Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Project Management Plan - Cafe Au Lait.PDF

  • Be the first to comment

Project Management Plan - Cafe Au Lait.PDF

  1. 1. CAFÉ AU LAIT 76 CONSULTING LTD. PROJECT MANAGEMENT PLAN | COURSE # SCS1860 – 272 | GROUP 7 TEAM MEMBERS Sana Ali | Christine Dikongue | Amy Michialidis | Rajiv Mirpuri | Geoff Penhorwood | Corinne Sperduti
  2. 2. 3 1.0 Background 6 1.1 Business Objective 6 1.2 Project Objectives 6 2.0 Scope Management Purpose 7 2.1 Project Title 7 2.2 Justification 7 2.3 Scope Summary 7 2.4 Acceptance/Success 7 2.5 Sponsors/ Stakeholders 7 2.6 Budget 7 3.0 Collection of Requirements 8 3.1 Identification 8 3.2 Analysis 8 3.3 Documentation 8 3.4 Requirements Traceability Matrix 8 3.5 Stakeholder Register – Roles & Responsibilities 9 4.0 Scope 10 4.1 Scope Statement 10 4.2 Acceptance Criteria 10 4.3 Document Review Analysis 11 4.4 Deliverables 12 4.5 Exclusions 14 4.6 Constraints 15 4.7 Assumptions 15 5.0 Work Breakdown Structure 16 5.1 WBS 16 5.2 WBS Dictionary 16 6.0 Scope Validation 17 TABLE OF CONTENTS
  3. 3. PROJECT MANAGEMENT PLAN COURSE # SCS1860 – 272 GROUP 7 TEAM MEMBERS Sana Ali | Christine Dikongue | Amy Michialidis | Rajiv Mirpuri | Geoff Penhorwood | Corinne Sperduti CAFÉ AU LAIT 76 CONSULTING LTD. 7.0 Scope Control 18 7.1 Purpose of the Change Management Plan 18 7.2 Version History 18 7.3 Change Request (CR) Process Flow Requirements 18 7.4 Change Management Log (Template) 19 7.5 Evaluating and Authorizing Change Requests 19 7.6 Change Control Board 20 7.7 Change Management Plan Approval 20 8.0 Cost Management 21 8.1 Project Schedule 21 8.2 Milestone Chart 21 8.3 Cost Plan 22 8.4 Cost Control 22 9.0 Stakeholder Communication Requirements 23 9.1 Information to be Communicated 24 9.2 Medium Choice 25 9.3 Escalation Process 26 9.4 Revision Process 28 10.0 Risk Management Plan 29 10.1 Risk Management Objective 29 10.2 Risk Approach 29 10.3 Risk Breakdown Structure 29 10.4 Qualitative Risk Analysis 30 10.5 Quantitative Analysis 31 10.6 Risk Register 31 10.7 Identified Risks 32 11.0 Human Resources Plan 33 11.1 Project Team – Roles and Responsibilities Assignments 33 11.2 Organizational Chart 34 11.3 Responsibility Assignment Matrix 35 11.4 Staff Acquisition 36 11.5 Resources Calendar 36 12.0 Resource Availability Planning (Develop) 37 12.1 Resource Ramp-up Report 37 12.2 Phase Resource Requirement Report 37
  4. 4. 5 13.0 Project Staff Performance Management (Manage) 38 13.1 Project Performance Appraisals 38 13.2 Observation & Conversation 39 13.3 Feedback on Performance 39 13.4 Conflict Management 40 13.5 Issues Log 40 14.0 Recognition & Rewards 41 14.1 Benefits 41 14.2 Training 41 14.3 Team Building 41 15.0 Quality Management Plan 42 15.1 Document Change Control 42 15.2 Quality Management Approach 42 15.3 Quality Management Objectives 43 15.4 Project Quality Control 43 15.5 Project Quality Assurance 45 15.6 Quality Team Roles & Responsibilities 47 15.7 Quality Tools 47 15.8 Quality Control and Assurance Problem Reporting Plan 48 16.0 Project Close-out Resource Release Report 49 17.0 Client Acceptane 50 Appendix Tab A - Change Request Form 52 Tab B - Requirements Traceability Matrix 53 Tab C - WBS 56 Tab D - WBS Dictionary 58 Tab E - Scope Validation Plan 60 Tab F - Change Management Instructions & Log 62 Tab G - Project Schedule 64 Tab H - Cost Plan 74
  5. 5. 1.0 BACKGROUND Café Au Lait is a successful bakery café located at Runnymede Rd. and Dundas St. in Toronto, Canada that opened its doors in 2012. Following 3 years of a successful business, the owners of Café Au Lait, Bonnie and Troy, have expanded their café to its second location in the bustling neighbourhood of Liberty Village, which is home to a flurry of young professionals and a booming condo development. Market research has identified the south west area of Toronto as the perfect site for the café’s second location as there is little competition, large amounts of pedestrian traffic, as well as urban infrastructure and a dynamic population. The Liberty Village location is currently in its second month of business, but despite a promising start, Café Au Lait is not hitting projected sales. To combat the lack of awareness, the café’s owners have decided to engage event marketing agency 76 Consulting Ltd. to help boost awareness, traffic and sales for their second location. 