Project Management MGT 402 A02 Argosy University Professor: Brent Scholar By: Phil Sassa 03/07/2016 Factors affecting the schedule The permits were to take 2 weeks but now they are taking 3 weeks Drywall and framing contractors are running late on other projects and they can only release half of their crew, which doubles their schedule What is needed: Building the extra time into the schedule by doubling the installation work timelines for both the framing and drywall Updating project plan with the new 3 week timeline for obtaining permits The permits were to take 2 weeks but now they are taking 3 weeks Drywall and framing contractors are running late on other projects and they can only release half of their crew, which doubles their schedule What is needed Building the extra time into the schedule by doubling the installation work timelines for both the framing and drywall Update project plan with the new 3-week timeline for obtaining permits 2 Course of Actions to be considered Adding a new contractor at an extra cost of $200,000 and negotiating an extra one week for the permits to be obtained from project sponsor Building the extra time into the schedule by doubling the installation work timelines for both the framing and drywall, which will cater for the one week needed for the permits The two course of action to be considered include: Adding a new contractor at an extra cost of $200, 000 and negotiating an extra one week for the permits to be obtained from the project sponsor Building the extra time into the schedule by doubling the installation work timelines for both the framing and drywall, which will cater for the one week needed for the permits 3 Option 1: Hiring a new contractor & negotiating a one week extension In considering hiring a new contractor, its important to consider the tradeoffs between time and cost The total cost for hiring a new contractor and negotiating a one week extention for the permits will be……. $200,000+250,000 ( (for the lost revenue for the one week) = $450,000 In considering hiring a new contractor, its important to consider the tradeoffs between time and cost The total cost for hiring a new contractor and negotiating a one week extension for the permits will be: $200,000+250,000 (for the lost revenue for the one week)= 450,000 extra the budget 4 Option 2: Increasing time schedule for the contractors If the time schedule is increased for framing and drywall, there would be no extra cost in the budget However, the company will have revenue lost which will be….. $250,000*3=$750,000 If the time schedule is increased for framing and drywall, there would be no extra cost in the budget However, the company will have revenue lost which will be: $250,000*3=$750,000 5 Recommendation Adding a new contractor at an extra cost of $200,000 and negotiating an extra one week for the permits to be obtained from the project sponsor will .

1. Project Management
MGT 402 A02
Argosy University
Professor: Brent Scholar
By: Phil Sassa
03/07/2016
Factors affecting the schedule
The permits were to take 2 weeks but now they are taking 3
weeks
Drywall and framing contractors are running late on other
projects and they can only release half of their crew, which
doubles their schedule
What is needed:
Building the extra time into the schedule by doubling the
installation work timelines for both the framing and drywall
Updating project plan with the new 3 week timeline for
obtaining permits

2. The permits were to take 2 weeks but now they are taking 3
weeks
Drywall and framing contractors are running late on other
projects and they can only release half of their crew, which
doubles their schedule
What is needed
Building the extra time into the schedule by doubling the
installation work timelines for both the framing and drywall
Update project plan with the new 3-week timeline for obtaining
permits
2
Course of Actions to be considered
Adding a new contractor at an extra cost of $200,000 and
negotiating an extra one week for the permits to be obtained
from project sponsor
Building the extra time into the schedule by doubling the
installation work timelines for both the framing and drywall,
which will cater for the one week needed for the permits
The two course of action to be considered include: Adding a
new contractor at an extra cost of $200, 000 and negotiating an
extra one week for the permits to be obtained from the project
sponsor
Building the extra time into the schedule by doubling the
installation work timelines for both the framing and drywall,

3. which will cater for the one week needed for the permits
3
Option 1: Hiring a new contractor & negotiating a one week
extension
In considering hiring a new contractor, its important to consider
the tradeoffs between time and cost
The total cost for hiring a new contractor and negotiating a one
week extention for the permits will be…….
$200,000+250,000 ( (for the lost revenue for the one week) =
$450,000
In considering hiring a new contractor, its important to consider
the tradeoffs between time and cost
The total cost for hiring a new contractor and negotiating a one
week extension for the permits will be:
$200,000+250,000 (for the lost revenue for the one week)=
450,000 extra the budget
4
Option 2: Increasing time schedule for the contractors
If the time schedule is increased for framing and drywall, there
would be no extra cost in the budget
However, the company will have revenue lost which will be…..
$250,000*3=$750,000

