Case Study 1.

2 the Hokies Lunch Group

1. For each part (A, B, C), what phase of the project life cycle is each project?

Explain.

At part A, the project which was being handled by Fatma was at the defining stage.

The rationale behind my perspective regarding Fatma's project is based on Fatma's

statement when she was taking lunch in a hotel with her two friends. The two friends to

Fatma were Viktoria and Jasper. Fatma works with a thriving internet company in

partnership with several companies in the construction industry. She shared with Viktoria

and Jasper that they have been struggling with defining the scope of the project.

Also, in part A, the project which is being handled by Jasper is at the defining stage

as he said that their work scope is constantly changing by the founders. For the case of

Viktoria, her discussion about the task of PAX 2 implies that this project was at executing

stage entering a critical testing stage.

Moreover, for Part B of the discussions among Viktoria, Jasper, and Fatma, it is

reflected that the project which was being handled by Viktoria was still at the project

executing phase. When she met with her friends, she stated that she had good news that

their alternative project was doing well, which was being exemplified through passing

tests. According to Viktoria, the good news was that their project manner mitigated risk

measures against the execution of the project by launching an alternative running project.

At part B, Jasper and his team handled the project at the project planning stage,

whereby the business's potential risks are analyzed.

 Also, the project which was being held by Fatma was at the planning stage, and this is

depicted from her seeking advice from her friends on how to schedule the project

execution.

For Part C, the project which was being handled by Jasper and his two other

colleagues (Swedish, Alex, and Indian programmer, Raja), was at the project closure

stage. This point of view is based on the utterances made by Jasper to his friends, stating,

“Despite our best efforts we couldn’t deliver.” Also, for Fatma, the project she was

handling was at the project closure stage. Viktoria’s project was at the project closure

stage, and this is depicted her stating, “I hate closing out a project, it is boring.”

2. What are two important things you learned about working on projects from

the case? Why are they important?

The first aspect of project execution, which I learned from the case scenario of

Viktoria, Jasper, and Fatma, is that the stage of project initiation is very significant. This

is the critical determinant of the success of the project execution in question. For

instance, at this stage, the project goals are set. For example, the project that was being

handled by Jasper might have failed due to inadequate analysis of the project's plans at

the initiation stage.

The second aspect that I have learned that is essential for working on a project is

assessing the potential risks that might bring down the business venture. This stage of

project execution aids in streamlining any possible outliers that could pose severe dangers

to the project execution. The stated concern falls under project planning, and it requires

proper brainstorming of the initiated project among the assigned team for the project

execution.
Case 1.2
The Hokies Lunch Group
Fatma settled down for lunch at the Yank Sing Chinese restaurant. She was early
and took the time to catch up on her e-mail. Soon she would be joined by Jasper and
Viktoria, two fellow 2014 grads from Virginia Tech in Blacksburg, Virginia.

(Rest of case not shown due to length.)

This case is designed to provide students a glimpse of what it is like to work on projects.
Over the course of monthly lunch meetings students are exposed to a variety of
management issues as well as the different phases of the project life cycle.

1. For each part (A, B, C) what phase of the project life cycle is each project in?

Part A

Viktoria and Jasper’s projects are in the Executing phase with PAX2 entering a critical
testing stage. Fatma’s project appears to be in the Defining phase where she is working
on defining the scope of the project.

Part B

Viktoria and Jasper’s projects continue to be in the Executing phase with Jasper feeling
intense pressure after missing a second milestone. Fatma’s project appears to be in the
planning phase since she is involved in scheduling work.

Part C

Viktoria is wrapping up her successful project during the Closing phase. Jasper’s project,
on the other hand, has been canceled and he is now looking for work. Fatma’ renovation
project is now in the Executing phase.

2. What are two important things you learned about working on projects from the
case? Why are they important?

This is an open-ended question and responses will vary depending upon level of
experience and exposure to project management.

The case involves a number of key project management issues:

Part A

How projects vary in the degree that scope can be defined up front and how difficult it
can be to define the scope of software projects.
The creation of a global tag team whereby people can be working on the project around
the clock.