76 Consulting Ltd. has been in business for over 12 years and has a roster of over 15 loyal clients from the restaurant, service industry and retail sectors. 1.1 BUSINESS OBJECTIVE • Use the promotional event as a vehicle to change and improve Café Au Lait’s brand image as a popular and authentic bakery café in the eyes of the public who live and work in Toronto’s Liberty Village. • Increase the sales and traffic of Café Au Lait’s Liberty Village location and make the second location as profitable and successful as the first. 1.2 PROJECT OBJECTIVES • Develop a 60-day plan to successfully deliver on scope, schedule, and cost a one-day event at Café Au Lait’s Liberty Village location that will drive awareness of the business. • Create an engaging experience for pedestrians to sample Café Au Lait’s food and drinks. • Achieve Sponsor/Client satisfaction at the conclusion of the event. • Build the business relationship with the owners of Café Au Lait to increase the likelihood of 76 Consulting Ltd. being engaged for future projects.
  6. 6. 7 2.0 SCOPE MANAGEMENT PURPOSE This section of the Café Au Lait Liberty Village Awareness Event will clearly define the scope of the project, including requirements collection, the WBS, scope validation, control plans and techniques. Additionally, the Scope Management Plan will serve as an agreement of the project scope between the following parties: Project Sponsor/Stakeholder (Café Au Lait owners, Bonnie & Troy) and 76 Consulting Ltd. (Project Director, Project Manager, Project Team) and other personnel associated with and/or affected by the project. 2.1 PROJECT TITLE Café Au Lait Liberty Village Awareness Event. 2.2 JUSTIFICATION Café Au Lait is not hitting projected sales and is not recognized by the community in Liberty Village. 76 Consulting Ltd. will help to boost the awareness for Café Au Lait`s second location with a promotional event to create buzz about the café amongst those who live and work in Liberty Village. 2.3 SCOPE SUMMARY This project will consist of planning an awareness event starting April 1, 2016 for a one day event on Thursday June 9, 2016 (7am - 7pm) with a total budget of $90,000 to drive awareness of Café Au Lait`s second location in Toronto’s Liberty Village. The project’s targeted completion date is June 30, 2016. The event will include samples of Café Au Lait`s food and drink, special offers and coupons (which will be provided by the sponsor/stakeholder), as well as promotional printed pre-event materials and at-event materials. The event will be a way for local consumers to test and try Café Au Lait’s products and as a way to motivate consumers to visit and shop at the Café. The project sponsor, project director, project manager, and other stakeholders are responsible for establishing and approving documents for project scope measurement. This will include deliverable quality checklists and any performance measurements. As the project moves throughout its lifecycle and planned scope becomes complete, project objective managers and stakeholders/sponsors will be aware of what is being accomplished in relations to expensed resources and meeting stakeholder/sponsor expectations. 2.4 ACCEPTANCE/SUCCESS The project will be determined successful with client’s satisfaction and formal sign-off following the one day event being delivered and executed on time, and on budget. 2.5 SPONSORS/ STAKEHOLDERS • Bonnie Smith – Owner of Café Au Lait Email:bonnie@cafeaulait.ca • Troy Smith – Owner of Café Au Lait Email: troy@cafeaulait.ca 2.6 BUDGET The total Project Budget for the Café Au Lait Liberty Village Awareness Event is CDN $90,000.00 (excluding HST). Please refer to “Appendix A Change Request Form”.
