Sample Project Report.pdf

Arrow Consulting

Project Management Plan

Version 3.0 December 10, 2013

Presented by: Kirsten Rivera, Project Manager

December 10, 2013

Project Management Plan

Page 1

ASSUMPTION AND CONSTRAINT LOG Project Title: New Kitchen Heaven Retail Store

ID

Category

Date Prepared: 12/10/2013

Assumption/Constraint

Responsible Party

Due Date Actions

Status

01

Planning

Only 24 construction workers are necessary

Project Manager

N/A

Closed

02

Executing

Build phase includes cleaning the facility after construction is complete

Project Manager

N/A

Open

03

Planning

Construction workers are paid wages based on average salary of construction workers in Colorado Springs according to indeed.com

Dirk Perrier

N/A

Closed

04

Planning

Grand opening prep includes training and setting up materials

Jill Overstreet

N/A

Open

05

Planning

Materials will be ordered or purchased at local hardware store as needed. For example, paint it not needed initially and so it will be purchased when necessary.

Construction workers

N/A

Pending

07

Planning/ Executing

A store build-out usually takes 120 days.

Everyone Involved

Jan. 15

Open

08

Executing

Everyone involved in project

Feb. 1

Closed

Completion date: Feb 1

December 10, 2013

Assumption and Constraint Log

Comments

Page 2

09

Executing

Jill Overstreet will help with the initial store stocking.

Jill Overstreet

N/A

Pending

10

Planning

Retail product line will be delivered two weeks prior to grand opening The retail product line must be displayed throughout the store in a way that is easy for customers to find what they want and consistent with other stores in the country

Marketing Department

Jan. 18

Pending

11

Executing

Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings, shelving, and so on, and can help with store build-out as well.

Jake Peterson

N/A

Open

12

Planning/ Executing

The budget for the project will be between $1.5 and $2 million.

Project Manager

Feb. 1

Closed

13

Planning/ Executing

Procurement of TI connection takes 30-45 days and will have on going costs of $3,000 per month

IT Manager: Ricardo

Jan. 21

Pending

14

Planning/ Executing

Running Ethernet cable throughout the building will take 16 hours at $100 per hour

IT Manager: Ricardo

Sept. 18

Closed

15

Planning/ Executing

Purchasing router, switch, server, and rack will cost $17,000

IT Manager: Ricardo

Pending

16

Planning/ Executing

Installing router and testing connection will take 8 hours and cost $78 per hour

IT Manager: Ricardo

Pending

December 10, 2013

Assumption and Constraint Log

Page 3

17

Planning/ Executing

Installing switch will take two hours and cost $78 per hour

IT Manager: Ricardo

Pending

18

Planning/Executing

Installing server and testing it will take six hours at $84 per hour

IT Manager: Ricardo

Pending

19

Planning/Executing

Web team will add new store location and phone number to lookup function on the internet site which will take two hours and cost $96 per hour

IT Manager: Ricardo

Pending

20

Planning/Executing

Interviews for store positions will take place before the 22nd when shelves need to be stocked

Jill Overstreet

December 10, 2013

Jan. 16-19

Assumption and Constraint Log

Open

Page 4

INTER-REQUIREMENTS TRACEABILITY MATRIX Project Title: New Kitchen Heaven Retail Store ID

Business Requirement Cable Vendor

Date Prepared: 12/10/2013

Priority Source High

KHCS-1001

ID

Technical Requirement

Priority Source

WBS

KHCS10011

Electrical lines run and dry-wall work in progress

High

WBS

KHCS-1002 TI Connection

High

WBS

KHCS10012

Build-Out Complete

High

WBS

KHCS-1003 Build-Out Begins

High

WBS

KHCS10013

Install and Test Hardware

High

WBS

KHCS-1004 Sign Lease

High

WBS

KHCS10016

Order Retail Products

High

Activity List

KHCS-1005 Signed Contract

High

WBS

KHCS10017

Hire Retail Products and Stock Shelves

High

Activity List

KHCS-1006 Ethernet Cable Run

High

Activity List

KHCS10018

Build-out behind Schedule

High

Activity List

KHCS-1007 Build-Out Started

High

Activity List

KHCS10019

Store Installation not completed

High

WBS

Build-Out Work In KHCS-1008 Progress

High

Activity List

KHCS10020

Store Opening

High

Activity List

KHCS10021

Cabling Work Check

High

Activity List

KHCS-1023 Store Shelf Installation

High

Activity List

KHCS10022

Build-Out Work Check

High

Activity List

KHCS-1024 Order Retail Products

High

Activity List

December 10, 2013

Inter Requirements Traceability Matrix

Page 5

MILESTONE LIST Project Title:

50th Kitchen Heaven Store in Colorado Springs & GrandOpening Celebration

Milestone

Date Prepared: 12/10/2013

Milestone Description

Type

Hold stakeholder meeting

Project charter kickoff meeting

Project management

Identify property for store

Find appropriate Colorado Springs property for store

Property

Kickoff meeting held with key project team members

Marking project planning stage completion, and start of Project management executing stage

Sign procurement documents

Product

Sign lease

Property

Gomez contract signed

Staffing

Ethernet cable run

Construction

Purchase router, switch, server, and rack

For equipment room and four POS terminals

Construction

Install switch

Construction

T1 cabling installed

Construction

Build-out started

Construction

Hardware installed and tested

Dependent on T1 connection

Construction

Independent inspection

Contracted independent inspector performs inspection prior to city and county inspections

Construction

Personnel hired

Staff hired for new store

Staffing

December 10, 2013

Statement of Work

Page 6

Receive shipments of products

Have all products needed in stock for grand opening shipped to store

Product

Shelves stocked

Products are stocked on shelves in store

Product

Build-out finished

Construction

Add new store location and phone number to website

Added to the lookup function

Marketing

Hold grand opening celebration

50th store opening celebration for community, including chef demonstrations

Marketing

Hand off ongoing operations

Jill Overstreet’s team will oversee ongoing operations

Project management

December 10, 2013

Statement of Work

Page 7

STATEMENT OF WORK Time and Materials Client’s name Client’s administrator Project name Engagement duration Begin date End date

Kitchen Heaven Dirk Perrier, VP of Marketing 50th Kitchen Heaven Store in Colorado Springs & GrandOpening Celebration 6 months August 1, 2013 February 1, 2013

Schedule of rates Item description

Delivery schedule (Business days)

Cost (estimate)

Labor

Payroll every 14 days (8.57 pay periods for 120 day project)

$15.00/hour, per person $1,200.00/pay period, per person $10,284.00/per person for 120 day project $246,816.00 for 24-man construction crew

Materials

Pay as you go

$200.00/sq. ft. $500,000.00 for 2,500 sq. ft. retail space

Furnishings/Shelving

$100,000 approx. budget

Inventory Stock Contractor

Payroll every 14 days (8.57 pay periods for 120 day project) Upfront fees paid immediately

$45.00/hour $3,600.00/pay period $30,852.00 for 120-day build project

Lease, Monthly Rent

Approx. every 30 days, beginning when lease is signed (around one month into project)

$13.00/sq. ft. per year $2,708/month rent $13,540.00 for 5 months of the project

Festivities Costs

December 10, 2013

Statement of Work

Page 8

Payment terms Phase

Completion date

Payments due

Administrative/Planning

Feb. 1, 2013

Consulting fees paid bimonthly, beginning with pay period for August 1-15

Build

Jan. 1, 2013

Payment 1: Sept. 1, 2013

Furnishing/Stocking

Jan. 31, 2013

Payments made as needed, made from and recorded in facilities and retail products budgets

Grand Opening Prep and Execution

Feb. 1, 2013

Payments made as needed, made from and recorded in marketing budget

December 10, 2013

Statement of Work

Page 9

Statement of Work Assumptions ● Only 24 Construction workers are necessary ● Construction workers are paid wages based on average salary of construction workers in Colorado Springs according to indeed.com. ● Build phase includes cleaning the facility after construction is complete ● Furnishing/Stocking includes shelving, seating, setting up cash registers, gathering materials to run store (for example, shopping carts), and stocking the shelves with product and setting up displays. ● Grand Opening Prep includes training and setting up materials. ● Materials will be ordered or purchased at local hardware stores as needed. For example, paint is not needed initially and so it will be purchased when necessary.

Change management process Any major change to the scope will need to be verified by all of the stakeholders to make sure that it is approved. The project manager first will decide if they think the change is necessary and they will then approach all stakeholders and make sure they approve the change. If there is just a scope revision it will be brought to the attention of the project sponsor for refinement first, and then considered for approval by the stakeholders. Scope changes will be anticipated and budgeted for accordingly.

Engagement related expenses All expenses incurred as a cost of doing business for the project will be received, and reviewed by the Project Manager before being passed to the sponsor for approval. The sponsor is responsible for all expenses identified in the budget.

Professional services agreement Once the project is complete, there will be a two month transitional phase in which the project manager will help with any upgrades or maintenance. After this two month phase the building will be under full ownership and responsibility of Kitchen Heaven.

December 10, 2013

Statement of Work

Page 10

Acceptance and authorization The terms and conditions of the Professional Services Agreement apply in full to the services and products provided under this Statement of Work. IN WITNESS WHEREOF, the parties hereto each acting with proper authority have executed this Statement of Work, under seal.

