Project Plan for Whitebread World Sailboat Race

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Project Plan for Whitbread World Sailboat Race
Commitment to a success is very important to an organization or team. The project leaders need to work closely with each other and team members. Leaders need to offer the best cooperation to the project courses and to be very flexible to adapt the changes in order to succeed. Many factors contribute to the ultimate success. However, the most important thing is the establishment of the project plan, which should be well analyzed, developed, and implemented. This paper introduces a plan that brings a success to Bjorn Ericksen’s sailboat race team. With a to a 45-week schedule, Bjorn Ericksen and his two core staffs would be able to build a high-tech boat and train the crew efficiently for the nine-month Round the World Whitbread Sailboat Race.

Bjorn Ericksen Project Strategy Analysis
My company, Atlantic Adventure Corporation, has been in the sailboat industry for 15 years. We have experience not only in building light- or heavy-weight sailing boats, but also in being consultants to many professional teams for their own design efforts. We utilize the latest technology and high-tech material to perform our manufacturing builds and consult our customers. Our employees are very skillful and always reach out to update their knowledge in boatbuilding. We were invited to advice Ericksen’s team to revise their plan that allows them to participate in the coming World Race on time and within the reasonable budget. The next paragraphs discuss the analysis of his team’s original plan and point out the improvement to make the team’s sailing dream come true.

Bjorn Ericksen is very confident when selecting Karin Knutsen as the chief design engineer and Trygve Vallvik as the master helmsman. Erick, himself, had experience as a master helmsman in the past and a reputation of a racing sailboat designer. Karin and Trygve worked on the schedule and estimated the cost based on what they knew in the past. We look at the original plan’s network diagram shown in Figure 1 as both Karin and Trygve established. BUILD HULL

6 18
6 12 18
ORDER MAST
6 14
6 8 6
ORDER SAILS
6 12
6
ORDER ACC.
6 21
15
SELECT CREW EQUIP.
6 19
2
ROUTINE S&M
9 24
15
SELECT CREW
M 6
6
SECURE HOUSING
N 9
3
DESIGN
A
6 6 6
INSTALL BAL. TANK
18 20
18 2 20
BUILD DECK
20 25
20 5 25
ORDER CREW EQUIP.
8 24
5
CREW MAINTN TRNG
24 34
24 10 .34
INSTALL MAST&SAIL
25 27
34 2 36
INSTALL ACC.
25 31
30 6 36
INITIAL SAIL TRAINING
34 41
34 7 41
TEST
31 36
36 5 41
SEA TRAILS
41 49
41 8 49
B C
R S
K
J
I
G
L
P
E
O
Q
D
F
COAT HULL
20 23
20 3 23
H
27
25
6
19
Figure 1: Original Plan Network Diagram
The network diagram shows the forward path where some of the tasks have the prerequisite constraints, which have severe impact on the schedule. We can see two main task groups are shown in the network diagram. One is the sailboat design and the other is about screw selection and training. Figure 2 shows a breakdown in task scheduling. The two tasks, sailboat design and screw selection, make the first steps of the entire process. Figure 2: Original Plan Task Breakdown

The project would take 49 weeks to complete. Obviously, the plan does not make what the team is expecting. They cannot miss the race and need a solution to cut at last five weeks. Looking at the task list, there are a few things they can do about it. The next section will introduce the hard work that Ericksen’s team need to commit in order to participate in the race with the readiness and on time.

Plan to Reduce Project Duration
Figure 3: Crash Plan
BUILD HULL
4 15
4 11 15
ORDER MAST
4 12
4 8 12
ORDER SAILS
4 10
6
ORDER ACC.
4 19
15
SELECT CREW EQUIP.
6 8
2
ROUTINE S&M
6 21
15
SELECT CREW
M 6
6
SECURE HOUSING
N 9
3
DESIGN
A
0 4 4
INSTALL BAL. TANK
15 17
15 2 17
BUILD DECK
17 22
17 5 22
ORDER CREW EQUIP.
8 13
5
CREW MAINTN TRNG
22 32
22 10 32
INSTALL MAST&SAIL
22 24
22 2 24...
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