Create a Gantt Chart for this case study for all the tasks

St. Dismas Assisted Living Facility Program Plan-3 The steering team meeting held August 31 went quite well. Fred felt that his team members had worked well together at determining the steps and the associated costs of the program. The CFO presented the program budget first, and then project team members presented their draft project plans. The COO presented the following project plan: 190 CHAPTER 5/ SCHEDULING THE PROJECT The Chief Legal Counsel for the medical center presented his project plan. Fred had asked him to join the team when it became apparent that there were significant compliance and legal issues associated with this project. The Vice President of Marketing presented her project plan and stated that she and her staff were responsible for every step in the plan. She was still working with her staff to determine who does what. The Marketing VP made it clear to the team that she needed five months for the marketing plan implementation to be able to meet the occupancy requirements at start-up. She restated that her team must have this lead time to the completion of the construction and furnishing phase of the Program. 192 CHAPTER 5 / SCHEDULING THE PROJECT As Fred was explaining that the next job of the group was to complete a final version of all project plans and firm up the schedule of the Program, the Construction Project Manager stated that it was his turn to present his broad project plan for construction of the facility. He also added that he had a major scheduling issue to bring to the team. The Construction Project Manager presented the following broad project plan for facility construction. The construction PM proceeded to explain that the scheduling constraints that the Board of Trustees gave the team were not feasible. The Board wanted construction to begin immediately after the elections in November and to be ready for occupants by June. The contractor did not want to begin the project at the beginning of winter. The first phases of the project plan detailed work that needed to be completed outside. If the weather was bad, the construction PM knew the schedule would be affected. The construction project manager also pointed out that the schedule created by the contractor was designed around a 40 -hour, five-day workweek. If the building project began in November, the estimated project duration would be increased by one to two months, during which time some construction crewmen would have to be paid, thereby increasing the building cost. The PM recommended that construction begin in February or March of the following year, which would give the facility a shorter build time and a lower cost. The budget and project duration submitted were based on a March 1 start date. He stated that the construction phase of the project did not need to hold up the other members of the Program team-they could begin their work on their projects anytime. St. Dismas Assisted Living Facility Program Plan-3 The steering team meeting held August 31 went quite well. Fred felt that his team members had worked well together at determining the steps and the associated costs of the program. The CFO presented the program budget first, and then project team members presented their draft project plans. The COO presented the following project plan: 190 CHAPTER 5/ SCHEDULING THE PROJECT The Chief Legal Counsel for the medical center presented his project plan. Fred had asked him to join the team when it became apparent that there were significant compliance and legal issues associated with this project. The Vice President of Marketing presented her project plan and stated that she and her staff were responsible for every step in the plan. She was still working with her staff to determine who does what. The Marketing VP made it clear to the team that she needed five months for the marketing plan implementation to be able to meet the occupancy requirements at start-up. She restated that her team must have this lead time to the completion of the construction and furnishing phase of the Program. 192 CHAPTER 5 / SCHEDULING THE PROJECT As Fred was explaining that the next job of the group was to complete a final version of all project plans and firm up the schedule of the Program, the Construction Project Manager stated that it was his turn to present his broad project plan for construction of the facility. He also added that he had a major scheduling issue to bring to the team. The Construction Project Manager presented the following broad project plan for facility construction. The construction PM proceeded to explain that the scheduling constraints that the Board of Trustees gave the team were not feasible. The Board wanted construction to begin immediately after the elections in November and to be ready for occupants by June. The contractor did not want to begin the project at the beginning of winter. The first phases of the project plan detailed work that needed to be completed outside. If the weather was bad, the construction PM knew the schedule would be affected. The construction project manager also pointed out that the schedule created by the contractor was designed around a 40 -hour, five-day workweek. If the building project began in November, the estimated project duration would be increased by one to two months, during which time some construction crewmen would have to be paid, thereby increasing the building cost. The PM recommended that construction begin in February or March of the following year, which would give the facility a shorter build time and a lower cost. The budget and project duration submitted were based on a March 1 start date. He stated that the construction phase of the project did not need to hold up the other members of the Program team-they could begin their work on their projects anytime