Project Planning – Developing the Project Plan and Determining Critical Path 1. Using the District4WarehouseMove WBS.xls provided, create a Microsoft project plan for the District 4 Warehouse Move project. Use the PDF document, Project Plan Check – District4Move, to check your work to be sure you have created your starting project plan correctly.  Microsoft Project is required for this task. Please follow directions on MGT402_OpenProj_Directions.docx to download Microsoft Project. Note: you will need to insert a column to include your WBS codes, then you will need to sequence the tasks to show tasks by work package. It may help to review the Microsoft tutorial, Sequencing tasks in a project: http://www.project-open.org/en/project_tutorial 2. Based upon the details in the WBS and the project case, determine which tasks need to be completed first and which tasks are dependent upon other tasks to be completed prior to starting. Using this information identify predecessors in your project plan’s predecessor column. Complete the predecessor column by entering the line number of tasks that must be completed in order for each task to start. This will create your project timeline. Note: This is a critical step in the process to developing your critical path. It may help to review the Microsoft tutorial, Creating relationships between tasks: http://www.slideshare.net/dmdk12/creating-the-network-diagram-and-gantt-with-openproj 3. Using the View Network Diagram functionality within MS Project, determine the critical path for this project. In a MS Word document, list the activities that are on the critical path. Considering the risks identified in the risk table below, identify which risks would be most likely to increase your project timeline. Justify your responses. 4. Submit both your completed project plan and your MS Word document. District 4 Production Warehouse Move Project - Risk Table 1 Permits are not received per the schedule 2 Finish work contractors walk off the job half way through 3 Framing and drywall contractors are running behind schedule and can only produce half their crew as scheduled 4 Work benches are poor quality and 1/3 will have to be rebuilt Assignment 2 Grading Criteria Maximum Points Correctly developed a project plan from the WBS provided 60 Completed the predecessor column correctly in the project plan based upon information in the case. 40 Correctly identified critical path activities 16 Correctly identified risks that would impact the project schedule 40 Used proper writing components such as, correct grammar, spelling, and word choice and cited all sources using correct APA style, etc.. 44 Total: 200 Unsatisfactory Emerging Proficient Exemplary Assignment Components Correctly developed a project plan from the WBS provided. (CO2, CO3) The project plan was incorrectly developed. The project plan had some significant errors. The project plan was adequate to meet the required elements of the assi ...

1. Project Planning – Developing the Project Plan and Determining
Critical Path
1. Using the District4WarehouseMove WBS.xls provided, create
a Microsoft project plan for the District 4 Warehouse Move
project. Use the PDF document, Project Plan Check –
District4Move, to check your work to be sure you have created
your starting project plan correctly. Microsoft Project is
required for this task. Please follow directions on
MGT402_OpenProj_Directions.docx to download Microsoft
Project.
Note: you will need to insert a column to include your WBS
codes, then you will need to sequence the tasks to show tasks by
work package. It may help to review the Microsoft tutorial,
Sequencing tasks in a project: http://www.project-
open.org/en/project_tutorial
2. Based upon the details in the WBS and the project case,
determine which tasks need to be completed first and which
tasks are dependent upon other tasks to be completed prior to
starting. Using this information identify predecessors in your
project plan’s predecessor column. Complete the predecessor
column by entering the line number of tasks that must be
completed in order for each task to start. This will create your
project timeline.
Note: This is a critical step in the process to developing your
critical path. It may help to review the Microsoft tutorial,
Creating relationships between tasks:
http://www.slideshare.net/dmdk12/creating-the-network-
diagram-and-gantt-with-openproj
3. Using the View Network Diagram functionality within MS

2. Project, determine the critical path for this project. In a MS
Word document, list the activities that are on the critical path.
Considering the risks identified in the risk table below, identify
which risks would be most likely to increase your project
timeline. Justify your responses.
4. Submit both your completed project plan and your MS Word
document.
District 4 Production Warehouse Move Project - Risk Table
1
Permits are not received per the schedule
2
Finish work contractors walk off the job half way through
3
Framing and drywall contractors are running behind schedule
and can only produce half their crew as scheduled
4
Work benches are poor quality and 1/3 will have to be rebuilt
Assignment 2 Grading Criteria
Maximum Points
Correctly developed a project plan from the WBS provided
60
Completed the predecessor column correctly in the project plan
based upon information in the case.
40
Correctly identified critical path activities
16
Correctly identified risks that would impact the project schedule
40
Used proper writing components such as, correct grammar,
spelling, and word choice and cited all sources using correct

3. APA style, etc..
44
Total:
200
Unsatisfactory
Emerging
Proficient
Exemplary
Assignment Components
Correctly developed a project plan from the WBS provided.
(CO2, CO3)
The project plan was incorrectly developed.
The project plan had some significant errors.
The project plan was adequate to meet the required elements of
the assignment.
The project plan was correctly developed with additional
elements that added value and meaning.
Completed the predecessor column correctly in the project plan
based upon information in the case. (CO2)
The predecessor column was incorrect in almost all aspects.
The predecessor column was mostly correct; however, some
significant information and/or aspects were missing.
The predecessor column was adequately completed.
The predecessor column was completed correctly and included

