Modern Project Management PowerPoint Presentation by Charlie Cook Copyright © 2014 McGraw-Hill Education. All Rights Reserved. CHAPTER ONE Project Management 6e 1-1 An Overview of Project Management 6e. 1–2 Project Management 6e 1-2 1–3 What is a Project? Project Defined A complex, nonroutine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs. Major Characteristics of a Project Has an established objective. Has a defined life span with a beginning and an end. Requires across-the-organizational participation. Involves doing something never been done before. Has specific time, cost, and performance requirements. Project Management 6e 1-2 1–4 Program versus Project Program Defined A series of coordinated, related, multiple projects that continue over an extended time and are intended to achieve a goal. A higher level group of projects targeted at a common goal. Examples: Project: completion of a required course in project management. Program: completion of all courses required for a business major. Project Management 6e 1-4 Comparison of Routine Work with Projects 1–5 TABLE 1.1 Routine, Repetitive Work Taking class notes Daily entering sales receipts into the accounting ledger Responding to a supply-chain request Practicing scales on the piano Routine manufacture of an Apple iPod Attaching tags on a manufactured product Projects Writing a term paper Setting up a sales kiosk for a professional accounting meeting Developing a supply-chain information system Writing a new piano piece Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs Wire-tag projects for GE and Wal-Mart Project Management 6e 1-5 1–6 The Challenge of Project Management The Project Manager Manages temporary, non-repetitive activities and frequently acts independently of the formal organization. Marshals resources for the project. Is linked directly to the customer interface. Provides direction, coordination, and integration to the project team. Is responsible for performance and success of the project. Must induce the right people at the right time to address the right issues and make the right decisions. Project Management 6e 1-6 1–7 Current Drivers of Project Management Factors leading to the increased use of project management: Compression of the product life cycle Knowledge explosion Triple bottom line (planet, people, profit) Corporate downsizing Increased customer focus Small projects represent big problems Project Management 6e 1-7 1–8 Project Governance: An Integrative Approach Integration (or centralization) of project management provides senior management with: An overview of all project management activities A big picture of how organizational resources are used A risk assessment of their portfolio of projects A rough metric of the firm’s improvement in managing projects relative to others in the in ...

1. Modern Project Management
PowerPoint Presentation by Charlie Cook
Copyright © 2014 McGraw-Hill Education.
All Rights Reserved.
CHAPTER ONE
Project Management 6e
1-1
An Overview of Project Management 6e.
1–2
Project Management 6e
1-2
1–3
What is a Project?
Project Defined
A complex, nonroutine, one-time effort limited by time, budget,
resources, and performance specifications designed to meet
customer needs.
Major Characteristics of a Project
Has an established objective.
Has a defined life span with a beginning and an end.
Requires across-the-organizational participation.
Involves doing something never been done before.
Has specific time, cost, and performance requirements.

2. Project Management 6e
1-2
1–4
Program versus Project
Program Defined
A series of coordinated, related, multiple projects that continue
over an extended time and are intended to achieve a goal.
A higher level group of projects targeted
at a common goal.
Examples:
Project: completion of a required course
in project management.
Program: completion of all courses required
for a business major.
Project Management 6e
1-4
Comparison of Routine Work with Projects
1–5
TABLE 1.1
Routine, Repetitive Work
Taking class notes
Daily entering sales receipts into the accounting ledger
Responding to a supply-chain request
Practicing scales on the piano
Routine manufacture of an Apple iPod
Attaching tags on a manufactured product
Projects

3. Writing a term paper
Setting up a sales kiosk for a professional accounting meeting
Developing a supply-chain information system
Writing a new piano piece
Designing an iPod that is approximately 2 X 4 inches, interfaces
with PC, and
stores 10,000 songs
Wire-tag projects for GE and
Wal-Mart
Project Management 6e
1-5
1–6
The Challenge of Project Management
The Project Manager
Manages temporary, non-repetitive activities and frequently acts
independently of the formal organization.
Marshals resources for the project.
Is linked directly to the customer interface.
Provides direction, coordination, and integration
to the project team.
Is responsible for performance and success of the project.
Must induce the right people at the right time to address the
right issues and make the right decisions.
Project Management 6e
1-6
1–7
Current Drivers of Project Management
Factors leading to the increased use of project management:

4. Compression of the product life cycle
Knowledge explosion
Triple bottom line (planet, people, profit)
Corporate downsizing
Increased customer focus
Small projects represent big problems
Project Management 6e
1-7
1–8
Project Governance:
An Integrative Approach
Integration (or centralization) of project management provides
senior management with:
An overview of all project management activities
A big picture of how organizational resources are used
A risk assessment of their portfolio of projects
A rough metric of the firm’s improvement in managing projects
relative to others in the industry
Linkages of senior management with actual project execution
management
Project Management 6e
1-8
Alignment of Projects with
Organizational Strategy
Problems resulting from the uncoordinated project management
systems include:
Projects that do not support the organization’s overall strategic

5. plan and goals.
Independent managerial decisions that create internal
imbalances, conflicts and confusion resulting in dissatisfied
customers.
Failure to prioritize projects results in the waste of resources on
non-value-added activities/projects.
1–9
Project Management 6e
1-9
Major Functions of Portfolio Management: The “Science” and
“Art” of Project Management
Oversee project selection.
Monitor aggregate resource levels and skills.
Encourage use of best practices.
Balance projects in the portfolio in order to represent a risk
level appropriate to the organization.
Improve communication among all stakeholders.
Create a total organization perspective that goes beyond silo
thinking.
Improve overall management of projects over time.
1–10
Project Management 6e
1-10
1–11
Key Terms
Program
Project
Project life cycle

6. Project Management Professional (PMP)
Project Management 6e
1-11
Defining
the Project
CHAPTER FOUR
PowerPoint Presentation by Charlie Cook
Copyright © 2014 McGraw-Hill Education.
All Rights Reserved.
Project Management 6e.
4-1
4–2
Where We Are Now
Project Management 6e.
4-2
4–3
Defining the Project
Step 1: Defining the Project Scope
Step 2: Establishing Project Priorities
Step 3: Creating the Work Breakdown Structure
Step 4: Integrating the WBS with the Organization

7. Step 5: Coding the WBS for the Information System
Project Management 6e.
4-3
4–4
Step 1: Defining the Project Scope
Project Scope
A definition of the end result or mission of the project—a
product or service for the client/customer—in specific, tangible,
and measurable terms.
Purpose of the Scope Statement
To clearly define the deliverable(s) for the end user.
To focus the project on successful completion
of its goals.
To be used by the project owner and participants
as a planning tool and for measuring project success.
Project Management 6e.
4-4
4–5
Project Scope: Terms and Definitions
Scope Statements
Also called statements of work (SOW)
Project Charter
Can contain an expanded version of scope statement
A document authorizing the project manager to initiate and lead
the project.
Scope Creep
The tendency for the project scope to expand over time due to
changing requirements, specifications, and priorities.

8. Project Management 6e.
4-5
4–6
Step 2: Establishing Project Priorities
Causes of Project Trade-offs
Shifts in the relative importance of criterions related
to cost, time, and performance parameters
Budget–Cost
Schedule–Time
Performance–Scope
Managing the Priorities of Project Trade-offs
Constrain: a parameter is a fixed requirement.
Enhance: optimizing a criterion over others.
Accept: reducing (or not meeting) a criterion requirement.
Project Management 6e.
4-6
4–7
Step 3: Creating the Work
Breakdown Structure
Work Breakdown Structure (WBS)
An hierarchical outline (map) that identifies the products and
work elements involved in a project.
Defines the relationship of the final deliverable
(the project) to its subdeliverables, and in turn,
their relationships to work packages.
Best suited for design and build projects that have tangible
outcomes rather than process-oriented projects.