Dick Perrier_______________________________

Kirsten Rivera___________________________

Full Name

Full name

VP of Marketing, Kitchen Heaven_______________

Project Manager, Arrow Consulting__________

Title

Title

__________________________________________

______________________________________

Signature

Signature

August 1, 2013______________________________

August 1, 2013_________________________

Date

Date

December 10, 2013

Statement of Work

Page 11

PROJECT CHARTER Project Title: 50th Kitchen Heaven Store in Colorado Springs & Grand-Opening Celebration Project Sponsor: Dirk Perrier

Date Prepared: August 1st, 2013

Project Manager: Kirsten Rivera, Arrow Consulting Projected Customer: Kitchen Heaven Project Purpose or Justification: Purpose: To open a new store in Colorado Springs on February 1, 2013. Justification: Company data concludes that the Kitchen Heaven consumers have incomes of more than $150,000 a year. The Colorado Springs area is home to a large number of people with that income. Currently, there is no Kitchen Heaven in the area, but there appears to be a demand for one. Additionally, sales are up, and Kitchen Heaven’s new line of ceramic cookware is selling well, which indicates that Kitchen Heaven is in a good financial position to open a new store. Project Description: The 50th Kitchen Heaven store, located in Colorado Springs, will open February 1 with a grand-opening celebration. The project will involve: procuring the property, negotiating the lease, procuring the shelving and associated store furnishings, getting a contractor on the job, and preparing the 50th store festivities in collaboration with the marketing department. High-Level Requirements: - Property will be located in Colorado Springs, in an affluent area - The new store should occupy from 1,500 to 2,500 square feet of retail space - Use local contractors for the build-out - Store will carry full line of products from utensils to gourmet food items - Grand opening celebration for 50th store opening - Store is open in time for the Garden and Home Show conference in Colorado Springs, in early February - Offer new line of gourmet food products - Have classroom space in back of store for cooking demos and classes

December 10, 2013

Project Charter

Page 12

High-Level Risks: - Project management risks (improper schedule and resource planning, poor project planning, and improper or poor project management disciplines or methodologies) - Technical, quality, and performance risks (unproven technology, complex technology, changes to technology anticipated during the course of the project, and unrealistic performance goals) - Organizational risks (resource conflicts because of multiple projects occurring at the same time in the organization; scope, time, and cost objectives that are unrealistic given the organization’s resources or structure; and lack of funding for the project or diverting funds from this project to other projects) - External risks (new laws or regulations, labor issues, weather, changes in ownership, and catastrophic risks) - Market competition - IT risks (TI line availability and installation, contractor availability for Ethernet installation, POS and server hardware availability) - Facilities risks (desirable location in the right price range, contractor availability for build-out, availability of fixtures and shelving) - Retail risks (product availability, shipment dates for product)

December 10, 2013

Project Charter

Page 13

PROJECT CHARTER

Project Objectives

Success Criteria

Person Approving

Scope: New Kitchen Heaven store in Colorado Springs

Opens on-time, at/under budget

Dirk Perrier

Completion date: Feb. 1

Dirk Perrier

Project cost
Dirk Perrier

Time: Six months to completion Cost: $2 million

Summary Milestones

Due Date

Procure property

August 14

Negotiate lease

August 14

Procure shelving and store furnishings

January 16

Run Ethernet cabling at property

September 20

Finish build-out

January 16

Hire personnel

February 1

Stock shelves

February 1

Prepare grand-opening celebration

February 1

December 10, 2013

Project Charter

Page 14

PROJECT CHARTER Estimated Budget: $2 million

Stakeholder(s)

Role

Dirk Perrier

VP of Marketing, Project Sponsor

Jake Peterson

Facilities

Jill Overstreet

Director of Retail Products, Ongoing Operations

Ricardo

Stakeholder

Gomez Construction

Build-out contractor

Arrow Consulting

Project Consultants

Colorado Springs community members

New store audience

Kitchen Heaven Marketing Department

Grand Opening Celebration planners

Project Manager Authority Level - Medium Staffing Decisions: - Jill Overstreet will help with the initial store stocking - Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings, shelving, and so on, and can help with the store build-out as well - Ricardo will serve as lead for IT and build-out processes and management - Gomez Construction will oversee the build-out - The Kitchen Heaven Marketing Department will plan the Grand Opening Celebration for the 50th store

December 10, 2013

Project Charter

Page 15

PROJECT CHARTER Budget Management and Variance: Activity cost estimates were created, including basis of estimates, using the following: - Parametric estimates (Ricardo) - Analogous and parametric estimates (Jake) - Reserve analysis including contingencies for unplanned changes in involving vendor deliveries (Jill) - Assumptions made about vendor deliveries and availability of the T1 and assumptions made regarding when lease payments begin - The range of possible estimates is stated as plus or minus 10 percent Since the project occurs fairly quickly, only two funding requirement periods are needed Technical Decisions: Key stakeholders will be responsible for monitoring and controlling the technical aspects of their respective expertise – for example, the Director of Retail Products will ensure that incoming products are up to specification, and will handle any concerns of unacceptable quality. Conflict Resolution: Conflicts should be brought to the attention of the Project Manager first, who will either escalate the issue up to the appropriate level (applicable stakeholder or Project Sponsor), or will address and work through the issue with the person(s) bringing it forth. Approvals:

_________________________________ Project Manager Signature

_________________________________ Sponsor or Originator Signature

Kirsten Rivera______________________ Project Manager Name

Dirk Perrier________________________ Sponsor or Originator Signature

August 1, 2013 _____________________ Date

August 1, 2013_____________________ Date

December 10, 2013

Project Charter

Page 16

CHANGE MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Change Management Approach: Changes involved in the project scope, schedule, or baseline will be documented in order to maintain accurate and reliable performance measurement baselines. All processes impacted as a result of changing project variables will mean revisiting Planning and Executing processes as needed, as well as updating the project scope to reflect these changes.

Definitions of Change: Schedule change: A schedule change is usually the result of a revision to the project scope, activity estimations, or an update in the project baseline. A delay in the schedule can significantly impact the project outcome if there is little variance/float in the schedule. In fact, it can even change the critical path. Budget change: A budget change may result from incorrect estimating techniques, predetermined budgets that had little flexibility, schedule changes (such as crashing), changes in suppliers, failure to provide procedures to review and revisit cost estimates made during the planning phase of the project, etc. Scope change: A scope change requires changes to the project scope as defined by the WBS. Depending on the nature of the scope change, there may need to be updates to a variety of documents such as, project objectives, costs, quality measurement controls, performance measurements baselines, or even schedule revisions. In the event in which a scope change is not documented properly, the project requirements may not align with the desired deliverables. Project document changes: Project document changes may occur throughout the project. It is important that all the stakeholders are aware of such changes and that the project manager is informed and required to sign off on them. For a change to occur, it must first pass through the change control board who meet periodically. Requests for change are always submitted in writing and are detailed to prevent confusion. Documentation will be submitted in a change request form and then processed by the Change Control Board (CCB). The CCB will then track, approve, or deny proposed changes.

December 10, 2013

Change Management Plan

Page 17

CHANGE MANAGEMENT PLAN Change Control Board: Name

Role

Responsibility

Authority

Dirk

Project Sponsor

Attend CCB meetings

Provides input and asks questions regarding proposed changes.

Main Character

Project Manager

Determine impacts

Makes final decision on the approval process by signing off on the change request.

Change Control Process: Change request submittal

October 8th: (APPROVED) Jill submitted a change request regarding the costs associated with the purchasing of retail products from the new gourmet supplier, as their prices are higher than the original vendor. This affects the project budget, but not by too much. October 13th: (APPROVED) Ricardo submitted a change request regarding the purchase of an upgraded version of the company’s current operating system. Ricardo is in charge of upgrading the company’s operating systems in all the stores. Buying the new hardware with the upgraded operating system preinstalled would save time and energy for his future project.

Change request tracking

Gomez - T1 connection issues because the phone company is not returning calls about hardware

Change request review

October 13th: Ricardo’s new operating system questions were answered and approved. Chapter 10: Jill’s cost change request has been approved because her first contracted vendor went out of business, the second vendor failed to meet quality control standards, and her current vendor charges higher retail prices for their gourmet cookware. This change approval doesn’t significantly impact the project budget, but will still require revisions in the cost/budget related documents.

Change Chapter 10: Ricardo’s change request was submitted in writing through the change request control system. disposition Chapter 10: Jill’s change request was submitted through a cost change request to the CCB

December 10, 2013

Change Management Plan

Page 18

COMMUNICATIONS MANAGEMENT PLAN Project Title:

Date Prepared:

New Kitchen Heaven Retail Store Stakeholder

Information

October 27, 2013 Method

(555) 456-7654 [email protected] (555) 324-5644 [email protected] (555) 385-4677 [email protected] Same as ab ove

Email, Phone, & Meetings Email, Phone, & Meetings Email, Phone, & Meetings Email & Phone

Leasing Agent Marketing Department

(555) 853-4575

Email & Phone

(555) 456-7654 [email protected]

Colorado Springs Community

N/A

Garden and Home show conference attendees

N/A

Famous chefs whose cookware will be featured in store Grand opening caterers Local chefs featured at grand opening

Dirk Perrier Jake Peterson Jill Overstreet Jill Overstreet's Group

December 10, 2013

Timing or Frequency

Sender

Weekly & as important updates or changes occur Weekly & as important updates or changes occur Weekly & as important updates or changes occur Weekly & as important updates or changes occur When necessary

Project Manager

Email & Meetings

Initial meeting with weekly correspondences following

Dirk Perrier

N/A

Marketing department

N/A

Jill Overstreet

TBD

Through marketing Through garden and home show Email

Notifications

Jill Overstreet

(555) 505-6575

Phone

Jill Overstreet

(555) 366-4575

Email and Phone

Weekly & daily the week prior to the event A few reminders leading up to event

Communications Management Plan

Project Manager Project Manager Project Manager Jake Peterson

Jill Overstreet

Page 19

Assumptions

Constraints

Only 24 construction workers are necessary

payroll every 14 days (8.57 pay periods for 120 day project) $15.00/hour, per person $1,200.00/pay period, per person $10,284.00/per person for 120 day project $246,816.00 for 24-man construction crew

Construction workers are paid wages based on average salary of construction workers in Colorado Springs according to indeed.com

$15.00/hour, per person Wages could potentially increase

Build phase includes cleaning the facility after Build phase may take longer due to this and could hold up other aspects. construction is complete Furnishing/Stocking includes shelving, seating, setting up The storefront look must be consistent with all of the other 49 stores throughout the country. cash registers, gathering materials to run store (for This will need to be approved and signed off by someone in the Marketing department. example shopping carts), and stocking the shelves with product and setting up displays Grand opening prep includes training and setting up The building and everything must be complete for this step to happen. materials Materials will be ordered or purchased at local hardware store as needed. For example, paint it not needed initially Materials may end up costing more by using this method. and so it will be purchased when necessary. A store build-out usually takes 120 days.