The importance of establishing project priorities up front.

Part B

The importance of risk management and utilizing what was learned from previous
projects.

The pressure of working on urgent projects that are behind schedule.

The political side of project management and how people try to influence each other on
projects.

Part C

The risks and rewards of working on projects.

The importance of conducting project retrospective during the Closing phase of the
project.

The sometimes-boring nature of the Closing phase.

Case 2.3
Fund Raising Project Selection case
The purpose of this “case exercise” is to provide you with experience in using a project
selection process that ranks proposed projects by their contribution to an organization’s
mission and strategy.
FUND RAISING PROJECT
Assume you are a member of a class on project management. Each student will join a
team of 5–7 students who will be responsible for creating, planning, and executing a
fund raising project for a designated charity. The fund raising project has two goals:
(1) raise money for a worthy cause and (2) provide an opportunity for all team members
to practice project management skills and techniques.
In addition to completing the project a number of deliverables are required to complete
this assignment. These deliverables include:
a. Project Proposal
b. Implementation Plan
c. Risk Management Plan
d. Status Report
e. Project Reflections Presentation
f. Project Retrospective/Audit
Approved projects will receive $250 seed money to be reimbursed upon completion of
the project.
Case 3.1
Moss and McAdams Accounting Firm
Bruce Palmer had worked for Moss and McAdams (M&M) for six years and was just
promoted to account manager. His first assignment was to lead an audit of Johnsonville
Trucks. He was quite pleased with the five accountants who had been assigned to
his team, especially Zeke Olds. Olds was an Army vet who returned to school to get a
double major in accounting and computer sciences. He was on top of the latest developments
in financial information systems and had a reputation for coming up with
innovative solutions to problems.
M&M was a well-established regional accounting firm with 160 employees located
across six offices in Minnesota and Wisconsin. The main office, where Palmer worked,
was in Green Bay, Wisconsin. In fact, one of the founding members, Seth Moss, played
briefly for the hometown NFL Packers during the late 1950s. M&M’s primary services
were corporate audits and tax preparation. Over the last two years the partners
decided to move more aggressively into the consulting business. M&M projected that
consulting would represent 40 percent of their growth over the next five years.
M&M operated within a matrix structure. As new clients were recruited, a manager
was assigned to the account. A manager might be assigned to several accounts, depending
on the size and scope of the work. This was especially true in the case of tax
1. If you were Palmer at the end of the case, how would you respond?
2. What, if anything, could Palmer have done to avoid losing Olds?
3. What advantages and disadvantages of a matrix type organization are apparent from this case?
4. What could the management at M&M do to more effectively manage situations like this?
 ****Please please please LIKE THIS ANSWER, so that I can get a small benefit, Please****
If you were Palmer at the end of the case, how would you respond?
Palmer should have voiced his concerns regarding spreading his project members to think
across other accounts. As soon as Palmer recognized the problems he should have
addressed the issue. At the end of the case, Palmer should accept that the decision made by
management was the best decision for all parties involved. Because Palmer is the project
manager, it is his responsibility to handle all aspects of the project to include communication.
More effective communication all around would have maybe lead to a different outcome. If I
were Palmer, I would carefully think things through of what to say to Sands and Crosby so it
doesn't come out offensive when addressing the issue of losing Olds as a valuable employee
from the Johnsonville audit; in addition, stating some pros and cons of the project's
completion based on Olds' commitment. All in all, a possible replacement that's just as good
as Olds would suffice.

What, if anything, could Palmer have done to avoid losing Olds?

First and most important he could have stood his ground. The conditions that were set forth
in order to allow Olds to work on both projects were very clear. He was to work for Palmer
from 1pm-5pm. He should have ensured that was the case the first time that there was an
issue, there should have been a meeting to discuss why this would not be tolerated.