9. Project Management 6e.
4-7
4–8
How WBS Helps the Project Manager
WBS
Facilitates evaluation of cost, time, and technical performance
of the organization on a project.
Provides management with information appropriate
to each organizational level.
Helps in the development of the organization breakdown
structure (OBS). which assigns project responsibilities to
organizational units and individuals
Helps manage plan, schedule, and budget.
Defines communication channels and assists
in coordinating the various project elements.
Project Management 6e.
4-8
4–9
Work Packages
A work package is the lowest level of the WBS.
It is output-oriented in that it:
Defines work (what).
Identifies time to complete a work package (how long).
Identifies a time-phased budget to complete
a work package (cost).
Identifies resources needed to complete
a work package (how much).
Identifies a person responsible for units of work (who).

10. Identifies monitoring points (milestones)
for measuring success.
Project Management 6e.
4-9
4–10
Step 4: Integrating the WBS
with the Organization
Organizational Breakdown Structure (OBS)
Depicts how the firm is organized to discharge its work
responsibility for a project.
Provides a framework to summarize
organization work unit performance.
Identifies organization units responsible
for work packages.
Ties organizational units to cost control accounts.
Project Management 6e.
4-10
4–11
Step 5: Coding the WBS for
the Information System
WBS Coding System
Defines:
Levels and elements of the WBS
Organization elements
Work packages
Budget and cost information
Allows reports to be consolidated at any level in the
organization structure

11. Project Management 6e.
4-11
4–12
Responsibility Matrices
Responsibility Matrix (RM)
Also called a linear responsibility chart.
Summarizes the tasks to be accomplished and who is
responsible for what on the project.
Lists project activities and participants.
Clarifies critical interfaces between units
and individuals that need coordination.
Provide an means for all participants to view their
responsibilities and agree on their assignments.
Clarifies the extent or type of authority that
can be exercised by each participant.
Project Management 6e.
4-12
4–13
Project Communication Plan
What information needs to be collected
and when?
Who will receive the information?
What methods will be used to gather
and store information?
What are the limits, if any, on who has access to certain kinds
of information?
When will the information be communicated?

12. How will it be communicated?
Project Management 6e.
4-13
4–14
Information Needs
Project status reports
Deliverable issues
Changes in scope
Team status meetings
Gating decisions
Accepted request changes
Action items
Milestone reports
Project Management 6e.
4-14
4–15
Key Terms
Cost account
Milestone
Organization breakdown structure (OBS)
Priority matrix
Process breakdown structure (PBS)
Project charter
Responsibility matrix
Scope creep
Scope statement
WBS dictionary

13. Work breakdown structure (WBS)
Work package
Project Management 6e.
4-15
Organization Strategy and Culture
CHAPTER THREE
PowerPoint Presentation by Charlie Cook
Copyright © 2014 McGraw-Hill Education.
All Rights Reserved.
Project Management 6e.
3-1
3–2
Where We Are Now
Project Management 6e.
3-2
3–3
Project Management Structures
Challenges to Organizing Projects
The uniqueness and short duration of projects relative to
ongoing longer-term organizational activities
The multidisciplinary and cross-functional nature of projects

14. creates authority and responsibility dilemmas.
Choosing an Appropriate Project Management Structure
The best system balances
the needs of the project
with the needs of the
organization.
Project Management 6e.
3-3
3–4
Project Management Structures (cont’d)
Organizing Projects: Functional organization
Different segments of the project are delegated
to respective functional units.
Coordination is maintained through normal management
channels.
Used when the interest of one functional area dominates the
project or one functional area has
a dominant interest in the project’s success.
Project Management 6e.
3-4
3–5
Functional Organization of Projects
Advantages
No structural change
Flexibility
In-depth expertise

15. Easy post-project transition
Disadvantages
Lack of focus
Poor integration
Slow
Lack of ownership
Project Management 6e.
3-5
3–6
Project Management Structures (cont’d)
Organizing Projects: Dedicated Teams
Teams operate as separate units under the leadership of a full-
time project manager.
In a projectized organization where projects are the dominant
form of business, functional departments are responsible for
providing support for its teams.
Project Management 6e.
3-6
3–7
Project Organization: Dedicated Team
Advantages
Simple
Fast
Cohesive
Cross-Functional Integration
Disadvantages
Expensive
Internal Strife

