Assignment 2 Lasa Project Planning Developing The Project Pl

Assignment 2 Lasa Project Planning Developing The Project Plan

Develop a project plan for the District 4 Warehouse Move project using the provided WBS and project case details. Include WBS codes, sequence tasks to determine dependencies, and identify predecessors to create a project timeline. Use ProjectLibre to determine the critical path for the project. List activities on the critical path in a Word document and justify which risks could most likely extend the project timeline based on the provided risk table. Submit both the completed project plan and the Word document.

Paper For Above instruction

The successful execution of a project heavily relies on meticulous planning, especially when dealing with complex logistical moves such as relocating a warehouse. In this context, developing a comprehensive project plan for the District 4 Warehouse Move is critical to ensure timely completion, cost control, and risk mitigation. Utilizing tools like ProjectLibre, along with a clearly structured Work Breakdown Structure (WBS), facilitates visualizing the project flow, dependencies, and the critical path that dictates the project's duration.

Introduction

Warehouse relocation projects involve numerous interdependent activities, from obtaining permits to physical move activities, requiring detailed planning and coordination. Effective project planning incorporates defining scope, sequencing activities, estimating durations, and recognizing dependencies (Kerzner, 2017). The primary goal is to develop a realistic schedule that accounts for potential risks that might delay the timeline. This paper details the process used to prepare a project plan for the District 4 Warehouse Move, addresses the critical path analysis, and discusses the risks that could impact project completion time.

Developing the Project Plan

Using the provided WBS (Work Breakdown Structure) in the District4WarehouseMove WBS.xls, each task was input into ProjectLibre. The first step involved adding a column for WBS codes to ensure clarity in task identification and tracking. It was essential to sequence the tasks logically, based on dependencies outlined in the project case, and to set predecessors by identifying which activities needed completion before others can commence (PMI, 2017). For instance, securing permits must precede construction activities, and framing must occur before drywall installation.

Determining Dependencies and Sequencing Tasks

The sequencing process involves analyzing each task’s prerequisites and assigning predecessor tasks in the project schedule. Tasks that are dependent on previous activities are linked via their line numbers, thus establishing a logical flow. Critical tasks identified include acquiring permits, demolition, foundation work, and subsequent build phases. Proper sequencing ensures that delays in prerequisites will cascade through the schedule, emphasizing the importance of identifying the critical path.

Utilizing ProjectLibre for Critical Path Analysis

With all tasks sequenced and dependencies established, the project schedule was imported into ProjectLibre. Using the network diagram view, the critical path was identified as the sequence of activities with the longest duration, where any delay directly extends the project completion date (Meredith & Mantel, 2017). The critical path comprised activities such as permit acquisition, foundation work, and main construction phases, highlighting areas where delays would be most impactful.

Listing Activities on the Critical Path

  • Permit Acquisition (Task 1)
  • Site Demolition (Task 2)
  • Foundation Construction (Task 3)
  • Structural Framing (Task 4)
  • Drywall Installation (Task 5)
  • Interior Electrical and Plumbing (Task 6)

These activities are interconnected, and any delay in these tasks has a direct effect on the overall project timeline.

Risks Impacting Project Timeline

Based on the provided risk table, certain risks pose significant threats to extending the project schedule. Notably, delays in permit receipt, the potential walk-off of work contractors, and delays in finishing work due to labor inefficiencies are critical considerations. Additionally, the risk of poor-quality workbenches requiring rebuilding could cause downstream schedule disruptions (PMI, 2017).

Justification of Most Impactful Risks

Permit delays (Risk 1) can halt the project at its initial stages, leading to cascading delays. Since permits are a prerequisite for construction, any hold-up directly delays subsequent activities like foundation work. This is often a common risk in construction projects due to regulatory holdups (Oberlender & Trost, 2001). The potential walk-off of contractors (Risk 2) could lead to significant schedule disruptions, especially if critical trades like electrical or plumbing leave mid-project, requiring re-contracting and schedule rebaselining. Labour shortages or reduced crew effectiveness, such as in drywall installation (Risk 3), directly decrease productivity, extending durations. Lastly, poor-quality workbenches (Risk 4) necessitating rebuilding introduce rework delays, further impacting project completion (Hinze, 2011). Among these, permit delays and contractor walk-offs are most likely to cause the greatest timeline extensions due to their profound influence on the early and critical phases of

the project.

Conclusion

Developing an effective project schedule for the District 4 Warehouse Move involves detailed task sequencing, dependence mapping, and critical path analysis. Tools like ProjectLibre facilitate visualizing task flows and understanding potential bottlenecks. Recognizing risks that threaten schedule integrity is essential for proactive planning. The identified key risks, notably permit delays and contractor walk-offs, threaten project timelines and require strategic risk mitigation measures like early permit application and contractor contingency planning. Proper management of these elements ensures project success and timely completion.

References

  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
  • Meredith, J. R., & Mantel, S. J. (2017). Project Management: A Managerial Approach. Wiley.
  • Oberlender, G. D., & Trost, S. M. (2001). Project management for engineering and construction: applications and case studies. McGraw-Hill.
  • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) — Sixth Edition. Project Management Institute.
  • Hinze, J. (2011). Construction Safety. Prentice Hall.
  • Chapman, C., & Ward, S. (2011). How to manage project opportunity and risk. Wiley.
  • Duncan, W. R., & O'Connell, J. F. (2007). Construction Scheduling: Preparation, Liability, and Claims. Wiley.
  • Fleming, Q. W., & Koppelman, J. M. (2016). Earned Value Project Management. FMI Corporation.
  • Heldman, K. (2018). Project Management Jumpstart. Wiley.
  • Shenhar, A. J., & Dvir, D. (2007). Reinventing project management: The model for high-performance organizations. Harvard Business Review Press.

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