What advantages and disadvantages of a matrix type organization are apparent from this case?
The advantages that are apparent in this case are that several people are able to work on
multiple projects at the same time. This is getting the company a larger return on their human
capital. The different backgrounds of the workers are brought together giving different
viewpoints on how to handle situation as they arise. Another advantage to the matrix system
in this case is that there are good uses of business resources since they are working on two
large projects going on at the same time that are going to earn the company revenue and
they are working independently of themselves.

The disadvantages with the matrix system that can be seen in this case is the conflict of
loyalty to the managers. This is the main disadvantages in this case because ultimately it
was this conflict that was the undoing of the teams within the matrix system in this case.
Another issue that can arise is that the teams have so much independence that they are
hard to monitor which was another issue with in the case from the book. Since upper
management was not aware of the behaviour that Olds was exhibiting resulted in the conflict
between the employees and then Sands needing to step in. Mostly it left a bad taste in the
mouth of Peter who now will be last willing to share employees across projects in the future
since he has since that it is possible for him to be left in a larch.

The advantage of a matrix type organization would be, "As new clients were recruited, a
manager was assigned to the account. A manager might be assigned to several accounts,
depending on the size and scope of the work".The disadvantages would obviously be the
dual responsibility of Olds when he had to juggle between the Johnsonville audit and
Springfield Metals. When Olds had to report to Palmer and Crosby it can create a conflict
and built of anxiety like what has happened to Palmer with one example, "The e-mails and
telephone calls Olds received from Crosby and his team members during the afternoons
when he was supposed to be working for Palmer. A couple of times Palmer could have
sworn that Olds was working on Crosby's project in his (Palmer's) office".

According to our text book, "The matrix structure is designed to optimally utilize resources by
having individuals work on multiple projects as well as being capable of performing normal
functional duties." .

As we see in the case study it is not always as easy as it sounds to have individuals work on
multiple projects. Focus and time suffer as a result and the quality of work is not as good as
spending all of their time on a single project at a time.

What could the management at M&M do to more effectively manage situations like this?
The first thing that they can do is assign days, instead of hours. By assigning days that a
team member will work on a projects limits the ability of a team asking for a few extra hours
or running late in a meeting. Secondly management should have requested progress reports
from those involved. When it became clear that Peter’s project was behind schedule then the
reason for that should have been discussed. Lastly the way that Sands brought the issue to
Peter could have been handled in a different way. Sands should have actually included him
as well as Palmer to talk about the preference they have both received from Olds and how
they felt about having him go to just one project.

The management at M&M could handle the situations effectively by being more involved with
some procedures and guidelines in place so it doesn't cause any complications. As stated in
the case from Sands that Olds was already assigned to a project. "It is important for project
managers to be “culture sensitive” so that they can develop appropriate strategies and
responses and avoid violating key norms that would jeopardize their effectiveness within the
organization".
 ****Please please please LIKE THIS ANSWER, so that I can get a small benefit, Please****

****Please please please LIKE THIS ANSWER, so that I can get a small benefit, Please****
ALREADY ANSWERED..
If you were Palmer at the end of the case, how would you respond?
Palmer should have voiced his concerns regarding spreading his project members to think
across other accounts. As soon as Palmer recognized the problems he should have
addressed the issue. At the end of the case, Palmer should accept that the decision made by
management was the best decision for all parties involved. Because Palmer is the project
manager, it is his responsibility to handle all aspects of the project to include communication.
More effective communication all around would have maybe lead to a different outcome. If I
were Palmer, I would carefully think things through of what to say to Sands and Crosby so it
doesn't come out offensive when addressing the issue of losing Olds as a valuable employee
from the Johnsonville audit; in addition, stating some pros and cons of the project's
completion based on Olds' commitment. All in all, a possible replacement that's just as good
as Olds would suffice.

What, if anything, could Palmer have done to avoid losing Olds?

First and most important he could have stood his ground. The conditions that were set forth
in order to allow Olds to work on both projects were very clear. He was to work for Palmer
from 1pm-5pm. He should have ensured that was the case the first time that there was an
issue, there should have been a meeting to discuss why this would not be tolerated.

