Project Management Project: Scope, WBS, Network Analysis, and Charts

This project management assignment delves into the core elements of project planning and execution. It begins by identifying scope and complexity through the analysis of two projects: the Vista Tower project and the LaGuardia Airport construction project. The assignment maps these projects on an ambiguity scale to assess their initial and current states. The project then moves on to create a Work Breakdown Structure (WBS) for the LaGuardia Airport project, followed by the development of a project network diagram, which illustrates task durations and dependencies. The critical path is identified, and time estimations (smallest, longest, and most likely) are provided. A Gantt chart is also included to visually represent the project schedule. Furthermore, the assignment explores uncertainties related to task duration, such as changes in customer requirements and resource availability. It concludes by analyzing the use of float information to improve decision-making within the project, detailing how it can help in managing potential delays without affecting the overall project timeline. The project references several key sources to support the analysis and findings.

Running head: PROJECT MANAGEMENT
Project management
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Part 1: Identifying scope complexity and WBS..............................................................................2
Part 1A: Identification of scope and complexity.........................................................................2
Part 1B: Creating a Work breakdown structure...........................................................................4
Part 2: Project Network...................................................................................................................5
Part 3: Gantt chart............................................................................................................................6
Bibliography..................................................................................................................................11

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Part 1: Identifying scope complexity and WBS
Part 1A: Identification of scope and complexity
Project 1: Past Project
Title/description: The paper mainly reflects on Vista Tower project is 101 story supertall
skyscrapers under construction within Chicago. The project mainly starts on 2016 and the
entire project gets completed by the year 2020. It is found that the Vista tower will generally
contain around 400 condominium residences as well as five-star Wanda Vista hotel with
around 200 rooms.
Map this project to the graph as shown.
The outcomes (Y axis): The outcome of the project is Vague.
The methods (X axis): The method of the project is Clear.
In which quadrant did the project start?
The project generally starts in the 3rd quadrant.
Vague Clear
Clear Vagu
e
Project
(Current

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In which quadrant did the project end?
The project is currently in 2nd Quadrant
Project 2: Current Project
Title/description: The paper mainly reflects on LaGuardia airport construction project which
generally commenced in the year 2015 and mainly aims to created proper unified 21st century
terminal system with very much improved transportation access as well as 8 miles of roadway
that further includes around 24 bridges as well as other airside taxiways as well as other
passenger amenities.
Map this project to the graph as shown.
The outcomes (Y axis): The outcome is Vague as per the above diagram
The methods (X axis): The method is Clear as per the above diagram
In which quadrant did the project start?
The project mainly starts in the 3rd quadrant
Vague Clear
Clear Vagu
e
Project
(Current

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In which quadrant is this project currently?
The project is currently in 2nd Quadrant
Part 1B: Creating a Work breakdown structure
The WBS for LaGuardia airport construction project is given in hierarchical structure
which includes information about all the activities that are required to be executed in order to
finish the project quite effectively. It is found that proper logical order is indicated that helps in
reflecting the steps that needs to be completed within the entire project (Li and Lu 2017).
Furthermore, the WBS that is created is helpful in reducing different types of complicated
activities so that the project manager can easily oversee different types of project tasks quite
effectively.
0 Laguardia airport
construction project
1 Initiation phase
1.1 Business plan
1.2 Feasiability analysis
1.3 Project charter
1.4 Hiring stakeholders
2 Planning phase
2.1 Project plan development
2.2 Development of budget
2.3 Assigning resources
2.4 Creating risk
managgement plan
3 Execution phase
3.1 Developing the blueprint
3.2 Getting approval for
blueprint
3.3 Unified, 21st century
terminal system
3.4 Improved transportation
access
3.5 8 miles of roadway
3.6 24 new bridges
3.7 Airside taxiways
3.8 World-class passenger
amenities
4 Close out phases
4.1 Post project review
4.2 Stakeholder sign off
4.3 Documentation
Figure 1: Work breakdown Structure