16. Limited Technological Expertise
Difficult Post-Project Transition
Project Management 6e.
3-7
3–8
Project Management Structures (cont’d)
Organizing Projects: Matrix Structure
Hybrid organizational structure (matrix) is overlaid on the
normal functional structure.
Two chains of command (functional and project)
Project participants report simultaneously to both functional and
project managers.
Matrix structure optimizes the use of resources.
Allows for participation on multiple projects while performing
normal functional duties.
Achieves a greater integration of expertise and project
requirements.
Project Management 6e.
3-8
3–9
Different Matrix Forms
Weak Form
The authority of the functional manager predominates and the
project manager has indirect authority.
Balanced Form
The project manager sets the overall plan and the functional
manager determines how work to be done.

17. Strong Form
The project manager has broader control and functional
departments act as subcontractors
to the project.
Project Management 6e.
3-9
3–10
Project Organization: Matrix Form
Advantages
Efficient
Strong Project Focus
Easier Post-Project Transition
Flexible
Disadvantages
Dysfunctional Conflict
Infighting
Stressful
Slow
Project Management 6e.
3-10
3–11
What Is the Right Project
Management Structure?
Organization (Form) Considerations
How important is the project to the firm’s success?
What percentage of core work involves projects?
What level of resources (human and physical)
are available?

18. Project Management 6e.
3-11
3–12
What Is the Right Project
Management Structure? (cont’d)
Project Considerations
Size of project
Strategic importance
Novelty and need for innovation
Need for integration (number of departments involved)
Environmental complexity (number of external interfaces)
Budget and time constraints
Stability of resource requirements
Project Management 6e.
3-12
3–13
Organizational Culture
Organizational Culture Defined
A system of shared norms, beliefs, values, and assumptions
which bind people together, thereby creating shared meanings.
The “personality” of the organization that sets it
apart from other organizations.
Provides a sense of identify to its members.
Helps legitimize the management system of the organization.
Clarifies and reinforces standards of behavior.

19. Project Management 6e.
3-13
3–14
Identifying Cultural Characteristics
Study the physical characteristics
of an organization.
Read about the organization.
Observe how people interact
within the organization.
Interpret stories and folklore
surrounding the organization.
Project Management 6e.
3-14
3–15
Key Terms
Balanced matrix
Dedicated project team
Matrix
Organizational culture
Projectized organization
Project Office (PO)
Strong matrix
Weak matrix
Project Management 6e.
3-15

20. Project Management Case
You are working for a large, apparel design and manufacturing
company, Trillo Apparel Company (TAC), headquartered in
Albuquerque, New Mexico. TAC employs around 3000 people
and has remained profitable through tough economic times. The
operations are divided into 4 districts; District 1 – North,
District 2 – South, District 3 – West and District 4 – East. The
company sets strategic goals at the beginning of each year and
operates with priorities to reach those goals.Trillo Apparel
Company Current Year Priorities
· Increase Sales and Distribution in the East
· Improve Product Quality
· Improve Production in District 4
· Increase Brand Recognition
· Increase RevenuesCompany Details
Company Name: Trillo Apparel Company (TAC)
Company Type: Apparel design and production
Company Size: 3000 employees
Position
# Employees
Owner/CEO
1
Vice President
4
Chief Operating Officer
1
Chief Financial Officer
1
Chief Information Officer
1
IT Department
38
District Manager
4
Sales Team
30

21. Accountant
12
Administrative Assistant
7
Order Fullfilment
45
Customer Service
57
Designer
24
Project Manager
10
Maintenance
25
Operations
2500
Shipping Department
240
Total Employees
3000
Products: Various Apparel
Corporate Location: Albuquerque, New MexicoTAC
Organization Chart
District 4 Production Warehouse Move Project Details
The business has expanded considerably over the past few years
and District 4 in the East has outgrown its current production
facility. Because of this growth the executives want to expand
the current facility, moving the whole facility 10 miles away.
The location selected has enough room for the production and
the shipping department. However, the current warehouse needs
some renovation to accommodate the district’s operational