What advantages and disadvantages of a matrix type organization are apparent from this case?
The advantages that are apparent in this case are that several people are able to work on
multiple projects at the same time. This is getting the company a larger return on their human
capital. The different backgrounds of the workers are brought together giving different
viewpoints on how to handle situation as they arise. Another advantage to the matrix system
in this case is that there are good uses of business resources since they are working on two
large projects going on at the same time that are going to earn the company revenue and
they are working independently of themselves.

The disadvantages with the matrix system that can be seen in this case is the conflict of
loyalty to the managers. This is the main disadvantages in this case because ultimately it
was this conflict that was the undoing of the teams within the matrix system in this case.
Another issue that can arise is that the teams have so much independence that they are
hard to monitor which was another issue with in the case from the book. Since upper
management was not aware of the behaviour that Olds was exhibiting resulted in the conflict
between the employees and then Sands needing to step in. Mostly it left a bad taste in the
mouth of Peter who now will be last willing to share employees across projects in the future
since he has since that it is possible for him to be left in a larch.

The advantage of a matrix type organization would be, "As new clients were recruited, a
manager was assigned to the account. A manager might be assigned to several accounts,
depending on the size and scope of the work".The disadvantages would obviously be the
dual responsibility of Olds when he had to juggle between the Johnsonville audit and
Springfield Metals. When Olds had to report to Palmer and Crosby it can create a conflict
and built of anxiety like what has happened to Palmer with one example, "The e-mails and
telephone calls Olds received from Crosby and his team members during the afternoons
when he was supposed to be working for Palmer. A couple of times Palmer could have
sworn that Olds was working on Crosby's project in his (Palmer's) office".
According to our text book, "The matrix structure is designed to optimally utilize resources by
having individuals work on multiple projects as well as being capable of performing normal
functional duties." .

As we see in the case study it is not always as easy as it sounds to have individuals work on
multiple projects. Focus and time suffer as a result and the quality of work is not as good as
spending all of their time on a single project at a time.

What could the management at M&M do to more effectively manage situations like this?
The first thing that they can do is assign days, instead of hours. By assigning days that a
team member will work on a projects limits the ability of a team asking for a few extra hours
or running late in a meeting. Secondly management should have requested progress reports
from those involved. When it became clear that Peter’s project was behind schedule then the
reason for that should have been discussed. Lastly the way that Sands brought the issue to
Peter could have been handled in a different way. Sands should have actually included him
as well as Palmer to talk about the preference they have both received from Olds and how
they felt about having him go to just one project.

The management at M&M could handle the situations effectively by being more involved with
some procedures and guidelines in place so it doesn't cause any complications. As stated in
the case from Sands that Olds was already assigned to a project. "It is important for project
managers to be “culture sensitive” so that they can develop appropriate strategies and
responses and avoid violating key norms that would jeopardize their effectiveness within the
organization".
1.

Palmer would tell the tale on his side, then talk on Sands about Crosby. We would argue that
this would come across as "sour grapes," that since it has already been made, Palmer
should simply accept that decision. He may wish to take advantage of this situation and call
for additional assistance. We would recommend he should approach Sands once the project
is over and tell his side of the story so she can anticipate this kind of problem with Crosby in
the future.

2.

Hindsight is great and it should be remembered that Palmer was acting in a fair way. About
the issue he would have called Sands. The norms against "ratting on a friend" and moaning
should be important here instead of solving the problem. If the situation didn't change he
would have renegotiated his deal with Crosby. Switching Olds’ schedule so that he worked
for him first and then Crosby in the afternoon may have leveled the playing field. Another
alternative would be to have Olds alternate days working on each project. These
suggestions would all depend upon the nature of the work Olds was performing.

3.

The situation appears to emphasize the inconveniences of handling matrix rather than the
advantages. Nonetheless, we can not neglect the versatility to distribute vital capital through
several projects. At the same time this versatility will encourage competition between
managers trying to maximize their project contributions.

4.

