Joshua Cutler

PMG 322
Professor Corlett
4/11/23
Museum Expansion Case Study
Dear Project Sponsors and Stakeholders,
My name is Joshua Cutler, and I am the Project Manager that has been assigned to take
over your Museum Expansion Project. I have been notified that, since my appointment to this
project, there has been a need to push the project schedule up to 81 days instead of 89 while
including a 15-day window for project cleaning and inspections. This is why I am composing
this letter. After my evaluation of the previous project schedule and the information that was left
to me by the previous project manager, I believe that this new project schedule is doable. In order
to meet this project deadline, there will need to be a few things done, which I will outline below.
The primary course of action that I am proposing to shorten this project duration is to
crash two activities on the project critical path. With the approved budget increase of $3 million
dollars, I believe that we can incentivize the subcontractors on this project to expedite the wood
treatment along with the lobby floor installation. These two tasks make up the longest time of
successive tasks, meaning that if we can combine them and order material early, we can account
for the 8 days we need to make up in a perfect world. Some assumptions need to be made based
on the information left to me. These assumptions are that all materials are available when they
are needed as well as all subcontractors will be able to supply enough manpower to shorten the
project timeline as much as we need.
I have chosen the wood treatment and floor installation to crash or expedite because they
are being done by the same trade. This means that they will be able to manage all aspects of the
floor installation from the acquisition of the hard wood, treating it, and installing it. They should
be able to commence the treatment of the wood as soon as they receive the raw flooring from
their distributor. This means as long as they order the material and it arrives on time, we can
eliminate those 10 days from the critical path. The removal of the 10 days gives us a 2-day buffer
zone to make sure that there are no overruns if corrections or rework need to be done. Of course,
this will be all in a perfect world and my contingency plan is as follows in case we consult with
the hardwood floor contractor, and they can’t meet this demand.
The contingency plan that I have put into place will be to install the tile, hardwood floor
and carpeting simultaneously. We will do this knowing that there will be some rework that needs
to be done in the end, and the extra $3 million will go toward that. We will also use that $3
million to pay a couple of the workers overtime in order to reach the 8-day crunch for time. This
contingency plan will rely on the same assumptions that the first plan relies on since they both
pertain to the flooring subcontractor.
All in all, I will do whatever it takes to meet your needs and do the best possible job that I
can. I look forward to working with you all!
 Original Critical Path: 89 Days w/ Cleaning and Inspections

5 Days 10 Days 25 Days 9 Days 10 Days

15 Days

Drywall Hard Tile In Wood Treatment Lobby Floor Carpeting in Door/hardware

Installation Lobby Install Lobby install/M.E.P.

New Critical Path: 79 Days

15 Days 5 Days 15 Days
25 Days 9 Days 10 Days
Drywall Hard Tile in Lobby Floor Carpeting in Door/hardware Cleaning and
Installation Lobby Install Lobby install/M.E.P. Inspections

Contingency Plan Critical Path: 79 Days

15 Days 25 Days 13 Days 10 Days 15 Days
Drywall Hard Tile in Rework Door/hardware Cleaning and
Installation Lobby, Floor install/M.E.P. Inspections
Install, Carpeting
Install