  7. 7. 3.0 COLLECTION OF REQUIREMENTS The approach 76 Consulting Ltd. will use for collecting requirements for the Café Au Lait Liberty Village Awareness Event will consist of splitting the deliverables into project and product deliverables requirement identification, interviews, surveys and document analysis. 3.1 IDENTIFICATION The tools and techniques used to gather key insights into the project and product requirements will be interviews (focus groups) with key stakeholders and consumer survey’s (intercept surveys with 20 key questions with a sample population of 100 people in the Liberty Village area). 3.2 ANALYSIS The project team will analyze the results, and structure the survey answers and requirements to determine priority and accountability. Document analysis and acceptance criteria will be determined for an understanding of when a requirement has reached an acceptable level. 3.3 DOCUMENTATION Once a requirement has been set, it will be documented and assigned to the appropriate stakeholder and team member. Key findings and insights will be summarized in pie charts and bar graphs. 3.4 REQUIREMENTS TRACEABILITY MATRIX The Requirements Traceability Matrix is used to link identified and documented project requirements to those elements within the scope and WBS that will ensure the requirement is met and satisfied. Please refer to “Appendix B Requirements Traceability Matrix”.
  8. 8. 9 3.5 STAKEHOLDER REGISTER – ROLES & RESPONSIBILITIES POSITION & ROLE REQUIREMENTS EXPECTATIONS INTERNAL/ EXTERNAL INFLUENCE LEVEL POWER LEVEL STAGE OF INFLUENCE Sponsor/ Stakeholder Owners at Café Au Lait That the project is carried out according to the agreed project plan. Reviews and approves the project charter and plan, deliverables. Decision maker on changes to the project. Has to be informed of all changes. External HIGH HIGH ALL STAGES Project Director That the project is planned appropriately, including the project schedule and milestones. Must be kept up to date with the project, so the Sponsor can be updated. Any major changes the PD must be involved in. Review and approve project budget and expenditures. Liaises between PM and Sponsor. Internal HIGH HIGH ALL STAGES Project Manager That the event is carried out according to specifications, project plan and to the agreed plan of action. Requires daily updates and communication on the project, and any issues that arise. Internal HIGH HIGH ALL STAGES Project Budget & Finance Officer That all costs provided prior to preparing the budget. Reports individual and project status. Performs all project activities as needed. Develops project budget requirements. Internal HIGH HIGH ALL STAGES Project & Event Planning Officer That all details regarding the project are provided prior to preparing the event plan. Must report individual and project status to the Project Manager. Performs all project activities as needed. Develops scheduling requirements. Communicates key dates and deadlines to the Event Operations Officer and other team members as needed. Interacts with support personnel as needed. Internal HIGH MED ALL STAGES Event Operations Officer All details are provided by the Project & Event Planning Officer within a sufficient timeframe. Event is setup as scheduled. Reports individual and project status to the PM. Responsible for on-site coordination of event personnel, materials, etc. Performs all project activities as needed. Responsible for the event setup. Internal HIGH MED ALL STAGES Project Coordinator Ensuring on time delivery of materials. Reports individual and project status to PM. Performs all project activities as needed. Assists Event Operations Officer with on-site event support. Prepares reports and event documentation and material. Internal HIGH LOW ALL STAGES Project Admin Ensuring all office space is maintained and stocked as per Project Team needs. Performs all project activities as needed. Coordinates and schedules all internal and external project meetings. Assists with the production of project and event documentation, material. Assists Budget & Finance Officer with payment, invoices, filing, etc. Internal HIGH LOW ALL STAGES