22. needs.
The VP of Operations estimates the production and shipping
warehouse move for District 4 will provide room required to
generate the additional $1 million/year product revenues to
meet the current demand due to the expanded production
capacity. Daily production generates $50,000 revenue so a week
of downtime will cost $250,000 in lost revenues.
The move must be completed in 4 months.
Mileage between the old and new facilities is 10 miles.
Bids have been received from contractors to build out the new
office space and production floor and have signed contracts for
work as follows:
Activity
Company Providing Services
Total Contract
Supplies
Time Needed
Pack, move and unpack production equipment
City Equipment Movers
$150,000
n/a
5 Days
Move non-production equipment and materials
Express Moving Company
$125,000
n/a
5 Days
Framing
East Side Framing & Drywall
$121,000
$125,000
15 Days
Electrical
Sparks Electrical
$18,000
$12,000

23. 10 Days
Plumbing
Waterworks Plumbing
$15,000
$13,000
10 Days
Drywall
East Side Framing & Drywall
$121,000
$18,000
15 Days
Finish Work
Woodcraft Carpentry
$115,000
$15,000
15 Days
Build work benches for production floor
Student Workers Carpentry
$112,000
$110,000
15 Days
Production workdays are Monday through Saturday. The actual
move must be completed in 5 days for as little disruption to
production activities as possible. All contractors are on other
projects but have been booked in advance. The contractors will
gain the necessary permits and schedule city and county
inspections but these tasks need to be identified separately due
to the length of time it can take. Permitting and inspections can
take from one to three weeks, depending upon schedule and the
flexibility of the inspector. The new warehouse is empty and
can be accessed immediately. Framing cannot start until the
permits are received. Electrical and plumbing can begin as soon
as the framing is finished. Drywall cannot start until the
electrical and plumbing inspections are complete. After the
drywall is completed, final inspections will be completed by the

24. county and city. After both the county and city have passed the
new construction, finish work can begin. Building the product
floor work benches can occur at any time before the move
occurs.
Chief Executive
Officer
Chief Operating
Officer
Chief Financial
Officer
VP Sales &
Marketing
Chief Information
Officer
Executive
Assistant
VP
Operations
VP Customer
Service
Inbound Call
Manager
Outbound Call
Manager
Outbound Call
Team (20)
Inbound Call
Team (35)
IT
Manager
IT Staff
(37)
Sales Team
(30)
Accountants
(12)

25. District2
Manager
District 3
Manager
District1
Manager
District 4
Manager
D1 Operations
(500)
D1 Operations
(650)
D3 Operations
(450)
D4 Operations
(900)
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Order Fulfillment
(45)
Shipping
(50)
Shipping
(50)
Shipping
(50)

26. Shipping
(90)
Maintenance
(5)
Maintenance
(5)
Maintenance
(5)
Maintenance
(10)
Project Managers
(10)
VP
Design
Design Team
(24)
Trillo Apparel Company
Chief Executive
Officer
Chief Operating
Officer �
Chief Financial
Officer�
VP Sales &
Marketing �
Executive
Assistant�
Chief Information
Officer�
VP
Operations�
VP Customer
Service �
Inbound Call
Manager�

27. Outbound Call
Team (20)�
Outbound Call
Manager�
Inbound Call
Team (35)�
IT
Manager�
IT Staff
(37)�
Sales Team
(30)
Accountants
(12)�
District2
Manager�
District 3
Manager�
District1
Manager�
District 4
Manager�
D1 Operations
(500)�
D1 Operations
(650)�
D3 Operations
(450)�
D4 Operations
(900)�
Administrative
Assistant �
Administrative
Assistant �
Administrative

28. Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant�
Shipping
(50)�
Order Fulfillment
(45)�
Shipping
(50)�
Shipping
(50)�
Shipping
(90)�
Maintenance
(5)�
Maintenance
(5)�
Maintenance
(5)�
Maintenance
(10)�
Project Managers
(10)�
VP
Design�
Design Team
(24)�
Trillo Apparel Company
Sheet1Work Breakdown StructureProject Name:District 4
Warehouse MoveProject Manager:Date:Work Breakdown

