This document provides a project management plan for Bob Evans Farms Inc.'s e-Menu project. It outlines the project approach, scope, milestones, schedule, change management plan, communications plan, cost management, quality plans, staffing, budget and risks. The project will develop a software application allowing users to view menu items and place orders online. It is divided into phases including analysis, design, development, testing, pilot rollout, deployment and closure. The plan provides details on tasks, resources, governance and metrics to manage successful delivery of the e-Menu system.

1. BOB EVANS FARMS INC. PROJECT MANAGEMENT PLAN
e-Menu Project Management Plan
20
Project Management Plan
New Product/Service - Bob Evans Farms, Inc.
Jane Doe
February 29, 2016
Table of Contents
2Introduction
2Project Management Approach
3Project Scope
3Milestone List
4Schedule Baseline and Work Breakdown Structure
5Change Management Plan
8Communications Management Plan
10Cost Management Plan
11work Management Plan
11Project Scope Management Plan
12Project Monitoring Strategies
12Quality Management Plan
12Risk Management Plan
13Risk Register
15Staffing Management Plan
15Resources
15Budget
17Quality Baseline
18Sponsor Acceptance
References

2. …………………………………………………………………………
19Introduction
To gain a competitive edge in today’s business world calls for
top-notch ideas coupled with technology. With the advent of the
internet era, every organization is seeking a space to popularize
its products online. Like most successful organizations, Bob
Evans Farms, Inc. prides itself for embracing this change too.
To beat disadvantage posited by geographical space, Bob Evans
has identified a niche in reaching out to its clients over the
internet. This is in line with the firm’s strategic plans to
improve on its customers experience by offering customer
centered services. This platform sales to a large group of
individuals while equally saving the organization the trouble of
massive advertisement on other medias like TV and Radio
(Fazlollahi, 2002).
Every house hold has at least a smartphone or tablet and with
the digital revolution, human beings spend more time on this
hand held devices than on any other activity. This fact equally
proves the potential of the eMenu service meant to run on hand
held devices. Infographics published in 2012 by Nielsen affirm,
61% of global respondents indicated they use online platforms
to order foods, beverages and groceries due to convenience,
value and choice (Nielsen.com, 2012).
To that end, the recently approved roll out of an iPad and tablet
e-Menu system project is very crucial in netting in a
competitive advantage. The said project is expected to solve the
problem of scanty information on the market about Bob Evans
Firm (Barling, 2011). Secondly, it aims at offering an online
tool to make fast orders at the comfort of one’s home or office
and get the food delivered conveniently (p.34). Bob Evans
farms, Inc. already holds a bank of information on customer
preferences pointing out on a demand for the firm to integrate
an online platform. This project documents the methodology

3. used in achieving an e-Menu system. To that end, it details
activities, a timeline schedule and resources consumed.
Project Management Approach
The project manager will head the steering committee. That is,
planning and organizing responsibilities all lie within his
docket. Due to the multifaceted nature of the project other key
personnel have been structured to work under the project
manager. This is a general rule of thumb that conforms to the
PMBOK guidelines that require only one top manager for all
project activities (Young, 2013). In general terms, the project
assumes a three tier organization model. Stakeholders
representing Bob Evans Farms Inc. are on one side of the sea
saw, the project manager at the middle of the tier, while vendors
on the other extreme end (p.56).
The project manager, will be charged with securing all
resources necessary for running of the project from the
stakeholders. Equally important, he will recruit and manage an
8 member team including his own assistant. All work
delegations will be centrally managed by the manager with the
help of his assistant.
Vendors will be answerable to the project manager. To maintain
good ethic and a clear work direction, an acceptance criteria
will be developed and used to guard on all work proceedings. In
turn, the project manager will approve satisfactory work. In the
scenario that vendors work is unacceptable, the project manager
has the powers to terminate the contract.
Project Scope
To be termed successful, the e-Menu project will deliver a
software applications that will allow users log into the system
view available products and place orders. Towards this end, the
project spans a project kick off stage and a stake holders
meeting to inform and get approval from top managers. The
project further scopes an analysis of the e-Menu idea,