  9. 9. 4.0 SCOPE 4.1 SCOPE STATEMENT The project scope will be broken down into two primary categories; project scope deliverables and product scope deliverables. For the avoidance of doubt, project related deliverables, as defined in section 4.4 below, will refer to the suit of documents, plans, and processes created by 76 Consulting Ltd to enable the on budget and on time execution of the Café Au Lait Liberty Village Awareness Event. Product related deliverables will refer to those items required to ensure the success of the event on the day and on site. This includes those physical items outlined in section 4.4 below. The requirements for both categories of scope will be collected as per the process outlined above. Those projects related deliverables outlined in section 4.4 would be defined, created, and accepted by the project sponsor in phases 1 and 2 of the project schedule. Some monitoring and control exercises will persist into phase 3, leading up to the successful execution of the event. Each plan, process, or project document will successfully pass through the acceptance criteria process outlined below before being accepted by the customer. Document creation, approval, and review will have to be completed within a tight timeframe due to the project schedule, and 76 Consulting Ltd staff must aim for document acceptance on first review to avoid unnecessary time spent on revisions. As the product related deliverables pertain directly to the success of the promotional event, they will be procured, delivered, and installed at the project site in phase 3 of the project schedule. Timing of procurement and delivery will be critical as no significant lead-time or storage has been allowed for in the project schedule. The delivery and installation of these deliverables will be reported to the project manager and project sponsor on a weekly (or sometimes more frequent) basis so as to maintain a dynamic customer acceptance process. Both categories of scope will be monitored, validated, and controlled via the processes outlined in section 7.0 of this document. 4.2 ACCEPTANCE CRITERIA 1. Project deliverable acceptance criteria a. Each stage of project deliverable development will be delivered to the customer as per the agreed project schedule. b. Each stage of project deliverable development will be signed off by the author, project manager, and project director where appropriate before submission to the customer as per section 7.0 of this document. c. Each stage of project deliverable development will be approved and signed off by the customer where required as per the agreed WBS and as per section 7.0 of this document.
  10. 10. 11 1. Product deliverable acceptance criteria: a. Weekly progress reports will be used as the primary way to track and gain acceptance of each item listed in section 4.4. b. Delivery and receipt of each item listed in section 4.4 will be tracked against the procurement management plan and progress reported weekly to the PM and project sponsor. c. Setup of each item listed in section 4.4 will be tracked against the Schedule baseline and progress reported weekly to the PM and project sponsor leading up to the event day. d. Sponsor/customer feedback: Was the event a success? Did it meet targeted outcomes? 4.3 DOCUMENT REVIEW ANALYSIS
  11. 11. 4.4 DELIVERABLES 1.1 Project Requirements/Deliverables 1.1.2 Project Charter 1.1.3 Project Requirements 1.1.3.1 Requirements management plan 1.1.4 Budget 1.1.4.1 Cost performance baseline 1.1.4.2 Cost management plan 1.1.5 Schedule 1.1.5.1 Schedule baseline 1.1.5.2 Schedule management plan 1.1.6 Resources 1.1.6.1 Responsibility charts/assignments 1.1.6.2 Human resource plan 1.1.6.3 Communication management plan 1.1.7 Scope 1.1.7.1 Scope statement 1.1.7.2 WBS 1.1.7.3 Scope baseline 1.1.7.4 Scope management plan 1.1.8 Risk Assessment 1.1.8.1 Risk management plan 1.1.9 Other Management Plans & Reports 1.1.9.1 Process improvement plan 1.1.9.2 Quality management plan 1.1.9.3 Procurement management plan 1.1.9.4 Weekly progress reports 1.1.9.5 Lessons learnt / Post-event summary report