Completion date: February 1st

Retail product line will be delivered two weeks prior to grand opening The retail product line must be displayed throughout the store in a way that is easy for customers to find what they want and consistent with other stores in the country Jake Peterson will provide supplies for the stores that Retail product line will be delivered two weeks prior to grand opening aren’t retail products, such as store furnishings, shelving, The retail product line must be displayed throughout the store in a way that is easy for and so on, and can help with store build-out as well. customers to find what they want and consistent with other stores in the country Jill Overstreet will help with the initial store stocking.

The budget for the project will be between $1.5 and $2 million.

Things may end up costing more than expected.

Glossary of Terms or Acronyms TBD: To Be Determined N/A: Not Applicable

December 10, 2013

Communications Management Plan

Page 20

COST MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Level of Accuracy:

Units of Measure:

Control Thresholds:

Round costs to Hundreds, plus or minus 10%

Hours Dollars

Plus or minus 10%

Rules of Performance Measurement: Parametric and analogous estimating techniques will be used. Reserve analysis will be used to include contingencies for unplanned changes involving vendor deliveries. Budget will be determined using cost aggregation.

Cost Reporting and Format: A cost report will be produced twice throughout this project in a written format. One report at the half and the other one at the end of the project.

Process Management: Estimating costs

Labor: $246,800; Materials: $500,000; Furnishing: $100,000; Contractor: $30,800; Lease, Monthly Rent: $13,540 for 5 months Activity 1: $3000 per month; Activity 2: $1600; Activity 3: $17,000; Activity 4: $624; Activity 5: $156; Activity 6: $504; Activity 7: $192

Developing the budget

Aggregate activity costs: $23,076 Total costs (including labor, materials, rent, etc): $914,216

Updating, monitoring and Every month controlling

December 10, 2013

Cost Management Plan

Page 21

BOTTOM-UP COST ESTIMATING WORKSHEET Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

WBS ID

Labor Hours

Labor Rates

Total Labor

Material/Supplies Equipment

1.2

240.0

$12.5/hour

$3000

$3000

1.3

16.0

$100/hour

$1600

$1600

1.5

960.0

$15.00/hour, per person $1,200.00/pay period, per person $10,284.00/per person for 120 day project

$246,816.00 for 24-man construction crew

$246,816

2.1

Router, switch, server, and rack

Indirect Costs

Reserve

Estimate

$17,000

2.2

16.0

Router install = $78/hour Switch Install = $78 Server Install = $84

$624 for router installation/testing $156 for switch installation $504 for server installation/testing

$1284

2.3

2.0

$96/hour

$192

$192

3.1

Retail Products

$500,000

3.2

400.0

$9 per hour for 40 hour for 10 employees

$3600

$3600

3.3

400.0

$9 per hour for 40 hour for 10 employees Training personnel $20

$4,400

$10,000

December 10, 2013

Bottom-Up Cost Estimating

Page 22

ACTIVITY COST ESTIMATES Project Title: New Kitchen Heaven Retail Store WBS Resource ID

Direct Costs

Indirect Costs

1.1

Leases, contractors

Lease, Contractors

Paperwork

1.2

Contractors, IT Personnel

Procurement costs

1.3

Ethernet Cable, Cable installers

Labor

1.4

Contractors, Gomez

Contractors

1.5

Construction workers

Labor

2.1

Management approval to purchase equipment

Router, switch, server, and rack for the equipment room

2.2

Construction workers, IT Personnel

Labor

Tools, Snacks

2.3

IT Personnel

Labor

Tools, Snacks

December 10, 2013

Ethernet ports, any specific hardware

Tools, Snacks

Reserve Estimate

Date Prepared: 12/10/2013 Method

Assumptions/ Constraints

Additional Information

Range Confidence Level

$2704

Expert Judgment/Analogous

When lease payment begins

plus or High minus 10%

$3000

Expert Judgment/Analogous

When lease Takes 30 to payment begins 45 days to procure

plus or High minus 10%

$1600

Parametric

plus or High minus 10%

Expert Judgment/Analogous

plus or High minus 10%

$15 per hour Expert Judgment $246,816 total cost

plus or High minus 10%

$17,000

Expert Judgment

plus or High minus 10%

$624 for router installation/testing $156 for switch installation $504 for server installation/testing

parametric

plus or High minus 10%

parametric

plus or High minus 10%

$192

Activity Cost Estimates

Page 23

3.1

Management approval to purchase retail products

3.2

3.3

$500,000

Expert Judgment

plus or High minus 10%

Workers for the labor store, need laborers to stock shelves

$9 per hour for 40 hour for 10 employees $3600 total cost

Expert Judgment

plus or High minus 10%

Store management, HR personnel, general store staff

$4,400

Expert Judgment

plus or High minus 10%

December 10, 2013

Retail products

Training, labor

Activity Cost Estimates

Page 24

COST ESTIMATING WORKSHEET Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013 Parametric Estimates WBS ID

Cost Variable

Cost per Unit

Number of Units

Cost Estimate

2.1 - Procure T1 Connection

Monthly Payments

3000

1-1.5

3000-4500

2.2 - Run Ethernet Cable Throughout Building

Hourly Wage Rate

100

16 hours

1600

2.3 - Purchase the Equipment

Purchases

Variant

Router, Switch, Server, Rack, Service Terminals

17000

2.4.1 - Installations of Equipment (Router and Test Connection

Hourly Wage Rates

78

8

624

2.4.2 - Install Switch

Hourly Wage Rate

78

2

156

2.4.3 - Install Server and Test

Hourly Wage Rate

84

6

504

2.5 - Testing and Adding Location and Phone to lookup function

Hourly Wage Rate

96

2

192

Analogous Estimates WBS ID

Previous Activity

Previous Cost

Current Activity

1.1

None

None

Procure Lease

2704

1.2

Procure Lease

2704

Procure T1 Connection

3000

1.5

Procure T1 Connection

3000

Pay Construction workers

15 per hour 246,816 total cost

3.1

Pay construction workers

15 per hour 246,816 total cost

Management approval for purchasing equipment

17, 000

3.2

Management approval for purchasing equipment

500,000

Workers for the store, need laborers to stock shelves

$3600 total cost

3.3

Workers for the store, need laborers to stock shelves

$3600 total cost

Store management, HR personnel, general store staff

$10,000

December 10, 2013

Activity Cost Estimates

Multiplier

Cost Estimate

Page 25

COST BASELINE Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013

December 10, 2013

Cost Baseline

Page 26

HUMAN RESOURCE MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Roles, Responsibilities, and Authority

Role

1. Project Sponsor 2. Project Manager 3. Construction Manager 4. Retail Products Manager 5. Facilities Manager 6. Marketing Team 7. IT Manager

Responsibility

Authority

1. Sign off on important 1. High documents, work with project 2. High manager 2. Coordinate project team, manage deadlines, communicate between all stakeholders

3. Moderate

3. Oversee build-out of store

6. Low/Moderate

4. Oversee ordering, receiving, and stocking of products for store

7. High

4. High 5. High

5. Oversee ordering, receiving, and setup of store furnishings 6. Oversee planning and execution of grand-opening celebration 7. Oversee building, installing, and testing of technology

December 10, 2013

Human Resource Management Plan

Page 27

HUMAN RESOURCE MANAGEMENT PLAN Project Organizational Structure

December 10, 2013

Human Resource Management Plan

Page 28

HUMAN RESOURCE MANAGEMENT PLAN

Staffing Management Plan Staff Acquisition

Staff Release

External resources to needed to run Ethernet cable, procure a T1 line, and purchase routers and switches. Personnel to staff new store. Local chefs for cooking demonstrations at grand-opening celebration.

Resource Calendars Key project staff - including Jill Overstreet, Jake Peterson, Ricardo, and Gomez Construction are available for substantial time commitment to this project to ensure project deadline is achieved.

Training Requirements Personnel hired to staff new store will need two weeks training with Jill Overstreet and team.

Rewards and Recognition Project manager takes key project staff to lunch once per month to foster team unity and communication. Project manager rewards those resources occupying the roles listed at the beginning of this Plan with $100 gift cards to [nice Colorado Springs restaurant] for holiday gift. Upon completion of project, key project staff are awarded 20 hours PTO, to schedule at their will. Upon completion of project, project sponsor sends company-wide email announcing success of project, and includes his gratitude to key project staff by name.

December 10, 2013

Human Resource Management Plan

Page 29

HUMAN RESOURCE MANAGEMENT PLAN Regulations, Standards, and Policy Compliance - Lease terms will be negotiated with agent. - Inspections of site will be performed by independent contractor hired by New Heaven, as well as by city and county inspectors. - Procurement of external resources will be under a time and materials contract. - IT equipment specifications and gourmet product and cookware line specifications are documented in Quality Management Plan.

Safety Gomez construction is responsible for ensuring safety standards are upheld by and for its contractors at all times at Kitchen Heaven’s site.