4. additional aspects that set it apart from the ordinary.
Correctly identified critical path activities. (CO2, CO3)
Critical path activities were mostly missing and/or incorrectly
identified.
The critical path activities were mostly identified with some
significant omissions.
The critical paths were adequately identified.
The critical paths were not only identified, but also additional
insights raised the response to a professional level.
Correctly identified risks that would impact the project
schedule.
(CO1, CO4)
Risks that would impact the project schedule were either
incorrectly identified or missed entirely.
Only some risks that would impact the project schedule were
identified with some significant omissions.
Risks that would impact the project schedule were correctly and
adequately identified.
Risks that would impact the project schedule were correctly
identified along with adding additional information that
enhanced the information to a professional level.
Writing Components
Organization
Introduction
Thesis
Transitions
Conclusion
Introduction is limited or missing entirely.

5. The paper lacks a thesis statement.
Transitions are infrequent, illogical, or missing entirely.
Conclusion is limited or missing entirely.
Introduction is present but incomplete or underdeveloped.
The paper is loosely organized around a thesis that may have to
be inferred.
Transitions are sporadic.
Conclusion is present but incomplete or underdeveloped.
Introduction has a clear opening, provides background
information, and states the topic.
The paper is organized around an arguable, clearly stated thesis
statement.
Transitions are appropriate and help the flow of ideas.
Conclusion summarizes main argument and has a clear ending.
Introduction catches the reader’s attention, provides compelling
and appropriate background info, and clearly states the topic.
The paper is well organized around an arguable, focused thesis.
Thoughtful transitions clearly show how ideas relate.
Conclusion leaves the reader with a sense of closure and

6. provides concluding insights.
Usage and Mechanics
Grammar
Spelling
Sentence structure
Writing contains numerous errors in spelling, grammar, and/or
sentence structure that severely interferes with readability and
comprehension.
Errors in spelling and grammar exist that somewhat interfere
with readability and/or comprehension.
Writing follows conventions of spelling and grammar
throughout. Errors are infrequent and do not interfere with
readability or comprehension.
The paper is basically error free in terms of mechanics.
Grammar and mechanics help establish a clear idea and aid the
reader in following the writer’s logic.
APA Elements
Attribution
Paraphrasing
Quotations
No attempt at APA format.
APA format is attempted to paraphrase, quote, and cite, but
errors are significant.
Using APA format, accurately paraphrased, quoted, and cited in
many spots throughout when appropriate or called for. Errors

7. present are somewhat minor.
Using APA format, accurately paraphrased, quoted, and cited
throughout the presentation when appropriate or called for.
Only a few minor errors present.
Style
Audience
Word Choice
Writing often slips into first and/or second person.
Word choice is consistently inaccurate, unclear, or
inappropriate for the audience.
Writing sometimes slips into first and/or second person.
Word choice is sometimes inaccurate, unclear, or inappropriate
for the audience.
Writing remains in third person throughout writing.
Word choice is accurate, clear and appropriate for the audience
Writing remains professional in third person throughout writing.
Word choice is precise, appropriate for the audience, and
memorable.
Directions for Downloading and Installing OpenProj
MGT 402_Project Management

8. MGT 402_Downloading and Installing OpenProj Project
Management Software
Step 1: Enter OpenProj.org into the address bar of your web
browser
· Note: It is important to enter Openproj.org, only, Not
openproject.org as these are two separate and distinct programs.
Step 2: You will be redirected to
Sourceforge.net/projects/openproj
Click on the green Download button
Step 3: You will receive a message counting down the seconds
to your download. * Note, if your download does not begin
automatically, click on directlink .
Step 4: Allow your program to fully download
Step 5: When the program has fully downloaded, place your
cursor on the arrow, select Open
Step 6: Click Run

9. Step 7: Click Next to begin setup wizard
Step 8: Click Next to deliver OpenProj to the appropriate
directory on your computer
Step 9: ClickInstall to begin program installation
Step 10: Installation has begun
Step 11: Click Finish to conclude Open Proj download
Step 12: Congratulations, you have successfully downloaded
Open Proj and are ready to begin entering project details.
MGT 402- Directions for Downloading and Installing Open
Proj6 | Page
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

10. 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
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

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
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

12. 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
Sparks Electrical PM
Sparks Electrical
City & County
Project Manager
Waterworks Plumbing PM

13. 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
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

14. 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
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

15. 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
Woodcraft Carpentry PM
Woodcraft Car
City & County
Project Manager

16. 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
Split
Progress
Milestone

17. Summary
Project Summary
External Tasks
External Milestone
Deadline
Page 2
Project: District4Move.mpp
Date: Sat 1/8/11
Sheet1Work Breakdown StructureProject Name:District 4
Warehouse MoveProject Manager:Date:Work Breakdown
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

18. 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
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-

19. 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