Running head: RELOCATION PROJECT 1

Relocation Project
William Taylor Pittman
PJM380-1 Project Management Tools
Colorado State University Global Campus
Professor Michael Laverty
June 27, 2014











RELOCATION PROJECT 2

Relocation Project
Introduction
Goal: Sell current home and procure a home in Thailand within 6 months.
This project encompasses the necessary tasks to relocate a family from Denver Colorado
to Thailand in a period not to exceed six months. A Gantt chart is provided to illustrate the
project timeline and is included with a detailed rational. Next included are estimation charts that
show each activity, its predecessors, and associated costs on a three, four and half, and six month
intervals. A detailed analysis of crashing the project to four and a half months is provided.
Lastly, project closeout will be examined and rational behind project related decisions will be
justified. It will be assumed that it financially preferred to sell the current home before procuring
one in Thailand.
Project Scheduling
Gantt Chart for Six Month Time Period






RELOCATION PROJECT 3

Tasks, durations, and dates


Gantt Chart Magnified


Rational
The number of tasks that I have outlined for project completion comes to thirteen. They
are scheduled in the order as follows to allow the least amount of risk in the transition.
RELOCATION PROJECT 4

Task 1: Sell Home. The first task has the most amount of risk associated with meeting its
completion date, therefore it is given 20 days extra time from initial estimates of 40 days.
Although task 1 is required for project completion, tasks two through ten can complete without
its fulfillment. This is one area where the project can overlap the activities of selling the home
with the actives of transporting the possessions in an effort to meet shorter overall project
deadlines.
Task 2: Pack belongings. With an estimate of seven days, tasks two is scheduled after
the selling period of the home. This task will start at an earlier data if there is a corresponding
early sale of the current residence.
Task 3: Belongings to freight. Task three follows packing of the belongings and initiates
the shipping process that is critical to the project completing on time. Any delay in this task as
well as task 4 will cause disastrous results to the project resulting the missing of the sea freight
shipping deadline.
Task 4: Freight to shipping. Task four involves transporting the belongings to nearby
California where the port is located and the loading onto the vessel. It is critical that no transit
delays occur or air transit may be the next feasible option if the sea freight deadline is not
reached.
Task 5: Shipping. The shipping task takes thirty-two days in transit from California to
Thailand according to worldfreightrates.com. This task has relatively low risk in causing a
schedule delay.
RELOCATION PROJECT 5

Task 6: Temporary Residence. The temporary residence task, although listed as task 6,
is actually implemented once the home has been sold and continues through the shipping to
Thailand.
Task 7: Work Phase Out. Task 7 initiates twenty-six days before the temporary
residence task expires. The work phase out task includes all activities necessary to conclude
business from the Denver location. It is located after task 6 but begins before task six is
completed. This is to allow maximum time working full time before concluding work.
Task 8: Family Transportation. Task eight begins one day after the work phase out and
temporary residence tasks. It is scheduled as such to put the family in Thailand when their
belonging become available there.
Task 9: Freight to Storage. Task nine begins after the completion of task five and
involves transporting belongings from the sea port to temporary storage.
Task 10: Temporary residence two. Task ten gives the family time to adapt to their new
environment and find a new residence. It begins after task eight and concludes once a new home
has been found.
Task 11: Procure New Home. Task eleven begins simultaneously with task ten and is
scheduled for fourteen days. This task should take less than fourteen days ideally while more
than fourteen would cause schedule delays as this task lies on the critical path.
RELOCATION PROJECT 6

Task 12: Storage to Home. Task twelve begins after task eleven concludes and its
completion initiates task number 13. This task the physical transportation of belongings to the
newly procured home.
Task 13: Install Belongings
Task thirteen is the last task listed in achieving project completion. It begins with the
completion of task twelve and enables full time engagement at work once completed

