Imagine that you are a project manager who has just been hired to step into an existing museum expansion project that was abandoned by a previous project manager. The expansion project includes adding a store/caf/kitchen, a new lobby, and a lecture hall to the museum. To further contribute to the challenge of taking over this project, you just found out that, due to unavoidable events, the project completion date had to be changed. As a result, this gives you a total of 81 daysto complete it, but your current project plan shows 89 days required.What do you do? There is no room in the timeline for errors or mistakes, so you will need to take a hard look at the schedule and determine what options you have to make sure the project is completed on time. Are there any assumptions you need to make due to gaps in information left by the previous project manager? If so, what? Finally, you will also need to come up with a contingency plan.

Step 1: In a 1-pg (single-spaced) professional letter, address the sponsors and explain what option you have chosen to take in order to get the project completed in the 81 required days. Explain how you came to this decision and why you feel that it is the best option. Second, disclose any assumptions you had to make in the event of missing information, as well as risks or trade-offs this option may have that should be factored into the sponsors' decision of whether to sign-off on the new schedule. Finally, include a contingency plan in the event that the first option fails.

Step 2: Supporting Documentation for your Letter (worth 50 points)

Provide supporting documentation to show how you reached your conclusions/recommendations in the letter to your project sponsor. This could be a revised network diagram, Gantt chart, or similar project management tool. You cannot simply attach the documents provided to you in the case study--you must use your own version with clear changes.

Museum Expansion Project Assignment Project Details > As a result of the shifts in the schedule, you have 81 days to complete this project > The project was initially budgeted $30 million; however, with the change in schedule, the project manager has now been authorized to use an addition $3 million to expedite the project if necessary. These extra funds can be used as incentives for the subcontractors to work additional time than originally planned so that the project can be finished on time. Workforce consists of 10 laborers (carpenters, finishers, cleaners, and operators) and 25 subcontractors. Data on how the labor is specifically distributed across the project is unavailable. What needs to be finished? Store/Cafe/Kitchen Lobby Lecture Hall After the three sections are finished, with work being done on them simultaneously, then they can be cleaned and ready for government inspection. This accounts for an additional 15 days added to the end of the schedule, which needs to remain in the new schedule calculations.Work Breakdown Structure: Museum Expansion Store/Cafe kitchen Lobby Lecture Hall own crew subcontractor own crew subcontractor own crew subcontractor stone millwork drywall columns drywall auditorium seating nooring hard tile painting hard lile the bowl glass millwork carpeting flooring public M.E.P. the lerace restroom ceiling painting M.E.P. *ME.P.=Mechanical, electrical, and plumbing Activities from Original Statement-Store/Cafe/Kitchen +Task durations in days Tasks Predecessors Optimistic Most Pessimistic Likely 1 Framing, hanging & finish None 21 22 23 drywall 2 Hard tile installation 1 8 10 12 3 Complete stone columns 1 4 5 6 4 Millwork None 15 18 21 5 Casework 4 4 5 6 6 Flooring installation 5 8 10 12 7 Glass installation 2, 3 3 3 3 8 Painting 7 8 10 12 9 Doors installation 6. 8 5 6 8 10 Mechanical, electrical, and 6. 8 10 10 10 plumbingActivities from Original Statement-Lobby ""Task durations in days " the Critical Path is found in this segment of the project Tasks Predecessors Optimistic Most Pessimistic Likely 11 Reception area None 8 10 12 12 Hard ceiling None 13 15 17 13 Drywall installation None 15 15 15 14 Painting 11 5 5 5 15 Put in a thin concrete layer 11 5 6 16 Hard tile 13 5 5 17 Wood treatment 2 10 12 18 Flooring installation 17 22 25 28 19 Carpeting 16, 18 8 10 20 Public restroom 12 8 9 10 21 Glass installation 12 3 22 Ceiling tile 14 5 5 Co Co un CA 23 Doors installation 18, 19, 20, 22 10 12 24 Mechanical, electrical, and 18, 19, 20, 22 10 12 plumbing Activities from Original Statement-Lecture Hall *Tack durations in days Tasks Predecessors Optimistic Most Pessimistic Likely 25 Hanging drywall None 14 16 16 26 Core drill for the rails None 2 Rails installation 26 4 5 6 28 Carpeting at seats 26 13 15 17 29 Carpeting at rails 27 4 5 6 30 Wood paneling, trim & stage 28 22 25 28 31 Painting 36 18 20 22 32 Seats at Audi 33 18 20 22 33 Seats at Bowl 25 18 20 22 34 Stain floor 35 4 35 Wood stage steps 26 4 6 36 Carpeting at Bowl None 6 37 Doors installation 31 8 38 Windows installation None 39 Waterproofing 25 40 Insulation 39 41 Deck completion 40 Stairs 41 43 Aluminum rails installation 41 44 Masonry on the stairs 42Original Critical Path from Public Record 15 day's 5 days 10 days 25 days 9 days 10 days 13 16 17 18 19 23/24 Drywall Hard tile in Wood Lobby Floor Carpeting Door & Installation Lobby treatment installation in Lobby hardware Installation/ M.E.P. Original Makespan: 15+5+10+25+9+10=74+15=89 Days--does not meet the requirement of 81 days! "Note: an additional is days were added to the end of the schedule for cleaning and government inspection. This buffer time needs to remain in the new schedule calculations. So, what are you going to do? * Option 1: Reschedule the whole project o Can some of the precedence requirements be relaxed or reconfigured from the original plan? > Option 2: Crashing Do you find that rearranging the tasks isn't a viable option? Then, how do you incentivize the subcontractors? * Option 3: Reschedule + Crashing o Is there a way to optimize both approaches? * Option 4: Reallocate resources >Option 5: ? Is there another option altogether? Here is where you get creative! Plot out each part of the schedule and figure out where you might make some adjustments. Be sure to capture what you are doing and how because it will need to be included in the letter you draft to the sponsors explaining your rationale. Consider integrating some buffer time since there is no room for errors or mistakes, which inevitably DCCUT. Choose and work out TWO options: the first will be your primary solution and the second will serve as your contingency plan