New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

MGT 437 Week 3 Team Assignment - Project Planning GÇô Technical Paper

by: NUMBER1TUTOR Notetaker

MGT 437 Week 3 Team Assignment - Project Planning GÇô Technical Paper MKT421

Marketplace > Phoenix College > MKT421 > MGT 437 Week 3 Team Assignment Project Planning G Technical Paper
Phoenix College
GPA 3.8

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

MGT 437 Week 3 Team Assignment - Project Planning GÇô Technical Paper
Study Guide
50 ?




Popular in

Popular in Department

This 9 page Study Guide was uploaded by NUMBER1TUTOR Notetaker on Monday November 9, 2015. The Study Guide belongs to MKT421 at Phoenix College taught by in Fall 2015. Since its upload, it has received 23 views.

Similar to MKT421 at Phoenix College

Popular in Subject


Reviews for MGT 437 Week 3 Team Assignment - Project Planning GÇô Technical Paper


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 11/09/15
Running head: PROJECT PLANNING – TECHNICAL PAPER 1 Project Planning – Technical Paper University of Phoenix MGT/437 Patricia Dues April 5, 2010 PROJECT PLANNING – TECHNICAL PAPER      2 Project Planning – Technical Paper Parking Garage Team A will present the technicalities of a parking garage project in two phases.  Phase I will present an updated Statement of Work (SOW) in addition to SMART requirements  for the project. The SOW lists specific tasks required to complete each item listed and the  resources required accomplishing each task. In Phase II of the project tasks will be arranged into  a schedule that accounts for dependencies between the tasks. The critical path through the  network is identified. Finally, the network results are reviewed and compared to the project’s  triple constraint with consideration to timing, budget, and project specifications. Statement of Work Blueprints. The blueprints in relation to structural drawings and specifications are in  accordance with city ordinances and have been approved by the city. Bid/Bid Approval. Project bids have been received and accepted and contractors will  supply a 100% of the contract bid performance bond guaranteeing the project manager that the  general contractor will perform 100% of the contract according to blueprint specifications,  timelines, and city regulations. General Contractor. The accepted general contractor is in charge of the production of  the project. The general contractor will stay abreast of deadlines and report any unforeseen  circumstances or risk to the project manager. He or she will hire sub­contractors in the fields of  construction, electrical, and plumbing.  Sub­Contractor. Each sub­contractor will perform his or her duties within specifications of the blueprints and any updated city ordinances. PROJECT PLANNING – TECHNICAL PAPER      3 Project Manager. The project manager will frequently visit the location of the parking  garage site. The project manager will incorporate contingency planning for the parking garage as well as approve or deny general contractor suggestions in relation to contingency planning. How  about some regularly scheduled project team meetings? These will be a way to document the  progress of the project. SMART Requirements The parking garage project is outlined using the SMART rule; specific, measurable,  attainable, realistic, and time­bound objectives as follows: Specific. The SOW is specific and clearly defines each task. Questions such as whom,  what, where, when, which, and why are posed. The SOW states to whom the parking garage is  for, what will be accomplished, where it will be located, which equipment will be used, and why  the project is needed.  Measurable. Criteria are established for measuring the achievement of each requirement  that has been defined. Each contractor has specific plans and instructions. In addition, the  blueprints associated with building the parking garage are within the guidelines and  specifications of the city council. Achievable. The SOW outlines an achievable plan to build the parking garage. To  determine achievability, it is imperative to seek the expertise of the contractors and employees  outlined in the SOW. Realistic. The goals and plans for the parking garage meet with realistic expectations.  Realism involves the ability to be willing and able to meet with an objective and is critical to  meet the goal as well as fit the requirements for the budget. PROJECT PLANNING – TECHNICAL PAPER      4 Time bound. The parking garage project is time bound and a strict schedule must be  followed closely.  Tasks Required to Complete the SOW Blueprints. The first task on the Statement of Work is to secure blueprints for the  parking structure. Completing the task requires hiring an architect to draw the structural  blueprints and provide an architect’s seal to prove the blueprints adhere to federal, state, and  local building codes. Acquiring electrical blueprints to develop the electrical work within the  parking structure is necessary. General Contractor. Hiring a general contractor is necessary to construct the design for  the parking structure. According to Kerzner (2006), the general contractor may create his or her  own Statement of Work. Regardless, the tasks required to complete the second stage in the  Statement of Work are extensive. After acquiring the blueprints, a general contractor needs to be  accepted according to an appropriate bid. Once a bid for a general contractor has been accepted,  the list of tasks and resources required for the project’s completion must be identified. The list of tasks includes excavating, concrete work, plumbing, electrical wiring, painting, and landscaping.  The general contractor’s next job will be to hire subcontractors for each of the tasks;  coordinating the varied efforts of the individual subcontractors to ensure the successful  completion of the parking structure.  Sub­Contractors and Supplies. As mentioned previously, the list of subcontractors  needed for the project include excavating, concrete work, plumbing, electrical wiring, painting,  and landscaping. The excavating subcontractor will need to hire a bulldozer and a dump truck to  remove the existing parking lot. The project manager will need to contact the city to ensure no  PROJECT PLANNING – TECHNICAL PAPER      5 power, gas, or sewer lines are buried beneath the existing asphalt. The next task is hiring a sub­ contractor for the concrete work. The resources required to pour the foundation are wood  framing, concrete, and rebar. A sprinkler system to counteract potential fires will require plumbing services to be sub­ contracted. Additionally, a drainage system for water runoff is necessary. Completing the task  includes purchasing PVC pipes, drainage caps, sprinkler heads, and sprinkler tubing.  