The Woody 2000 project aims to expand an existing woodworking facility's production capacity by 25% over 18 months with a $15 million budget. Key tasks in the project plan include obtaining permits, installing new equipment like air conditioning and woodworking machinery, and expanding the production and paint shop areas. Risks like weather delays and issues obtaining permits on schedule are identified along with mitigation plans. The project's critical path contains tasks like foundation work, equipment installation, and shop construction and preparation.

1. WOODY 2000 PROJECT (Wideman, M., n.d.)
Woody 2000 project analysis is based on the book 'Effective Project Management: Traditional, Agile, Extreme'
(Wysocki, 2009). Costs and time for obtaining mandatory inspections and permits used in work are based on
research of various costs and time required for those services in BC, Canada, mostly for City Pit Meadows
(2007) and City Vancouver (2011).
DEFINITION
CONDITION OF SATISFACTION (Wysocki, 2009, pp52-56)
1. Obtaining required documentation;
2. Production capacity area enlarged by the equivalent of 25% of existing production capacity;
3. Installation of air conditioning for facility;
4. Dust free paint and finishing shop installation;
5. Additional compressor capacity installation;
6. Installation of semi-automatic woodworking production train;
7. Passing trough all mandatory inspections;
8. Budget $ 15,000,000.-;
9. Project duration 18 months
PLAN
CONDUCTING PLANNING SESSION
1. Create WBS including Activity List
2. Subject matter experts develop further decomposition
3. Estimate task duration and resource needs
4. Construct project network diagram
5. Determine critical path
6. Revision and approval of completion date
7. Finalization of resource schedule

3. GANTT CHART

18. WORK BREAKDOWN STRUCTURE

27. RISK IDENTIFICATION & MITIGATION
Risks
a. Weather conditions – in BC weather, especially depending on where is Someplace may be located,
during the winter time may have unpredictable consequences on works execution and, therefore,
schedule as well.
b. Schedule – schedule is calculated with minimal flexibility. That is the reason to watch execution,
delivery and mandatory inspections closely. In order to do that frequent audits should be performed
in order to control development of the projected plan and in order to enable continuous analysis
which may improve execution in the future. C
c. Obtaining mandatory licenses and permits timely
Mitigation of the risks
a. Weather – considering that most of construction works will be during the period when is abundance
of snow and very cold, we should provide for covers and physical protection of work site
b. Schedule – watching closely execution of the scheduled tasks, in the case that crucial tasks may fall
behind the schedule, we shall use increased workforce round the clock as budget is providing
maneuvering space for it.
c. Mandatory licenses and permits – S&P schedule is planned the way that allowing some spare time for
obtaining mandatory licenses and permits and secure them as required
RISK MONITORING AND CONTROL
Upon identification, assessment of probability and impact of possible risk is made, risks shall be noted. Risk
log will be formed, stating ID number, description, owner, action to be taken and outcome (Wysocki, 2010,
pp188-189).
CRITICAL PATH
There are few tasks on critical path, Project and Planning, Semi Automated Wood Train software
development, Foundation Construction Preparation, Erection of I-beams for construction of extension, Roof
and Walls construction and fitting and preparation of Semi-automated Wood Train preparation, which were
allowed for extra time in addition to calculated requirement for execution in amount 10-12%. Most of the task
on the critical path may be also under influence of weather conditions.
REVISION AND APPROVAL OF COMPLETION TIME
Revision of the current time schedule is not required.
FINALIZATION OF RESOURCE SCHEDULE
Schedule as shown in Gantt chart does not require changes in resource schedule and at this point there is no
need for requesting additional resources.
References:
Wideman, M. (n.d.) Project management case study: the custom woodworking company — Woody 2000
project [Online]. Available from: http://www.maxwideman.com/papers/woody2000/intro.htm
(Accessed: 2 March 2011).
Wysocki, R.K. (2009), 'Effective Project Management: Traditional, Agile, Extreme', 5th ed., Indianapolis,
USA, Wiley Publishing Inc.
City of Pit Meadows (2007), Website, Available at:
http://www.pittmeadows.bc.ca/EN/main/business/1156/1187/1283.html, (Accessed: 22 April 2011)
City of Vancouver (2011), Website, Available at: http://vancouver.ca/business.htm, (Accessed: 22 April
2011)