Assignment
Running Head: SCHEDULE BASELINE 1
SCHEDULE BASELINE 2
SCHEDULE BASELINE
Name
SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE
The WBS for the new coffee shop in Milwaukee is made of the work packages that were initiated through close interaction among the project team stakeholders and members with reliable input from the mangers as well as the research carried out in the previous projects. The WBS defines the work packages relating to the Amazing Coffee Houses Company (Zareei, 2018). The definition comprises resources, tasks, and deliverables. Each work package in this WBS is explained in the WBS dictionary that will assist in task completion, resource planning, as well as monitoring that the deliverables achieve the project needs.
The Amazing Coffee House Company Project schedule was generated from the project Charter with diverse inputs from the project group members. The project schedule was reviewed, completed by the sponsors of the project, as well as base-lined and approved. For any composed changes that happened on the schedule will then follow the TSIs transformation management procedure. In case it is constructed, boundary controls might be exceeded, a transformation requirement will be taken to the manager of the project (Zareei, 2018). The manager of the project, along with the team, will identify the impacts of the transformation on the project schedule, risks, scope, costs, and resources. If the effects exceed the set boundary conditions, then the transformation will be taken to the project sponsor to review and do the approval. The conditions are
CPI less than 0.9 or greater than 1.2
SPI less than 0.9 or greater than 1.2
In case the change is accepted by the project sponsor, then there is a need to implement the project, which is done by the project manager that will update the project schedule along with all documentation and interacts the transformation to the stakeholders in reference with the CCP (Change Control Process).
The overall goal of this project is to expand ACH’s operations beyond Chicago (Zareei, 2018). However, there are several small objectives that are to be achieved in the process of executing this project. First, the project should be completed within the desired time-frame and within the allocated budget. Financial limitations may be a constraining factor.
Schedule
|
|
AMAZING COFFEE HOUSE COMPANY |
||
|
|
Element Name |
Start date |
Finish date |
|
1 |
Project scope management |
05/01/2019 |
05/01/2019 |
|
2 |
Define the scoping process |
05/01/2019 |
05/01/2019 |
|
3 |
Validate the scoping process |
06/01/2019 |
07/01/2019 |
|
4 |
Finalizing contracts |
08/01/2019 |
08/01/2019 |
|
5 |
Validating procurements |
09/01/2019 |
09/01/2019 |
|
6 |
Stakeholder assessment and briefing |
10/01/2019 |
10/01/2019 |
|
7 |
Risk analysis and mitigation policy formulation |
12/01/2019 |
12/01/2019 |
|
8 |
Tear-down of the existing structures · Tear down the roofing |
13/01/2019 |
14/01/2019 |
|
9 |
Tear down the upper floor office segments |
15/01/2019 |
17/01/2019 |
|
10 |
Tear down the second floor the hotel structure |
19/01/2019 |
24/01/2019 |
|
11 |
Tear down the ground floor packing structure |
26/01/2019 |
30/01/2019 |
|
12 |
Tear down the background of the building |
31/01/2019 |
05/02/2019 |
|
13 |
Tear down the old kitchen structure |
06/02/2019 |
15/02/2019 |
|
14 |
Renovation activities -repaint the kitchen area |
16/02/2019 |
21/02/2019 |
|
15 |
Restructure the hotel room |
23/02/2019 |
28/02/2019 |
|
16 |
Restructure the offices |
01/03/2019 |
06/03/2019 |
|
17 |
Repaint the offices |
08/03/2019 |
22/03/2019 |
|
18 |
Repaint the hotel room |
24/03/2019 |
04/04/2019 |
|
19 |
Restructure the external outlook |
05/04/2019 |
21/04/2019 |
|
20 |
Repaint the entrance gate |
22/04/2019 |
28/04/2019 |
|
21 |
Project quality assessment and management |
01/05/2019 |
03/05/2019 |
|
22 |
Testing phase |
04/05/2019 |
06/05/2019 |
|
23 |
workers Training |
07/05/2019 |
08/05/2019 |
|
24 |
Project’s cost analysis and management |
09/05/2019 |
10/05/2019 |
|
25 |
Analyze the costs of diverse activities |
11/05/2019 |
12/05/2019 |
|
26 |
List the total cost |
13/05/2019 |
15/05/2019 |
|
27 |
Project evaluation and assessment |
17/05/2019 |
17/05/2019 |
|
28 |
Audit process |
17/05/2019 |
18/05/2019 |
|
29 |
Project assessing by the managers |
19/05/2019 |
19/05/2019 |
|
30 |
Documentation of total costs |
20/05/2019 |
20/05/2019 |
|
31 |
Update Files |
21/05/2019 |
21/05/2019 |
|
32 |
Archive Files |
22/05/2019 |
22/05/2019 |
|
33 |
Gain Official Acceptance |
23/05/2019 |
24/05/2019 |
|
34 |
Unveiling/launch the newly renovated coffee shop |
05/06/2019 |
05/06/2019 |
Resources and costs
|
Estimated Labor |
$120,000 |
|
Estimated Materials |
$260,000 |
|
Estimated Contractors |
$60,000 |
|
Estimated Equipment and Facilities |
$95,000$ |
|
Estimated Travel |
$45,000 |
|
Total Estimated Cost |
$580,000 |
The total labor that will be used in the process of establishing this new coffee shop will be costly. There is a cost that is related to tearing out of the existing structures that will take around three weeks. The tear-down process is a process that needs a lot of cash, maybe around $50,000 (Schwindt & Zimmermann, 2015). There is also cost related to the process of renovation. The cost will be about $40,000. There is also some cost for paying the auditor who will evaluate the organization's new structures and documents of original entry. The cost is around $5,000. The total labor cost of setting up the place for the launching that will take place that will also need too much labor. The cost will be around $10,000. The additional labor cost will is estimated to around $15,000. The total labor cost is estimated at around $120, 000.