Completing the electrical work requires hiring an electrician. The resources include the  wiring, light sockets, circuit breakers, and lights.  The driving lines on the surface of the parking structure, and the outside of the parking  structure require painting. The resources include subcontracting the painters, the paint, the  brushes, the rollers, and the air guns the painters will use.  When the structure is complete, the grounds around the parking structure will be  landscaped. A tractor, grass, bushes, and an irrigation system are the resources needed to  complete the task.          Phase II As listed in the schedule below the start of the parking garage project is dated February 1, 2010 and runs through April 1, 2011. The schedule lists in order the tasks and activities required  to complete the garage project. As listed in the Gantt chart, later activities cannot start until the  completion of earlier dependent activities. The blueprints are dependent upon hiring of the  architects, the contractor is dependent upon the blueprints, the subcontractors hiring is dependent upon hiring the contractor. Furthermore, the concrete work cannot begin until the excavation is  complete, and the plumbers and electricians cannot begin until the concrete work is finished. PROJECT PLANNING – TECHNICAL PAPER      6 Parking Garage Schedule The following Gantt chart presents the parking garage schedule in a complete and  cohesive chart and easy to follow. Critical Path The critical path is the sequence of activities that must occur on schedule in order for a  project to be completed on schedule. If a task along the critical path is not on time the entire  project will be delayed unless another task can be adjusted (CPM, 2010). The critical path is the  longest path through the network of the project.  The critical path has four parameters; earliest start time (ES), earliest finish time (EF),  latest start time (LS), and latest finish time (LF). ES is the earliest time a task can begin after  previous dependencies are completed. EF is equal to ES and the time needed to finish the project. LF is the latest time a task can be completed without causing delay to the project. LS is LF less  PROJECT PLANNING – TECHNICAL PAPER      7 the time required to complete the task or activity. The slack time is the time between ES and LS  or between EF and LF. The critical path is the path through the network in which no slack time exists. The  critical path is when ES is equal to the LS, and the EF is equal to the LF. Network Results and Triple Constraint According to the parking garage schedule from the Gantt chart for the start of the project, excavations will start June, 16, 2010. The project finish date is  the end of March 2011. The time  frame will depend on changes in weather, delivery issues in the supply chain, and the possible  loss of labor. Other issues that could occur are building issues if the work is not completed  according to specifications that do not adhere to the design of the architect. The budget could  change if the timeline changes.  After reviewing and comparing the results to the project’s triple constraints in relation to  project specifications, the scope of work for completing the construction of the parking garage is  planned out in detail. Each step or phase is in accordance with the blueprints, project  management objectives as well as the budget. If the project faces any obstacle; any risk  compromises the production of the parking garage, the general contractor will inform the project  manager. Both individuals will collectively devise a contingency plan that will address the  obstacle or risk and put the construction of the parking garage back on track in relation to time  constraints as well as budget. Project Smart (2010) states,  Objectives that are SMART (Specific, Measurable, Aligned, Realistic/Relevant, and  Time­bound) are likely to be achieved. When generic, off­the shelf objectives get the  PROJECT PLANNING – TECHNICAL PAPER      8 SMART treatment, they emerge as targets that engage focus, action, feedback and  learning. These targets assist development of individual work plans, and also provide a  guidance system for supervisor­staff performance review discussions. Conclusion Team A presented a Statement of Work (SOW) for a parking garage project. SMART  requirements were defined, and specific tasks required to complete each item were identified.  The tasks were arranged into a schedule and presented in a Gantt chart. The critical path through  the network was identified, and the network results were reviewed and compared to the project’s  triple constraint with consideration to timing, budget, and project specifications. PROJECT PLANNING – TECHNICAL PAPER      9 References CPM, online, (2010). NetMBA Business Knowledge Center, Operations > Critical Path,  Retrieved April 4, 2010 from Kerzner, H (2006). Project Management: A Systems Approach to Planning, Scheduling, and  Controlling. (9th ed). New Jersey: John Wiley & Sons Inc. Project Smart (2010). Use SMART Objectives to Focus Goals, Plans and Performance.  Retrieved April 3 , 2010, from­smart­objectives­to­ focus­goals­plans­and­performance.html  Good job with the assignment. You should think about scheduling regular project team meetings. Don’t trust the contractor to bring issues forward on a timely basis. This could result in delays to  the project. Total points = 5 points


Buy Material

Are you sure you want to buy this material for

50 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Jennifer McGill UCSF Med School

"Selling my MCAT study guides and notes has been a great source of side revenue while I'm in school. Some months I'm making over $500! Plus, it makes me happy knowing that I'm helping future med students with their MCAT."

Bentley McCaw University of Florida

"I was shooting for a perfect 4.0 GPA this semester. Having StudySoup as a study aid was critical to helping me achieve my goal...and I nailed it!"

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.