The document discusses making adjustments to a project plan and schedule to ensure the project is completed on time. It recommends several strategies: having workers work overtime, prioritizing dependent tasks, reassigning incompetent resources, adding more resources to critical tasks, and reallocating resources from less demanding to more critical tasks. The overall goal is to use these approaches to finish the project within the stipulated four month timeframe.

1. Project Schedule Changes
Kimberley Manzo
MGT/402 A01
Laura Williams
Argosy University
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Getting it done on time
It is not an unusual thing to find out that some of the work
initially thought to be simpler turns out to be a bit complex.
Especially during the execution of a project, hence the need to
make quick and immediate adjustments on the project plan. It’s
important that it gets completed on the stipulated timeframe as
outlined below.
1. WORKING OVERTIME
So as to finish the project on the stipulated time plan it will be
prudent to hire another contractor for an additional fee of
$200,000. They can help with the framing and drywall work, as
the other contractor is willing to release only half of the
workers. This may derail our timeframe of finishing the project
on time. The workers will have to pull their efforts together and
work overtime so as to ensure that the project gets completed on

2. the scheduled time.
2. SCRUTINIZING ON PROJECT DEPENDENCIES
Some of the tasks that greatly depend on others for them to get
started must be channeled towards the speeding up of the
lagging behind tasks. For example instead of the workers who
will be doing electrical work, can finish building work benches.
It would be prudent to channel the labor towards the framing
and drywall work, which is on the critical path of the project.
This must be done carefully so it doesn’t affect the other sectors
of the project. Making sure the project gets completed on time.
3.SWAPPING RESOURCES
After assessing the project closely it was realized that some of
the workers were incompetent. For example the finish work
contractors left the work half-way through and walked away. It
became crucial to reassign the duty to other team members who
are not on the critical path of the project i.e. the work bench
workers who may do a much perfect job than the finish work
employees.
4. CRASHING THE SCHEDULE
This means adding more resources to tasks on the critical path
of the project. For example it is advisable to take a few of the
workers from other tasks that are not critical and assign them on
the framing and drywall work. Since the contractor has only
agreed to release half of their workers to come and work on the
project. Alternatively it would be wise to loan some workers to
help complete the project on time.

3. 5. REALLOCATION OF SOME RESOURCES
Tasks that are making the project lag behind are those found on
the critical path such as framing and drywall work. It is
recommended that since these are the tasks most crucial to the
completion of the project, it would be wise to channel some
resources from the less demanding tasks to come and fast track
the project. The main goal is to make sure that the project gets
completed on the stipulated timeframe of four months.
Granted all of these, it would be simple to hasten and complete
the project plan on time so that our customers begin to enjoy
our services as soon as possible.
"Financial Systems" Please respond to the following:
From the second case study and e-Activity, determine the
importance of bankers having good working relationships with
their clients. Support your response with two (2) examples that
illustrate such importance.
References
Boone, L. E., & Kurtz, D. L. (2013). The Financial System. In
Contemporary Business (15th ed., pp. 517-520). Hoboken, NJ:
John Wiley and Sons.
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 done
Identify the types of resources required for the work
Develop estimates for each work element

4. This 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
Task TasksResource(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 Report Project
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 Manager19Electrical 199.1Electrical-

5. Order SuppliesSparks Electrical PM39.2Electrical-InstallSparks
Electrical109.3Electrical-InspectCity & County59.4Electrical-
Project Sign-offProject Manager110Plumbing 1910.1Plumbing-
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
Sheet2Task nameDurationStart DateFinish
DatePredecessorResource Names1.0Project Kick-off1dayMon
1/3/11Mon 1/3/111.1Book location for meeting1dayMon
1/3/11Mon 1/3/11Project Manager1.2Invite
Stakeholders1dayMon 1/3/11Mon 1/3/11Project
Manager1.3Prepare presentation1dayMon 1/3/11Mon
1/3/11Project Manager1.4Conduct the meeting1dayMon

