Concert Pavilion in the Park Project Organization:

Project Manager:

Project Manager's Responsibilities

Oversight of all procurement and construction, ensuring all inspections and sign-offs, approving bids or sub-contracted work, ensuring completed project meets expectations of client group.

Executive Sponsor:

Smith Sundecks

Develop the WBS and Schedule:

Task ID

Start Date

Duration

Predecessor Tasks *

Inspection of site

hours

P1

Obtain permit for grading

hours

Review blueprints

hours

Review vendor bids for foundation

1-hour

Select, hire, & meet with vendor for foundation

hours

Inspect finished foundation

1-hour

Review bids for framing of pavilion & roofing

5/5/2012

hours

I1, I2

V4

Select, hire, & meet with vendor for framing

5/15/2012

hours

I1, I2

I3

Inspect completed framing & roofing

5/30/2012

hours

I1, I2

V5

Review vendor bids for electrical connections

5/15/2012

1-hour

I1, I2, I3

V6

Select hire, and meet with vendor for electrical connections

5/20/2012

4 hours

I1, I2, V4

I3

Inspect electrical connections with officials

6/5/2012

2 hours

I1, I2, V6

V7

Review vendor bids for gutters, drains, and landscaping.

6/5/2012

4 hours

I1, I2, I3

V8

Select hire and meet with vendor for gutters, drains, and landscaping

6/10/2012

8 hours

I1, I2, V6

I4

Inspect gutters, drains, and landscaping. Test drains.

6/15/2012

4 hours

I1, I2, V8

Analyze Resources

Task ID

Material Resources

Work (Human) Resources

I1

N/A

Jones & Dear

P1

Permit paperwork & approved blueprints

Jones

Approved blueprints

Jones, Rigby, & Dear

V1

Vendor bids

Mills

V2

Grading equipment,...

Off-site, communication flows through Ellen Rigby. Rigby is responsible for bringing client request and expectations to Ed Jones for engineering approvals. Rigby is also responsible for interpreting any official or engineering constraints to the client group. Martin Mills is responsible for keeping the project on budget and must keep Ellen Rigby up-to-date on costs and expenditures. Mills and Sally Mays together address the project's fiscal reports. David Dear conveys any potential or real irregularities in planning or budget to Rigby, who then addresses the issues with the appropriate supervisor. Rigby and Jones are peers with regard to authority and responsibility, each in their respective areas.
Are there any resources that have been overlooked (for example, could any of these tasks be outsourced to another division or even consultants?)

The project is sufficiently small that it tends to rule out adding any additional players. The best strategy is to line up vendors with whom the City has experienced good results: on-time completion, on or under budget, few if any employee issues, and good communications.

Do any gaps exist? Is the project in need of expertise that we may not have or need to acquire? If so, what is our plan for this?

The issue on this project is that most tasks are sequential with very little ability to switch out job order. The best remedy for this might be to hire fewer vendors, trading specialty expertise for a consolidated project. This would shift much of the responsibility to the vendor, which -- given the…