4. If the time schedule is increased for framing and drywall, there
would be no extra cost in the budget
However, the company will have revenue lost which will be:
$250,000*3=$750,000
5
Recommendation
Adding a new contractor at an extra cost of $200,000 and
negotiating an extra one week for the permits to be obtained
from the project sponsor will lead to an extra cost of $450,000
On the other hand, creating the extra time into the schedule by
doubling the installation work timelines for both the framing
and drywall, which will suffice for the one week needed for the
permits will make the company lose revenue in the amount of
$750,000
It is therefore recommended to add a new contractor and
negotiate with the project sponsor about a one week extension
for the project
Adding a new contractor at an extra cost of $200, 000 and
negotiating an extra one week for the permits to be obtained

5. from the project sponsor will lead to an extra cost of $450, 000
On the other hand, creating the extra time into the schedule
by doubling the installation work timelines for both the framing
and drywall, which will cater for the one week needed for the
permits will make the company lose revenue worth $750,000.
It is therefore recommended to add a new contractor and
negotiate with the project sponsor about a one week extension
for the project.
6
References
Berkun, S. (2008). Making things happen: Mastering project
management. Sebastopol, Calif: O’Reilly Media
Larson, Erik, Gray, C. (10/2013). Project Management, 6th
Edition. [VitalSource Bookshelf Online]. Retrieved from
https://digitalbookshelf.argosy.edu/#/books/1259341534/
Schmidt, T. (2009). Strategic project management made simple:
practical tools for leaders & teams. Hoboken, N.J. John Wiley &
Sons.
Sheet1Project Name: District 4 Warehouse MovePROJECT
MANAGEMENTExpansion of Production WarehouseMGT 402
A02$1 million/year revenue productsProfessor Brent
ScholarDaily production generates $50,000 RevenueArgosy
UniversityBy: Phil SassaThe work is to be completed in 4
months2/28/16TASKSWBSResource(s) RequiredEstimated

6. Duration (indays) tasksEstimated Duration (in days) work
packageTotal ContractSuppliesActivitiesPredecessorsProject
kick-off14Book location for meeting1.1Project Mgr1Invite
Stakeholders1.2Project Mgr11.1Prepare Presentation1.3Project
Mgr11.1,1.2Conduct Meeting1.4Project
Mgr11.1,1.2,1.3PROJECT DOCUMENTS213Develop
Charter/Scope2.1Project Mgr2Develop WBS2.2Project
Mgr72.1Develop Project Plan2.3Project Mgr22.1,2.2Develop
Communication Plan2.4Project Mgr22.1,2.2,2.3Staus
Reports/Meetings33Develop Status report3.1Project Mgr1Set
Schedule for team meetings3.2Project Mgr13.1Set Schedule for
stakeholder meeting3.3Project Mgr13.1, 3.2Intial Planning
meetings/vendors4Project Mgr5Meet with
Framing/Drywall4.1Project Mgr/Eastside Framing PM1Meet
with Electrical4.2Project Mgr/Sparks Elecrical PM14.1Meet
with Plumbing4.3Project Mgr/Waterwork Plumbing14.1,
4.2Meet with Finish Work4.4Project Mgr/Woodcraft
Carpentry14.1, 4.2, 4.3, Meet with Student Workers4.5Project
Mgr/Student Workers14.1, 4.2, 4.3, 4.4Elecrical
Permits510Obtain Electrical Permits5.1Sparks Electrical
PM10$18,000$12,000ElectricalPlumbing Permits610Obtain
Plumbing Permits6.1Waterworks Plumbing
PM10$15,000$13,000PlunbingBuilding Permits710Obtain
Building Permits7.1Eastside Framing/Drywall
PM10Framing824Framing-Order Supplies8.1Eastside
Framing/Drywall3Framing-Build8.2Eastside
Framing/Drywall158.1Framing/Inspect8.3City/County58.1,
8.2Framing/Project Sign-Off8.4Project Mgr18.1, 8.2,
8.3Electrical919Electrical order supplies9.1Sparks Electrical
PM3Electrical Install9.2Sparks
Electrical109.1Electrical/Inspect9.3City/County59.1,
9.2Electrical/Sign-Off9.4Project Mgr19.1, 9.2, 9.3Plumbing
Permits1019Plumbing-Order Supplies10.1Waterworks Plumbing
PM31.1Plumbing/Install10.2Waterworks Plumbing
PM1010.1Plumbing/Inspect10.3City/County510.1, 10.2,
10.3Plumbing/Sign-Off10.4Project