The materials that will be used are diverse. Some of the materials to be used in this project include paints and other painting equipment that will cost around $5,000. The other materials include the advanced kitchen equipment that will cost around $80,000. There will be a need for cash to set up the hotel room that will be accommodating the customers that will cost around 100,000 (Mubarak, 2015). The cost of setting up the offices will be around $60, 000. The additional cost of material is around $ 15,000.
There is also some cost that will be set aside for the contractors, the architectures, and the designers (Kadri & Boctor, 2018). The contractor will need around $20,000. The designer will have a lot of work in designing the interior look of the whole area that will cost us around $20,000. There will be an additional cost of around $20,000 for paying the architecture who will help in portioning of the whole region to the desire of the team members.
Some cash will be set aside to facilitate the provision of equipment and facilities for running the organization. The purchase of computers, the creation of a website, and other equipment for making coffee (Lamas & Demeulemeester, 2016). There will be a purchase of other small office equipment like mobile phones, among others and also the purchase of other equipment like brooms, containers, plate cups, among others. The total cost of this equipment has been estimated to be around $95,000.
There will be a lot of traveling in this whole project. The cost of the project will be around $45,000. The traveling of the cost will include the cost of carrying materials meant for the renovation (Boctor & Kadri, 2016). The cost of carrying equipment from the supplier to the construction cost by Lorries. This means that the whole project will cost about $580,000. The whole project will incur a lot of expenses, but it is worth it since it is expected that the company sales will be increased by $125,000 in the long run, bringing the gross margins to 70%.
References
Boctor, F. F., & Kadri, R. L. (2016). The Generalized Resource Allocation and Leveling Problem in Project Scheduling. CIRRELT, Centre interuniversitaire de recherche sur les réseaux d'entreprise, la logistique et le transport= Interuniversity Research Centre on Enterprise Networks, Logistics, and Transportation. Retrieved from https://www.cirrelt.ca/DocumentsTravail/CIRRELT-2016-40.pdf
Kadri, R. L., & Boctor, F. F. (2018). An efficient genetic algorithm to solve the resource-constrained project scheduling problem with transfer times: The single-mode case. European Journal of Operational Research, 265(2), 454-462.retrieved from https://www.sciencedirect.com/science/article/abs/pii/S0377221717306549
Kannimuthu, M., Raphael, B., Palaneeswaran, E., & Kuppuswamy, A. (2019). Optimizing time, cost, and quality in multi-mode resource-constrained project scheduling. Built Environment Project and Asset Management, 9(1), 44-63.retrieved from https://www.emerald.com/insight/content/doi/10.1108/BEPAM-04-2018-0075/full/html
Kolisch, R., Demeulemeester, E., Garcia, R. R., T’Kindt, V., & Węglarz, J. (2016). Editorial “Project Management and Scheduling”.retrieved from https://link.springer.com/article/10.1007/s00291-016-0438-y
Lamas, P., & Demeulemeester, E. (2016). A purely proactive scheduling procedure for the resource-constrained project scheduling problem with stochastic activity durations. Journal of Scheduling, 19(4), 409-428. Retrieved fromhttps://link.springer.com/article/10.1007/s10951-015-0423-3
Mubarak, S. A. (2015). Construction project scheduling and control. John Wiley & Sons. Retrieved from https://books.google.co.ke/books?hl=en&lr=&id=kSu9BgAAQBAJ&oi=fnd&pg=PR9&dq=project+scheduling&ots=PHshgYPxK5&sig=qR4YlwW22v1snHc0yYFBE4bXeYo&redir_esc=y
Schwindt, C., & Zimmermann, J. (2015). Handbook on project management and scheduling Vol. 1. Handbook on Project Management and Scheduling Vol, 2(2), 1-1406.retrieved from https://link.springer.com/book/10.1007%2F978-3-319-05915-0
Tao, S., Wu, C., Sheng, Z., & Wang, X. (2018). Space-time repetitive project scheduling, considering location, and congestion. Journal of Computing in Civil Engineering, 32(3), 04018017.retrieved from https://ascelibrary.org/doi/abs/10.1061/%28ASCE%29CP.1943-5487.0000745
Wauters, T., Kinable, J., Smet, P., Vancroonenburg, W., Berghe, G. V., & Verstichel, J. (2016). The multi-mode resource-constrained multi-project scheduling problem. Journal of Scheduling, 19(3), 271-283.retrieved from https://link.springer.com/article/10.1007/s10951-014-0402-0
Zareei, S. (2018). Project scheduling for constructing biogas plants using the critical path method. Renewable and Sustainable Energy Reviews, 81, 756-759. Retrieved from https://www.sciencedirect.com/science/article/abs/pii/S1364032117311693