  12. 12. 13 1.2 Product Requirements/Deliverables 1.2.2 Décor 1.2.2.1 Tent (qty. 1, rental) 1.2.2.2 Balloons (qty. 20 with ribbon and weights) 1.2.2.3 Banner (qty. 1 inc. design and printing) 1.2.2.4 Step and repeat backdrop (qty. 1 inc. structure, design, printing, and installation) 1.2.2.5 Stanchions (qty. 8, rental) 1.2.2.6 Red carpet (qty. 1, rental) 1.2.2.7 Riser tables (qty. 10, rental) 1.2.2.8 Stools (qty. 20, rental) 1.2.3 Out of Home Materials 1.2.3.1 1 mobile billboard (inc. media space, design, production, installation, and driver) 1.2.3.2 3 chalk art installations (inc. media space, design, and installation) 1.2.3.3 Wild postings (qty. 5, inc. media space, design, and installation) 1.2.4 Printed Promotional Materials 1.2.4.1 Flyers (qty. 1000 – design and printing) 1.2.4.2 Coupons (qty. 1000 – design and printing) 1.2.4.3 Direct Mail charge (qty. 2000 – design, printing and distribution) 1.2.5 Additional Required Staff 1.2.5.1 1 x Photographer + equipment (9 hrs) 1.2.5.2 1 x DJ + equipment (9 hrs) 1.2.5.3 Street Team (4 street team members, 9hrs, uniforms, and 4 iPad rentals) 1.2.6 Other 1.2.6.1 Electrical generator (qty. 1, rental)
  13. 13. 4.5 EXCLUSIONS 1. Food, beverages, samples, offers, and full-time staff for in-store operations (to be provided by the project sponsor). 2. Food, beverage, and other sample quality (to be guaranteed by the project sponsor). 3. Contest prizes (to be provided by the project sponsor). 4. Additional project management services (extended advertising initiatives, press release, media relations & distribution) by 76 Consulting Ltd after project closeout. 5. On-going business improvement services (sales and operational support) for Café Au Lait by 76 Consulting Ltd after project closeout. 6. All other products and services offered by 76 Consulting Ltd unless expressly stated and agreed to by the Project Manager and/or the Project Director.
  14. 14. 15 4.7 ASSUMPTIONS 1. Café staff (i.e. cashiers, wait staff, bakers) will be provided by the project sponsor. Consequence: 76 Consulting Ltd will be forced to procure and train additional staff at short notice. 2. The project sponsor will provide adequate amounts of baked goods, beverages, and other samples. Consequence: 76 Consulting Ltd will be forced to procure additional supplies from another establishment, which would be inconsistent with the objective of the event. Possibility to use the other café site. 3. There will not be any other, large-scale promotional events taking place on the day of the event or in the general vicinity of the event that would interfere with the event. Consequence: 76 Consulting Ltd will be forced to hire additional event staff and promotional materials to compensate for the loss of customers. 4. The traffic counters in the café will be able to accurately count/track high volumes of foot traffic during the event. Consequence: 76 Consulting Ltd will be forced to provide additional event staff to act as traffic counters or employ another technique to estimate traffic conditions/levels. 5. The café’s stakeholders will accurately track and report sales figures during and following the event. Consequence: 76 Consulting Ltd will be forced to employ another technique to estimate sales figures following the event. 4.6 CONSTRAINTS CONSTRAINT LIMITATION 1. Tight schedule There will be little room for additions to the project scope and schedule, change orders, etc. due to the tight project schedule. 2. Document Production Documents, plans, and processes must be produced to achieve acceptance at first review to avoid unnecessary time spent for revisions. 1. Permits Failure to secure all required permits and approvals as per the project schedule may jeopardize the successful execution of the event. 4. Product Deliverables No storage or significant lead time has been allowed for. The product deliverables outlined in section 4.4 must be procured and delivered so that they arrive ready to be set up for the event. 5. Budget Given the poor performance the second location, the event must stay on budget to avoid putting the project sponsors under further financial stress.
