Project Management: Hucks Case Study

This document provides a detailed project schedule, including a summary of the project time in the organization, a complete WBS, resource loading, and roles and responsibilities. It also includes a network diagram and Gantt chart.

Running head: PROJECT MANAGEMENT
Project Management: Hucks Case Study
Name of the Student:
Name of the University:

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Table of Contents
Part A: Project Schedule..................................................................................................................3
1. Project schedule summary/project time in the organization....................................................3
2. Detailed and complete WBS....................................................................................................4
3. Resource loading/Estimating task cost and duration...............................................................5
3.1 Network diagram...............................................................................................................7
3.2 Gantt chart.........................................................................................................................8
4. Roles and responsibilities........................................................................................................9
5. Resource assignment matrix (RAM and RACI)....................................................................12
5.1 Required resources over specific timeframe....................................................................13
6. Deliverable milestones...........................................................................................................14
7. Schedule for monitoring and control methods.......................................................................14
8. Mechanisms to be used to measure, record and report progress against the project schedule
...................................................................................................................................................15
9. Process to manage changes and issues..................................................................................15
10. Contingency in schedule......................................................................................................16
11. Decision making process.....................................................................................................16
Part B: Additional questions..........................................................................................................17
1. Planning tasks performed as part of the project time management.......................................17
2. Critical path for the project....................................................................................................18

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3. Tools and techniques used to track and manage the time in project.....................................20
4. Evaluate effectiveness of project time management to future projects.................................20
Learning journal.............................................................................................................................22
References......................................................................................................................................24
Bibliography..................................................................................................................................27

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Part A: Project Schedule
1. Project schedule summary/project time in the organization
The project plan is based on development of additional production capacity in Hucks.
Due to lack of space in the organization, the business organizations want to expand their
production capacity by expansion of their business. In order to resolve issues related to the
organization, Hucks is required to develop new production capacity in the organization.
Following is the summary for the project schedule:
Task Name Duration Start Finish
Initiation phase 76 days Mon 12/3/18 Mon 3/18/19
Planning phase 104 days Tue 3/19/19 Fri 8/9/19
Execution phase 340 days Thu 7/4/19 Wed 10/21/20
Closure phase 47 days Thu 10/22/20 Fri 12/25/20
From the above project schedule summary table, it is concluded that the start date of the
project plan is 12/3/18 and end date is 12/25/20. Therefore, the total duration for the project plan
is 540 days.

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2. Detailed and complete WBS
Figure 1: Work Breakdown Structure
(Source: Created by author)

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3. Resource loading/Estimating task cost and duration
Resource Name Work Start Finish % Work
Complete Cost
Project Manager 640hrs Mon 12/3/18 Fri 12/25/20 23% $ 76,800.00
Development of
business case 144 hrs Mon 12/3/18 Wed 12/26/18 100% $ 17,280.00
Development of the
project plan 120 hrs Tue 3/19/19 Mon 4/8/19 0% $ 14,400.00
Stakeholder sign off 184 hrs Thu 10/22/20 Mon 11/23/20 0% $ 22,080.00
Documentation 160 hrs Tue 11/24/20 Mon 12/21/20 0% $ 19,200.00
Project closure 32 hrs Tue 12/22/20 Fri 12/25/20 0% $ 3,840.00
Project planner 232 hrs Mon 1/21/19 Fri 12/25/20 0% $ 23,200.00
Establishing project
charter 200 hrs Mon 1/21/19 Fri 2/22/19 0% $ 20,000.00
Project closure 32 hrs Tue 12/22/20 Fri 12/25/20 0% $ 3,200.00
Financial manager 296 hrs Thu 12/27/18 Mon 6/3/19 3% $ 29,600.00
Undertaking feasibility
study 136 hrs Thu 12/27/18 Fri 1/18/19 6% $ 13,600.00
Development of
financial plan 160 hrs Tue 5/7/19 Mon 6/3/19 0% $ 16,000.00
Human resource
manager 288 hrs Mon 2/25/19 Mon 5/6/19 0% $ 28,800.00
Appointing team
members 128 hrs Mon 2/25/19 Mon 3/18/19 0% $ 12,800.00
Development of
resource plan 160 hrs Tue 4/9/19 Mon 5/6/19 0% $ 16,000.00
Quality manager 176 hrs Tue 6/4/19 Wed 7/3/19 0% $ 176,000.00

