1. Executive Summary Report
of Whistler Ski project
PJM6025 Project Scheduling & Cost Plan
Instructor: Donald Columbare
Student: Maria Hu (Yue Hu)
College of professional Studies
Northeastern University

2. Agenda
 Introduction (updated information)
 Revised information
 Revised Project Scope and Objective for Stage 1
 Current Schedule Status and Forecast
 Current Cost Status and Forecast
 Current Issues and Actions
 References

3. Introduction (Project Status Report)
 Based on stockholders’ and executive board’s requirement, project team of
Whistler Ski stage one decided to change the project plan to satisfy demands,
increase the efficiency of the team and decrease the total cost for next two
stages of the project.
 Project manager set the baseline to 10/20/16
 The Project Status Date is 8/17/17
The original finish date is 10/17/17.
The project just pass one month and 13 tasks was be completed 100 percentage.
The total cost will increase to 541,580 dollars, whereas the original cost is
527,160 dollars.
The schedule will be delay around 9 days due to several task be delayed and the
speed is slower than expected.
The cost risks and delay risks will be increase because below reasons.
Cooperation barriers with different clients
Delay frequently happened in installing, electrical, plumbing activities due
to technical issues
Communication issues in Generator Suppliers.

4. Revised information
 There is several tasks already be completed (Please see notice for part of completed
tasks).

5. Revised information
 These incomplete tasks be changed through adjusting the duration
WBS Task Mode Task Name Duration Start Finish Predecessors Resource Names Cost Start Slack % Complete
1.1.1 Auto Scheduled
1.1.1 Publish the
Project Plan
12 days
Mon
4/17/17
Tue 5/2/17 Project manager $5,280.00 0 days 100%
2.1.1 Auto Scheduled
2.1.1 Build the Main
Entrance Road
12 days
Mon
4/24/17
Tue 5/9/17 3SS+5 days
BigDawg Paving Company
for Main Road
[$16,500.00]
$16,500.00 12 days 0%
3.1.3 Auto Scheduled
3.2.1 Clear the sites
for Day lodge
10 days
Wed
5/10/17
Tue
5/23/17
7 Tom $3,200.00 12 days 0%
3.1.4 Auto Scheduled
3.1.3 Construct
Foundation for the Day
Lodge
14 days
Wed
5/24/17
Tue
6/13/17
12,13 Joe's Foundation Company $10,080.00 0 days 86%
3.2.1 Auto Scheduled
3.2.2 Construct the
Main Frame Work for
Day Lodge
24 days
Wed
6/14/17
Tue
7/18/17
14
Ski Lodge Specialty
complete the Day Lodge
mainframe work
[$125,000.00]
$125,000.00 0 days 100%
4.1.4 Auto Scheduled
7.1.3 Build the
Foundation for the
Generator House
12 days
Wed
5/24/17
Fri 6/9/17 14SS Joe's Foundation Company $8,640.00 53 days 0%
4.2.1 Auto Scheduled
7.2.2 Build the Main
Framework for
Generator House
16 days
Mon
6/12/17
Mon 7/3/17 31
Pete and Sons
Co.[$35,000.00]
$35,000.00 53 days 0%
5.1 Auto Scheduled
8.1 Clear the Parking
Lot
14 days
Wed
5/10/17
Tue
5/30/17
7
BigDawg Paving Company
for Parking Lot
[$20,000.00]
$20,000.00 100 days 0%

6. Revised Project Scope and Objective
for Stage 1
 Whistler Ski Association will construct another Ski Lodge and Ski complex.
 The project deliverables for the revised first stage
 project plan
 roads
 day lodge
 generator house
 parking lot
 The duration of the first stage changes from the original 140 days to 131 days.
 The total cost for the first stage should match 541,580 dollars and below ten-
million dollars.