First, there will be condemnation of Sands for making a decision without briefing Palmer.
Second, Sands should have been aware of the possibility for these complications and made
it a point to consult with Palmer about how it turned out. It is worth emphasizing the value of
MBWA here. At M&M, the atmosphere and incentive system tends to promote Crosby's
violent behavior. If top management at M&M wishes to prevent this actions, instead less
violent squad leaders might be promoted. They may include other account managers, who
share resources with that employee, as part of the systematic analysis of performance
feedback. In the systematic appraisal of the individual managers, collaboration with other
account managers should be emphasized. There it should be discussed the use of 360-
degree feedback in which peers measure each other's results.

CASE STUDY: Mosses and McAdams accounting Firm.

1. If you were palmer at the end of the case, how would you respond?

Ans: If I am Palmer my response is firstly I need to follow our superior’s decision and
then I will respect his feelings towards project. And later on Zeke olds has been assigned
but the struggling for the two projects at same time and the problem for everyone is
multiple tasking. And i agree with the Sands words about staff assigned to my project.

2. What, if anything, could palmer have done to avoid losing olds?

Ans: Whenever Palmer do anything wrong to lose Zeke olds and then the company
reputation will get affected and will be a big and serious problem for the complicated
work and then no one can control the situation even the boss Palmer and Crosby had feel
a big deal for sands to control this thing. Olds is the best one to compromise the issue.
This will help the company from delaying the project reputation.

3. What advantages and disadvantages of matrix type organization are

apparent from this case?

Ans: Matrix organization is applied to this case then advantages are work efficiency
will be there and every project will be operated by the individual person and project
resources will allocate accordingly. And strong focus will be raised from the olds. And
disadvantages are slow process even though the project accumulates easily.

4. What could the management at M&M do to more effectively manage

situations like this?

Ans: Managing this type of situations from M&M should need to appoint more staff
who can work efficiently, the management should also need to monitor the what is
actually happening in the company, because at this situation management have to aware
of everything happening in the company and the project.
Case 6.2
Shoreline Stadium Case
The G&E Company is preparing a bid to build the new 47,000-seat Shoreline baseball
stadium. The construction must start on July 3, 2017, and be completed in time for the
start of the 2020 season. A penalty clause of $250,000 per day of delay beyond April 3
is written into the contract.
Percival Young, the president of the company, expressed optimism at obtaining the
contract and revealed that the company could net as much as $3 million on the project.
He also said if they were successful, the prospects of future projects are bright since
there is a projected renaissance in building classic ball parks with modern luxury boxes.
ASSIGNMENT
Given the information provided in Table 6.3, construct a network schedule for the stadium
project and answer the following questions:
1. Will the project be able to be completed by the April 3 deadline? How long will it take?
2. What is the critical path for the project?
3. Based on the schedule would you recommend that G&E pursue this contact? Why?
Include a one-page Gantt chart for the stadium schedule.

Technical Details For The Shoreline Baseball Stadium

For purposes of this case assume the following:
1. The following holidays are observed: January 1, Martin Luther King Day (third
Monday in January), Memorial Day (last Monday in May), July 4th, Labor Day (first
Monday in September), Thanksgiving Day (4th Thursday in November), December 25
and 26.
2. If a holiday falls on a Saturday then Friday will be given as an extra day off, and if
it falls on a Sunday then Monday will be given as a day off.
3. The construction crew work Monday through Friday.

