The document outlines a project plan to construct an administrative building for the Vancouver Olympic Committee (VANCOC) in Whistler, including: 1) A work breakdown structure of the key tasks such as preparing proposals, recruiting staff, constructing the building, ordering furniture and systems, and occupying the building. 2) A network diagram showing the sequence and duration of tasks, with the critical path being preparation through interior completion taking 63 weeks. 3) Details on crashing the schedule by reducing task durations but increasing costs, with the shortest possible project duration being 46 weeks at a crashing cost of $346,000.

1. Project Management
Operations Management (Assignment 2; MGT2070 – Fall 2014)
MOSES SERIKI
NOVEMBER 2014

2. 2-Work Breakdown Structure
CONSTRUCTION OF
THE VANOC WHISTLER
ADMINISTRATIVE
BUILDING
Paperwork
Prepare Project Proposal
Prepare Project Charter
Prepare Project Scope
Board Approval
Final Drawings and Building Permits
Recruit Staff
Placement of Job Advertisement
Select Interviewees
Prepare Interview Questionnaire
Schedule Interview
Interview
Report of Interview Findings and Selection
Construct Building
Select Builder
Site Cleaning
Soil Testing
Construct Foundation
Construct Superstructure
Complete Interior
Landscape Site
Painting
Inspection and Interior Finish Up
Procurement
Request for Proposal
Market Survey
Select Vendor
Order Systems
Order Furniture
Close Out
Install Furniture
Install Systems
Occupy Building

3. 3. Network Diagram # of Activity Normal Duration In Weeks (Before Crashing)
#1
4
Activity Description
#2
3
#3
8
#5
36
#4
30
#9
6
#8
5
#10
4
1. Prepare Proposal 8. Complete Interiors
2. Board Approval 9. Landscape Site
3. Final drawings & Building Permits 10. Inspection & Interior Finish-up
4. Construct Building 11. Install Furniture
5. Recruit Staff 12. Install Systems
6. Order Systems 13. Building Occupied
7. Order Furniture
#11
3
#12
6
#13
#6
3
#7
10

4. 4). Path Identification
Path Path Time (Weeks)
1-2-3-4-9-13 51
1-2-3-4-8-10-11-12-13 63*
1-2-5-7-11-12-13 62
1-2-5-6-12-13 52
The Critical path is 1-2-3-4-8-10-11-12-13. It takes the longest time to be completed which is 63 weeks.
5). Project Duration and Cost
The Project duration is the same as the duration of the Critical path which is 63 weeks. The overall cost of
the project is:
Activity Description Normal Cost ($)
1 Prepare Proposal Drawings 12,000.00
2 Board Approval 15,000.00
3 Final Drawings and Building Permit 15,000.00
4 Construct Building 2,000,000.00
5 Recruit Staff 360,000.00
6 Order Systems 140,000.00
7 Order Furniture 175,000.00
8 Complete Interior 100,000.00
9 Landscape Site 60,000.00
10 Inspection and Interior Finish Up 80,000.00
11 Install Furniture 8,000.00
12 Install Systems 24,000.00
13 Building Occupied -
Overall Cost 2,989,000.00

5. 6). Project Crashing
Activity
to
Crash
No of
weeks
to
Crash
Crash Cost PER
Week ($)
1-2-3-4-8-
10-11-12-13
1-2-3-
4-9-13
1-2-5-7-11-
12-13
1-2-5-6-
12-13
Cumulative
Cost
1 1 2,000.00 62* 50 61 51 2,000.00
11 1 3,000.00 61* 50 60 51 5,000.00
11 1 3,000.00 60* 50 59 51 8,000.00
3 1 5,000.00 59* 49 59* 51 13,000.00
2 1 6,000.00 58* 48 58* 50 19,000.00
2 1 6,000.00 57* 47 57* 49 25,000.00
12 1 8,000.00 56* 47 56* 48 33,000.00
12 1 8,000.00 55* 47 55* 47 41,000.00
10&7 1 10000 + 7000 54* 47 54* 47 58,000.00
8&7 1 12000 + 7000 53* 47 53* 47 77,000.00
8&7 1 12000 + 7000 52* 47 52* 47 96,000.00
4&7 1 28000 + 7000 51* 46 51* 47 131,000.00
4&5 1 28000 + 15000 50* 45 50* 46 174,000.00
4&5 1 28000 + 15000 49* 44 49* 45 217,000.00
4&5 1 28000 + 15000 48* 43 48* 44 260,000.00
4&5 1 28000 + 15000 47* 42 47* 43 303,000.00
4&5 1 28000 + 15000 46* 41 46* 42 346,000.00
* = Critical path
The Cost of crashing is 346,000. This Project cannot be crashed any further than 46 weeks.
Shortest Possible Times
Code Path Duration Wks
A 1-2-3-4-8-10-11-12-13 46* Critical Path
B 1-2-3-4-9-13 41
C 1-2-5-7-11-12-13 46* Critical Path
D 1-2-5-6-12-13 42

6. 8. Complete Project
This project cannot be completed by the 1st day of January in 2015.
9. Activity Delay
The appropriate solution in this case, is to crash activity number 11. This will offset the wasted two weeks in getting the
permits necessary.
Activity 11 is on the critical path and more also is the cheapest among activities on the critical path hence can be crashed at
exactly two weeks; furthermore, the project will be completed on the normal 63 weeks.
Activity 1, 2,3 cannot be crash because they are completed already.
10. Project Triangle
Looking at the crashing activities, you can see that the accumulative cost of the project increases due to crashing cost.
Furthermore, the project could be finish at the normal time, if the project is now not as urgent hence due date could be
extended then, there would be no crashing cost. Therefore the cost of the overall project will decrease and more time could be
spent on quality assurance. Schedule
Cost Scope
Project extension can as well lead to increase in some indirect cost such as managing cost, labor cost.