29. Structure Purpose and LimitationsThe purpose of this worksheet
is to:Identify the work to be doneIdentify the types of resources
required for the workDevelop estimates for each work
elementThis worksheet does not address:When the work will be
completedUse the following table to define the major
deliverables and associated task detail for each deliverable. Use
the example (in red) for help in determining how to break up the
work and identify the Work ID numbers. Expand the table as
needed.Work Package
TaskTasksResource(s) RequiredEstimated Duration
(in days)
TasksEstimated Duration
(in days)
Work PackageID1Project Kick-off41.1Book location for
meetingProject Manager11.2Invite stakeholdersProject
Manager11.3Prepare presentationProject Manager11.4Conduct
the meetingProject Manager and Attendees12Project
Documents132.1Develop Charter/ScopeProject
Manager22.2Develop WBSProject Manager and
Workers72.3Develop Project PlanProject Manager22.4Develop
Communication PlanProject Manager23Status
Reports/Meetings33.1Develop Status ReportProject
Manager13.2Set schedule for team meetingsProject
Manager13.4Set schedule for stakeholder meetingsProject
Manager14Initial Planning Meetings with Vendors54.1Meet
with Framing/DrywallProject Manager and East Side Framing
PM14.2Meet with ElectricalProject Manager and Sparks
Electrical PM14.3Meet with PlumbingProject Manager and
Waterworks Plumbing PM14.4Meet with Finish WorkProject
Manager and Woodcraft Carpentry PM14.5Meet with Student
WorkersProject Manager and Student Workers
Manger15Electrical Permits105.1Obtain Electrical
PermitsSparks Electrical PM106Plumbing Permits106.1Obtain
Plumbing PermitsWaterworks Plumbing PM107Building
Permits107.1Obtain Building PermitsEast Side Framing &
Drywall PM108Framing248.1Framing-Order SuppliesEast Side

30. Framing & Drywall PM38.2Framing-BuildEast Side Framing &
Drywall158.3Framing-InspectCity & County58.4Framing-
Project Sign-offProject Manager19Electrical199.1Electrical-
Order SuppliesSparks Electrical PM39.2Electrical-InstallSparks
Electrical109.3Electrical-InspectCity & County59.4Electrical-
Project Sign-offProject Manager110Plumbing1910.1Plumbing-
Order SuppliesWaterworks Plumbing PM310.2Plumbing-
InstallWaterworks Plumbing1010.3Plumbing-InspectCity &
County510.4Plumbing-Project Sign-offProject
Manager111Drywall2411.1Drywall-Order SuppliesEast Side
Framing & Drywall PM311.2Drywall-InstallEast Side Framing
& Drywall1511.3Drywall-InspectCity & County511.4Drywall-
Project Sign-offProject Manager112Finish Work2412.1Finish-
Order SuppliesWoodcraft Carpentry PM312.2Finish-
InstallWoodcraft Carpentry1512.3Finish-InspectCity &
County512.4Finish-Project Sign-offProject
Manager113Workbenches2013.1Workbenches-Order
SuppliesStudent Workers Manager213.2Workbenches-
BuildStudent Workers1513.3Workbenches-Quality
inspectionProject Manager213.4Workbenches-Project Sign-
offProject Manager114Equipment Packing514.1Pack production
equipmentCity Equipment Movers PM214.2Pack non-production
equipmentCity Equipment Movers214.3Project Sign-offProject
Manager115Move715.1Move production equipmentExpress
Moving Company PM315.2Move non-production
equipmentExpress Moving Company315.3Project Sign-
offProject Manager116Procurement Closure516.1Review
contract workProject Manager316.2Release contractorsProject
Manager116.3Pay contractorsProject Manager117Project
Closure717.1Final reportProject Manager317.2Archive
documentationProject Manager317.3Lessons LearnedProject
Manager1
Sheet2
Sheet3