Running head: SHORELINE STADIUM CASE 1

SHORELINE STADIUM CASE 4
Summary
The case study is regarding a proposal presented by G&E Company in their
quest to win the bid for the Shoreline stadium. This project is expected to begin
on July 3, 2017 and expected to be completed no later than April 3, 2020 where
a penalty charge of $ 250,000 per day is accrued by G & E company. The
President of the company is optimistic that G&E can maximize a profit of about $
3 million on the project and it may also increase their chances of winning other
similar projects if successful. This paper will include a risk assessment and a
gantt chart and schedule to ensure that G&E is able to manage its time and
resources properly and ensure it achieves the expectations set.
Will the project be able to be completed by the April 3 deadline? How long
will it take?
The Shoreline stadium project is faced with a tight deadline when non-working
days and holidays are observed and deducted from the number of days available
for G&E. But if the only issue faced by G&E is been excused from work on
holidays and other non-working days then the company can complete the project
before the April 3, 2020 deadline. The only other issue G&E failed to consider is
weather related issues. It is very difficult to predict the weather and thus, snow,
rain, tornadoes and other similar events tend to halt the progress of many
projects. Because of that, it will be very difficult to definitively conclude that the
project will be completed by the deadline.
G&E will be successful if it maximizes its resources available to the organization
in achieving the objectives of the project. Based on the gantt chart, the project
will be concluded by February 12, 2021. This project must be avoided because G
& E will be incurring $250,000 a day making it not productive for the organization.
What is the critical path for the project?
The critical path of this project is geared around the process of roofing and the
inspection. These two aspects formulate the critical paths of the project because
of their direct relationship to the progress made with the project. Based on the
data from table 6.3, the project has two potential critical paths. The critical paths
for the project are 2-5-6-8-10-14-15-19 and 2-5-6-9-10-14-15-20. The total
number of working days within the timeframe for the project is 753 days but if the
critical paths are generating a timeline of 945 days.
Based on the schedule would you recommend that G&E pursue this
contact? Why? Include a one-page Gantt chart for the stadium schedule.
I will not recommend G&E to pursue the project based on the data from the
critical paths and the gantt chart shows that the project can’t be completed within
the timeline. Even though some level of risk is encouraged to achieve success, it
would be detrimental for G& E to pursue this project knowing that it will incur a
huge amount of debt hence losing the anticipated profit of $3 million. If G & E
was to pursue this project, it will be continuously doing check ups to ensure the
project is conforming to the timeline and addressing any issues that may be
affecting the project. This will increase the total cost of the project because of the
extra resources that will be channeled to ensure the project is keeping up with
the timeline.
Appendix A
Risk Response Matrix
Who is
  Risk Event Response Contingency Plan Trigger  
Responsible
· Offer overtime Severe weather
Bad · G&E/Construction
  · Mitigate · Additional shift and such as snow, rain  
weather firm
pay and tornado.

· Avoid waiting until

depletion of resources · Project Manager
Delay of · Mitigate Delay in timing of
  before ordering. · Supplier  
materials · Avoid materials
· Find secondary ·G&E
supplies
· Review timeline
Failure to regularly to ensure Continuous bad · Project Manager
  meet · Avoid project is on track weather and delays  
deadline in resources. ·G&E
· Hiring a project
manager
Employees calling · Project Manager
  Staffing · Avoid Have on call staff in sick or injured  
employees. ·G&E

Chegg Network schedule

(1)

The completion date is 1/1/21. So, it will not be possible to complete by 4/3/20.

(2)

The critical path is 2-3-4-5-6-9-10-14-18-19-20.

(3)

Gantt Chart
The net cash flow from the project is $3 million.

The delay is 193 days (from 4/3/20 to 1/1/21). The penalty will be 193 x $250,000 =
$48,250,000

Therefore it makes absolutely no sense to go for the project.

Case 8.1
Blue Mountain Cabin
Jack and Jill Smith have just retired and want to build a small, basic cabin in the Blue
Mountains of Vermont. They have hired Daryl Hannah as the general contractor for the project. She
has assembled a team of three workers to complete the project: Tom, Dick, and Harry. Daryl has
negotiated a cost-plus contract with the Smiths whereby she will receive 15 percent beyond the cost of
labor and materials.
Before they sign the contract the Smiths want an estimate of how much the project is likely to
cost and how long it will take.
Darryl has estimated that the cost for materials, permits, etc., will total $40,000. She wants to
determine labor costs as well as how long the project will take. This is one of several projects Daryl is
managing, and other than occasionally helping out, her role is strictly limited to supervising. She has
devised the following master plan and assignments.
Note that Dick is the only skilled plumber in the group while Harry is the only skilled
electrician. Tom is a general carpenter and can assist them with their work.
Dick and Harry each get paid $300 a day while Tom gets paid $200 per day.
Darryl has negotiated a 10 percent management reserve to deal with unexpected problems.
Unused funds will be returned to the Smiths.

