The second thing I would like you to do is to develop a project management plan for completing the new gate areas. Based on our prior experience with such projects, we have developed a work breakdown structure. Sarah has a copy of it. What are our chances of getting the whole job done in about two months?

Passenger Forecasts for the New Gate Area at Newark

(To be used for facility and manpower planning)

Description	Mon	Tue	Wed	Thu	Fri	Sat	Sun
Total between 6 AM and 2 PM	800	600	500	600	700	200	400
Total between 2 PM and 10 PM	700	400	500	700	900	300	700
Peak hour Traffic	175	150	150	150	200	100	175

Notes:

1. The passenger forecasts for all flights departing Newark in the morning and the evening shifts has been combined together to show daily total load in each shift. The results have been rounded to the nearest one hundred.
2. Use peak hour traffic to design the passenger check-in area at the gates. The seating area should have enough capacity to accommodate the peak number of passengers.
3. The number of Eco-Jet agents (customer service personnel) in the newly built gate area will depend upon the total traffic during the eight hour shift.
4. The current rule of using one customer service personnel to handle one hundred departures during an eight hour shift seems to be working well. There is plenty of slack time built into these estimates for coffee and lunch breaks.

It is important to note that in real life situation, a significant amount of effort is required in collecting the data by examining various documents and interviewing different people, developing assumptions to simplify the analysis, and presenting the data in an understandable form.