7. Mgr1Drywall1124$121,000$18,000DrywallDrywall-Order
Supplies11.1Eastside Framing/Drywall
PM3Drywall/Install11.2Eastside
Framing/Drywall1511.1Drywall/Inspect11.3City/County511.1,
11.2Drywall/Sign-Off11.4Project Mgr111.1, 11.2, 11.3Finish
Work1224Finish-Order Supplies12.1Woodcraft Carpentry
PM3Finish/Install12.2Woodcraft
Carpentry15$115,000$15,000Finish
Work12.1Finish/Inspect12.3City/County512.1, 12.2Finish
Project/Sign-Off12.4Project Mgr112.1, 12.2,
12.3Workbenches1320Workbenches-Order Supplies13.1Student
Workers Mgr2Workbench/Build13.2Student Workers
Mgr15$112,000$110,000Build
Workbenches13.1Workbenches/Quality Inspection13.3Project
Mgr213.1, 3.2Workbenches/Sign-Off13.4Project Mgr113.1,
13.2, 13.3Equipment Packaging145Pack Production
Equipment14.1City Equipment Movers PM2Pack Non-
Production Equipment14.2City Equipment Movers
PM2$150,000N/APack, move & Unpac14.1Project/Sign-
Off14.3Project Mgr114.114.1, 14.2Move157Move Production
Equipment15.1Express Moving Company PM3Move Non-
Production Equipment15.2Express Moving
Company5$125,000N/AMove Non-Prod.15.1Project/Sign-
Off15.3Project Mgr115.1, 15.2Procurement Closure165Review
Contract Work16.1Project Mgr3Release Contractors16.2Project
Mgr116.1Pay Contractors16.3Project Mgr116.1, 16.2Project
Closure177Final Report17.1Project Mgr3Archive
Documentation17.2Project Mgr317.1Lessons
Leartned17.3Project Mgr117.1, 17.2Totals$656,000$168,000`
Sheet2
Sheet3
Project Management
MGT 402 A02
Argosy University

8. Professor: Brent Scholar
By: Phil Sassa
03/07/2016
Factors affecting the schedule
The permits were to take 2 weeks but now they are taking 3
weeks
Drywall and framing contractors are running late on other
projects and they can only release half of their crew, which
doubles their schedule
What is needed:
Building the extra time into the schedule by doubling the
installation work timelines for both the framing and drywall
Updating project plan with the new 3 week timeline for
obtaining permits
The permits were to take 2 weeks but now they are taking 3
weeks
Drywall and framing contractors are running late on other
projects and they can only release half of their crew, which
doubles their schedule

9. What is needed
Building the extra time into the schedule by doubling the
installation work timelines for both the framing and drywall
Update project plan with the new 3-week timeline for obtaining
permits
2
Course of Actions to be considered
Adding a new contractor at an extra cost of $200,000 and
negotiating an extra one week for the permits to be obtained
from project sponsor
Building the extra time into the schedule by doubling the
installation work timelines for both the framing and drywall,
which will cater for the one week needed for the permits
The two course of action to be considered include: Adding a
new contractor at an extra cost of $200, 000 and negotiating an
extra one week for the permits to be obtained from the project
sponsor
Building the extra time into the schedule by doubling the
installation work timelines for both the framing and drywall,
which will cater for the one week needed for the permits
3
Option 1: Hiring a new contractor & negotiating a one week
extension

10. In considering hiring a new contractor, its important to consider
the tradeoffs between time and cost
The total cost for hiring a new contractor and negotiating a one
week extention for the permits will be…….
$200,000+250,000 ( (for the lost revenue for the one week) =
$450,000
In considering hiring a new contractor, its important to consider
the tradeoffs between time and cost
The total cost for hiring a new contractor and negotiating a one
week extension for the permits will be:
$200,000+250,000 (for the lost revenue for the one week)=
450,000 extra the budget
4
Option 2: Increasing time schedule for the contractors
If the time schedule is increased for framing and drywall, there
would be no extra cost in the budget
However, the company will have revenue lost which will be…..
$250,000*3=$750,000