4. contracting a vendor to code the application, designing the
system, developing, testing, pilot roll out , training end users,
releasing contractors after deployment, and monitoring as well
as documenting lessons learnt.
This work has been divided into major deliverables and
classified as shown in the WBS. As stated earlier, contractors
will be employed to complete the design and development
phase. This is due to the fact that Bob Evans Firm doesn’t
specialize in systems designs. Milestone List
The below chart enlists all the major milestones for the e-Menu
Project. These dates represent important review dates
showcasing how the whole project is performing. In this sense,
a delay in realizing a milestone shows the project is not flowing
smoothly (Young, 2013). Milestones come in handy as a
proactive way to counter-check that deliverables are met.
Milestone
Description
Date
Approval/Denial of idea
Approval of the whole idea by stakeholders
Tue 08/03/16
Develop Project Team Communication Plan
This shows the scope has been well defined. A team has been
created and it will be managed well.
Mon 14/03/16
Analysis complete
All the feasibility tests have been completed. Alternative
methodologies to deliver the project have been realized
Tue 12/04/16
Design complete
The application has been successfully designed
Mon 23/05/16
Development complete

5. The system has been realized.
Fri 01/07/16
Pilot project roll out complete
The pilot application has been rolled out to the public and
reviews achieved.
Mon 01/08/16
Deployment complete
The e-Menu system has been integrated and functional
Mon 29/08/16
Project closure
End of project
Tue 06/09/16
.
Schedule Baseline and Work Breakdown Structure
The WBS details all activities that consume resources to
produce the eMenu system. Weeks start on Monday running all
through to Friday. A day contains 8 working hours, from
0800hrs to 1700hrs, plus an addition overtime hours where
deemed necessary. This work packages were constructed by an
integration of all team members, stakeholders and vendors to
ensure no resource is over consumed or underutilized.
Ineffective utilization of resources undoubtedly leads to project
failure and when such a project makes it through the finish line,
its Return on Investment is poor (Young, 2013).
The project schedule entails a Gantt chart which shows all
deliverables and also their links in an MS Project format. All
updates to this document will solemnly be handled by the
Project manager to ensure conformity.
Task Name
Work
Baseline
Variance

6. Actual
Remaining
% W. Comp.
eMenu System
1,292 hrs
0 hrs
1,292 hrs
0 hrs
1,292 hrs
0%
Bob Evans Farm Inc. eMenu Rollout
1,292 hrs
0 hrs
1,292 hrs
0 hrs
1,292 hrs
0%
Project Kick-off
64 hrs
0 hrs
64 hrs
0 hrs
64 hrs
0%
eMenu niche identification
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Gain approval to go on with project
8 hrs
0 hrs
8 hrs
0 hrs

7. 8 hrs
0%
Feasibility study
16 hrs
0 hrs
16 hrs
0 hrs
16 hrs
0%
Expert reviews
24 hrs
0 hrs
24 hrs
0 hrs
24 hrs
0%
Include expert review to the conceptual eMenu idea
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Meet up with Stakeholder
48 hrs
0 hrs
48 hrs
0 hrs
48 hrs
0%
Book venue for stake holders meeting
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs

8. 0%
Invite stakeholders
16 hrs
0 hrs
16 hrs
0 hrs
16 hrs
0%
Prepare summary project presentation
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Conduct the meeting
16 hrs
0 hrs
16 hrs
0 hrs
16 hrs
0%
Approval/Denial of idea
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs
0%
Project Scope
64 hrs
0 hrs
64 hrs
0 hrs
64 hrs
0%

9. Advance the project charter (Project Objectives)
24 hrs
0 hrs
24 hrs
0 hrs
24 hrs
0%
Secure resources
16 hrs
0 hrs
16 hrs
0 hrs
16 hrs
0%
Recruit a project team
24 hrs
0 hrs
24 hrs
0 hrs
24 hrs
0%
Develop Project Team Communication Plan
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs
0%
Analysis and eMenu Requirements
168 hrs
0 hrs
168 hrs
0 hrs
168 hrs
0%
Conduct market needs analysis

