M5A1: LASA – Final Project Report Project Management

Assignment 1: LASA – Final Project Report

Prepare an 8-10–page report in Word. This report should include a project history of your recent Trillo Apparel Company District 4 Production Warehouse Move experience over the last five weeks.

Your final report should include the following sections:

Executive Summary

Project Performance and Status Report

Organizational Structure

Project and Administrative Teams

Project Risk and Change Management

Project Management Techniques Employed


Include appropriate reports from your final project plans to corroborate your overall report. You may also use diagrams, charts, and other visual aids to make your report more effective. Assume that the report will be presented to the Board of Directors of Trillo Apparel Company. Your report should be done in the APA style.

In addition to the report, prepare an 7-9–slide PowerPoint presentation that summarizes key aspects from the report.   

Submit your report and presentation to the Submissions Area by the due date assigned.

Assignment 1 Grading Criteria 

Maximum Points

An 8-10 page final report is prepared for the Trillo Apparel Company Board of Directors that includes each of the seven sections identified. 100

The report is detailed and provides supporting documentation 40

The report includes a detailed status report 40

Included a 7-9 slide PowerPoint presentation for presentation to Trillo Apparel Company Board or Directors. 60

The presentation is professional in appearance and geared toward the correct audience. 30

Used correct grammar, spelling, and word choice and cited all sources using correct APA style. 30

Total: 300

Running head: Responses 6



Nicole Anderson

Project Management

Dr. Aquino

October 24, 2017

List the activities that are on the critical path

The following activities are on the critical path

1. Conduct the meeting

2. Develop a communication plan

3. Develop status report

4. Set Schedule for stakeholder meeting

5. Meet with framing/Drywall

6. Meet with electrical

7. Meet with plumbing

8. Meet with the Finish Work

9. Meet with Student Workers

10. Obtain building permits

11. Framing order supplies

12. Framing-Build

13. Framing Inspect

14. Framing Project Sign off

15. Electrical Order supplies

16. Electrical install

17. Electrical Inspect

18. Electrical Project sign off

19. Plumbing order supplies

20. Plumbing install

21. Plumbing inspect

22. Plumbing project sign-off

23. Drywall order supplies

24. Drywall Install

25. Drywall inspect

26. Drywall Project Sign-off

27. Finish Project sign-off

28. Workbenches orders supplies

29. Workbenches build

30. Workbenches-Quality inspection

31. Workbeches-Project Sign-off

32. Pack non-production equipment

33. Project sign-off

34. Move non-production equipment

35. Project sign-off

36. Review contract work

37. Release contractors

38. Pay contracts

39. Final report

40. Archive documentation

41. Lesson learnt

Considering the risks identified in the risk table below, identify which risks would be most likely to increase your project timeline.

1. When permits are not received on time they pose a great risk since they are in the critical path this will make the project to take more time which will in turn affect other tasks which precedes the permit delivery.

2. In the event that the finish work contractors decide to walk-off the project half-way through finding a suitable replacement may take quite some time to do. This may set the company back more than they were first anticipating with the early stages of the project planning when they selected Woodcraft Carpentry for the finish work. The finish work will stall out the packing and moving project of production/ non-production pieces along with being able to bring in the finished workbenches. At this stage in the project most all of the critical tasks have been complete. This risk factor will cause the most delays as finding a carpenter to come in and finish the work load will force a shut-down on the project until such time someone can come in and complete it (Institute, 2009). Even when we find a company to come in and finish the work on this we would still have to wait for their schedule to clear up so they could come in or be forced to pay them more money to come in right away in which case that would have to be negotiated, taking even more time to come to an agreement.

3. If the framing and drywall contractor fail to supply their labor force as promised and can only supply half their promised strength this would result in an additional two weeks for each sub group as the framing and drywall both take 15 days to complete. The bad part of this is that both of these aspects of the project require them to be completed all the way before any further action can be taken. This alone will add a month to the schedule (Hobbs, 2015).

4. The work benches can potentially be of no real threat given the fact that they can be started at any point in the build so as long as they are completed by the time the finish work is done. Since this aspect doesn’t rely on permits to get started they can be built after the first meeting and then there would be plenty of time to adjust for remanufacturing those of poor quality. Essentially the 15 day build could turn into an entire month or even longer but over the course of the project the student workers would have up to four plus months to figure it out. Even if the student workers didn’t start until the last possible moment the project might see a couple of days added to the project time as the pack and move can be done without 100% completion on the workbenches proving they are in place by the last day of the move. The PM will have to schedule this accordingly so the company doesn’t have to start the pack and move aspect of the project.

REFERENCES Hobbs, P. (2015). Project management. New York: DK Publishing. Institute, P. M. (2009). Practice standard for project risk management, 4th edition. Newtown Square, Pa.: Project Management Institute.