This case study is a fictitious project situation and any resemblance or similarity to actual events, dates, places or names is purely coincidental. It was submitted for publication by email 3/29/08. It is copyright to R. Leduc, ©2008.

Introduction to the Project | Project Planning | Stakeholder Participation 
Project Execution | Case Study Analysis

Project Planning

Jeff, who had experience in similar projects, immediately began to develop a WBS for the major deliverables (as per the scope statement) and then began to develop activity lists for all the measurable activities he could think of. Because of his experience with similar projects for other municipalities he developed the activity lists on his own and felt confident of their completeness and accuracy.

Jeff then began assigning resources to the various activities. He asked his steering committee for advice on who was available to undertake the activities and plugged in the resources accordingly. Jeff accessed budget figures and the lessons learned from prior projects that were similar to this one. To be safe, Jeff developed his resource estimate by the PERT method of estimating time (and therefore costs). Based upon the steering committee's advice, the records from similar projects, and his extensive experience, Jeff thought his budget was complete and realistic.

When Jeff brought his budget to Town Council for approval the Councilors were shocked at the overall project costs. Although the Councilors knew it was a significant project they couldn't understand how the project budget had escalated to $20 million when they had only approved $5 million in their last annual budget. They were now in a tough spot; either shelve the project, apply a special one-time tax to all property owners, or make the project fit in the $5 million allocation.

After considering all the options, the Town Council approved the original budget of $5 million, with directions to "make it work". Jeff, given the size of the discrepancy and knowing how impractical Council's direction was, decided that he'd filter the amount of information provided to Council so he could manage the project without interference.

Jeff then decided to reevaluate the project with an eye to making cost reductions. He determined the public information sessions and the revision of traffic routes were probably nice to have but not essential to the outcome of the project. Removing these components would save a few million. He'd also scale down the recreation complex by reducing the size of the pool by thirty percent and not build one of the four ice rinks. By doing this he'd save 30% on the pool costs and 25% on the rink costs. He'd also count on volunteers to assist the businesses in moving to the strip mall when the time comes.

Now that the budget issues were settled and the project tasks and timelines established, Jeff could update and distribute the new project plan and concentrate on carrying out the work at hand.

Introduction to the Project  Introduction to the Project

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