10. 48 hrs
0 hrs
48 hrs
0 hrs
48 hrs
0%
Develop preliminary eMenu system specs
32 hrs
0 hrs
32 hrs
0 hrs
32 hrs
0%
Develop a preliminary budget
24 hrs
0 hrs
24 hrs
0 hrs
24 hrs
0%
Review eMenu system specifications & budget with team
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Incorporate feedback on eMenu system specifications
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Develop a Work Breakdown Structure
24 hrs

11. 0 hrs
24 hrs
0 hrs
24 hrs
0%
Obtain stakeholders approvals to proceed.
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Secure other required resources
16 hrs
0 hrs
16 hrs
0 hrs
16 hrs
0%
Analysis complete
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs
0%
Software vendor selection
76 hrs
0 hrs
76 hrs
0 hrs
76 hrs
0%
Develop eMenu tender specifications
16 hrs
0 hrs

12. 16 hrs
0 hrs
16 hrs
0%
Invite software vendors to bid for the tend
40 hrs
0 hrs
40 hrs
0 hrs
40 hrs
0%
Evaluate Vendors qualifications
12 hrs
0 hrs
12 hrs
0 hrs
12 hrs
0%
Select vendors based on laid specifications
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Meet with successful vendor
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs
0%
Design
200 hrs
0 hrs
200 hrs

13. 0 hrs
200 hrs
0%
Review preliminary eMenu system specifications with
vendor
96 hrs
0 hrs
96 hrs
0 hrs
96 hrs
0%
Develop functional specifications
48 hrs
0 hrs
48 hrs
0 hrs
48 hrs
0%
Review functional specifications based prototypes
40 hrs
0 hrs
40 hrs
0 hrs
40 hrs
0%
Incorporate feedback into functional specifications
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Obtain approval to proceed
8 hrs
0 hrs
8 hrs

14. 0 hrs
8 hrs
0%
Design complete
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs
0%
Development
232 hrs
0 hrs
232 hrs
0 hrs
232 hrs
0%
Identify modular design parameters
16 hrs
0 hrs
16 hrs
0 hrs
16 hrs
0%
Assign roles to development staff
32 hrs
0 hrs
32 hrs
0 hrs
32 hrs
0%
Code eMenu system
56 hrs
0 hrs
56 hrs
0 hrs

15. 56 hrs
0%
Install a PHP mySQL database system
80 hrs
0 hrs
80 hrs
0 hrs
80 hrs
0%
Developer testing (primary debugging)
48 hrs
0 hrs
48 hrs
0 hrs
48 hrs
0%
Development complete
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs
0%
Testing
64 hrs
0 hrs
64 hrs
0 hrs
64 hrs
0%
Develop unit test plans using eMenu system
specifications
32 hrs
0 hrs
32 hrs
0 hrs

16. 32 hrs
0%
Develop integration test plans using eMenu system
specifications
32 hrs
0 hrs
32 hrs
0 hrs
32 hrs
0%
Procurement Closure
40 hrs
0 hrs
40 hrs
0 hrs
40 hrs
0%
Review Vendors work
16 hrs
0 hrs
16 hrs
0 hrs
16 hrs
0%
Formal Release vendor
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs
0%
Pay vendor
24 hrs
0 hrs
24 hrs
0 hrs

17. 24 hrs
0%
Training
72 hrs
0 hrs
72 hrs
0 hrs
72 hrs
0%
Develop training specifications for end users (Bob Evans
customers & staff)
16 hrs
0 hrs
16 hrs
0 hrs
16 hrs
0%
Advance training specifications for support staff
16 hrs
0 hrs
16 hrs
0 hrs
16 hrs
0%
Develop training materials (Online tutorials, brochure for
the public etc.)
16 hrs
0 hrs
16 hrs
0 hrs
16 hrs
0%
Conduct training usability study
8 hrs
0 hrs
8 hrs