31. ID WBS Task Name Duration Start Finish Predecessors
Resource Names
1 1 Project Kick-off 1 day Mon 1/3/11 Mon 1/3/11
2 1.1 Book location for meeting 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
3 1.2 Invite stakeholders 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
4 1.3 Prepare presentation 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
5 1.4 Conduct the meeting 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager and A
6 2 Project Documents 7 days Mon 1/3/11 Tue 1/11/11
7 2.1 Develop Charter/Scope 2 days Mon 1/3/11 Tue 1/4/11
Project Manager
8 2.2 Develop WBS 7 days Mon 1/3/11 Tue 1/11/11 Project
Manager and W
9 2.3 Develop Project Plan 2 days Mon 1/3/11 Tue 1/4/11
Project Manager
10 2.4 Develop Communication Plan 2 days Mon 1/3/11 Tue
1/4/11 Project Manager
11 3 Status Reports/Meetings 1 day Mon 1/3/11 Mon 1/3/11
12 3.1 Develop Status Report 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
13 3.2 Set schedule for team meetings 1 day Mon 1/3/11 Mon
1/3/11 Project Manager
14 3.3 Set schedule for stakeholder meetings 1 day Mon 1/3/11
Mon 1/3/11 Project Manager
15 4 Initial Planning Meetings with Vendors 1 day Mon 1/3/11
Mon 1/3/11
16 4.1 Meet with Framing/Drywall 1 day Mon 1/3/11 Mon
1/3/11 Project Manager and E
17 4.2 Meet with Electrical 1 day Mon 1/3/11 Mon 1/3/11
Project Manager and S

32. 18 4.3 Meet with Plumbing 1 day Mon 1/3/11 Mon 1/3/11
Project Manager and W
19 4.4 Meet with Finish Work 1 day Mon 1/3/11 Mon 1/3/11
Project Manager and W
20 4.5 Meet with Student Workers 1 day Mon 1/3/11 Mon
1/3/11 Project Manager and S
21 5 Electrical Permits 10 days Mon 1/3/11 Fri 1/14/11
22 5.1 Obtain Electrical Permits 10 days Mon 1/3/11 Fri 1/14/11
Sparks Electrical PM
23 6 Plumbing Permits 10 days Mon 1/3/11 Fri 1/14/11
24 6.1 Obtain Plumbing Permits 10 days Mon 1/3/11 Fri 1/14/11
Waterworks Plumbing
25 7 Building Permits 10 days Mon 1/3/11 Fri 1/14/11
26 7.1 Obtain Building Permits 10 days Mon 1/3/11 Fri 1/14/11
East Side Framing & D
27 8 Framing 15 days Mon 1/3/11 Fri 1/21/11
28 8.1 Framing-Order Supplies 3 days Mon 1/3/11 Wed 1/5/11
East Side Framing & D
29 8.2 Framing-Build 15 days Mon 1/3/11 Fri 1/21/11 East Side
Framing & D
30 8.3 Framing-Inspect 10 days Mon 1/3/11 Fri 1/14/11 City &
County
31 8.4 Framing-Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
32 9 Electrical 10 days Mon 1/3/11 Fri 1/14/11
33 9.1 Electrical-Order Supplies 3 days Mon 1/3/11 Wed 1/5/11
Sparks Electrical PM
34 9.2 Electrical-Install 10 days Mon 1/3/11 Fri 1/14/11 Sparks
Electrical
35 9.3 Electrical-Inspect 10 days Mon 1/3/11 Fri 1/14/11 City &
County
36 9.4 Electrical-Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
37 10 Plumbing 10 days Mon 1/3/11 Fri 1/14/11
38 10.1 Plumbing-Order Supplies 3 days Mon 1/3/11 Wed
1/5/11 Waterworks Plumbing

33. 39 10.2 Plumbing-Install 10 days Mon 1/3/11 Fri 1/14/11
Waterworks Plumbing
Project Manager
Project Manager
Project Manager
Project Manager and Attend
Project Manager
Project Manager and
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager and East S
Project Manager and Spark
Project Manager and Water
Project Manager and Wood
Project Manager and Stude
Sparks Electrical P
Waterworks Plumbi
East Side Framing
East Side Framing & Dryw
East Side Fra
City & County
Project Manager

34. Sparks Electrical PM
Sparks Electrical
City & County
Project Manager
Waterworks Plumbing PM
Waterworks Plumbi
2/1 2/2 1/2 1/9 1/16 1/23 1/30 2/6
January Februar
Task
Split
Progress
Milestone
Summary
Project Summary
External Tasks
External Milestone
Deadline
Page 1
Project: District4Move.mpp
Date: Sat 1/8/11