6. 1/3/11Mon 1/3/11Project Manager and A2.0Project
Documents7daysMon 1/3/11Tue 1/11/112.1Develop
Charter/Scope2daysMon 1/3/11Tue 1/4/11Project
Manager2.2Develop WBS7daysMon 1/3/11Tue 1/4/11Project
Manager and W2.3Develop Project Plan2daysMon 1/3/11Tue
1/4/11Project Manager2.4Develop Communication
Plan2daysMon 1/3/11Tue 1/4/11Project Manager3.0Status
Reports/Meetings1dayMon 1/3/11Mon 1/3/113.1Develop Status
Report1dayMon 1/3/11Mon 1/3/11Project Manager3.2Set
schedule for team meetings1dayMon 1/3/11Mon 1/3/11Project
Manager3.3Set schedule for stakeholder meetings1dayMon
1/3/11Mon 1/3/11Project Manager4.0Initial Planning Meetings
with Vendors1dayMon 1/3/11Mon 1/3/114.1Meet with
Framing/Drywall1dayMon 1/3/11Mon 1/3/11Project Manager
and E4.2Meet with Electrical1dayMon 1/3/11Mon 1/3/11Project
Manager and S4.3Meet with Plumbing1dayMon 1/3/11Mon
1/3/11Project Manager and W4.4Meet with Finish
Work1dayMon 1/3/11Mon 1/3/11Project Manager and
W4.5Meet with Student Workers1dayMon 1/3/11Mon
1/3/11Project Manager and S5.0Electrical Permits15daysMon
1/3/11Fri 1/19/115.1Obtain Electrical Permits15daysMon
1/3/11Fri 1/19/11Sparks Electrical PM6.0Plumbing
Permits15daysMon 1/3/11Fri 1/19/116.1Obtain Plumbing
Permits15daysMon 1/3/11Fri 1/19/11Waterworks
Plumbing7.0Building Permits15daysMon 1/3/11Fri
1/19/117.1Obtain Building Permits15daysMon 1/3/11Fri
1/19/11East Side Framing & D8.0Framing30daysMon 1/3/11Fri
2/5/118.1Framing-Order Supplies6daysMon 1/3/11Wed
1/8/11East Side Framing & D8.2Framing-Build30daysMon
1/3/11Fri 2/5/11East Side Framing & D8.3Framing-
Inspect20daysMon 1/3/11Fri 1/24/11City & County8.4Framing-
Project Sign-off2daysMon 1/3/11Fri 1/4/11Project
Manager9.0Electrical10daysMon 1/3/11Fri
1/14/119.1Electrical-Order Supplies3daysMon 1/3/11Wed
1/5/11Sparks Electrical PM9.2Electrical-Install10daysMon
1/3/11Fri 1/14/11Sparks Electrical9.3Electrical-

7. Inspect10daysMon 1/3/11Fri 1/14/11City &
County9.4Electrical-Project Sign-off1dayMon 1/3/11Mon
1/3/11Project Manager10.0Plumbing10daysMon 1/3/11Fri
1/14/1110.1Plumbing-Order Supplies3daysMon 1/3/11Wed
1/5/11Waterworks Plumbing10.2Plumbing-Install10daysMon
1/3/11Fri 1/14/11Waterworks Plumbing10.3Plumbing-
Inspect10daysMon 1/3/11Fri 1/14/11City &
County10.4Plumbing-Project Sign-off1dayMon 1/3/11Mon
1/3/11Project Manager11.0Drywall30daysMon 1/3/11Fri
2/5/1111.1Drywall-Order Supplies6daysMon 1/3/11Wed
1/8/11East Side Framing & D11.2Drywall-Install30daysMon
1/3/11Fri 2/5/11East Side Framing & D11.3Drywall-
Inspect20daysMon 1/3/11Fri 1/24/11City &
County11.4Drywall-Project Sign-off2daysMon 1/3/11Fri
1/4/11Project Manager12.0Finish Work15daysMon 1/3/11Fri
1/21/1112.1Finish-Order Supplies3daysMon 1/3/11Wed
1/5/11Woodcraft Carpentry P12.2Finish-Install15daysMon
1/3/11Fri 1/21/11Woodcraft Carpentry12.3Finish-
Inspect10daysMon 1/3/11Fri 1/14/11City & County12.4Finish-
Project Sign-off1dayMon 1/3/11Mon 1/3/11Project
Manager13.0Workbenches15daysMon 1/3/11Fri
1/21/1113.1Workbenches-Order Supplies2daysMon 1/3/11Tue
1/4/11Student Workers Mana13.2Workbenches-
Build15daysMon 1/3/11Fri 1/21/11Student
Workers13.3Workbenches-Quality inspection2daysMon
1/3/11Tue 1/4/11Project Manager13.4Workbenches-Project
Sign-off1dayMon 1/3/11Mon 1/3/11Project
Manager14.0Equipment Packing2daysMon 1/3/11Tue
1/4/1114.1Pack production equipment2daysMon 1/3/11Tue
1/4/11City Equipment Mover14.2Pack non-production
equipment2daysMon 1/3/11Tue 1/4/11City Equipment
Mover14.3Project Sign-off1dayMon 1/3/11Mon 1/3/11Project
Manager15.0Move3daysMon 1/3/11Wed 1/5/1115.1Move
production equipment3daysMon 1/3/11Wed 1/5/11Express
Moving Comp15.2Move non-production equipment3daysMon
1/3/11Wed 1/5/11Express Moving Comp15.3Project Sign-