  15. 15. 5.0 WORK BREAKDOWN STRUCTURE 5.1 WBS The following work breakdown structure will be used by 76 Consulting Ltd. to successfully facilitate the delivery of the Café Au Lait Liberty Village Awareness Event. This WBS uses a phased, top down approach. Please refer to “Appendix C WBS”. 5.2 WBS DICTIONARY The following section includes additional information based on the WBS, to clarify scope and work on each task. Please refer to “Appendix D WBS Dictionary”.
  16. 16. 17 6.0 SCOPE VALIDATION This section highlights the sign-off and acceptance levels of the WBS compared against the scope baseline. Please refer to “Appendix E Scope Validation Plan”.
  17. 17. 7.0 SCOPE CONTROL 7.1 PURPOSE OF THE CHANGE MANAGEMENT PLAN The Change Management Plan documents and tracks all the scope changes against the scope baseline requested by the project sponsors/stakeholders. The audience is the project manager, project team, the owners of Café au Lait, it is the mean used to control the scope and ensure that changes in the project are addressed and approved properly. 7.2 VERSION HISTORY The version history will help 76 Consulting Ltd. control and track the development and distribution of the Change Management Plan. 7.3 CHANGE REQUEST (CR) PROCESS FLOW REQUIREMENTS GENERATE CR EVALUATE CR LOG UPDATE STATUS REPORT STATUS AUTHORIZE CR IMPLEMENT CR VERSION # IMPLEMENTED BY REVISION DATE APPROVED BY APPROVAL DATE REASON 1.0 Project Manager: Matthew Smith 03/01/2016 Project Director: Ramona Bennett 03/05/2016 Original Version STEP DESCRIPTION Generate CR A submitter completes a CR Form and sends the completed form to the Change Manager Log CR Status The Change Manager enters the CR into the CR Log. The CR’s status is updated throughout the CR process as needed. Evaluate CR Project personnel review the CR and provide an estimated level of effort to process, and develop a proposed solution for the suggested change Authorize Approval to move forward with incorporating the suggested change into the project/product Implement If approved, make the necessary adjustments to carry out the requested change and communicate CR status to the submitter and other stakeholders
  18. 18. 19 7.4 CHANGE MANAGEMENT LOG (TEMPLATE) The following is the document template for the log that will be used throughout the project life cycle to track and maintain a historical view of project change requests and their current status. Please refer to “Appendix F Change Management Log”. 7.5 EVALUATING AND AUTHORIZING CHANGE REQUESTS Change requests are evaluated and assigned one or more of the following change types: Change requests are evaluated using the following priority criteria: PRIORITY DESCRIPTION High A change affecting Scope, Time, Resources, Quality and Cost Medium A change affecting Duration, e.g.: When a feeding buffer needs to added Low When a change won’t affect the process of the project TYPE DESCRIPTION Scope Change affecting scope Time Change affecting time Duration Change affecting duration Cost Change affecting cost Resources Change affecting resources Deliverables Change affecting deliverables Product Change affecting product Processes Change affecting process Quality Change affecting quality
  19. 19. Change requests are evaluated and assigned one of the following status types: STATUS DESCRIPTION Open Entered/Open but not yet approved or assigned Work in Progress CR approved, assigned, and work is progressing In Review CR work is completed and in final review prior to testing Testing CR work has been reviewed and is being tested Closed CR work is complete, has passed all tests, and updates have been released. ROLE NAME CONTACT DESCRIPTION Stakeholders Bonnie & Troy 416-455-6859 Authorizing Medium and Low priorities. Project Director Ramona Bennett 426-543-9834 Authorizing high priority CR. This change needs to be approved by the stakeholders. Project Manager Matthew Smith 647-988-3453 In charge of controlling the change in the entire project from the beginning to the end. 7.6 CHANGE CONTROL BOARD 7.7 CHANGE MANAGEMENT PLAN APPROVAL This template will be used for the Café Au Lait project to acknowledge that relevant stakeholders have reviewed the Café au Lait Change Management Plan and agree with the suggestion. Changes to this Change Management Plan will be coordinated and approved by the undersigned. Signature: Bonnie Henri Troy Henri Date: March 1st 2016 Print Name: Bonnie & Troy Henri Title: Stakeholders Role: Authorizing Medium and Low priorities Signature: Ramona Bennett Date: March 1st 2016 Print Name: Ramona Bennett Title: Project Director Role: Authorizing high priority CR. This change needs to be approved by the stakeholders. Signature: Matthew Smith Date: March 1st 2016 Print Name: Matthew Smith Title: Project Manager Role: In charge of controlling the change in the entire project from the beginning to end.