18. 0 hrs
8 hrs
0%
Finalize training materials
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs
0%
Develop training delivery mechanism
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Training materials complete
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Pilot project roll out
56 hrs
0 hrs
56 hrs
0 hrs
56 hrs
0%
Identify test group
8 hrs
0 hrs
8 hrs
0 hrs

19. 8 hrs
0%
Develop eMenu system delivery mechanism
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Install/deploy eMenu system
24 hrs
0 hrs
24 hrs
0 hrs
24 hrs
0%
Obtain end user feedback
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Evaluate testing information
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Pilot project roll out complete
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs

20. 0%
Deployment
160 hrs
0 hrs
160 hrs
0 hrs
160 hrs
0%
Secure deployment resources
40 hrs
0 hrs
40 hrs
0 hrs
40 hrs
0%
Deploy eMenu system
120 hrs
0 hrs
120 hrs
0 hrs
120 hrs
0%
Deployment complete
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs
0%
Post Implementation Review
48 hrs
0 hrs
48 hrs
0 hrs
48 hrs
0%

21. Document lessons learned
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Distribute to team members
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Assign a maintenance team
24 hrs
0 hrs
24 hrs
0 hrs
24 hrs
0%
Post implementation review complete
8 hrs
0 hrs
8 hrs
0 hrs
8 hrs
0%
Project closure
0 hrs
0 hrs
0 hrs
0 hrs
0 hrs
0%Change Management Plan
Projects comprise rigorous activities to be accomplished in the

22. future. Since the future cannot be entirely predicted, giving
allowance for flexibility is very important (Young, 2013). In
other words, summing up ways in which to manage change is
unescapable. Firstly, the project involves a lot of reviews
making it possible to identify changing needs. After
identification of an unanticipated scenario, any stakeholder or
team member can raise the alarm, and an analysis of the
solution will ensue. This will be integrated group work to allow
for effective handling of the solution. After a solution is picked
from alternatives, monitoring this change comes to the picture
to reduce any vulnerability. These activities are meant to ensure
change is smooth and to avoid chaotic conditions like poor
resource management when a deviation from the course of
action take center stage (p.78).
Communications Management Plan
The communication plan details how information will flow
during project execution. According to Young, 80 % of projects
don’t withstand a test of time due to poor communication
strategies making this the major reason why projects fail (p.34).
The project will have an integrated horizontal and vertical
communication lines in which everyone will be free to share
opinion via email or publicized project manager’s contacts.
Also, emails on work reviews will be released every Thursdays
to ensure vendors and stakeholders are kept a float on every
detail about the project. A laid down cycle on how
communication is done helps to ensure mails are checked on
time and promptly responded to (p.39).
Meetings: Meetings will be held after a fortnight to ensure
everything is in place. Before these meetings, the assistant
project manager will distribute memos to inform every one of
the meeting’s agenda.
Communication Type
Description
Frequency
Format

23. Participants/ Distribution
Deliverable
Owner
Weekly Status Report
Email summary of project status
After 5 days
Email
Project Sponsor, Team and Stakeholders
Status Report
Project Manager
Project Team Meeting
Progress review and brainstorming
Weekly
In Person
Project Team, team, vendors PM
Make best fit changes to project plan
Project Manager & Ass. PM
Project Monthly stakeholders Review
Explain to stakeholders how the project is progressing
Monthly
In Person & through email.
Project & ass. managers, Team, and Stakeholders
Status review
Project Manager
Quality Check
Investors check on how best the quality is.
As Needed and during milestones
In Person
Project managers & testers
Meeting acceptance criteria
Project Manager