7. Current Schedule Status and Forecast
 Based on the calculation through project formulas, the total project is completed 43%. According for the
original plan, the project delay and behind the original plan. The revised finish data is 10/30/17. The revised
estimated number of days is 131 days and delay at least 9 days from the original end date. The planed value
of the work is 200,800 dollars, and 122,161.65 dollars was earned. Earned value schedule variance shows
the difference in cost terms between the current progress and the baseline plan of a task, all assigned tasks
of a resource, or for an assignment up to the status date or today’s date (SV= 78,638.35 dollars).
 Conclusion and Forecast
 The scope creep will happened
 The delay should be happened.
 The total delay of the project should over nice days.
 Reconsider the original schedule for increase the efficiency of each task managers.
 Project team did not do a valuable work as the original expectations.
 Add more supervisors for following up these tasks be completed on time.
 Obtain feedbacks from task managers
 Add additional resources or cut unnecessary works for managing the project schedule.

8. Current Cost Status and Forecast
 I think that the project cost are over budget, because the earned value cost variance is negative. The
actual costs is 124,276 dollars. Only 122,161.65 dollars earned for current works. The earned value
schedule variances show negative value between plan value and earned value.
 Conclusion and Forecast
 Project manager underestimate the cost of these works at this time.
 The actual costs over the plan cost, which will bring the project into financial difficult.
 Project manager need to re-consider the payment for these resources.
 Project manager also need to focus on important task.
 The quality of the project need to be worried.
 Project manager need to communicate with stakeholders to reduce the future cost in financial budgets.
 Ask for abundant financial supports from stakeholders, executive board and clients.

9. Current Issues and Actions
Code Issue/Risk Action
1The Critical Path have been changed. There is only two
activities on the Critical Path.
Report the changes to stakholders and notice the delay of the two important activities. Follow up Jerry to make sure he can
complete the task on time. Increase the speed to complete the construct the main frame work for Day Lodge task.
2The Cost of Day Lodge increase due to only 45 % be
completed for installing plumbing for Day Lodge
Add human resources for Jerry to complete the task on time. Reduce the hourly payment as punishment for helping Jerry
to catch up
3The Schedule of install plumbing for Day Lodge delay Ask the reason for the delay. Assign new resource for help. Increase the daily working hours
4The cost of project plan increase due to two days delay Fixed the cost of publish the plan with penalty if the plan be delayed
5The cost of build the main entrance road increase due to 6 day
extra work
Start when the project plan be published without five day delay. Add more valuable company for helps about the extra six
days
6The cost increase for day lodge due to delay in both clear and
construct
Add more human resources for help Tom to clear the sites. Ask Joe's foundation company to add any other company for
cooperation
7The cost increase of Generator house due to the delay of build
the foundation
Add more resouces for help Joe's foundation complete the task in a valuable way.
8The schedule delay of Generator house due to start to start
relationship in construct foundation for the Day lodge
Change the start to start to finish to start to give changes to Joe's foundation company to fouces on quality rather than take
risk to redo
9The delay of construct the main frame work for Day Lodge
bring negative impact on complete final construction for Day
lodge
Ask Ski Lodge specialty for extra work hours per day. Add other company for help.
10Although the duration of build the main framework for
genertor house has been changed, project manager never
change the payment for Pete and Son Co.
Tell Pete and Son Co. what's going on. Increase the payment for the company.
11Although the duration of the clear parking lot is reduced, the
fix cost of the activity never be changed
Tell DigDawg Paving Company for changing the days. Ask for reducation of payment
12Consolidated electrical is overcommitted with other clients
and only 60 % completed
Ask for accelaration of the process. Hiring other company for helps.
13The plumber ran into technical issues and delay the
installation
Ask technical experts for helps. Change the plumber to more sophisticated one.
14Delay of electical and plumbing activities Add more professonal employees. Supervise the quality of these tasks.
15The Delay of Generator house due to suppliers Change the suppliers. Add more suppliers for helps. Reduce the suppliers' payment for the delay.

10. References
 Institute, P. M. (2011). Practice standard for earned value management (2th
ed.).
 Institute, P. M. (2011). Practice standard for Scheduling (2th ed.).
 Larson, E. W. & Gray, C. F. (2013). Project management: The managerial
process (6th ed.).
 Wk 5 Lecture Earned Value Management Tutorial
 Wk 5 Lecture Baseline, Change Control and Progress Reporting
 Wk 5 Lecture Measuring Performance