  20. 20. 21 RESOURCE NAME TEAM LEAD START DATE END DATE SIGNATURE 1. Concept Project Director Apr-01 Apr-15 Project Charter Project Director Apr-01 Apr-15 2. Development Project Manager 16-Apr 15-May Project Plan Project Manager Apr-16 May-15 3. Implementation Project Manager May-16 Jun-30 Printed Materials Project & Event Planning Officer May-23 Jun-01 Out of Home Materials Event Operations Officer May-23 Jun-05 Street Team Project & Event Planning Officer May-23 Jun-09 Disc Jockey Project & Event Planning Officer May-25 Jun-09 Photographer Project & Event Planning Officer May-25 Jun-09 Décor Event Operations Officer May-23 Jun-09 4. Project Close Out Project Manager Jun-10 Jun-30 Lessons Learned & Post Report Document Project Manager Jun-10 Jun-30 8.0 COST MANAGEMENT 8.1 PROJECT SCHEDULE The following schedule is a listing of a project’s milestones, activities, and deliverables, with intended start and finish dates. Estimated based on resource allocation, and duration, linked by dependencies and scheduled events. Elements on the schedule are closely related to the work breakdown structure. Please refer to “Appendix G for Project Schedule” 8.2 MILESTONE CHART
  21. 21. 8.3 COST MANAGEMENT The definitive cost plan summarizes using a bottom up (detailed) method for all resources, space, material and equipment to fulfill the Café Au Lait Liberty Village Awareness Event on Thursday June 9, 2016. The Baseline Budget is $90,000 (excluding HST). Please refer to “Appendix H Cost Plan”. 8.4 COST CONTROL The Project Budget & Finance Officer will monitor the costs. All quotes/invoices from the project team will be submitted along with tracking sheets. The project budget finance manager will ensure all items are recorded to the cost baseline. The officer will use methodologies such as earned value management to track against planned, earned and actual costs. All costs will be monitored, tracked, reviewed and regulated.