December 10, 2013

Human Resource Management Plan

Page 30

Ricardo Ramirez

I

I

Project Objective

A

C

I

Project Charter

A

I

C

C

I

CCB

Jill Overstreet

C

R

Independent Inspector

Jake Peterson

A

City Inspector

Project Manager

R

Shelly

Dirk Perrier

RACI Definitions: R esponsibility = person or role responsible for ensuring that the item is completed A ccountable = person or role responsible for actually doing or completing the item C onsulted = person or role whose subject matter expertise is required in order to complete the item I nformed = person or role that needs to be kept informed of the status of item completion INITIATE Project Initiator

PLANNING Furnisih, Shelving, StoreSupplies

I

A

R

I

Retail Products

I

A

A

R

I

IT Equipment

I

A

C

I

R

Store Build-Out

I

A

R

I

C

Grand Opening

A

R

I

A

C

IT Task Risk

I

R

I

I

C

Risk

I

R

C

C

I

Ratail Risk

I

R

C

C

I

Project Costing

I

R

C

C

C

I

A

I

I

R

I

A

I

I

R

I

A

R

R

I

Human Resource Needs

I

A

R

R

I

Building and Cabling

I

A

R

C

R

I T hardware

I

A

A

C

R

Store

I

A

R

R

C

Cable Vendor

I

A

I

I

R

IT Connection Status

I

A

I

I

R

Sign Lease

I

R

C

C

C

Intial Retail Product Calls

I

A

C

R

I

Website Announcement

I

A

C

C

R

Forecast

I

R

C

C

C

C

Project Inspection

I

A

A

A

A

I

Website Announcement

I

A

C

C

R

Forecast

I

R

C

C

C

C

IT Quality control and testing

I

A

I

I

R

I

Store Project Quality Status

I

A

I

R

I

I

Contract Payment

I

A

C

C

C

R

Site Inspection

I

A

A

C

I

I

Each Project Monitoring

I

A

R

R

R

I

Project Updates

I

R

A

A

A

IT Quality control and testing

I

A

I

I

R

Store Project Quality Status

I

A

I

R

I

I

Change Request

I

A

A

A

A

A

Project Closeout

R

A

C

R

I

Porject Ends

I

A

A

R

I

Final Closing

R

A

A

A

A

Facilities

IT Installation and Switches IT Testing Hire Store Personnel

EXECUTING

I

R

MONITOR & CONTROLLING R

I R R

CLOSING

December 10, 2013

RACI Chart

Page 31

ROLES AND RESPONSIBILITIES Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Resource Role Description 1. Project Sponsor: The project sponsor has the authority to assign resources and enforce decisions regarding the project, and is a stakeholder. 2. Project Manager: The project manager is responsible for managing the project processes and applying the tools and techniques used to carry out the project activities. The project manager coordinates and communicates between the functional managers and project sponsor, as well as other project stakeholders. 3. Construction Manager: The construction manager is the project vendor overseeing the build out of the new retail store. The construction manager coordinates his team of builders to meet contractual obligations, including completion of build out on schedule in terms of project timeline. He also coordinates with the facilities manager and IT manager. 4. Retail Products Manager: The retail products manager is responsible for overseeing the selection, ordering, and receiving of all retail products for the new store. She is also involved with ensuring a smooth transition of project into her team’s operational care at end of project. 5. Facilities Manager: The facilities manager is responsible for overseeing selection, ordering, and receiving of all furnishings for the new store that are not retail products. He also coordinates with the IT manager and construction manager. 6. Marketing Team: The marketing team is responsible for planning and executing the grand-opening celebration for the new retail store. 7. IT Manager: The IT manager is responsible for overseeing the purchasing, installation, and testing of all technical equipment for the new store. He also coordinates with the facilities manager and construction manager.

December 10, 2013

Roles and Responsibilities

Page 32

Authority 1. Project Sponsor: The project sponsor has a high level of authority, has ultimate decision-making power, and holds a high degree of power and influence in the project. 2. Project Manager: The project manager has a high level of authority, and is recognized as the main contact for questions and issues related to the project. The project manager reports to the project sponsor, and works collaboratively with the functional managers involved in the project. 3. Construction Manager: The construction manager has moderate authority, because he has a high level of authority over his team but low-level authority in the context of project decision making. 4. Retail Products Manager: The retail products manager has a high level of authority, as she is responsible for all decision making with regards to store retail products. 5. Facilities Manager: The facilities manager has a high level of authority, as he is responsible for all decision making with regards to store furnishings. 6. Marketing Team: The marketing team has a low-to-moderate level of authority in the context of the project, as it coordinates grand-opening celebration activities and plans with the project manager and functional manager stakeholders. 7. IT Manager: The IT manager has a high level of authority, has he is responsible for all decision making with regards to technology needs for the store.

Responsibility 1. Project Sponsor: The project sponsor is ultimately responsible for overseeing the project at a high level, ensuring that the project meets deadlines, and financial and other requirements. 2. Project Manager: The project manager is responsible for meeting stakeholder expectations, including the expectations of the project sponsor. The project manager is additionally responsible for managing the project team, their team of consultants, and adhering to the PMI standards and code of ethics. 3. Construction Manager: The construction manager is responsible for communicating with the project manager and functional managers involved in the project who are concerned with the build out. The construction manager is responsible for the conduct of his team. 4. Retail Products Manager: The retail products manager is responsible for ensuring the store retail products meet stakeholder expectations. 5. Facilities Manager: The facilities manager is responsible for ensuring the store furnishings meet stakeholder expectations.

December 10, 2013

Roles and Responsibilities

Page 33

6. Marketing Team: The marketing team is responsible for ensuring the grand-opening celebration meets stakeholder expectations. 7. IT Manager: The IT manager is responsible for ensuring the store technology meets stakeholder expectations.

Qualifications 1. Project Sponsor: The project sponsor’s qualifications for overseeing this project were determined by Kitchen Heaven executive leadership. 2. Project Manager: The project manager is qualified for this project based on past project successes from previous employment. 3. Construction Manager: The construction manager is qualified to serve on this project because this vendor has been engaged with Kitchen Heaven on three of the last five projects, to great success. 4. Retail Products Manager: The retail products manager is qualified to work on this project due to her experience and her role as manager of ongoing operations for this store once the project has been successfully completed and closed. 5. Facilities Manager: The facilities manager is qualified to work on this project due to his successful supervision of eight previous store build outs. 6. Marketing Team: The marketing team is qualified to work on this project based on past event coordination success for other Kitchen Heaven store openings. 7. IT Manager: The IT manager is qualified to work on this project based on past success overseeing technical processes and needs for past store opening projects.

December 10, 2013

Roles and Responsibilities

Page 34

Requirements 1. Project Sponsor: The project sponsor is required to be accessible by the project manager for decision making and other needs, and will communicate necessary project information to the project manager as the need arises. 2. Project Manager: The project manager is required to document project processes and outcomes according to agreements with project stakeholders, and is required to lead project team, including fostering communication between project stakeholders. 3. Construction Manager: The construction manager is required to meet contractual obligations, and to communicate issues and questions to project manager and the necessary functional managers. 4. Retail Products Manager: The retail products manager is required to fulfill project expectations assigned to her to the best of her abilities, and to communicate problems and limitations to meeting these expectations to the project manager as they arise. 5. Facilities Manager: The facilities manager is required to fulfill project expectations assigned to him to the best of his abilities, and to communicate problems and limitations to meeting these expectations to the project manager as they arise. 6. Marketing Team: The marketing team is required to execute a grand-opening celebration for the new retail store on Feb. 1. 7. IT Manager: The IT manager is required to fulfill project expectations assigned to him to the best of his abilities, and to communicate problems and limitations to meeting these expectations to the project manager as they arise.

December 10, 2013

Roles and Responsibilities

Page 35

TEAM OPERATING AGREEMENT Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Team Values and Principles 1. Good communications 2. Good Documentation 3. Meet deadline 4. Deliverable 5. Meet quality status Meeting Guidelines 1. Deadline are important and should be met by everyone 2. Once a week meeting for project update and change notification 3. Extended meetings when necessary 4. Each member would give briefs on the progress and what need to be addressed Communication Guidelines 1. Verbal and written 2. Project documentation update 3. Check regular email every for update Decision-Making Process Responsible parties include the Project Manager, Stakeholders and any team member who is concerned

December 10, 2013

Team Operating Agreement

Page 36

TEAM OPERATING AGREEMENT Conflict Management Approach Use meeting and change management as well as Alternative Conflict Resolution methods.

Signature:

Date:

Dirk Perrier, project sponsor

12/10/13

Kirsten Rivera, project manager

12/10/13

Jake Peterson , construction and facilities manager

12/10/13

Jill Overstreet, retail products and marketing manager

12/10/13

Ricardo Santiago , information technology manager

12/10/13

December 10, 2013

Team Operating Agreement

Page 37

TEAM MEMBER PERFORMANCE ASSESSMENT Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Technical Performance – Ricardo Santiago Scope

Meets Expectations Yes

Needs Improvement

Exceeds Expectations

Meets Expectations Yes

Needs Improvement

Exceeds Expectations

Meets Expectations Yes

Needs Improvement

Meets Expectations Yes

Needs Improvement

Exceeds Expectations

Comments: IT Cable Install by Ricardo’s team Quality Comments: Install Schedule

Comments: Cable Install and Lease Cost

Exceeds Expectations

Comments: Project Cost

December 10, 2013

Team Member Performance Assessment

Page 38

TEAM MEMBER PERFORMANCE ASSESSMENT Interpersonal Competency Communication

Exceeds Expectations Yes

Meets Expectations

Needs Improvement

Exceeds Expectations Yes

Meets Expectations

Needs Improvement

Exceeds Expectations

Meets Expectations Yes

Needs Improvement

Exceeds Expectations

Meets Expectations Yes

Needs Improvement

Exceeds Expectations Yes

Meets Expectations

Needs Improvement

Comments: Project Communication Collaboration

Comments: Very collaborative other team members Conflict Management Comments: Good at conflict resolution Decision Making Comments: Firm decisions Leadership Comments: Good Leadership Strengths Communication, documentation and project execution

Weaknesses Negotiations and enforcing deadlines

December 10, 2013

Team Member Performance Assessment

Page 39

TEAM MEMBER PERFORMANCE ASSESSMENT Areas for Development Area

Approach

Actions

Negotiations project

Be firm

Strong negotiations deals needed

Ramp-up time

Improvement

Negotiate better deadlines and enforce it

Additional Comments N/A

December 10, 2013

Team Member Performance Assessment

Page 40

PROCESS IMPROVEMENT PLAN Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Process Description Conduct Procurements process for obtaining responses to bids and proposals from potential vendors, selecting a vendor, and awarding the contract for the construction of Kitchen Heaven store. Process Boundaries Process Starting Point

Process Ending Point

Determine store location.

Award construction contract.

Inputs

Outputs

Lease RFP Cost Baseline Qualified Sellers List References Previous Work

Agreement Selected Seller Resource Calendars Change Requests PMP Updates Project Document Updates

Stakeholders Process Owner: Jake Peterson Other Stakeholders Dirk Perrier Jill Overstreet Ricardo Bryan (Ricardo’s team lead) Marketing Department Stakeholder

December 10, 2013

Process Improvement Plan

Page 41

PROCESS IMPROVEMENT PLAN Process Metrics Metric

Control Limit

1. Estimated Time from Begin Buildout to Complete Buildout (days)

1. Acceptable: 120 days Upper Control Limit: 132 days Lower Control Limit: 108 days

2. Contract Procurement Time, including negotiation (days)

2. Acceptable: 14 days Upper Control Limit: 15.4 days Lower Control Limit: 12.6 days

3. Vendor Weighted Score (out of 60)

3. Acceptable: 53 Upper Control Limit: 58.3 Lower Control Limit: 47.7

Targets for Improvement

Metric

Current or Target?

