Training to All Departments (Face-To-Face & Tele-Conference) | 5 Days | 10 Days | 14 Days | 9.8 Days |
| Final Coordination/Preparation for Transition | 1 Day | 2 Days | 4 Days | 2.27 Days |
| FULL E-Mail Transition | 1 Day | 2 Days | 2 Days | 1.8 Days |
| Finalization/Troubleshooting | 1 Day | 2 Days | 3 Days | 2 Days |
| Equipment Salvage | 1 Day | 2 Days | 4 Days | 2.2 Days |
(*-Rounded to nearest 10th)
Scheduling Notes: This project is currently scheduled to be completed within 44 days (start to finish), with time buffers included. Training for all departments is the largest time consumer and could be condensed, which would allow for the remaining tasks to be bumped up to the previous weekend of 20-21 May (starting with Task #13), which would effectively shorten the total project down to 37 days.
PERT Beta Distribution Formula: tE = (tO + 4tM + tP) / 6 (Project Management Institute, 2013, Page 170)
tE = Expected Estimate
tO = Most Optimistic
tM = Most Likely
tP = Most Pessimistic
References
Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Newtown Square, Pa: Project Management Institute, Inc.
