hertamaniac
DIS Veteran
- Joined
- Feb 9, 2017
I am sure they will - but there are also only so many things you can do when building a whole land - can’t just start on one part of it when lining up all the subcontractors and just the different areas. Also possibly they did allow more time for this and it took even more time than the extra time
I feel like they got killed for when they announced an opening date for Rivers of Light and then couldn’t open on time do to technical issues I really don’t think they would have put out any timeframe unless they were confident about it.
Just perhaps other stuff went faster and they figured why not open part of it early and get sort of “two grand openings” out of each land.
I bet they thought they would get positive responses to opening even part of it earlier than expected
During an assessment stage of a project, you determine your resource allocations/availability to give a projected schedule. Sometimes, you can start one part of a project before even "breaking ground" on another. This comes down to an acceptable schedule lag (which is different than critical path). This is a tried and true method of schedule/risk assessment via the PMBOK and one that I personally employed with moderate success (I did have failures, but also was sprinkled with on-time successes). The triple constraint (time/scope/money) does apply to all projects/sub-projects, but given the complexity of RotR, I think this does/did play an even bigger factor. Throwing money at the solution does not always equate to bringing the schedule in.
I suspect the vocal decibel level and fist pounding at the table invoked heavy stress on the entire PM team. A good PM ignores that noise and looks to the root cause of delays....always. A solid project plan has a recovery sub-plan built-in even with never before technological challenges (it's actually a matrix). IMO, WDW needs a blend of PM's as part of the execution team (raises own hand as a local....).
Your rationale on opening a part of land earlier is well justified; I fully recognize this is a possibility.
My approach has been to build as much task deconstruction into a schedule to challenge those estimates from the technical team; the more you deconstruct the better your chances of hitting your milestones and delivering a more realistic schedule. You certainly won't win friends, but my salaries were always paid by the corporation, not the employees.
To me, we would/should have never heard about SWGE until the PM team did a complete and experienced assessment before going public. Once the date/timeframe is released, you open yourself to become in damage control mode. This is where we are at in my mind.