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Development of quality
plan 176 hrs Tue 6/4/19 Wed 7/3/19 0% $ 176,000.00
Risk analyst 216 hrs Thu 7/4/19 Fri 8/9/19 0% $ 21,600.00
Development of risk
management plan 216 hrs Thu 7/4/19 Fri 8/9/19 0% $ 21,600.00
Supervisor 448 hrs Wed 3/18/20 Wed 6/3/20 0% $ 49,280.00
Finishing shop
completion 448 hrs Wed 3/18/20 Wed 6/3/20 0% $ 49,280.00
Contractor 1,032 hrs Thu 7/4/19 Tue 3/17/20 0% $ 113,520.00
Adding existing floor 520 hrs Thu 7/4/19 Wed 10/2/19 0% $ 57,200.00
Dust-free paint 512 hrs Thu 12/19/19 Tue 3/17/20 0% $ 56,320.00
Sub-contractor 0 hrs NA NA 0% $ 0.00
Construction manager 1,480 hrs Thu 7/4/19 Wed 6/3/20 0% $ 162,800.00
Adding existing floor 520 hrs Thu 7/4/19 Wed 10/2/19 0% $ 57,200.00
Dust-free paint 512 hrs Thu 12/19/19 Tue 3/17/20 0% $ 56,320.00
Finishing shop
completion 448 hrs Wed 3/18/20 Wed 6/3/20 0% $ 49,280.00
IT manger 800 hrs Thu 6/4/20 Wed 10/21/20 0% $ 88,000.00
AutoCAD woodworking
production train 400 hrs Thu 6/4/20 Wed 8/12/20 0% $ 44,000.00
Installation of
hardware 400 hrs Thu 8/13/20 Wed 10/21/20 0% $ 44,000.00
Workers 872 hrs Thu 10/3/19 Tue 8/18/20 0% $ 95,920.00
Installation of air-
conditioning 440 hrs Thu 10/3/19 Wed 12/18/19 0% $ 48,400.00
Installation of software 432 hrs Thu 6/4/20 Tue 8/18/20 0% $ 47,520.00

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3.1 Network diagram
Figure 2: Network diagram
(Source: Created using Ms Project)

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3.2 Gantt chart
Figure 3: Gantt chart
(Source: Created using Ms Project)

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4. Roles and responsibilities
Role of the human
resources
Responsibilities
Huck’s Project
Manager
 Manage the progress of the project deliverables
 Development of contingency plan to manage the project risks
 Using scheduling software to spot bottlenecks in the plan
Project Planner  Recommend of modifications to achieve the project milestones
 Prepare short as well as long term allocation of resources
 Identify changes in the scope of project plan
 Update the project schedule and develop schedule forecast
Financial Manager  Prepare the financial statements and reports and review the financial
reports to reduce the cost
 Develop plan to meet long term financial goals
Human Resource
Manager
 Recruit and select the employees for the project work
 Maintain the human resources by counseling
 Planning and monitoring the job results
Quality Manager  Review the quality of raw materials used for the production work
 Improve organizational profitability
 Coordinating the quality assurance program
Risk Analyst  Assess the project risks in the organization
 Review likelihood of project events and its impact on organization

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 Perform a risk management plan
IT Manager  Supervise and develop the IT system with staffing of IT team
 Review performance of information networks and also software
applications
 Perform regular meetings with the stakeholders for updating IT
actions
Steel fabricators and
installers
 Fabrication and utilization of technical drawings and blueprints
 Review of specifications for construction of metal products
 Install the equipments in the organizational premises
Construction
Manager
 Determination of labor needs and dispatch the workers to the
construction sites
 Inspect as well as review the project work for monitoring compliance
with safety codes
 Schedule the plan and budget necessary to meet the project deadlines
Mechanical
contractors
 Responsible to review ongoing maintenance of the system they are
installed
 Oversee the mechanical works in the project plan
 Design, install and maintain mechanical machinery and tools
Electrical contractors  Design, install and maintain the electrical system
 Understanding the building structure and requirements based on the
electrical services
 Diagnose the circuits and electrical components
Equipment suppliers  Supply of raw materials to the project organization

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 Deliver the equipments and services at scheduled timeline
 Perform daily basis management of the project process
Project management
consultants
 Manage project related to project activities in constraints of time and
cost
 Ensure for project scope and schedule and allocate of work as per
team members