11. If the time schedule is increased for framing and drywall, there
would be no extra cost in the budget
However, the company will have revenue lost which will be:
$250,000*3=$750,000
5
Recommendation
Adding a new contractor at an extra cost of $200,000 and
negotiating an extra one week for the permits to be obtained
from the project sponsor will lead to an extra cost of $450,000
On the other hand, creating the extra time into the schedule by
doubling the installation work timelines for both the framing
and drywall, which will suffice for the one week needed for the
permits will make the company lose revenue in the amount of
$750,000
It is therefore recommended to add a new contractor and
negotiate with the project sponsor about a one week extension
for the project
Adding a new contractor at an extra cost of $200, 000 and
negotiating an extra one week for the permits to be obtained
from the project sponsor will lead to an extra cost of $450, 000
On the other hand, creating the extra time into the schedule
by doubling the installation work timelines for both the framing
and drywall, which will cater for the one week needed for the
permits will make the company lose revenue worth $750,000.
It is therefore recommended to add a new contractor and

12. negotiate with the project sponsor about a one week extension
for the project.
6
References
Berkun, S. (2008). Making things happen: Mastering project
management. Sebastopol, Calif: O’Reilly Media
Larson, Erik, Gray, C. (10/2013). Project Management, 6th
Edition. [VitalSource Bookshelf Online]. Retrieved from
https://digitalbookshelf.argosy.edu/#/books/1259341534/
Schmidt, T. (2009). Strategic project management made simple:
practical tools for leaders & teams. Hoboken, N.J. John Wiley &
Sons.
DEFINING THE PROJECT SCOPE 2
DEFINING THE PROJECT SCOPE 6
Defining the Project Scope
Philip Sassa
Argosy University

13. Project Management
MGT 402 A02
Professor Brent Scholar
February 16, 2016
Running head: DEFINING THE PROJECT SCOPE 1
Defining the Project Scope
Introduction
Every organization in a marketing environment has to cope
with the competition which exists in the environment and the
only way to adapt to the conditions, the management of the
organization has the jurisdictions of coming up with ambitious
projects which will uphold the name of the organization. The
only way for the firm to have its project done is by having well-
established systems within their structures which will allow
them to have a transparent project management. All projects
have boundaries, so its extent is defined. By definition, project
management is the ability of the management of the
organization to ensure they apply all the skills, knowledge,
tools, and technology that is at their disposal to ensure that all
the set project activities within the company are accomplished
as stipulated by the requirements of the project. All the
requirements of the project which have been designed will not
only be achieved quickly and therefore; District 4 production
warehouse will have to come up with the exact procedures
which will make certain in achieving the intended objectives
demanded by the designed project with respect to meeting the
thresholds for the project management. For this reason it is the
responsibility of the management within the firm to ensure that
they adopt the five fundamental aspects which are required for
the project to be accomplished (Miller, Frank, & Gaylord,

14. 2013). Some of them include initiating, planning, executing,
monitoring and controlling as well as closing the project. When
all the listed procedures are followed, then the company will see
themselves fulfilling the objectives and goals of the project
Project Objectives
Projects are always designed to enhance the progress of the
firm, therefore, to enable the management of the company to
meet their target they will have to come up with project
management. The project management will give the roadmap in
assisting the firm to attain its goals. Thus, the project has to
deliver on the following objectives:
1. Identify and clear project issues
The district four warehouse productions were intending to carry
out an expansion of the firm and for this reason they have to
come up with a project management checklist. After developing
the project management, the platform for the management of the
company will highlight all the concerns which are crucial and
therefore needed in the expansion that will allow the company
to grow. Therefore, the project management will be the only
documents utilized which will clearly illustrate all the issues
which are perhaps posing a challenge to the company and
implemented in the expansion.
2. Implement the strategies to achieve project objectives
When setting up a project management by the company, its
sole purpose is to ensure that the organization attains the goals
of the expansion. The production company had a strategy of
expanding the premises within the firm to allow it to increase
production and compete within the existing market environment.
Therefore, by designing the project management, this gives the
management the strategic objectives that were in place for the
organization to accomplish its goals (Knutson, 2001).
3. Develop a baseline project
By developing the management project, this will give the
control of the production organization to come up with the
bottom line of what they will achieve after implementing all
that has been stated in the project management. Therefore, it is