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(Source: Created by Author)
Part 2: Project Network
The project network diagram that is mainly designed for LaGuardia Airport Construction
Project helps in reflecting durations for each of the project activity as well as precedence
between the activities. The critical path of the project is
1.1>1.2>1.3>1.4>2.3>2.4>3.1>3.3>3.4>3.5>3.6>3.7>3.8>4.1>4.2>4.3
The figure reflects the critical path of the project in red.
Figure 2: Network diagram showing critical path
(Source: Created by Author)

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Smallest amount of time for the project to be complete
The smallest amount of time that is needed for completing the work of construction
project is around 1775 days.
Longest amount of time
The longest amount of time that is needed for completing the work of construction
project is around 1877 days.
Most likely time
The most likely amount of time that is needed for completing the work of construction
project is around 1826 days.
Part 3: Gantt chart
The Gantt Chart for LaGuardia airport construction project is provided below which
reflects that around 17775 days is needed to finish the work of the project quite effectively. The
detailed time that is required for each task of the project is reflected below. The Gantt chart that
is prepared is found to be very much helpful in properly planning as well as scheduling the work
of the project (Sharon and Dori 2017). It also helps in properly assessing the duration that the
project will take by determining the resources that are mainly needed for completing the task
quite effectively. The Gantt charts are quite helpful in properly creating, using as well as tracking
the entire work of the project so that the entire progress of the project can be easily reflected.

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Figure 3: Gantt chart of the project
(Source: Created by Author)
Uncertainties related to task duration
The various sources of uncertainty that is mainly associated with the duration of the
project are mainly listed below:
Customer requirements: It is found that if the client generally changes the requirement
for the project during the progress of the project then there will be some changes within the total
time that is mainly estimated for the construction for the project.
Availability of resources and facilities: If proper resources as well as facilities that are
mainly required for LaGuardia airport construction project is not present then the project
managers as well as contractors are unable to progress with the project and as a result the total
time of the project can change (Bjorvatn and Wald 2018).Therefore, there can be some
uncertainty within the schedule due to the availability of resources as well as facilities.

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Schedule uncertainty: If the schedule of the project is not effectively tracked on a
weekly basis then the schedule slippage will occur due to which the total time of the project can
generally change. Moreover, this is considered as an uncertainty within the schedule of the
project.
Budget related issue: If the budget that is estimated for the project is not accurate then
the project schedule can get extended and therefore budget related issue can create uncertainty
within the project (Rahman et al. 2019).
Use of float information for improving decision making in the project
The float information for LaGuardia airport construction project is mainly provided in the
below table:
WBS Task Name Duration Float
0
LaGuardia airport construction
project
1775 days 0 days
1 Initiation phase 188 days 0 days
1.1 Business plan 60 days 0 days
1.2 Feasibility analysis 20 days 0 days
1.3 Project charter 70 days 0 days
1.4 Hiring stakeholders 38 days 0 days
2 Planning phase 85 days 0 days
2.1 Project plan development 45 days 1542 days
2.2 Development of budget 47 days 1540 days
2.3 Assigning resources 45 days 0 days

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2.4 Creating risk management plan 40 days 0 days
3 Execution phase 1430 days 0 days
3.1 Developing the blueprint 100 days 0 days
3.2 Getting approval for blueprint 10 days 1392 days
3.3
Unified, 21st century terminal
system
240 days 0 days
3.4 Improved transportation access 230 days 0 days
3.5 8 miles of roadway 250 days 0 days
3.6 24 new bridges 200 days 0 days
3.7 Airside taxiways 210 days 0 days
3.8 World-class passenger amenities 200 days 0 days
4 Close out phases 72 days 0 days
4.1 Post project review 35 days 0 days
4.2 Stakeholder sign off 12 days 0 days
4.3 Documentation 25 days 0 days
Float information that improve decision making
It is found that the float is the amount of time by which a particular task within the
project generally gets delayed before its entire impact on the deadline of the project. This
information related with the project duration can generally be helpful in taking decisions about
how many days a project can be extended without facing delay in the total duration of the project
(Kerzner 2017).

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Float information
It is found that float or slack is the amount of time which for which an activity gets
delayed and it further changes the total duration of the project. The total float is the difference
that generally exists between the finish date of the last activity on the critical path and the date of
project completion.