24. Cost Management Plan
Success of the project plan boils down to the budget and cost
management (Young, 2013). The Project manager holds all
responsibilities to analyze the success of the project. To help
analyze cost deviations, under or over budgeting constraints MS
project reports will be used. In turn, Bob Evans Farms, Inc. top
managers will take charge of approving any budgetary
allocations based on the Project Managers presentations.
Financial masculinity of the e-Menu project will be measured
by the Earned value figures from MS project. Notably, all costs
will be calculated as the project progresses, team members will
be paid on a monthly basis whilst vendors will be paid after
completion of the work. Overtime work will be compensated
more than normal working hours and paid instantly.
CPI and SPI will be revisited during the above mentioned
weekly and monthly meetings. The figures will be
communicated using mediums outline in the communication
plan. The eMenu Cost and schedule variance will be computed
every Mondays. A negative cost variance will depict an over
budget (Budd & Budd, 2010). On the flip side, a positive
schedule variance will show the project is behind schedule. In
that sense, an SV figure of 2 and CV figure of –o.3 will move
the project to a cautionary stage in which all tasks will be
monitored. However, a double in the said figures will increase
the projects risks to critical and immediate actions to review
resource allocation will be called upon (p.80). Work
Management Plan
All the project work will be organized and controlled by the
project manager (Young, 2013). All documents will be signed
by stakeholders at the start of the project to ensure no delays in
the project. Meetings with vendors will be held prior to kick
starting the work to ensure an acceptance a criterion prevails.
Team members will be assigned duties by the project managers

25. and are expected to work in unison and report back to the
managers.Project Scope Management Plan
The project managers bear the whole responsibility to deliver
everything encompassed within the project scope (Budd &
Budd, 2010). This is well document in the project scope
statement and the WBS. In a proactive move to countercheck
the scope is delivered within budget and on time factoring
quality, stakeholders will identify work performance criteria.
This will be objectively inclined, so that, on a particular date
the scope deliverables are counter checked against what will be
physically achieved.
Changes will be handled in the same way detailed in the change
management category. In brief, problematic issues will be
analyzed, solutions determined and a monitoring phase will
ensue. In detail, these changes will have to reach Bob Evans
Farm Inc. to ensure conformity since changes definitely alter
the budget (P.67)Project Monitoring Strategies
The project entails multifaceted elements that have to be
monitored.
I. Schedule: Activities will be monitored to ensure they are on
track by use of the schedule variance (SV) as well as Schedule
performance Indexes (Budd & Budd, 2010). A positive SV of
more than 0.3 will mean activities are getting behind schedule.
The greater the SPI the more on schedule the project will be.
II. Budget: will be monitored as explained in the cost
management category. Monitoring this variable will borrow
largely from cost Variance (CV) and Cost Performance Index
(CPI).
III. Critical Path: The activity path followed to deliver the
activities will be strictly adhered to. A delay in any critical
activity will lead to a reschedule to ensure the time is

26. compensated. Moreover, activities on the critical path will be
allowed some lag to ensure enough time for their completion.
IV. Resource levels: the availability of resources will be
reviewed on a weekly basis. All resources are secured earlier
prior to work to ensure on time delivery. Also, buffer accounts
will be instituted to handle impromptu resource demands
Quality Management Plan
The entire e-Menu system will be checked by testers to ensure
the best quality is delivered. Quality management controls are
specified early in the project and later just counter checked in
the process of quality control. The project will first produce
prototypes that will be used as stepping stones to ensure
optimum quality management. Testers will counter check the
system both at unit level and the integration level to ensure the
application is running well as well as it can be accessed by the
public as specified in the specifications (Young, 2013 p.102).
Risk Management Plan
Risks will manifest themselves throughout the project. Efforts
will be directed to proactively identify and mitigate any risky
elements. This will then be graded to ensure all risks are
included in the risk matrix (Young, 2013).
After identification, risks will be analyzed, classified,
mitigated and lastly monitored to ensure they don’t manifest in
another ‘form’. Risk status will be updated after every three
weeks while monitoring will be conducted by assigned team
members throughout the project. Risk Register - 02/29/2016
Rating for likelihood and seriousness for each risk
· L
Rated as low
· E