15. essential for the implementers of the PM to ensure that they
stick to what is stated in the document as it will give them a
guideline of developing the baseline for the project.
4. Monitor the project to plan
When designing the project management, all the issues to be
attended to are listed and their prices as well as the timetable to
be completed are well stated. Therefore, all the revenue to be
used in implementing the project and the time allotted must be
implemented. For the production company to ensure that the
project is successful, it must stick to the stated amount and
duration within the manuscript. Thus, by sticking to the
guidelines it will ensure that the project is successful.
Therefore, project management document acts as a monitor to
what the company is planning to achieve.
Deliverables
District 4 Warehouse is developing its plans for expansion
by ensuring that all the materials are available to allow for the
completion of the project. Some of the materials which must be
provided by the management of the company in the management
plans are called deliverables. By definition, deliverables in the
project management is the term that is used to refer to the
material goods or services which the organization is to produce
at the end when the project is completed. Consequently, District
4 Warehouse production when it completes its projects will be
able to produce quality products in an efficient as well as
streamlined fashion that meets the demands that are required by
the customers of the organization.
Milestones
Any project management must have a definite starting
timeline as well as ending timeline at which the project is to be
completed. This has to be of great importance to the firm
because it allows the company management to reflect as well as
monitor their activities. For the business to achieve those
results, they should have well design milestones which will
enable those who are running the project management of the
company to stay on task as stipulated in the document (Palepu,

16. 2011). For the basis of understanding of what milestones of the
project management entails, it refers to the tools that depict the
points which the activities are being undertaken. In the
document, we could see that each event which was to be carried
out by respective contractors well stated to show the checks and
input budgets of the project. Therefore, milestones act as an
indicator of the progress of the project without affecting the
duration to which the project will take, as a result of this; it will
allow the organization to attain the objectives that were
intended when designing the project.
Technical requirements
For the purpose of completing the project, the management
of the organization must ensure that all the departments which
are involved in fulfilling the project commencement must be in
place. Some to the required technical need enhancing the
project completion. Some of the technical requirements
involved include the availability of qualified electricians and
plumbers to allow the development of quality plans which will
implemented.
Limits and Exclusion
When the project is designed and allocated to the contractor
by the organization, it is important that the management of the
organization holds a meeting of the minds with the contractors
for any communication gaffes as well as having an
understanding of the project conclusion. When doing so, the
entrepreneurs and the management are going to put express the
limitations and exclusions in which the project may encounter
in its course when implemented (Miller, R,. Frank, B,. Gaylord,
J., 2013). This will enable the contractors to explain what’s not
available in the project, and they are excluded in the budget and
they will see a way out on how to integrate them into the project
management document. Therefore, that will fall under the
limitations that may be in the implementation of the project.
While exclusions are those aspects which are not compulsory
necessary stated in the project but are more crucial in the
project management to attain its completion. Some of these

17. aspects may be the security surveillance that is not included in
the project management but is necessarily vital.
Reviews with customers
The most critical stakeholders in the project are the
customers; this is because they are the ones who receive the
immediate services from the organization. Also, the
organization is the customers to the contractors, therefore, what
the client’s comments about you as the contractor or as the
group determines your fate in the competitive environment.
Thus, the positive feedback that is afforded by the customers
results in excellent review of the firm. Due to this, the
organization must enter into an agreement with the contractors
who have good standing as they will produce a quality project
reflective on both the organization and the contractors from the
view of the client.
References
Knutson, J. (2001). Project Management for Business
Professionals: A Comprehensive Guide. Retrieved from
http://wwwebrary.com NewYork, NY, USA
Miller, R., Frank, B., & Gaylord, J. (2013). Project
Management. Retrieved from Ohio:Chicago
Palepu, K. (2011). Time and Work Management. Retrieved ,
from
PROJECT TEAM AND STAKEHOLDER MANAGEMENT -
ESSAY 2
PROJECT TEAM AND STAKEHOLDER MANAGEMENT -
ESSAY 2
Project Team and Stakeholder Management - Essay

18. Philip Sassa
Argosy University
Project Management
MGT 402 A02
Professor Brent Scholar
February 22, 2016
Running head: PROJECT TEAM AND STAKEHOLDER
MANAGEMENT - ESSAY 1
Project Team and Stakeholder Management - Essay