8. off1dayMon 1/3/11Mon 1/3/11Project Manager16.0Procurement
Closure3daysMon 1/3/11Wed 1/5/1116.1Review contract
work3daysMon 1/3/11Wed 1/5/11Project Manager16.2Release
contractors1dayMon 1/3/11Mon 1/3/11Project Manager16.3Pay
contractors1dayMon 1/3/11Mon 1/3/11Project
Manager17.0Project Closure3daysMon 1/3/11Wed
1/5/1117.1Final report3daysMon 1/3/11Wed 1/5/11Project
Manager17.2Archive documentation3daysMon 1/3/11Wed
1/5/11Project Manager17.3Lessons Learned1dayMon 1/3/11Mon
1/3/11Project Manager
Sheet3
Project Planning – Developing the Project Plan and Determining
Critical Path
Kimberley Manzo
MGT 402 A01
Laura Williams
Argosy University
ACTIVITIES/TASKS PRESENT IN THE CRITICAL PATH OF
A MICROSOFT PROJECT PLAN (CRITICAL PATH)
1. Develop Charter/Scope
2. Develop communication plan
3. Meet with Electrical
4. Meet with Finish Work

9. 5. Meet with Student Workers
6. Obtaining Building Permits
7. Framing Project Sign-off
8. Electrical
9. Electrical-Order Supplies
10. Plumbing
11. Plumbing Order Supplies
RISKS MOST LIKELY TO INCREASE PROJECT TIMELINE
1. Permits are not received as per the schedule-The stated task
has a slack time i.e it cannot be delayed without affecting other
activities of the project plan. It is also most likely to increase
project timeline as it is bound by time constraints i.e as per the
schedule.
2. Framing and drywall contractors are running behind schedule
and can only produce half their crew as scheduled-This risk is
also most likely to delay the project timeline as it is delayed
while in the same case affecting the project timeline.
3. Finish work contractors walking off the job half way through-
This would adversely affect the project timeline as most tasks
would not be completed on the stipulated time.
1. How will project communications and interactions work
between the project manager, the stakeholders and the project
team?
The major elements of project communication include the
project manager, project team members (e.g. business analysts,
software developers, electricians and plumbers) and
stakeholders (e.g. customers, suppliers, community, sponsors,
board etc.
The quest for project information by the project manager is the
most crucial tool for the success or failure of a particular
project. Stakeholders must update project managers on the
procession of the individual roles of the project in order to keep
abreast with project plans. Effective communication is a crucial
tool in building and maintaining relations with stakeholders and
also the project team. The project team sees the project as a job

10. responsibility and therefore project performance is closely
interconnected to them. The project team needs a
comprehensive level of communications gained through their
daily relations and the weekly team meetings conducted with
the project manager and other members of the team.
2. What are some of the issues you, as the project manager will
need to be concerned about in forming the project team?
(a) Communication: Communication is very crucial for the
success of a project and is related with team work and team
building and therefore influences occurrence of conflicts. This
in turn necessitates the setting up a communication management
program for the project.
(b) Establishment of the team culture: The establishment and
motivation of teams are interconnected with communication and
are vital to get their meaning before undertaking the conflict
and the ethical issues connected with conflict.
(c) Conflict resolution and ethical issues: Unless good
communication is maintained there are high chances of conflict
arising between team members. Project managers resolve
conflicts by applying both human resources and communication
skills. Project Managers should be exemplary by guiding their
team members on how to solve conflicts amongst themselves.
(d) Ethical behavior when handling conflicts: It is recommended
that project managers and their team members make ethical
plans regarding their personal and professional way of living.
Also regarding conflict resolution, project management workers
should carry their jobs in an ethical conduct.
3. What, if any, situational factors exist that may affect the
project team’s performance?
(a) Fear - the major reason for poor performance of the team is
either real or perceived fear. These fears may be personal or
shared by the whole group. There is also the worry of the
external environment, such as the repercussions of the recent
economic crisis that may decline overtime through the creation
of equal objectives and goals.
(b) Internal wrangles – is a major contributor of

