Base on this case, please help me make a the network diagram

2. Continuation of the New Kitchen Case Study - Complete the network diagram as listed (the assumption is that this is the lowest level of your WBS) New Kitchen Case Network Diagram "I think they're reliable figures. Jill showed me her data based on recent store openings in similar-sized cities. And we factored in the economic conditions of the Colorado Springs area. Since they're on a growth pattern, we think the timing is perfect. "One more thing, Dirk. Since we're including the big bash at grand opening as part of the deliverables, I talked to some of your folks in marketing to get some ideas. They are thinking we should have some great giveaways as door prizes and that we will want to cater in the food. They also thought having some live cooking demonstrations with some local chefs would be a good attraction." "So what's next?" Dirk asks. "As you know, the project kickoff is scheduled for tomorrow. What I'll need then is for you to talk about the project and the goals, the commitment you'll need from the management team to support this project, and introduce me as the project manager. I've already forwarded a copy of the project charter to the meeting attendees so that they can review it before the meeting. And, I included a list of the assumptions we've made so far as an appendix to the charter. Lastly, I'll need you to ask everyone present to sign a copy of the project charter." "Sounds like you've covered everything," Dirk says. "I don't anticipate any problems tomorrow as everyone is looking forward to this store opening." Project Case Study: New Kitchen Heaven Retail Store You review your notes and reread the project charter you've prepared for the Kitchen Heaven retail store one last time before looking for Dirk. When you saw him last, he pointed you in the direction of three of the project stakeholders: Jake Peterson, Jill Overstreet, and Ricardo Ramirez. After your meetings with Jake and then Jill, you were better able to refine the project overview and deliverables. You finally run across Dirk in a hallway near the executive washroom. "Dirk, I'm glad I caught you. I'd like to go over the project charter with you before the kick-off meeting tomorrow. Do you have a few minutes?" "Sure," Dirk says to you. "Let's have it." "The project charter states the project goal, which of course is to open the 50th Kitchen Heaven store in Colorado Springs. I also documented the deliverables, many of which we talked about last time we met. "When I met with Jake, he confirmed it takes 120 days to do the store buildout. That includes having the shelves set up and in place, ready to stock with inventory." Dirk asks if Jake told you about his store location idea. "Yes, Jake gave me a contact name, and I've left her a voice mail. The sooner we can get that lease signed the better. It takes Jake 120 days to do the build-out, and Jill said she needs 2 weeks lead time to order the initial inventory and stock the shelves. That puts us pretty close to our February 1 st deadline counting the time to get the lease papers signed." "Sounds good so far," Dirk replies. "What else?" "I included an updated description of the products and services the new store will offer, based on the documentation that was written from the last store opening. Jill reviewed the updates to the description, so wo should be in the clear there. The store will include some new lines that we've decided to take on-cookware from famous chefs, that kind of thing. "The project charter also outlines your role as the project sponsor, my role as project manager, and our expectations of the project staff. Jake has already made contact with a general contractor in the Springs, and he is ready to roll once we've signed the lease." You add, "I'm using your estimate of $2 million as our initial budget request. Based on projected inflows, I've calculated a payback period of 16 months with an IRR of 22 percent." "That's impressive," replies Dirk. "Even better than our Phoenix store. If I recall, the payback period there was just over 2 years. Let's hope those numbers hold true." Project Case Study: New Kitchen Heaven Retail Store You're just finishing your phone conversation with Jill and see Dirk headed toward your office. The realtor has found a great location, and you and Jill have set up a time to take a tour later this week. Dirk walks in, crosses his arms over his chest, and stands next to your desk with an "I'm here for answors" look. "Thought I'd drop by and see if you have signed a lease and gotten Jake started on that build-out yet." "I just got off the phone with Jill," you reply. "We set up a time to tour a location the end of this week." "What's been the holdup?" Dirk asks. "I thought we'd be ready to start the build-out about now." "I've been working on the project plans." "Project plans," Dirk interrupts. "We already have a plan. That charter thing you drew up last week spelled things out pretty clearly." "The charter was the project kick-off, and I agree it did include all the deliverables. However, it's not detailed enough to start mapping out the project plans. I wrote a scope statement that further details the project deliver. ables and other project information. I've already forwarded that to you. I've also drawn up a work breakdown structure with all the deliverables shown in a tree structure that l'd like to go over with you before showing it to the project team." "We aren't building trees, we're building a new store. I don't understand why you're wasting all this time planning. We all know what the goals are." "Dirk," you reply. "If we put the right amount of effort and time into the planning stage, the execution stage should go pretty smoothly. Planning is probably one of the most important things we can do on this project. If we don't plan correctly, we might miss something very important that could delay the store opening. That date is pretty firm, I thought." "Yes the date is firm. But I don't see how we could miss anything. You and I have met several times, and I know you've met with Jill and Jake. They're the other key players on this." "You're right, I have met with Jill and Jake. And that's a perfect example of why we need to plan. When I met with Jill, she told me how all the store's data is communicated via a satellite network connection on a nightly basis. That means we need to involve the IT group." You glance down at your notes. "Ricardo Ramirez heads up IT. I spoke with him last week about his deliverables, and I've included his group as a subproject on the work break down structure." "Oh," Dirk replies. "I forgot about IT, You're right, that's an important part of the project, and we can't leave them out. Okay, I'm beginning to see why you're taking planning seriously. Let's have a look at this work breakdown structure