35. ID WBS Task Name Duration Start Finish Predecessors
Resource Names
40 10.3 Plumbing-Inspect 10 days Mon 1/3/11 Fri 1/14/11 City
& County
41 10.4 Plumbing-Project Sign-off 1 day Mon 1/3/11 Mon
1/3/11 Project Manager
42 11 Drywall 15 days Mon 1/3/11 Fri 1/21/11
43 11.1 Drywall-Order Supplies 3 days Mon 1/3/11 Wed 1/5/11
East Side Framing & D
44 11.2 Drywall-Install 15 days Mon 1/3/11 Fri 1/21/11 East
Side Framing & D
45 11.3 Drywall-Inspect 10 days Mon 1/3/11 Fri 1/14/11 City &
County
46 11.4 Drywall-Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
47 12 Finish Work 15 days Mon 1/3/11 Fri 1/21/11
48 12.1 Finish-Order Supplies 3 days Mon 1/3/11 Wed 1/5/11
Woodcraft Carpentry P
49 12.2 Finish-Install 15 days Mon 1/3/11 Fri 1/21/11
Woodcraft Carpentry
50 12.3 Finish-Inspect 10 days Mon 1/3/11 Fri 1/14/11 City &
County
51 12.4 Finish-Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
52 13 Workbenches 15 days Mon 1/3/11 Fri 1/21/11
53 13.1 Workbenches-Order Supplies 2 days Mon 1/3/11 Tue
1/4/11 Student Workers Mana
54 13.2 Workbenches-Build 15 days Mon 1/3/11 Fri 1/21/11
Student Workers
55 13.3 Workbenches-Quality inspection 2 days Mon 1/3/11 Tue
1/4/11 Project Manager
56 13.4 Workbenches-Project Sign-off 1 day Mon 1/3/11 Mon
1/3/11 Project Manager
57 14 Equipment Packing 2 days Mon 1/3/11 Tue 1/4/11

36. 58 14.1 Pack production equipment 2 days Mon 1/3/11 Tue
1/4/11 City Equipment Mover
59 14.2 Pack non-production equipment 2 days Mon 1/3/11 Tue
1/4/11 City Equipment Mover
60 14.3 Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
61 15 Move 3 days Mon 1/3/11 Wed 1/5/11
62 15.1 Move production equipment 3 days Mon 1/3/11 Wed
1/5/11 Express Moving Comp
63 15.2 Move non-production equipment 3 days Mon 1/3/11
Wed 1/5/11 Express Moving Comp
64 15.3 Project Sign-off 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
65 16 Procurement Closure 3 days Mon 1/3/11 Wed 1/5/11
66 16.1 Review contract work 3 days Mon 1/3/11 Wed 1/5/11
Project Manager
67 16.2 Release contractors 1 day Mon 1/3/11 Mon 1/3/11
Project Manager
68 16.3 Pay contractors 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
69 17 Project Closure 3 days Mon 1/3/11 Wed 1/5/11
70 17.1 Final report 3 days Mon 1/3/11 Wed 1/5/11 Project
Manager
71 17.2 Archive documentation 3 days Mon 1/3/11 Wed 1/5/11
Project Manager
72 17.3 Lessons Learned 1 day Mon 1/3/11 Mon 1/3/11 Project
Manager
City & County
Project Manager
East Side Framing & Dryw
East Side Fra
City & County
Project Manager

37. Woodcraft Carpentry PM
Woodcraft Car
City & County
Project Manager
Student Workers Manager
Student Worke
Project Manager
Project Manager
City Equipment Movers PM
City Equipment Movers
Project Manager
Express Moving Company
Express Moving Company
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
2/1 2/2 1/2 1/9 1/16 1/23 1/30 2/6
January Februar
Task

38. Split
Progress
Milestone
Summary
Project Summary
External Tasks
External Milestone
Deadline
Page 2
Project: District4Move.mpp
Date: Sat 1/8/11