Acceptable

Upper

Lower

Estimated Time from Begin Buildout to Complete Buildout

Current

120 days

132 days

108 days

Estimated Time from Begin Buildout to Complete Buildout

Target

108 days

118.8 days

97.2 days

Contract Procurement Time, including negotiation

Current

14 days

15.4 days

12.6 days

December 10, 2013

Process Improvement Plan

Page 42

Contract Procurement Time, including negotiation

Target

12.6 days

13.86 days

11.34 days

Vendor Weighted Score

Current

53

58.3

47.7

Vendor Weighted Score

Target

56

61.6

50.4

Process Improvement Approach

Current Process:

Intended Future Process:

December 10, 2013

Process Improvement Plan

Page 43

PROCUREMENT MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/13

Procurement Authority Ricardo – Drafted procurement statement of work for IT deliverables Jill – Drafted procurement statement of work for Gourmet & Cookware lines purchases Roles and Responsibilities: Project Manager

Procurement Department

1. Ricardo

1. IT

2. Jill

2. Inventories

3. Jake

3. Furnishings

4. Gomez

4. Build-out

Standard Procurement Documents 1. 2. 3. 4.

Procurement statement of work Fixed-Price Contract Time and Materials Contract Lease Agreement

Contract Type Fixed-Price Contract: Purchase of routes & switches will be accomplished through fixed-price contract Time & Materials Contracts: Human Resources for running Ethernet cable procuring the T1 line. Procurement Assumptions and Constraints Assumptions: The lease will signed by the end of the week. Constraints: The lease must be signed by the lease signing date.

December 10, 2013

Procurement Management Plan

Page 44

PROCUREMENT MANAGEMENT PLAN Integration Requirements WBS

The WBS and WBS dictionary identify the deliverables and describe the work required for each element of the WBS. Procurement of the resources necessary to complete these deliverables by the due date is the purpose of this plan.

Schedule

The schedule influences the procurement process and vice versa because they are both dependent on timing. Availability of resources can significantly impact the outcome of the project. For example, a contract being canceled or failing to procure a seasonal product or service could cause delays later in the project.

Documentation The documentation process involves a procurement document. The document must (1) state the description of the work requested, (2) include the contract SOW, and (3) an explanation of how the seller should format their responses. Risk

The risk register is a useful tool in determining the types of goods or services trying to be procured. Integrating risk into this process is essential to maintaining appropriate levels of risk as defined by the organization’s policies, the stakeholders’ risk appetite, and other external environmental factors. Tool used to procure resources in regards to risk may include: (2) Perform a Make or Buy Analysis, (2) Market Research, and/or (3) Contract Types

Performance Reporting

Throughout the project lifecycle, there will be a need to track and evaluate the progress being made in the various procurement processes. The use of performance metrics will be used in order to insure that the schedule and risk levels are aligned with the WBS and WBS dictionary.

Performance Metrics Domain

Metric Measurement

Statistical Sampling of Cost of quality will help determine if the procured resources are at an Supplies Ordered from adequate level of quality. Acceptable levels of quality may be found in Vendors the quality management plan. Jill ran into issues procuring the gourmet food supplies due to an external and internal failure cost of quality. The first vendor went out of business and the second vendor sold too low of quality supplies for the grand opening.

December 10, 2013

Procurement Management Plan

Page 45

SOURCE SELECTION CRITERIA Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Criteria 1

1 Purchase Price

2 Purchase Price

3 Purchase Price

4 Purchase Price

5 Purchase Price

Criteria 2

Delivery Cost

Delivery Cost

Delivery Cost

Delivery Cost

Delivery Cost

Criteria 3

Financial Capacity

Financial Capacity

Financial Capacity

Financial Capacity

Financial Capacity

Criteria 4

Production Capacity Production Capacity

Production Capacity Production Capacity Production Capacity

Criteria 5

Overall Cost

Overall Cost

Weight

Overall Cost

Candidate 2 Rating

Overall Cost

Criteria 1

.10

3

Candidate 1 Score .3

Criteria 2

.10

2

.2

3

.3

1

.1

Criteria 3

.10

2

.2

1

.1

3

.3

Criteria 4

.10

1

.1

3

.3

2

.2

Criteria 5

.60

3

1.8

1

.6

2

1.2

Totals

1

11

2.6

10

1.5

9

1.9

December 10, 2013

Candidate 1 Rating

Overall Cost

2

Candidate 2 Score .2

1

Candidate 3 Score .1

Source Selection Criteria

Candidate 3 Rating

Page 46

QUALITY MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/13

Quality Roles and Responsibilities Role 1. Project Manager

Responsibilities ➔ Documenting stakeholder expectations and consensus quality management objectives at a project-level that supports the implementation of the PMP. ➔ Utilizing the expertise of the project staff to determine the procedures necessary to achieve the target level of quality. ➔ Ensuring stakeholders endorse quality objectives stated in the QMP. ➔ Understanding the stakeholders’ roles in project success. ➔ Working with the stakeholders early in the project lifecycle to determine needs, and refining those requirements in light of constraints. ➔ Considering the cost/benefit of all quality improvements.

2. Project Staff

➔ Delivering a quality product. ➔ Performing an active role to ensure quality objectives are clearly articulated and that the stakeholder understands the essential professional standards, laws, and codes which must be incorporated into the project. ➔ Monitoring the quality of their work. ➔ Keeping the commitments for completion of their portion of the project as documented in the QMP.

3. Jill Overstreet

➔ Monitoring the quality of her work and the work of her staff. ➔ Serving on an independent review team, when appropriate.

4. Ricardo

➔ Monitoring the quality of his work, and the work of his staff. ➔ Serving on an independent review team, when appropriate.

December 10, 2013

Quality Management Plan

Page 47

QUALITY MANAGEMENT PLAN Quality Planning Approach What

Define quality on the project and how quality will be measured

When

Planning

Processes

Develop Project Management Plan Define Scope Collect Requirements Develop Project Team Estimate Activity Resources Estimate Activity Durations Estimate Costs

Quality Assurance Approach What

Determine if measurement of quality is appropriate by evaluating overall performance on a regular basis to insure the project will satisfy customer quality expectations

When

Executing, Monitoring & Controlling

Processes

Perform QA

Quality Control Approach What

Monitor specific project products to determine if they meet performance measurement thresholds defined in the quality management plan

When

Executing, Monitoring & Controlling, Closing

Processes

Perform QA Manage Communications (lessons learned meetings) Close Project or Phase (lessons learned meetings)

Quality Improvement Approach What

Increase the effectiveness and efficiency of the project when corrective actions such as Change Requests are identified. Changes to the QMP and the PMP may be required

When

Planning, Executing, Monitoring & Controlling

Processes

Develop Project Management Plan Perform Integrated Change Control

December 10, 2013

Quality Management Plan

Page 48

QUALITY METRICS Project Title: New Kitchen Heaven Retail Store ID

Item

Metric

Date Prepared: 12/10/2013 Measurement Method

1

Project Schedule

Time

Schedule Performance Index (SPI) = Earned Value ÷ Planned Value

2

Budget

Cost

Cost Performance Index (CPI) = Earned Value ÷ Actual Cost

3

Project Schedule

Resources

Amount of hours overspent per installations/construction

4

Change Management

Scope

Number of Change Requests

5

Quality Management

Quality

Number of defects fixed per user acceptance test

6

Project Schedule

Action Items

Number of action items behind schedule for resolution

December 10, 2013

Quality Metrics

Page 49

REQUIREMENTS MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store Date: 12/10/13 Collection                  

Store property must be located in Colorado Springs, CO. Store must open February 1, 2014 to coincide with Garden and Home Show conference in Colorado Springs. The store should have between 1,500 and 2,500 square feet of retail space. Local contractors should be used for the build-out. Project requires team to sign a lease within 14 days. Store must offer new line of gourmet food products. Store must have classroom space in back of store for cooking demos and classes. Project must cost less than $2 million. Jill Overstreet needs 14 days to hire personnel and stock shelves. Signed lease Order T1 connection Ethernet Cable Run Contract with Gomez Build-Out Install and Test Hardware Order Retail Products Hire Retail Products and Stock Shelves Grand Opening

Analysis  

There is an overlapping relationship between these requirements. If there is to be a change to any of the requirements it must be reported to the Project Manager with a plan of action moving forward.

Categories      

Building and Cabling Store Budget Human Resources Schedule Products

Documentation 

Requirements are to be documented and monitored in the Requirements and Traceability Matrix

Prioritization 

Ordinal prioritization (high, medium, low)

December 10, 2013

Requirements Management Plan

Page 50

REQUIREMENTS MANAGEMENT PLAN Metrics 

These requirements will be traced in hours.

Traceability Structure 

Requirements will all have a priority level, category, source, and objective and will be organized this way in the traceability matrix.

Tracking 

These requirements will be tracked by weekly progress reports given to the Project Manager and necessary stakeholders.

Reporting  

Progress of the requirements will be tracked on and reported on a weekly basis. The project manager must be notified when tasks are completed and if they are running behind schedule.

Validation 

Once a requirement is completed the project manager must be notified and will validate that the requirement is completed to the proper standard and that it is okay to move onto that party’s next requirement.