27. Rated as extreme (used for seriousness only)
· M
Rated as medium
· NA
Not assessed
· H
Rated as high
Recommended actions for grades of risk
Grade
Risk actions
A
Actions to reduce the likelihood and seriousness to be identified
and implemented as soon as the project commences.
B
Actions to reduce the likelihood and seriousness to be identified
and appropriate actions implemented during project execution.
C
Actions to reduce the likelihood and seriousness to be identified
and costed for possible action if funds permit.
D
To be noted - no action is needed unless grading increases over
time.
E
To be noted - no action is needed unless grading increases over
time.
Risk rubric: Combined effect of Likelihood/Criticality
Criticality
Likeliness
Low
Medium

28. High
Very High
Low
E
D
C
A
Medium
D
C
B
A
High
C
B
A
A
Change to Grade Since Last Assessment
NEW
New Risk
(
Grading decreased
—
No Change to Grade
(
Grading increased
Ref
Description of risk
Likelihood
Criticality
Grade
Change
Actions

29. Responsible Officer
1
Untimely Funding
M
M
B
NEW
Re-scope project, focusing on time and resourcing
Project Manager
2
Poor Outsourcing
H
H
A
↑
Develop a comprehensive outsourcing plan
Consultant
3
High Costs of Prototypes
H
H
B
(
Limit prototyping phase
To 3 levels.
4
Poor Training Modules
L
L
D
(
Reviewing End User
Demand on Training Material
Project Manager

30. 5
Poor Design Relative to Competing eMenu Ideas
M
M
B
(
Peer Review Designs
Before development.
6
Vendor fall out in the middle of project
H
H
A
(
Have a backup vendor
In case of a fall out.
Staffing Management Plan
The project managers will recruit a team of 6 members to help
carrying out in house work. In addition vendors will be
outsourced to build the iPad and tablet e-Menu system. Staffing
requirements include:
I. Project Managers (2 positions) – the overall PM and his
assistant will be responsible for coordinating all project
activities.
II. Marketing Analyst (1 position): Bob Evans Farms, Inc.
marketing analyst will provide demographic details on the
target clients and what best appeals to them.
III. Secretary (1 position): an in-house secretary will document
minutes, write reports on reviews as well as ensure
communication flows to everyone.

31. IV. Field Assistant (2 positions): will work with vendors to
ensure e-menu system meets specification needs.
V. Business Analyst (1 position): will inform the vendors of all
business processes needed to be included in the system.
VI. Quality Assurance Officer (2 positions): will ensure the
built system is of high quality and meets all industrial
standards.
VII. IT Specialist (3 positions): will be responsible in ensuring
the e-menu system integrates perfectly with the underlying Bob
Evans Farms Inc. IT infrastructure. This member will further
advice on the best system practices that needs to be instituted.
Resources
The Bob Evans Inc. e-Menu project like any other project will
require inputs so that output is realized. The project is schedule
to run for 136 working days with $21,946 consumed to pay team
members, contractors and managers. Individuals are
compensated per hour according to their skills. An overtime
compensation also exists for extra hours worked and differs
across board. Notably, the overtime costs exceed normal
working hour’s costs to offer an incentive for workers to be
engaged during overtime working hours (p.83).
The following list shows a summary of resources available:
Resource Name
Type
Material Label
Initials
Group
Max. Units
Std. Rate
Overtime. Rate

32. Cost/Use
Accrue At
Base Calendar
Code
Project Manager
Work
p
100%
$22.00/hr
$24.00/hr
$0.00
Prorated
Standard
Ass. Project Manager
Work
A
100%
$20.00/hr
$16.00/hr
$0.00
Prorated
Standard
Team member 1
Work
T
100%
$18.00/hr
$19.00/hr

33. $0.00
Prorated
Standard
Team member 2
Work
t
100%
$18.00/hr
$19.00/hr
$0.00
Prorated
Standard
Team member 3
Work
T
100%
$18.00/hr
$19.00/hr
$0.00
Prorated
Standard
Team member 4
Work
T
100%
$15.00/hr
$16.00/hr