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5. Resource assignment matrix (RAM and RACI)
RACI Matrix Project
Manager
Project
Planner
Financial
Manager
Human
Resource
Manager
Quality
Manage
r
Risk
Analys
t
Superviso
r
Contracto
r
Sub-
contracto
r
Constructi
on
Manager
IT
Manager
Worke
rs
Initiation of business case R I I C - - I C - - R -
Project Charter R R C I - R C R - - - -
Business workflow and
requirements
R R I A A I C - - C A -
Communication Plan R R - A C - - I - A R -
Undertake feasibility
study
I A R - C - C A R - A C
Development of resource
plan
I I C R A - - C R - - A
Development of quality
plan
C - A - R A A I I R I R
Development of risk
management plan
- R - A A R R - - R - C
Adding existing floor - C A I - - C R R A R A
AutoCAD woodworking
production
A I R A I C A - A - R -
Installation of hardware - R A C - - R I I R R
Installation of software - C I R - - C R
Training needs
assessment
- A - I I - A R R A R A
Implementation plan - I R I A A R R A I C -
Project closure report - A A C C - C C - - -

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Where,
R- Responsible, A- Accountable, C- Consulted, I- Informed
5.1 Required resources over specific timeframe
Resource Name Work Start Finish
Project manager 640 hrs Mon 12/3/18 Fri 12/25/20
Project planner 232 hrs Mon 1/21/19 Fri 12/25/20
Financial manager 296 hrs Thu 12/27/18 Mon 6/3/19
Human resource manager 288 hrs Mon 2/25/19 Mon 5/6/19
Quality manager 176 hrs Tue 6/4/19 Wed 7/3/19
Risk analyst 216 hrs Thu 7/4/19 Fri 8/9/19
Supervisor 448 hrs Wed 3/18/20 Wed 6/3/20
Contractor 1,032 hrs Thu 7/4/19 Tue 3/17/20
Sub-contractor 0 hrs NA NA
Construction manager 1,480 hrs Thu 7/4/19 Wed 6/3/20
IT manger 800 hrs Thu 6/4/20 Wed 10/21/20
Workers 872 hrs Thu 10/3/19 Tue 8/18/20

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6. Deliverable milestones
List of project deliverables Milestone start date
Development of production capacity Mon 12/3/18
Installation of air conditioning Mon 2/25/19
AutoCAD woodworking production train Thu 6/4/20
Project charter Fri 8/9/19
Project status report Wed 3/18/20
Project plan Tue 11/24/20
Documentation Tue 12/22/20
7. Schedule for monitoring and control methods
The monitoring and controlling method is done for the project schedule so that it can
monitor the project milestones. The monitoring of project milestones is involved to identify the
critical path activities and decision points in the project work to measure the project progress.
The project schedule is monitored so that the project plan should complete within scheduled time
(Kerzner and Kerzner 2017). On daily basis, the project manager monitors the project progress
and updates the status to other project team members. Monitoring of schedule against the
tolerances enables level of corrective actions to be accurate to extent of deviation from the
project plan. It is provided of trigger to escalate slippages to subsequently level of project
influence in the project team (Turner 2014). Monitoring of project schedule performance
provides earlier indications of coordination issues, resource conflicts and cost overrun.

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8. Mechanisms to be used to measure, record and report progress against the
project schedule
The project manager is responsible to track the project progress against the project
schedule. Measurement of progress is easier way to track the plan by use of following
mechanisms such as:
Percent complete: Measuring the progress is using the project schedule to measure, track
and record the percentage of work completed for each project plan. The finished project is
represented of 100%. The project management software is used to update the progress and status
by tracking progress at lower level such as track the completion percentage of each project
activities (Larson and Gray 2015).
Milestone: It is great mechanism to track the project progress as it is linked to work on
project schedule. It is easy way too track progress and record as it adds new work breakdown
structure at top of the task list of Gantt chart (Project Management Institute 2018). The project
manager compares dates against the baseline schedule date to analyze if the project plan is
against the progress.
Time tracking: Each of the project tasks require particular hours of work before it is
considered to complete, then time tracking is used to measure the data (Fleming and Koppelman
2016). One of the benefits of time tracking is that it does provide earlier omission if somewhat is
going to delay.
9. Process to manage changes and issues
The change management process is steps and activities that are used to manage the
project changes and issues. It ensures that the project should meet with intended project