December 10, 2013

Requirements Management Plan

Page 51

REQUIREMENTS TRACEABILITY MATRIX Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Requirement Information

ID

Requirement

Priority

KHCS1001

Signed Lease

High

Building and Cabling

Dirk Perrier

Phase 2

yes

hours

complete

KHCS1002

Order T1 Connection

High

Building and Cabling

Activity List

Phase 2

yes

hours

complete

KHCS1003

Ethernet Cable Run

low

Building and Cabling

Activity List

Phase 2

yes

hours

complete

KHCS1004

Contract With Gomez

high

Building and Cabling

Activity List

Phase 1

yes

hours

complete

KHCS1005

Build-Out

high

Building and Cabling

Activity List

Phase 1

yes

hours

complete

KHCS1006

Build-Out Complete

high

Building and Cabling

Activity List

Phase 1

yes

hours

Not complete

KHCS1007

Instal and Test Hardware

high

Hardware

Activity List

Phase 1

yes

hours

KHCS1008

Order Retail Products

high

STORE

Activity List

Phase 3

yes

hours

Not complete

KHCS10010

Hire Retail Products and Stock Shelves

high

STORE

Activity List

Phase 3

yes

hours

Not complete

KHCS10011

Grand Opening

high

STORE

Activity List

Phase 3

yes

hours

Not complete

December 10, 2013

Category

Relationship Traceability

Source

Risk Management Plan

Objective

WBS Deliverable

Page 52

Metric

Validation

complete

REQUIREMENTS DOCUMENTATION Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013 ID

Requirement

Stakeholder

Category

Priority

Acceptance Criteria

Validation Method

KHCS-1001

Signed Lease

Dirk Perrier

Building and Cabling

High

Signed within 14 days

Signed lease document

KHCS-1002

Retail Product Line

Dirk Perrier

Store

High

Delivered 14 days prior to opening

Inventory receipt and confirmation

KHCS-1003

In-Store Classroom

Dirk Perrier

Building and Cabling

High

Completed by grand opening

Approval by Dirk

KHCS-1004

Project Cost

Dirk Perrier

Budget

High

Project is completed at or below $2 million budget

Written Confirmation from Accounting

KHCS-1005

Jill’s Time Requirement

Jill Overstreet

Building and Cabling

Medium

Jill has 14 days to to hire personnel and stock shelves

Hiring and stocking completion notification from Jill

December 10, 2013

Risk Management Plan

Page 53

RISK MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013 Methodology The Risk Management Plan will be used to define, monitor, and control risks throughout the project. Defining risk will be accomplished through identifying the risk attitudes of the organization and its stakeholders using techniques such as: 1. Regular documentation reviews 2. Gathering information 3. Checklist analysis 4. Assumptions analysis 5. Diagramming 6. Strengths-weaknesses-opportunities-threats (SWOT) analysis 7. Expert judgment After risks have been identified and properly documented in risk register, a qualitative analysis will be performed by utilizing a risk probability impact matrix and a risk data quality assessment. Once the risks have been evaluated from a qualitative perspective, a quantitative analysis will be performed to determine the overall impact of these risks. The quantitative analysis will look at: 1. Possible outcomes and probabilities 2. Identify risks that need the most attention 3. Identify realistic and achievable schedule, cost, or scope targets 4. Determine the best project management decisions possible when outcomes are uncertain Quantitative analysis of risks will be performed by gathering data from probability distributions, performing various modeling techniques (such as EMV, decision tree, simulation, or sensitivity) and documented on the risk register. Once this part of the process has been completed, developing a risk response plan will be necessary to determine which actions to take for the risks that have the highest probability of occurring and highest impact to the project. Strategies are developed in the risk response plan process to address negative and positive risks, as well as contingency plans. Role and Responsibilities Ricardo - Risks associated with IT tasks Jill and Jake - Risks related to store stocking and furnishings Risk Categories IT Risks (Account ID: 1000’s): 1. T1 line availability and installation. Risk ID: 1001. Risk Score: Very Low 2. Contractor availability for Ethernet Installation. Risk ID: 1002. Risk Score: Medium 3. POS and server hardware availability. Risk ID: 1003. Risk score: Medium Facilities (Account ID: 2000’s): 1. Desirable location in the right price range. Risk ID: 2001. Risk score: High 2. Contractor availability for build-out. Risk ID: 2002. Risk score: Low 3. Availability of fixtures and shelving. Risk ID: 2003. Risk score: Low Retail (Account ID: 3000’s): 1. Product availability. Risk ID: 3001. Risk score: Medium 2. Shipment dates for product. Risk ID: 3002. Risk score: Low

December 10, 2013

Risk Management Plan

Page 54

Risk Management Funding Contingency reserves will need to be accounted for based on the likelihood and impact of a risk in relation to the remaining balance of the reserve account. The reserve account should include all the quantified risks in order to maintain an accurate budget. Contingency Protocols Contingency protocols help determine alternative methods of dealing with certain risks. When a risk event occurs, the contingency plan reserve strategy will be in place for that particular event. This protocol may include setting aside funding, resources, and adding project time to the project schedule. In the development of each contingency protocol, it is important to consider the impact the contingency will have on the project. Frequency Timing Risk management documents will be reviewed and evaluated when a risk becomes an issue, needs to be modified, or a new risk has been identified. Documents associated with risk must be monitored and updated to accurately reflect the projects current risks every couple of days, or as needed. Stakeholder Risk Tolerance Stakeholder risk tolerances change throughout the life of the project, new risk tolerances will be documented in this section. In the interview with Ricardo, the risk tolerance for the T1 Line Availability and Installation became a higher priority as Ricardo identified that a risk of delay could postpone the T1 line for up to 3 to 4 months, with a low possibility of it being 6 months. Tracking and Audit Once risks have been identified, they will need to be subsequently tracked throughout the remainder of the project. Tracking the risks will start by referencing the frequency timing section in the Risk Management Plan to ensure that the risks are still applicable to the current project. To determine if risks are still relevant, an audit of the risks will be done by assessing the pending deadlines and current project resources.

December 10, 2013

Risk Management Plan

Page 55

RISK MANAGEMENT PLAN Definitions of Probability Very high

When the probability of an event is from 80%-100%

High

When the probability of an event is from 60%-80%

Medium

When the probability of an event is from 40%-60%

Low

When the probability of an event is from 20%-40%

Very low

When the probability of an event is from 0%-20%

Probability Impact Matrix Very High

.64

.48

.32

.16

.04

High

.48

.36

.24

.12

.03

Medium

.32

.24

.16

.08

.02

Low

.16

.12

.08

.04

.01

Very Low

.04

.03

.02

.01

.0025

Very High

High

Medium

Low

Very Low

Definitions of Impact Objective Scope

Quality

Time

Cost

Very High

.8

Product Not Usable

More than 18% increase

More than 18% increase

High

.6

Unacceptable quality

13%-18% increase

13%-18% decrease

Medium

.4

Significant impact requiring customer approval to proceed

7%-12% increase

7%-12% decrease

Low

.2

Few components impacted

Less than 6% increase

Less than 6% increase

No significant impact

No significant impact

No significant impact

Very Low

December 10, 2013

.05

Risk Management Plan

Page 56

PROBABILITY AND IMPACT MATRIX Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013 Very High:

.04

.16

.32

.48

.64

.03

.12

.24

.36

.48

.02

.08

.16

.24

.32

.01

.04

.08

.12

.16

.0025

.01

.02

.03

.04

.8 High .6 Medium .4 Low .2 Very Low .05 Very Low: .05

December 10, 2013

Low: .2

Medium : .4

Risk Register

High: .6

Very High: .8

Page 57

RISK REGISTER Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013 Impact

Risk ID

Risk Statement

Scope 1001

T1 Line

.2-.4

Low

1002

Contractor Availability: Ethernet Installation

.4-.6

Medium

1003

POS and Server Hardware Availability

.4-.6

Medium

2001

Desirable location in Price Range

60%

High

2002

Contractor Availability for .2-.4 build out

Low

2003

Availability of fixtures and shelving

.2-.4

Low

3001

Product availability

40%

Medium

3002

Shipment dates for product

.4-.6

Medium

December 10, 2013

Score

Response

Schedule

Cost

Probability

Risk Register

Quality

Mitigation

Loss of $1.3 Million Expected Income per year

125000 Loss

Page 58

SCHEDULE MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Schedule Methodology The methodology is based on Schedule Net-work analysis, Milestone Charts.

Schedule Tools Project Management Software : Microsoft Project; Cost of Quality; Reserve analysis; Vendor bid Analysis; Group decision - making techniques Excel

Level of Accuracy

Units of Measure

95%

Hours

Variance Thresholds +/- 5%

Schedule Reporting and Format Schedule baseline and the reporting format is Milestone Method in time, Finish-to-start (FS)

Process Management Activity identification

Activity List; Project Schedule Plan with analogous estimating and rolling wave planning.

Activity scheduling

Milestone Chart and schedule compression

Estimating resources

Activity list; Leads and lags

Estimating effort and duration

Expert judgment based on Top - down Techniques and Days for duration were used

Updating, monitoring and controlling

Project documentation updates .This would be done on share drive Project Plan

December 10, 2013

Schedule Management Plan

Page 59

ACTIVITY DURATION ESTIMATES Project Title: 50th Kitchen Heaven Store in Colorado Springs & Grand-Opening Celebration Date Prepared: 12/10/2013

WBS ID

Activity Description

Effort Hours

Duration Estimate

1.0

BUILDING AND CABLING

1.1

Sign Lease

8

Days by 8hrs of work

1.2

Order T1 Connection

360

Days by 8hrs of work

1.3

Ethernet Cable Run

16

Days by 8hrs of work

1.4

Contract With Gomez

16

Days by 8hrs of work

1.5

Build-Out

960

Days by 8hrs of work

1.6

Build-Out Complete

0

Days by 8hrs of work

2.0

IT HARDWARE

2.1

Purchase Hardware

112

Days by 8hrs of work

2.2

Install and Test Hardware

24

Days by 8hrs of work

2.3

Add Store to Website

8

Days by 8hrs of work

2.4

It Tasks Complete

0

Days by 8hrs of work

3.0

STORE

3.1

Order Retail Products

120

Days by 8hrs of work

3.2

Hire Retail Products and Stock Shelves

112

Days by 8hrs of work

3.3

Train Store Personnel

16

Days by 8hrs of work

3.4

Grand Opening

16

Days by 8hrs of work

3.5

Project Closeout

40

Days by 8hrs of work

3.6

Project Ends

0

Days by 8hrs of work

December 10, 2013

Activity Duration Estimates

Page 60

ACTIVITY ATTRIBUTES Project Title: New Kitchen Heaven Retail Store

ID: 30100

Date Prepared: 12/10/2013

Activity: Sign Lease

Description of Work: Complete leasing by signing lease contract for retail space.