34. $0.00
Prorated
Standard
Team member 5
Work
T
100%
$15.00/hr
$16.00/hr
$0.00
Prorated
Standard
Team Member 6
Work
t
100%
$15.00/hr
$16.00/hr
$0.00
Prorated
Standard
Team Member 8
Work
t
100%
$13.00/hr
$14.00/hr

35. $0.00
Prorated
Standard
System Designer 1
Work
s
100%
$30.00/hr
$0.00/hr
$0.00
Prorated
Standard
System Designer
Work
S
100%
$35.00/hr
$0.00/hr
$0.00
Prorated
Standard
Testers
Work
T
100%
$25.00/hr
$0.00/hr

36. $0.00
Prorated
Standard
Tester 2
Work
T
100%
$24.00/hr
$0.00/hr
$0.00
Prorated
Standard
Systems Developer PM
Work
S
100%
$25.00/hr
$0.00/hr
$0.00
Prorated
Standard
System Developer
Work
S
100%
$25.00/hr
$0.00/hr

37. $0.00
Prorated
Standard
Trainers PM
Work
T
100%
$16.00/hr
$0.00/hr
$0.00
Prorated
Standard
Trainer staff
Work
t
100%
$14.00/hr
$0.00/hr
$0.00
Prorated
Standard
Server
Material
S
$10,000.00

38. $0.00
Prorated
Testing ipads and Tablets
Material
T
$2,500.00
$0.00
Prorated
Stationery
Material
S
$2,500.00
$0.00
Prorated
Transportation
Cost
T

39. Prorated
Sitting allowance
Cost
S
Prorated
Refreshments
Cost
R
Prorated
Budget
Project Phase
Budgeted Total
Comments
Labor Budget
$120,000
Includes all labor for all resources on the project.
Capital Budget
$20,500

40. Includes all Capital items associated with the project
Overall Project Contingency
$60,000
Includes overall project contingency minus contingency allowed
for Risk Mitigation.
Total Project Budget
$200,500
Total Budget for the Project
BUDGETARY CONSUMPTION AS AT 29/02/2016
Name
% Complete
Cost
Baseline Cost
Cost Variance
Bob Evans Farm Inc. eMenu Rollout
0%
$44,112.00
$0.00
$44,112.00Quality Baseline
A quality baseline dictates what the e-Menu system plus its
constituents spelt in the project scope should entail to be
deemed of good quality. In other words it dictates quality
assurance standards that guide in counter checking project
deliverables (Young, 2013). The e-Menu system together with
the infrastructure it will run on must meets or surpass the
following quality baseline:
Item
Acceptable Level
A good graphical layout

41. · Use of comprehensive graphical layout that is easy to
comprehend and takes <3 seconds to load on clients terminal.
System Integration
· Should be easy to integrate with BOB Evans IT infrastructure
with no performance issues.
· It should be compatible with Android as well as iOS.
Flexible to expand
· The system should be easy to add on extra modules in the
future without a need for total overhaul.
Incorporate database security modules
· Must prove to withstand Denial of service security breaches
by including a PHP MySql server side security protocols
Run on a Linux server
· System must get data from a 100% built Linux server
Sponsor Acceptance
Approved by the Project Sponsor:
Date:
<Project Sponsor>
<Project Sponsor Title>
References
Barling, C. (2011). Selling successfully online. West Byfleet,
Surrey: Actinic Software Ltd.
Budd, C., & Budd, C. (2010). A practical guide to earned value

42. project management. Vienna, VA: Management Concepts.
Fazlollahi, B. (2002). Strategies for ecommerce success.
Hershey, Pa.: IGI Global (701 E. Chocolate Avenue, Hershey,
Pennsylvania, 17033, USA).
Nielsen.com,. (2012). Global Consumers' Intent to Buy Food
and Beverages Online Grows 44 Percent in Two Years | Nielsen.
Retrieved 28 February 2016, from
http://www.nielsen.com/us/en/press-room/2012/global-
consumers--intent-to-buy-food-and-beverages-online-grows-
.html
Young, T. (2013). Successful project management. Philadelphia,
Pa.: Kogan Page Ltd.
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