16PROJECT MANAGEMENT
outcomes. The change management process is consisted of readiness assessment. It is a tool used
by the project manager to assess readiness of organization to make changes. This tool provides
the project team member with insight to project confronts and prospects that are faced through
the change process (Harrison and Lock 2017). Communication and communication planning is
required for the employees so that there is proper interaction among the project team members
and project manager. The change management team should develop the plan for the project
sponsor activities as well as help the business leaders to carry out the plan (Marchewka 2014).
Change management plan and risk management plan should require for updating project changes
and issues so that there is proper delivery of project plan.
10. Contingency in schedule
The schedule contingency is amount of time included into the project schedule to reduce
the effects of risks and uncertainties linked with the elements of the project schedule. In order to
mitigate the schedule contingency, the project manager should add activity and end of group of
similar tasks. At the lower level, there is addition of time built in the schedule to cover the
project risks as well as uncertainties inherent in planning as well as delivery process. Most of the
construction project, there is a rate of 5-10% from total project budget for determination of
project contingency (Nicholas and Steyn 2017). There is additional of extra cost for the project
will cause rise in cost and time. Contingency reserve is the timeline that is allocated above
estimation to eliminate risk of possible overruns.
11. Decision making process
The process is used in the project plan so that there should be proper construction of
spaces so that there is development of production capacity. The decision making process is used
to gather information and assess of solutions so that the project gets success. Proper decisions

17PROJECT MANAGEMENT
regarding the project will help to complete the project on scheduled time and budget. The
decision making process will help to organize applicable information related to the development
work for Hucks. There are seven steps to take proper project related information such as:
1. Identify the decision and define the nature of the decision so that the project will
get completed on time (Heagney 2016).
2. Gather relevant information related to project plan
3. Identification of possible alternatives and path of actions (Larson et al. 2014)
4. Weight the evidence based on evaluation of the needs required to complete the
project
5. Choosing of alternatives which would be based on the project requirements
6. Taking of actions (Verzuh 2015).
7. Review of decisions and consequences for the project
Part B: Additional questions
1. Planning tasks performed as part of the project time management
The planning tasks which are performed in the project plan are as follows:
1. Development of project plan: It is the document used to keep the project plan on track.
The project plan will identify the project goals, scope as well as deliverables of the
project (Kerzner 2018).
2. Development of resource plan: The resource plan is developed to make sure that all the
human resources are identified properly to complete the project. The project team

18PROJECT MANAGEMENT
members are assigned with respective roles and responsibilities based on their project
management skills and knowledge (Mir and Pinnington 2014).
3. Development of financial plan: This document is evaluating the current pay of human
resources and financial state by project variables to forecast the future income and asset
values (Turner 2016). It is the process to estimate capital needed and determine
competition of the organization in the market based on financial results.
4. Development of quality plan: The quality plan document is developed to specify quality
standards and practices along with sequence of project activities focused on particular
product and service (Lock 2017). It is the plan describes project activities and processes
required to achieve the quality for delivery of project.
5. Development of risk plan: The document is developed to foresee the project risks,
estimate the impacts of risks on the project and determine mitigation responses to the
project issues.
2. Critical path for the project
The critical path is sequential activities from starting to ending of the project work. When
there is delay in activities under the critical path, then there is project delay and entire plan will
be delayed by some days. Critical path method is used for scheduling of the activities related to
project work which provide direct impact on completion date of the project work (Leach 2014).
The below diagram is showing the critical path for this particular project highlighted in red.
Therefore, the critical path is sequence of the project activities which can add longest entire
duration, regards if that that the longest duration of project has float or not. It will determine
shortest time needed to complete the entire project plan.

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Figure 2: Gantt chart showing the critical path for the project plan
(Source: Created by author)
The critical path is considered as longest sequence of the project activities in project that
must be finished on time to be completed on due date. The activity on the critical path is not
started until the predecessor activity is completed. When the project is delayed for a day, then it
will delay for a day until the activity which is following the delayed activity is being completed a
day before (Steyn et al. 2014). The critical path is helpful to manage entire project work. It is