Prepare a short proposal for the Smiths that includes a Gantt chart with resources assigned, and cost
estimates if the project starts on 8/1/16. Did resource limitations affect the final schedule? If so, how?
What financial risks does this project face? What can the Smiths do to protect themselves against
those risks?

Solution:
To:                   Smiths, Jack and Jill

From:               D. Hannah

Re:                   Blue Mountain Cabin

My crew and I are excited about the prospect of building your dream cabin.

Costs

Labor               $12900

Materials         $40,000

DH                  $7935
Total                $60835

10% Management Reserve: $6083.50*

The project is estimated to take 20 work days and be completed on 8/25/16 with an 8/1/16
start date.The work schedule is detailed below.

*Unused funds will be returned to the owner.

Answer to the specific questions:

Resource limitations extend the project by 4 days.

The chief financial risk is that this is a cost-plus contract and even if the costs exceed the
Management Reserve the Smiths are responsible.

The Smiths could renegotiate a fixed price contract and include the 10 percent management
reserve so that Darryl is responsible for costs that exceed the reserve.
 Project Proposal
Jill and Jack have withdrawn from their work and they now want to build a cabin on the hills
of the blue Vermont mountains. They employed a building team and provided the necessary
budget for the project. The team members who would be working in the construction process
also agreed on salaries. In this case study, we will address risks which can have a direct
effect on cabin building procedures and risks which can indirectly affect construction
processing speed, such as budget, labour ability and work force.

In that case study, along with consideration of the timeframes we will discuss the acceptable
allocation of budgets to wages, building capital and bills etc. A successful project with
minimal costs and improved productivity is completed in time. We are therefore going to
draw up a Gantt chart to estimate the overall cost and time needed to create a cabin
construction project.

In the Blue Mountains of Vermont, Jill and Jack are constructing a new cabin, a dilemma
study. A team of few people were involved in the completion of the project. The threats that
the project can directly or indirectly restrict or speed building work must now be evaluated.
We have to take into account, on a timely basis, the cost to the project with minimal work and
the full chance of success. There are many forms of risk , for example low labour power,
slow working hours, low cost budgets, high resources and high workers wage demands, poor
working conditions, bad weather, storm or warm weather, which can impact on the operation
of a project.

Objectives
 The project is finalised on schedule.
 For the sake of utilising minimum energy.
 For payments using a low budget.
 Addressing all risk that can influence the function of the project directly or indirectly.
 To satisfy all of the project's limitations.
 To recruit teams for acceptable salaries on a budget basis.
Risks Various types of risks are involved in project design, which can have a direct or indirect
effect on worker efficiency and cabin design in Vermont's Blue Mountains. Some are
discussed briefly below.

Financial risks Various financial risks are present at the conclusion that can impede the
process of success and completion, such as high workers ' salaries, high consumption rates
high bills etc.

Labor Various types of risks are involved in project completion, connected to the team of
staff, such as slow labour, poor work environment that can include different types of
distribution of workers, conflicts and disagreements, and unsafe working conditions, as if a
worker gets ill that can slow down the construction pace.

Climate changes Climate changes can also be illustrated in the form of a cabin building risk
when the cabin is finished, as if the weather is worse in the form of a storm or hot weather.

Recommendations The risks discussed above should be avoided, addressed and a strategy
developed to address those risks in time and in line with budgets should be developed for
project completion. The entire strategy for timetables should take such risks into
consideration and should be adequately flexible so that these climate change forms are not
affected. All the expenditure budget does not impact the functioning of the allocation of work
and services. All working time should be structured in such a way that a worker can not
affect the completion of the project on his or her holiday or poor health. To complete a cabin
construction project in Blue Mountains of Vinemont within the deadline, all resource
constraints should be met with performance.