Predecessors

Relationship

1.2

Lead or Lag lead

Successor

Relationship

1.0

Number and Type of Resources Required:

Skill Requirements:

Personnel, Legal information

Expert knowledge, legal knowledge

Lead or Lag lead

Other Required Resources:

Type of Effort: Time and meeting dead lines

Location of Performance: Real estate office, Colorado Springs, CO

Imposed Dates or Other Constraints: Must be completed by 1/15/2013.

Assumptions: Assuming everything will be on schedule

December 10, 2013

Activity Attributes

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ACTIVITY RESOURCE REQUIREMENTS Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013 WBS ID

Type of Resource

Quantity

Assumptions

1.0

BUILDING AND CABLING

1.1

Sign Lease

2

People

1.2

Order T1 Connection

2

People

1.3

Ethernet Cable & IT works

24 bundles + 8 Peoples

1.4

Cement

100

Bags

1.5

Build-Out

50

People

1.6

Ground work equipment

5 + 10 People

1.7

Purchase Hardware

6

People

1.8

Install and Test Hardware

15

People

1.9

Add Store to Website

3

People

1.10

IT Tasks Complete

3

People

2.0

STORE

2.1

Order Retail Products

4

People

2.2

All Other hardware and Equipment

5

People

2.3

All Other hardware and Equipment

7

People

Comments: The is based on what is needed and at low cost

December 10, 2013

Activity Resource Requirements

Page 62

DURATION ESTIMATES WORKSHEET Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Three Point Estimates WBS ID

Optimistic Duration

Most Likely Duration

Pessimistic Duration

Weighting Equation

Expected Duration Estimate

1.0

1360

1300

1400

1326.67

2.0

144

140

160

3.0

304

300

290

(O + (4*ML) + P) / 6 (O + (4*ML) + P) / 6 (O + (4*ML) + P) / 6

December 10, 2013

Duration Estimates Worksheet

144 299

Page 63

RESOURCE BREAKDOWN STRUCTURE Project Title: New Kitchen Heaven Retail Store 1.

Date Prepared: 12/10/2013

Project 1.1. People 1.1.1. Quantity of Role 1: IT: 20 people 1.1.1.1. Quantity of Level 1: Build Out: 50 People 1.1.1.2. Quantity of Level 2: Store: 10 people 1.1.1.3. Quantity of Level 3: Interior and Exterior Decorations- 8 peoples 1.1.2. Quantity of Role 2: Closeout- 5 peoples 1.2. Equipment 1.2.1. Quantity of Type 1: Ladders, Stoves, Shelve, water filters 1.2.2. Quantity of Type 2: Lifts and Forklifts 1.3. Materials 1.3.1. Quantity of Material 1: Cement, IT and Electrical cables, paints and wood 1.3.1.1. Quantity of Grade 1: Tables, Chairs, decorations 1.3.1.2. Quantity of Grade 2: Store retail items 1.4. Supplies 1.4.1. Quantity of Supply 1: 50 Shelves, 24 bundles of IT and electrical Cables, 25 Tables and Chairs 1.4.2. Quantity of Supply 2: 20 tons retail supplies 1.5. Locations 1.5.1. Location 1: Kitchen Heaven Site 1.5.2. Location 2: Store front

December 10, 2013

Resource Breakdown Structure

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PROJECT SCHEDULE Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Task Name

Duration (Days)

Start Date

Finish Date

Kitchen Heaven Project

178.25

Mon. 8/21/2013

Wed. 2/7/2014

BUILDING AND CABLING

152.5

Mon. 8/21/13

Mon. 1/15/14

Sign Lease

1

Mon. 8/21/2013

Mon. 8/21/2013

Jill, Project Manager

Order T1 Connection

45

Mon. 8/21/2013

Mon. 10/2/13

Ricardo

Ethernet Cable Run

2

Mon. 9/18/2013

Tue. 9/19/2013

3

Ricardo

Contract With Gomez

2

Mon. 9/11/2013

Tue. 9/12/2013

3

Jill, Project Manager

Build-Out

120

Wed. 9/20/13

Mon. 1/15/14

Build-Out Complete

0

Mon. 1/15/14

Mon. 1/15/14

IT HARDWARE

17.5

Mon. 1/8/14

Wed. 1/24/14

Purchase Hardware

14

Mon. 1/8/14

Sat. 1/20/14

Install and Test Hardware

3

Sat. 1/20/14

Tue. 1/23/14

Add Store to Website

1

Tue. 1/9/14

Tue. 1/9/14

It Tasks Complete

0

Wed. 1/24/14

Wed. 1/24/14

December 10, 2013

Project Schedule

Predecessors Resources Names

Page 65

Contractor 7

Ricardo 5,10

Ricardo Ricardo

11

STORE

28.5

Mon. 1/8/14

Fri. 2/2/14

Order Retail Products

15

Mon. 1/9/14

Mon. 1/22/14

Jill, Project Manager

Hire Retail Products and Stock Shelves

14

Tue. 1/10/14

Mon. 1/29/14

Jill, Project Manager

Train Store Personnel

2

Tue. 1/30/14

Wed. 1/31/14

Grand Opening

2

Thu. 2/1/14

Fri. 2/2/14

Project Closeout

5

Fri. 2/2/14

Wed. 2/7/14

18

Jill, Project Manager

Project Ends

0

Wed. 2/7/14

Wed. 2/7/14

19

Project Manager

December 10, 2013

Project Schedule

Page 66

11, 18

Jill, Project Manager Jill, Project Manager

ACTIVITY LIST Project Title: New Kitchen Heaven Retail Store ID

Date Prepared: 12/10/2013

Activity

Description of Work

1.0

BUILDING AND CABLING

1.1

Sign Lease

Signing the lease agreement

1.2

Order T1 Connection

T1 cable procurement

1.3

Ethernet Cable Run

Installation of the Ethernet cable

1.4

Contract With Gomez

Signing the Contract

1.5

Build-Out

Start of renovation and grounds work

1.6

Build-Out Complete

When to complete the build out

2.0

IT HARDWARE

2.1

Purchase Hardware

All hardware purchasing

2.2

Install and Test Hardware

Installation activities

2.3

Add Store to Website

Website development and testing

2.4

IT Tasks Complete

when to complete IT stuff

3.0

STORE

3.1

Order Retail Products

Retail stuff

3.2

Hire Retail Products and Stock Shelves

workers for the store

3.3

Train Store Personnel

Training activities

3.4

Grand Opening

Preparations and activities for the grand opening

3.5

Project Closeout

When the project closes out

3.6

Project Ends

Time to complete and hand over

December 10, 2013

Activity List

Page 67

SCOPE MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store

Date Prepare: 12/10/2013

Scope Statement Development Project objectives: Open 50th store by Feb. 1 in Colorado Springs Project Deliverables: ● Build out storefront, including shelving ● Retail product line will be delivered two weeks prior to grand opening ● Have grand opening party with cooking demos Project Requirements: ● Sign lease within 14 days ● Offer new line of gourmet food products ● Have classroom space in back of store for cooking demos and classes Constraints: Feb. 1 date will coincide with home and garden show Fund Limitations: Spend no more than $2 million on the project Assumptions: ● A store build-out usually takes 120 days ● Jill Overstreet will help with the initial store stocking ● Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings, shelving, and so on, and can help with the store build-out as well. ● The budget for the project will be between $1.5 and $2 million WBS Structure Level 1: The Project: Building the New Store Level 2: Subproject or deliverables (demolition, design, bridgework, and paving) Level 3: Deliverable: (location, store build-out, furnishings, product) Level 4: Time and cost estimate (Constraints: February 1 date will coincide with home and garden show. Fund limitations: Spend no more than $2 million for the project. )

December 10, 2013

Scope Management Plan

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WBS Dictionary Code of account identifier: Description of the Work of the component: 1. Buildout and ground preparations 2. IT Work on Cable installations 2.1 Procure The T1 connection 2.2 Run Ethernet Cable Throughout the building 2.3 Purchasing of Routers, switches servers and racks 2.4 Installations of Switches, Routers and Racks 2.5 Testing and adding location and phone to lookup function 3. Personnel Hiring and Shelves stocking List Schedule Milestones: Milestone 1: Construction and IT’s jobs - Ricardo’s Team done by Sept 20 Milestone 2: Build-out, Personnel Hiring by Jill’s Team done by January 26 Milestone 3: Grand Opening Preparation done by January 30 Organization responsible for completing the component: 1. Jake’s Team - General Construction of store Build-out, furnishing, Shelving installation and storage room 2. Jim’s team - Retail Product: Sign Lease, Gourmet Product, Cookware line and Store Stocking 3. Ricardo’s team - IT Equipment hardware Procurement, installation and Testing 4. Jim’s team - Grand Opening: refreshment and Chef’s Demos Cost Estimates: Total Project cost: Estimate $ 1.5 to $2.0 million Addition $10,000 for Ricardo’s Team Contract or Agreement information Constraints and Assumptions: 1. February 1st date coinciding with home and garden show. Assumptions: 1. A store build-out usually takes 120 days. 2. Jill Overstreet will help with the initial store stocking. 3. Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings, shelving, and so on, and can help with the store build-out as well. 4. The budget for the project will be between $1.5 and $2 million.