20PROJECT MANAGEMENT
important to determine which tasks are on critical path as it provides high level of insight in
project timeline and correlation among the project tasks (Martinelli and Milosevic 2016). It is
understandable which project activity will cause delay in project. It helps to predict if the project
tasks are completed as per scheduled time.
3. Tools and techniques used to track and manage the time in project
Following are time management tools and techniques which are used to track and manage
the time in the project work such as:
Weekly review: It is a tool to manage the project time. It permits to review the actions
required to complete the project plan. Performing a weekly review will ensure to be focused on
the time for the important tasks (Heldman 2018).
Gantt chart: This tool is used to progress furthermore optimize competence of the project
processes and help to track entire project plan (Serra and Kunc 2015). It is the tool used to plan
the sequence of project activities of project to complete those can determine the timeline
moreover human resources required.
PERT: This project planning tool will help to measure amount of realistic time it takes to
complete entire project work. It also calculates duration for individual tasks and allows the team
members to coordinate with each other (Arvidsson, Holmström and Lyytinen 2014).
In the organization, Gantt chart is used as the project scheduling tool.
4. Evaluate effectiveness of project time management to future projects
In order to record results and assess the efficiency of project time management to notify
future plans, post implementation review is performed. It is done to determine if the delivered

21PROJECT MANAGEMENT
work will provide benefit to the organization and the project will get success. It is required to
check if further improvements are required in future plans (Laudon and Laudon 2016).
Therefore, lessons learned document is prepared so that from this document, experience from the
previous projects is analyzed properly and effectively. The project schedule tool helps to
evaluate the project plan by making key data eagerly accessible (Osman, El Beltagi and
Hardaker 2015). The post project evaluation will determine the paperwork, interview the
members of team and examine applicable data to understand what worked wrong in the project.
Therefore, the project manager performs post evaluation of the entire plan so that in the future
projects same mistakes will not be repeated.

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Learning journal
Date of event What was the
development
activity?
What was I
expecting to
learn?
What have I
learned?
How will I apply
this learning?
12/18/2018 Project time in your
organization
To schedule the
project plan
I learned Ms project
schedule for
planning the entire
work
I applied this
learning by using
Ms Project
software tool
12/29/2018 WBS To provide project
deliverables based
on project
activities
I learned Ms project
schedule for
planning the entire
work
I applied this
learning by using
Ms Project
software tool
01/23/2019 Estimating task cost
and duration
To estimate the
project cost by
adding the project
resources and its
respective start and
end date
I used Ms Project to
schedule the plan
and assign
resources for
estimating the
project budget
I applied this
learning by
project
management
tools such as Ms
Project
04/20/2019 Drawing and
calculating a network
diagram
Visual
representation of
the project
schedule
I learned to plan
and track the
project from
beginning to
finishing
I applied this
learning by doing
the Gantt chart
and then it shows
the network
diagram

23PROJECT MANAGEMENT
06/15/2019 Gantt project It is a bar chart to
illustrate the
project schedule
I learned to update
the project manager
about the project
progress based on
scheduled time
I applied this
learning by
preparing the
project activities,
allocate start and
finish time to
each activities
and do the
predecessor for
the activities
07/12/2019 Researching RAM,
RACI and PARIS
Plan the human
resource
management
process
I learned to plan the
human resources to
each individual
project activities
I applied this
learning by
allocate the
resources to
activities using
RACI matrix and
RAM
09/25/2019 Calculating required
resources over the
specific timeframe
Estimate the time
required for the
project resources
to estimate the
project progress
I learned to allocate
resources to project
tasks based on their
skills and
knowledge
I applied this
learning by
allocating the
resources for the
activities

24PROJECT MANAGEMENT
References
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practice: A multi-dimensional view of strategic information system implementation and use. The
Journal of Strategic Information Systems, 23(1), pp.45-61.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.
Harrison, F. and Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
Heagney, J., 2016. Fundamentals of project management. Amacom.
Heldman, K., 2018. PMP: project management professional exam study guide. John Wiley &
Sons.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley
& Sons.
Larson, E.W. and Gray, C.F., 2015. A Guide to the Project Management Body of Knowledge:
PMBOK (®) Guide. Project Management Institute.
Larson, E.W., Gray, C.F., Danlin, U., Honig, B. and Bacarini, D., 2014. Project management:
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Leach, L.P., 2014. Critical chain project management. Artech House.
Lock, D., 2017. The essentials of project management. Routledge.
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Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques
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Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking
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management, 32(2), pp.202-217.
Nicholas, J.M. and Steyn, H., 2017. Project management for engineering, business and
technology. Routledge.
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2016. Project management: A multi-disciplinary approach. FPM Publishing.
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