Jessica E.

Wangia
OGL 322 Project Schedule Management
Module 6: Discussion - Museum Expansion Case Study
Feb 18, 2021

This week, I took off my student cap in order to tackle this assignment as I would when I am at work, wearing my Project Manager hat. I used
the post-it note ( nodes and link) systems model to reorganize all the tasks in a logical way.
I did research and learned what I did not know, in order to create a project schedule that was realistic and attainable. I utilized the advice and
wisdom of experts. This website https://consort-homes.com/our-homes/homebuyers-toolkit/stages-of-construction/ was consistently the most
helpful in helping me reorder the WBS according to building regulations, and assigning new network dependencies based on logic and
construction process. You see, my father is a contractor. I have helped him on many construction and remodeling projects, so as I read over the
details of this project, I was horrified. Whoever created this proposal and signed off on it, knew nothing about construction. The tasks and their
dependencies made absolutely no scene - most of them are illogical. For one, why is drywall before MEP? Why is painting before installing
the door? If you install the drywall, you will have to cut it to do the MEP and then you will need to re-do the drywall and repaint.

I wish we didn’t have to come up with two options, but since we do, I will first explain my least favorite option. I will attach the Gantt chart
for this plan as “Plan B”, for blunder. I decided to use their initial project plan and cross my fingers, hoping for magic to happen because
honestly, there is zero chance of anything on this project finishing on time with their current WBS, dependencies, and project schedule.
Basically, I can “on paper” get the schedule shortened by crashing it, and even adding almost 2 weeks’ time for contingency. I know that we
only have 10 members of our internal crew, so I ensured that we never had more than 10 projects happening at a time, just n case one of the 25
subcontractors were unavailable, that one of our internal crew members could help to fill in the gaps. I build in 4 days of time between the
project completion and the 81-day due date, in case anything unexpected or unavoidable were to occur, such as supply or resourcing issues, or
if the inspector finds something that needs to be corrected in order for the inspection to pass. I am assuming that the 81 days is the “ready for
business” date, not the “ready for inspection date”. In reality, it will look great on paper, but if anyone were to actually follow that plan, it
would end in complete failure.

Wangia 2 of 6
Plan B:

Wangia 3 of 6
 The plan I am going to present to the Client and stakeholders is my plan A, for attainable! I believe this is really the only viable option for the
successful completion of the project. I decided the best bet was to reschedule the entire project. I also believe that it will cut the spending down
so that we do not need to use the whole $30M, or an additional $3M. I will try and convince the stakeholders to ditch the original baseline and
project plan, which obviously was not producing successful outcomes. If I can buy into my new WBS, dependencies, and resource allocation. I
will present them with my reasoning for every change, with documented information to back up my new approach and timeline. If they accept,
then I know that this new schedule, at least, has a possibility and real shot at completing within the 81 days, since I was also able to build
contingencies into the schedule. used the following website to confirm the correct order of tasks and rescheduled the entire WBS, Project
Schedule, and Network. I was able to completely reorder and streamline the project and allocated the resources, so the tasks that were
outsourced to a vendor (subcontractor) were consistent for every phase of the project. I kept the activities that did not require a mastery skill
level internal and outsources the activities that required a master’s expertise, in order to limit the amount of error and delays.

The NEW Plan A Gannt Chart reflects the critical path and 3 contingency days built into the schedule. I used leads, lags, and parallel activities in
order to shave time off the schedule.

Wangia 4 of 6
Wangia 5 of 6
Wangia 6 of 6