Whistler Ski Resort

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Running head: WHISTLER SKI RESORT WHISTLER SKI RESORT Executive Summary The Whistler Ski Resort experienced a fluctuation in the amount of guests that were frequenting their ski resort. The managers of the Whistler Ski Resort agreed that it needed to expand their Resort to include another skiing lodge and complex; these of which, would allow them (Whistler Ski Resort) to be able to meet the increasing demand for their services and to generate increase revenues (Larson & Gray, 2011, p. 191). Whistler Ski Resort conducted an “economic feasibility study. Their “board of directors” voted unanimously for the construction of the new ski facilities, which is to cost the company $10 million dollars. The entire project will be dedicated to the Winter Olympics in 2010, located in Vancouver, and Whistler, BC, and Canada. As project manager of this project, I began the project with constructing a “critical path chart” and an “organization chart” in order to determine the difference job duties that need to be completed (Exhibit 1) by breaking each task down and them assigning a time frame for completion. As a project manager, the set period in which this project is to be complete, is from April 1 - October 1, 2012, at such time the project is due to be completed. In managing this project I developed a “visual flow diagram outlining the “sequence, interrelations, and dependencies” of the various activities that are required to complete the entire project” (Larson & Gray, 2011, p.158). The critical path chart give details decriptions regarding project network (the sequence and time frame) which includes: the successor activities, predecessor activities, and the activity time frame (by length of days) which will at some point run concurrent of each other, indicating their parallel relationship phase by phase. Exhibit 2, reveals the Whistler Ski Resort’s
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