Using the MS project 2019, develop a WBS for AET. include duration in days and predecessors.

  
 
 

Advantage Energy Technology Data Center Migration Brian Smith, network administrator at Advanced Energy Technology (AET), has been given the responsibility of implementing the migration of a large data center to a new office location. Careful planning is needed because AET operates in the highly competitive petroleum industry. AET is one of five national software companies that provide an accounting and business management package for oil jobbers and gasoline distributors. A few years ago AET jumped into the "application service provider" world. Their large data center provides clients with remote access to AET's complete suite of application software systems. Traditionally, one of AET's primary competitive advantages have been the company's trademark IT reliability. Due to the complexity of this project, Brian will have to use a parallel method of implementation. Although this will increase project costs, a parallel approach is essential if reliability is not to be compromised. Currently AET's data center is located on the second floor of a renovated old bank building in downtown Corvallis, Oregon. The company is moving to a new, one-level building in the recently developed industrial complex at the Corvallis International Airport. On February 1, Brian is formally assigned the task by the vice president of operations, Dan Whitmore, with the following guidelines: From start to finish, it is anticipated the entire project will take three to four months to complete. . It is essential that AET's 235 clients suffer no downtime. . Whit more advises Brian to come back to the Executive Committee on February 15 with a presentation on the scope of the project that includes costs, "first-cut" timeline, and proposed project team members. Brian had some preliminary discussions with some of AET's managers and directors from each of the functional departments and then arranged for a full-day scope meeting on February 4 with a few of the managers and technical representatives from Operations, Systems, Facilities, and Applications. The scope team determined the following: Three to four months is a feasible project timeline, and first-cut cost estimate is $80,000- $90,000 (this includes the infrastructure upgrade of the new site). Critical to the "no-downtime" requirement is the need to completely rely on AET's remote disaster recovery "hot" site for full functionality. Brian will serve as project manager of a team consisting of one team member each from Facilities, Operations/Systems, Operations/Telecommunications, Systems and Applications, and Customer Service. . . Brian's Executive Committee report was positively received and, after a few modification and recommendations, he was formally charged with responsibility for the project. Brian recruited his team and scheduled their first team meeting (March 1) as the initial task of his project- planning process.