Conclusion We learn that we can complete our project by adopting certain strategies and
creating a flexible time frame on the basis of budgets by creating Gantt chart and knowing all
risks.

Gantt chart

*****Please please please LIKE THIS ANSWER, so that I can get a small benefit, Please*****

Case 9.6
The “Now” Wedding—Part B
Several complications arose during the course of trying to meet the deadline of January
20 for the “Now” Wedding rehearsal. Since Lauren was adamant on having the
wedding on January 21 (as was Connor for obvious reasons), the implications of each
of these complications had to be assessed.
1. On January 1 the chairman of the Vestry Committee of the church was left unimpressed
by the added donation and said he wouldn’t reduce the notice period from
14 to 7 days.
2. Mother comes down with the three-day flu as she starts work on the guest list
January 2.
3. Bob’s Printing Shop press was down for one day on January 5 in order to replace
faulty brushes in the electric motor.
4. The lace and dress material are lost in transit. Notice of the loss is received on
January 10.
Can the wedding still take place on January 21? If not, what options are available?

The “Now” Wedding - Part B

Several complications arose during the course of trying to meet the deadline of January 20
for the “Now” Wedding rehearsal. Since Lauren was adamant on having the wedding on
January 21 (as was Connor for obvious reasons), the implications of each of these
complications had to be assessed.
1. On January 1, the chairman of the Vestry Committee of the church was left unimpressed
by the added donation and said he wouldn’t reduce the notice period from 14 to 7 days.
2. Mother comes down with the three-day flu as she starts work on the guest list January 2.
3. Bob’s Printing Shop press was down for one day on January 5 in order to replace faulty
brushes in the electric motor.
4. The lace and dress material are lost in transit. Notice of the loss is received on January 10.

Can the wedding still take place on January 21? If not, what options are available.
Part B presents some interesting challenges. Some items have little impact, other than
additional cost, while others prove impossible to overcome.
1. The chairman of the Vestry Committee’s decision to hold fast to their 14 day policy has
little impact as it is the first item to be scheduled within an overall project window of 21
days.
2. Mother comes down with flu which creates a three-day delay. The time to complete the
guest list is extended from 4 to 7 days. This delay will not impact task “N” (Addressing the
Invitations) as the their is still sufficient slack to absorb this delay.
3. Bob’s Printing Ship creates a 1 day delay in task “M” (Ordering Invitations). This extends
the time from 6 to 7 days. While this day is an inconvenience, there is still sufficient time to
allow for the completion of related tasks L, M, N, O, and P, prior to the ceremony.
4. The lace material is lost in transit. Since the notice wasn’t received until January 10, the
completion, pressing, and dress rehearsal cannot be completed with the 21 day window. This
is the item that makes the current plan unattainable.

Can the wedding still place on January 21? Yes.

What options are available:
1. Change material selection and buy material locally to restore the timeline.
2. Purchase a dress from a local dress shop and, either (1) crash the fitting cost against the
project timeline, or (2) stick with the plan of having mom fit the dress.
3. Accept Dad’s offer of $3000, elope, and have a really great honeymoon prior to Connor’
deployment.

The answer to whether or not it is possible rests with the bride and groom and whether or not
they are willing to compromise on aspects of the wedding plan.

Options for Wedding

Consider the given case, identify and consolidate the activities and its cost and crash cost.
Make an activity list table as shown below:
In this case the marriage ceremony cannot be completed within the desired last date The
critical path activities to be looked up on and crashed The critical path here is F-G-H-l-J-Q-R.
In this path 6 days has to be reduced on a whole. 5 days can be reduced by using air freight
for laces procurement and Mrs. J s help can be taken to reduce one day.
The invitation should be mailed 10 days before wedding to prevent the relatives getting mad
and save reduction in the gift. This can be done by getting the help of part time girls for
writing address and getting the print work one day early by tipping off The revised schedule
with these considerations is shown below.

The activity A does have a slack period even with a 14 days' notice period. Irrespective of
the notice period the marriage ceremony can be carried forward without any hassle.