Estimation Chart

i.d. Task Predecessor(s) 6 Month Cost 4.5 Month Cost 3 Month Cost
1 Sell Home none $0.00 $20,000.00 $30,000
2 Pack Belongings 1 $0.00 $1,000 1,000
3 Belongings to Freight 2 $1,950.00 $1,950.00 1950
4 Freight to Shipping 3 $1,500.00 $1,500.00 2500
5 Shipping 4 $2,545.00 $2,545.00 $42,050.00
6 Temporary Residence 2 $10,825.00 $10,825.00 $1,700.00
7 Work Phase out none $0.00 $0.00 0.00
8 Family Transportation 6 $3,000 $3,000.00 $3,000
9 Freight to Storage 5 $500.00 $500.00 500.00
10 Temporary Residence 2 8 $3,464.00 $2980.00 2980.00
11 Procure New Home 8 $0.00 $5,000.00 5,000
12 Storage to home 11,9 $500.00 $500.00 500.00
13 Install Belongings 12 $0.00 1,000.00 1,000
Totals $24,284.00 $50,800.00 $92,180.00
RELOCATION PROJECT 7

Cost calculations for 6 months

Crashing the schedule
Positive Effects. The ultimate benefit of crashing the project from six months to four and
a half months is that work could begin in Thailand forty-five days more soon. In addition to this,
more work is outsourced allowing more time to be spent on pre-Thailand work responsibilities.
A slight reduction of cost in task ten would occur if crashed due to finding a new home more
soon. Although, the overall cost is far greater due mainly to real estate fees.
Negative Effects. The most obvious negative effect of crashing the project is the added
cost. Crashing the project by one and a half months would result in more than doubling project
cost. Risk is amplified in two ways. First, the period in which to sell the house is decreased. As
this task lies on the critical path, any delay in this would cause overall project delays. Second,
risk is added in regards to personal property. The crashed schedule includes both packing and
unpacking by unskilled labor introducing the risks of loss and damage.
Crashing Impact on Personnel and Resources
3: Belongings to Freight
3 Movers @ $75.00/hour for 8 hours with
transportation charges of $150.00=
3*75*8+150 = $1950.00
4: Freight to Shipping
Transportation from Colorado to California
sea port as calculated by
worldfreightrates.com = $1,500.00
5: Shipping
Cost from San Francisco port to Thailand via
sea freight as calculated by
worldfreightrates.com = $2,545.00
6: Temporary Residence
50 Days at $200.00 per day with 8.25% sales
tax=
50*200 + (200*.0825)*50 = $10,825.00
10: Temporary Residence Two
16 days at $200.00 per day with 8.25 sales tax
16*200 + (200*.0825)*16 = $3,464.00
RELOCATION PROJECT 8

Personnel Increase. When crashing the project there is a net personnel increase. First, a
real estate agent must be hired and paid commission on the sale. Second, Labor must be sourced
for both the unpacking and packing of belongings.
Resources Required. The increase in the amount of financial resources required to make
the move in four and a half months is considerably more than the baseline of six months. Tasks
one, two, eleven, and thirteen all represent increases in cost. Also, either personal resources or
outside resources would have to be used to acquire a real estate agent, coordinate packing, and
coordinate unpacking of belongings.
Associated risks and management
There are three associated risks with crashing the project. They are personal risk, selling
risk, and procurement risk. Personal risk corresponds to the risk of others damaging or
destroying your property during the packing or unpacking process. Selling risk is the risk from
having to sell the home in forty days, rather than ninety. This risk can be mitigated by allowing
the selling process to carry on through the shipping process. The procurement risk is not being
able to procure a home in seven days rather than fourteen. It will be mitigated with the allocation
for a professional home finder.
Project Control and Closeout
The project closeout procedures will initiate after the procuring of a new residence in
Thailand. All pay items will be verified to have been filed and open commitments will begin to
be fulfilled at this time. The schedule is set up in such a manner were work can begin
immediately following project completion. The lag is incorporated in the set up period
required just before project closeout.
RELOCATION PROJECT 9

Conclusion
Procuring a new home in Thailand within a six month period can be done reasonably. At
four and a half months, costs double that of six months, and at 3 months costs are four times
greater than the six month time period. After assessing costs, crashing the project to a four and a
half month time frame could be feasible both in resources and personnel required.














RELOCATION PROJECT 10

References