11. underperformance in most teams. Usually conflicts occur when
there are no clear-cut rules and problems are not dealt with
amicably on time. Coming up with a team code of practice will
aid teams in reducing wrangles by providing team members
with set rules to follow and apply in conflict resolutions.
(c) Lack of proper direction – can quickly hinder team
performance without members of the team realizing. Clear
directions should be laid down by the project leadership and
continuously communicated to all members of the team.
(d) Lack mutual trust - between the company management and
staff or with team members hence leading to negative attitude
that can be hard to change. For example the huge fall in mutual
trust among global financial enterprises has been partly
contributed to the rise in global credit crisis.
(e) Practice of divisive culture – Usually takes place in teams
where there are no proper laid down rules to rule the culture
hence leading to prominent people coming up with a team
culture that easily disunites them.
4. As the project manager mandated with the responsibility of
effectively executing the project I will ensure that the following
pitfalls amongst team members are identified as quickly as
possible and done away with through the application of quality
team leadership skills:
(a) Inadequate leadership among the team members
(b) Unqualified members being allowed to join the group
(c) Non constructive environment
(d) Low spirit of accomplishing the team’s goals.
(e) Intergroup relationships that negatively impact on the
group.

12. Reference
Adams, J. R. (1997). Principles of Project Management. Oxford
University Press.
Project Scope Statement
Kimberley Manzo
MGT 402 A01
Laura Williams
Argosy University

13. PROJECT SCOPE STATEMENT
PROJECT OBJECTIVE
To move District 4 production and shipping warehouse, Trillo
Apparel Company (TAC) within a period of four months at cost
not exceeding $1million.
DELIVERABLES
1. A complete and detailed report giving a description of a
warehouse design
2. A complete material-handling system to include both the
Racking and Mezzanine storage systems.
3. Warehouse and production equipments including bins,
cabinets, hoists and cord reels, workbenches, scales, matting
and desks.
4. Custom engineered material-handling systems such as
handling robots, conveyors and other automated-handling
systems.
5. A detailed software decisive support system that can be used
on daily basis.
MILESTONES
1. Acceptance of the work
licenses…………………………February 4
2. Laying of the
foundation…………………………………February 20
3. Framing, shelving, plumbing, electrical, and all other crucial
mechanical investigations should be formally approved
………….....March 26
4. The final project analysis…………………………………May
10
TECHNICAL REQUIREMENTS
1. Warehouse must meet the standard building codes.
2. All pallet and material movements within the warehouse must
be connected to the LFS 400 warehouse management software.

14. 3. Carts and forklifts must be integrated with the modern
picking (Pick-by-Voice) technique.
4. Material-handling system must conform to the modern
simulation modelling system. 5. The modern warehouse
distribution center system must meet a multi-tier control
architectural design in which each rank in the control hierarchy
has a cognitive role.
6. Warehouse will handle a wide range of products ranging
from foodstuffs to economic goods.
7. The entire warehouse structure must conform to the seismic
stability codes that are internationally accepted.
LIMITS AND EXCLUSIONS
1. The warehouse will be constructed according to the
specifications and design of the genuine blueprints outlined by
the customer.
2. Company owner is responsible for the landscaping.
3. Packing tables are not included among material-handling
equipments.
4. Knack boxes are not included but workbenches are included.
5. The contractor owns the right to contract out the services of
the project.
6. The contractor is fully responsible for any subcontracted
work done.
7. The site job is only limited to Monday through Saturday.
REVIEW WITH THE CUSTOMER
Edwin and Edger Thompson.