Project Planning

1.Using the District4WarehouseMove WBS.xls provided, create a project plan for the District 4 Warehouse Move project. Use the PDF document, Project Plan Check – District4Move, to check your work to be sure you have created your starting project plan correctly. ProjectLibre is required for this task. If you have not yet downloaded ProjectLibre, please click here and follow the directions to do so now. Note: you will need to insert a column to include your WBS codes, then you will need to sequence the tasks to show tasks by work package. 2.Based upon the details in the WBS and the project case, determine which tasks need to be completed first and which tasks are dependent upon other tasks to be completed prior to starting. Using this information identify predecessors in your project plan’s predecessor column. Complete the predecessor column by entering the line number of tasks that must be completed in order for each task to start. This will create your project timeline. 3.Using ProjectLibre’s Network or flow diagram view, determine the critical path for this project. In a MS Word document, list the activities that are on the critical path. Considering the risks identified in the risk table below, identify which risks would be most likely to increase your project timeline. Justify your responses. 4.Submit both your completed project plan and your MS Word document. District 4 Production Warehouse Move Project – Risk Table

1 Permits are not received per the schedule

2 Finish work contractors walk off the job half way through

3 Framing and drywall contractors are running behind schedule and can only produce half their crew as scheduled

4 Work benches are poor quality and 1/3 will have to be rebuilt Submit your plan to the Submissions Area by the due date assigned.

Assignment 2 Grading Criteria Maximum Points Correctly developed a project plan from the WBS provided 60 Completed the predecessor column correctly in the project plan based upon information in the case. 40 Correctly identified critical path activities 16 Correctly identified risks that would impact the project schedule 40 Used proper writing components such as, correct grammar, spelling, and word choice and cited all sources using correct APA style, etc. 44 Total: 200

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ProjectManagement Case

You are working for a large, apparel design and manufacturing company, Trillo Apparel Company (TAC), headquartered in Albuquerque, New Mexico. TAC employs around 3000 people and has remained profitable through tough economic times. The operations are divided into 4 districts; District 1 – North, District 2 – South, District 3 – West and District 4 – East. The company sets strategic goals at the beginning of each year and operates with priorities to reach those goals.

Trillo Apparel Company Current Year Priorities

· Increase Sales and Distribution in the East

· Improve Product Quality

· Improve Production in District 4

· Increase Brand Recognition

· Increase Revenues

Company Details

Company Name: Trillo Apparel Company (TAC)

Company Type: Apparel design and production

Company Size: 3000 employees

Position

# Employees

Owner/CEO

Vice President

Chief Operating Officer

Chief Financial Officer

Chief Information Officer

IT Department

District Manager

Sales Team

Accountant

Administrative Assistant

Order Fullfilment

Customer Service

Designer

Project Manager

Maintenance

Operations

2500

Shipping Department

240

Total Employees

3000

Products: Various Apparel

Corporate Location: Albuquerque, New Mexico

TAC Organization Chart

District 4 Production Warehouse Move Project Details
The business has expanded considerably over the past few years and District 4 in the East has outgrown its current production facility. Because of this growth the executives want to expand the current facility, moving the whole facility 10 miles away. The location selected has enough room for the production and the shipping department. However, the current warehouse needs some renovation to accommodate the district’s operational needs.
The VP of Operations estimates the production and shipping warehouse move for District 4 will provide room required to generate the additional $1 million/year product revenues to meet the current demand due to the expanded production capacity. Daily production generates $50,000 revenue so a week of downtime will cost $250,000 in lost revenues.
The move must be completed in 4 months.
Mileage between the old and new facilities is 10 miles.
Bids have been received from contractors to build out the new office space and production floor and have signed contracts for work as follows:

Activity

Company Providing Services

Total Contract

Supplies

Time Needed

Pack, move and unpack production equipment

City Equipment Movers

$150,000

n/a

5 Days

Move non-production equipment and materials

Express Moving Company

$125,000

n/a

5 Days

Framing

East Side Framing & Drywall

$121,000

$125,000

15 Days

Electrical

Sparks Electrical

$18,000

$12,000

10 Days

Plumbing

Waterworks Plumbing

$15,000

$13,000

10 Days

Drywall

East Side Framing & Drywall

$121,000

$18,000

15 Days

Finish Work

Woodcraft Carpentry

$115,000

$15,000

15 Days

Build work benches for production floor

Student Workers Carpentry

$112,000

$110,000

15 Days

Production workdays are Monday through Saturday. The actual move must be completed in 5 days for as little disruption to production activities as possible. All contractors are on other projects but have been booked in advance. The contractors will gain the necessary permits and schedule city and county inspections but these tasks need to be identified separately due to the length of time it can take. Permitting and inspections can take from one to three weeks, depending upon schedule and the flexibility of the inspector. The new warehouse is empty and can be accessed immediately. Framing cannot start until the permits are received. Electrical and plumbing can begin as soon as the framing is finished. Drywall cannot start until the electrical and plumbing inspections are complete. After the drywall is completed, final inspections will be completed by the county and city. After both the county and city have passed the new construction, finish work can begin. Building the product floor work benches can occur at any time before the move occurs.
Chief Executive
Officer
Chief Operating
Officer
Chief Financial
Officer
VP Sales &
Marketing
Chief Information
Officer
Executive
Assistant
VP
Operations
VP Customer
Service
Inbound Call
Manager
Outbound Call
Manager
Outbound Call
Team (20)
Inbound Call
Team (35)
IT
Manager
IT Staff
(37)
Sales Team
(30)
Accountants
(12)
District2
Manager
District 3
Manager
District1
Manager
District 4
Manager
D1 Operations
(500)
D1 Operations
(650)
D3 Operations
(450)
D4 Operations
(900)
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Order Fulfillment
(45)
Shipping
(50)
Shipping
(50)
Shipping
(50)
Shipping
(90)
Maintenance
(5)
Maintenance
(5)
Maintenance
(5)
Maintenance
(10)
Project Managers
(10)
VP
Design
Design Team
(24)
Trillo Apparel Company
Chief Executive
Officer
Chief Operating
Officer �
Chief Financial
Officer�
VP Sales &
Marketing �
Executive
Assistant�
Chief Information
Officer�
VP
Operations�
VP Customer
Service �
Inbound Call
Manager�
Outbound Call
Team (20)�
Outbound Call
Manager�
Inbound Call
Team (35)�
IT
Manager�
IT Staff
(37)�
Sales Team
(30)
Accountants
(12)�
District2
Manager�
District 3
Manager�
District1
Manager�
District 4
Manager�
D1 Operations
(500)�
D1 Operations
(650)�
D3 Operations
(450)�
D4 Operations
(900)�
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant�
Shipping
(50)�
Order Fulfillment
(45)�
Shipping
(50)�
Shipping
(50)�
Shipping
(90)�
Maintenance
(5)�
Maintenance
(5)�
Maintenance
(5)�
Maintenance
(10)�
Project Managers
(10)�
VP
Design�
Design Team
(24)�
Trillo Apparel Company

>Sheet

Warehouse

numbers. Expand the table as needed.

ID
1

Project Manager 1

Project Manager 2

Project Manager 1

Sparks Electrical PM 10

Waterworks Plumbing PM 10

Framing

East Side Framing & Drywall

Project Manager 1

Electrical

Sparks Electrical PM 3

Sparks Electrical 10

City & County 5

Project Manager 1

10 Plumbing 19

Waterworks Plumbing PM 3

Waterworks Plumbing 10

City & County 5

Project Manager 1

Drywall 24

East Side Framing & Drywall PM 3

East Side Framing & Drywall 15

City & County 5

Project Manager 1

Finish Work 24

Woodcraft Carpentry PM 3

Woodcraft Carpentry 15

City & County 5

Project Manager 1

Student Workers 15

Project Manager 2

Project Manager 1

City Equipment Movers 2

Project Sign-off Project Manager 1

15 Move 7

Express Moving Company 3

Project Sign-off Project Manager 1

Project Manager 3

Project Manager 1

Project Manager 3

Project Manager 1

											Work Breakdown Structure
Project Name:	District		4	Move
										Project Manager
Date:
Work Breakdown Structure Purpose and Limitations
The purpose of this worksheet is to:	Identify the work to be done
Identify the types of resources required for the work
Develop estimates for each work element
This worksheet does not address:	When the work will be completed
Use the following table to define the major deliverables and associated task detail for each deliverable. Use the example (in red) for help in determining how to break up the work and identify the Work	ID
Work Package Task	Tasks	Resource(s) Required	Estimated Duration (in days) Tasks	Estimated Duration (in days) Work Package
Project Kick-off
1.1	Book location for meeting
1.2	Invite stakeholders
1.								3	Prepare presentation
1.4	Conduct the meeting	Project Manager and Attendees
Project Documents		13
2.1	Develop Charter/Scope
2.2	Develop WBS	Project Manager and Workers				7
2.3	Develop Project Plan
2.4	Develop Communication Plan
Status Reports/Meetings
3.1	Develop Status Report
3.2	Set schedule for team meetings
3.4	Set schedule for stakeholder meetings
Initial Planning Meetings with Vendors							5
4.1	Meet with	Framing	Drywall	Project Manager and East Side Framing PM
4.2	Meet with	Electrical	Project Manager and			Sparks Electrical
4.3	Meet with	Plumbing	Project Manager and			Waterworks Plumbing
4.4	Meet with	Finish Work	Project Manager and		Woodcraft Carpentry
4.5	Meet with	Student Workers	Project Manager and Student Workers Manger
Electrical Permits							10
5.1	Obtain Electrical Permits
6	Plumbing Permits
6.1	Obtain Plumbing Permits
Building Permits
7.1	Obtain Building Permits				East Side Framing & Drywall
8			24
8.1	Framing-Order Supplies	East Side Framing & Drywall PM
8.2	Framing-Build					15
8.3	Framing-Inspect					City & County
8.4	Framing-		Project Sign-off
9		19
9.1	Electrical-Order Supplies
9.2	Electrical-Install
9.3	Electrical-Inspect
9.4	Electrical-Project Sign-off
10.1	Plumbing-Order Supplies
10.2	Plumbing-Install
10.3	Plumbing-Inspect
10.4	Plumbing-Project Sign-off
11
11.1	Drywall-Order Supplies
11.2	Drywall-Install
11.3	Drywall-Inspect
11.4	Drywall-Project Sign-off
12
12.1	Finish-Order Supplies
12.2	Finish-Install
12.3	Finish-Inspect
12.4	Finish-Project Sign-off
Workbenches	20
13.1	Workbenches-Order Supplies	Student Workers Manager
13.2	Workbenches-Build
13.3	Workbenches-Quality inspection
13.4	Workbenches-Project Sign-off
14	Equipment Packing
14.1	Pack production equipment		City Equipment Movers
14.2	Pack non-production equipment
14.3
15.1	Move production equipment		Express Moving Company
15.2	Move non-production equipment
15.3
16	Procurement Closure
16.1	Review contract work
16.2	Release contractors
16.3	Pay contractors
17	Project Closure
17.1	Final report
17.2	Archive documentation
17.3	Lessons Learned

Sheet2

Sheet3

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