December 10, 2013

Scope Management Plan

Page 69

SCOPE MANAGEMENT PLAN Scope Baseline Maintenance The scope baseline maintenance will be used to monitor the status of the scope of the project. The team will utilize the WBS Dictionary as a framework for the project and ensure that they perform only the work described in the WBS Dictionary. This is measurable by generating deliverables for each WBS element. Maintenance must be timely so that the project is not tracking obsolete or other goals unmentioned in the WBS Dictionary. If there is a scope change, the corresponding cost baseline and schedule baselines must be adjusted to reflect the changes. See Sections: 1. Scope Statement 2. The WBS 3. WBS Dictionary Scope Change Any major change to the scope will need to be verified by all of the stakeholders to make sure that it is okay. The project manager first will decide if they think the change is necessary and they will then approach all stakeholders and make sure they approve the change. If there is just a scope revision it will be left to the project manager’s best judgment whether or not the revision is necessary for the success of the project. Scope changes will be anticipated and budgeted for accordingly. Deliverable Acceptance Project Deliverables: ● Build out storefront, including shelving ○ The storefront look must be consistent with all of the other 49 stores throughout the country. This will need to be approved and signed off by someone in the Marketing department. ● Retail product line will be delivered two weeks prior to grand opening ○ The retail product line must be displayed throughout the store in a way that is easy for customers to find what they want and consistent with other stores in the country. This will need to be approved by…? ● Have grand opening party with cooking demos ○ Customers will be expecting cooking demos of high quality by people who know what they are talking about. Is will be important to hire instructors with good experience and will be approved by the project manager as well as someone in the Marketing Department.

December 10, 2013

Scope Management Plan

Page 70

Scope and Requirements Integration As requirements are collected, they will be documented in a way that describes how the requirements meet the business need for the project. However, before being included into the scope, they must be unambiguous, traceable, complete, consistent, and acceptable to stakeholders. Components of requirements documentation may include: ● Business requirements (project objectives, business rules, and guidelines of the organization) ● Stakeholder requirements (impact to other entities or organization areas, stakeholder communication and reporting requirements) ● Solution requirements (functional/nonfunctional, technology and compliance, support and training, quality) ● Project requirements (performance, safety, compliance, levels of service, acceptance) ● Transition requirements ● Requirements assumptions, dependencies, and constraints. Requirements documentation may need to be updated to include any approved changes. Verification and integration of new or updated requirements into the WBS Dictionary must be accompanied with a signature from the project manager.

December 10, 2013

Scope Management Plan

Page 71

PROJECT SCOPE STATEMENT Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013

Product Scope Description The 50th Kitchen Heaven store, located in Colorado Springs, will open February 1 with a grandopening celebration. The project will involve: procuring the property, negot iating the lease, procuring the shelving and associated store furnishings, getting a contractor on the job, and preparing the 50th store festivities in collaboration with the marketing department.

Project Deliverables Storefront complete with shelving and other store furnishings, outfitted with retail product lines, with classrooms at back of store. Grand-opening celebration with Colorado Springs community, including cooking demos with local chefs.

Project Acceptance Criteria Storefront build out construction is complete and site passes independent, city and county inspections. Store furnishings are set up. > 90% of ordered retail products ordered are received and stocked on floor. > 90% of personnel needs are met and staff complete minimum two-week training. At least three local chefs are secured for cooking demonstrations for grand-opening celebration. Other catering for event is ordered.

Project Exclusion Site does not pass inspections. Store furnishings are poorly crafted/unavailable. < 90% of necessary retail products are not physically in store by project completion date. < 90% of personnel needs are not met at least two weeks before grand-opening. Local chefs are not located/booked for participation in grand-opening celebration. Catering is not secured for event.

Project Constraints Spend no more than $2 million on project. Complete project - have all deliverables completed by Feb. 1, 2014.

Project Assumptions ● ● ●

A store build-out usually takes 120 days Jill Overstreet will help with the initial store stocking Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings, shelving, and so on, and can help with the store build-out as well. The budget for the project will be between $1.5 and $2 million

December 10, 2013

Project Scope Statement

Page 72

STAKEHOLDER MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store Stakeholder

Unaware

Resistant

Date Prepared: 12/10/2013 Neutral

Supportive

Dirk Perrier

Leading

C

Jill Overstreet

C/D

Jake Peterson

C/D

Ricardo

C/D C/D

Gomez Construction Crew

C/D

Arrow Consulting Team C

Marketing Team

D

C = Current level of engagement D = Desired level of engagement

December 10, 2013

Stakeholder Management Plan

Page 73

Stakeholder

Communication Needs

Method/Medium

Timing/Frequency

Dirk Perrier

Inform Project Sponsor of Face-to-face communication completion of milestones, give preferable, email or phone when updates on project progress, necessary. and consult for critical project decisions.

Weekly.

Jill Overstreet

Receive frequent check-ins Face-to-face primarily, email or about progress of retail item phone secondarily. acquisition and staffing, give updates on changes to project schedule/budget/scope in case they have residual effect.

At least every three days.

Jake Peterson

Receive frequent check-ins Face-to-face primarily, email or about progress of store phone secondarily. furnishings acquisition; give updates on changes to project schedule/budget/scope in case they have residual effect.

At least every three days.

Ricardo

Receive frequent check-ins Face-to-face primarily, email or about progress of IT-related phone secondarily. installations and testing, give updates on changes to project schedule/budget/scope in case they have residual effect.

At least every two days.

Gomez Construction Crew Because deadline constraint is Telephone primarily, face-to-face critical to success of project, secondarily. check in frequently about construction progress and issues that arise.

December 10, 2013

Stakeholder Management Plan

Daily.

Page 74

Arrow Consulting Team

Update on all developments of Face-to-face primarily, email or project as they occur. phone secondarily.

Daily.

Marketing Team

Communicate changes to Face-to-face primarily, email or schedule/budget/scope that phone secondarily. may impact grand-opening celebration, receive updates on celebration plans to ensure they meet stakeholder expectations.

Weekly.

Pending Stakeholder Changes Madelyn was let go due to improper use of internet resource during work hours - need to find replacement stakeholder, two internal candidates are currently under consideration.

Stakeholder Relationships There is a high level of trust and respect amongst the stakeholders involved in the new Kitchen Heaven retail store project, and thus communication is effective and team dynamics functional and positive.

December 10, 2013

Stakeholder Management Plan

Page 75

STAKEHOLDER MANAGEMENT PLAN Stakeholder Engagement Approach

Stakeholder

Approach

Local Colorado Springs chefs

Jill will reach out to local restaurants and cooking schools to inquire about chefs who are wellconnected in the Colorado Springs community, to measure interest in participating in grand-opening celebration.

Colorado Springs community

Marketing team will begin advertising grand-opening celebration and new retail store several months before Feb. 1 project completion date, to garner interest and excitement.

Grand-opening celebration vendors

Jill and her team, in conjunction with Arrow Consultants, will perform online search for caterers will positive online reviews. The top five candidates will be contacted by telephone and will be informed of Kitchen Heaven’s needs for the event, and if interested will receive an RFQ from Kitchen Heaven via email. The five vendors will submit seller proposals and the top three candidates will participate in a bidder conference with key project stakeholders who are invested in this area of the project.

Jill Overstreet’s team

Two months out of project completion date, Project Manager and Arrow Consulting Team will begin meeting with Jill’s team to discuss transition of project management after Feb. 1.

Kitchen Heaven employees

All employees will receive an email one month before project completion date from Project Sponsor announcing new store opening, including an invitation to grand-opening celebration.

December 10, 2013

Stakeholder Management Plan

Page 76

STAKEHOLDER ANALYSIS MATRIX Power/Interest Project Title: New Kitchen Heaven Retail Store

Date Prepared: 12/10/2013 Dirk Perrier

Colorado Springs community

Stakeholders at kick-off meeting

Power

Jill Overstreet Jake Peterson

General contractor Leasing agent

Local chefs Grand opening caterers Jill Overstreet’s group Garden and Home Show attendees and overseers

Marketing Department

Interest

December 10, 2013

Stakeholder Analysis Matrix

Page 77

STAKEHOLDER REGISTER Project Manager: Kirsten Rivera, Arrow Consulting

Name Dirk Perrier

Position VP of Marketing

Role

Date Prepared: 12/10/2013 Contact Information

Requirements

Expectations

Influence

Classification

Project Sponsor

(555) 456-7654 [email protected]

Sign off on major project decisions

Moderate project involvement

High

Important

Jake Peterson Facilities

In charge of store furnishings

(555) 324-5644 [email protected]

Ordering and High project installation of store involvement furnishings

High

Important

Jill Overstreet

Initial store stocking, ongoing operations postopening

(555) 385-4677 [email protected]

Ordering and set- High project up of retail involvement products, and hiring and training of store personnel

High

Important

Same as ab ove

Claim ongoing Moderate operations of new project retail store after involvement project completion date

Moderate

Semiimportant

Moderate

Semiimportant

High

Important

Moderate project involvement

Moderate

Semiimportant

Negotiate lease Moderate and secure leasing project agreement involvement

Moderate

Semiimportant

Director of Retail Products

Jill Overstreet’s Retail Products group

Will take over ongoing operations of store

Arrow Consulting Team

Project consultants

Assist project manager

Ricardo

IT Manager

Oversees tech needs for new store

Stakeholders in attendance at kick-off meeting

Kitchen Heaven employees

Influence decision making

Colorado Springs Elite Property Management

Leasing agent

In charge of leasing actions

December 10, 2013

[email protected] Project involvement over the life of the project (555) 385-4688 [email protected]

Ordering, High project installation, and involvement testing of tech equipment for store Approve project charter

(555) 853-4575

Stakeholder Register

Moderate project involvement

Page 78

Gomez Construction

General contractor

Responsible for build-out

(555) 883-2411

High project involvement

Important

Low/Moderate

Semiimportant

Marketing department Will be involved with planning grand opening celebration

Colorado Springs community

Citizens

New retail store customers

N/A

None

Low project involvement

Low

Lowimportance

Garden and Home Show conferences attendees

Consumers

Retail store target audience

N/A

None

Low project involvement

Low

Lowimportance

Grand opening Local caterers businesses/business owners

Provide food at event

N/A

Meet catering needs and expectations at grand-opening celebration

Low project involvement

Low

Lowimportance

Local chefs Community featured at members/new store grand opening target audience

Provide cooking demonstrations

N/A

Provide cooking demonstrations at grand-opening celebration

Low project involvement

Low

Lowimportance

Change Control Board

Responsible for approving changes to project management plan

Moderate

Semiimportant

December 10, 2013

Local email address book (Outlook)

Stakeholder Register

Planning and Moderate execution of grand- project opening involvement celebration

Moderate

Kitchen Heaven Marketing

Kitchen Heaven employees

Local email address book (Outlook)

Construction of store

Approve/deny Moderate changes to project project plan involvement

Page 79