I have successfully created a WBS chart and then separate breakdown with activities for this task. However, I am struggling with the timing for some reason. Can I see how you would break down the timing of the tasks from $10/25-12/31?$ Main Street Office Move: Scheduling

One of the deliverables noted in the scope statement is $$Survey the Main Street Office Building and work with functional managers to determine seating charts.$$ Working with two key functional managers on the project, you define the following tasks:

Obtain floor plans for the Main Street Office Building.

Perform a walk$-$through of the Main Street Office Building.

Interview functional managers.

Obtain current organizational chart from each functional manager.

Provide draft seating charts to functional managers.

Determine office placements and sizes.

Determine cubicle placements.

Determine printer placement.

Determine breakroom areas.

Provide final seating charts to functional managers.

The next step involves sequencing these tasks in the correct order and determining start and finish dates. You determined the following dependencies:

Task Number Task Dependency

$1$ Obtain floor plans. NA

$2$ Building walk$-$through NA

$3$ Interview functional managers. Task $1$

$4$ Obtain current org charts. Task $3$

$5$ Office and conference room placements and sizing Tasks $13$

$6$ Determine cubicle placements. Tasks $13$ and $$Interior Designer$$ deliverable

$7$ Determine office placements. Tasks $13$

$8$ Determine printer locations. Tasks $12$

$9$ Determine breakroom areas. Tasks $1,2$ and $$Interior Designer$$ deliverable

$10$ Seating chart drafts to managers. Tasks $19$

$11$ Functional managers review seating chart drafts. Task $10$

$12$ Final seating chart approved. Task $11$

You need to determine some rough order$-$of$-$magnitude estimates for these tasks to determine start and end dates. For example, based on the recommendation from the functional managers that the final seating chart be approved before the cube buildouts begin, you know that Task $12$ must finish before you place the order for the cubicle furnishings.

When breaking down the tasks for the $$Procure and install cubicle furnishings$$ deliverable and determining start and finish dates, you realize you are working with a constraint that requires all cubicles and office furniture be delivered and installed by December $31.$ When you met with the IT director shortly after the scope statement was written, you discovered two weeks are needed to place computer equipment, monitors, and telephones on each desk. The cubicle buildouts and furniture delivery are predecessors to the computer equipment setup deliverable, so you need to determine when the cubicle furnishing order should be placed.

You$$ve obtained an estimate from a vendor that it takes roughly two days to install $250$ cubicles. Based on assumptions you$$ve made in your conversations with Kate and the two functional managers who helped develop the task list, you think there will be a minimum of $1,000$ cubicles. To allow IT two weeks to install the computer equipment, you determine delivery of the cubicle materials must occur by December $6.$ Cubicle buildouts can begin December $7$ and must finish by December $15($taking into account weekend days$).$

In summary, your cubicle furnishing order will take six weeks to fill according to your vendor contacts. If the materials must be delivered no later than December $6,$ that means Task $12$ from the $$Survey the Main Street Office Building$$ deliverable has to finish by October $25.$ You can work backward from October $25$ to determine the start and end dates for each task in this deliverable.

You continue breaking down each deliverable into a list of tasks, sequence them in the proper order, determine start and end dates, and assign resources to the tasks to come up with the final schedule.

On the project schedule, you also add two quality gates: one after the general contractor has completed the floor remodels and one after the cubicles are built.

The governance gates include management sign$-$off on the building remodel plans, cubicle and office placements, and final approval when the move is completed.

Once the schedule is approved by the management team, it becomes the baseline schedule for the project, and all changes to the schedule must follow the change management process.