  22. 22. 23 9.0 STAKEHOLDER COMMUNICATION REQUIREMENTS NAME POSITION AND ROLE COMMUNICATION TYPE COMMUNICATION REQUIREMENTS INTERNAL/ EXTERNAL INTEREST LEVEL STAGE OF INFLUENCE Bonnie and Troy Henri Project Sponsors and Owners of Café Au Lait Weekly progress reports, Document/Plan revisions, Document/ Plan approvals/rejection, Project Plan approvals/ rejection, Project Deliverable order/receipt reports, Lessons Learned To be provided with all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule External High High All Phases Ramona Bennett Project Director Document/Plan approvals/rejection, Project Plan approvals/ rejection, Lessons Learned To review and sign-off high level, Project Kick-Off, and Project Plan documents, especially budget, schedule, and scope Internal High High All Phases Matthew Smith Project Manager Weekly progress reports, Document/Plan revisions, Document/ Plan approvals/rejection, Project Plan approvals/ rejection, Project Deliverable order/receipt reports, Lessons Learned To prepare the Project Budget and to be provided with and provide the Project Manager with all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule Internal High High All Phases Stephanie Johnson Project Budget & Finance Officer Project Budget, Weekly progress reports, Document/Plan revisions, Document/ Plan approvals/rejection, Project Plan approvals/ rejection, Project Deliverable order/receipt reports, Lessons Learned To prepare the Project Schedule and to be provided with and provide the Project Manager with all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule Internal High Phase 2, Phase 3 Roger Linetti Project & Event Planning Officer Project Schedule, Weekly progress reports, Document/Plan revisions, Document/ Plan approvals/rejection, Project Plan approvals/ rejection, Project Deliverable order/receipt reports, Lessons Learned To be provided with and provide the Project Manager with all reports, plans, project documents, and deliverables relating to the execution of the event in accordance with the WBS and Project Schedule Internal High Phase 2, Phase 3 Marie LaRocca Event Operations Officer Weekly progress reports, Document/Plan revisions, Project Deliverable order/receipt reports, Lessons Learned To assist the Project Officers and Project Manager in the production of all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule Internal High Phase 3 Alexandra Stephens Project Coordinator N/A To assist the Project Officers and Project Manager in the production of all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule. Internal Medium Low Phase 3 Simon Bell Project Admin N/A To assist the Project Officers and Project Manager in the production of all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule Internal Low Low All Phases
  23. 23. 9.1 INFORMATION TO BE COMMUNICATED WBS ID DOCUMENT TITLE (DELIVERABLE) FORMAT / MEDIUM (METHOD) LEVEL OF DETAIL PRODUCER (TARGET AUDIENCE) RECIPIENT FREQUENCY LEVEL N/A Weekly Progress Report Document/Report Medium Project Manager Project Sponsors Weekly N/A Weekly Team Meeting Meeting Medium Project Manager (Lead) Project Team Weekly 1.1 Project Kick-Off Meeting Meeting Medium Project Manager (Lead) Project Sponsors, Director, and Team Once 1.2.1 Project Feasibility Study Document/Report Low Project Manager Project Sponsors Once 1.2.2 Project Stakeholder ID Document/Report Low Project Manager Project Sponsors Once 1.2.3 Project Charter Document/Report Low Project Manager Project Sponsors, Director, and Team Once 2.2.1 Req. Management Plan Document/Report High Project Manager Project Sponsors Once 2.2.2 Scope Baseline Document/Report High Project Manager Project Sponsors Once 2.2.3 Budget Baseline Document/Report High Budget & Finance Officer Project Sponsors Once 2.2.4 Schedule Baseline Gantt Chart/Document High Project & Event Planning Officer Project Sponsors Once 2.2.5 Human Resources Plan Document/Report High Project Manager Project Sponsors Once 2.2.6 Communication Plan Document/Report High Project Manager Project Sponsors Once 2.2.7 Risk Management Plan Document/Report High Project Manager Project Sponsors Once 2.2.8 Process Improvement Plan Document/Report High Project Manager Project Sponsors Once 2.2.9 Quality Management Plan Document/Report High Project Manager Project Sponsors Once 2.2.10 Procurement Management Plan Document/Report High Budget & Finance Officer Project Sponsors Once 3.3.1 Product Deliverables Ready & Set up Procurement Report Medium Event Operations Officer Project Sponsors, Project Manager Once 3.3.2 Additional Staff Ready & Set Up Procurement Report Medium Event Operations Officer Project Sponsors, Project Manager Once 3.4 Procurement Complete Procurement Report Medium Event Operations Officer Project Sponsors, Project Manager Once 3.5.1 Product Deliverables Received Procurement Report Medium Event Operations Officer Project Sponsors, Project Manager Once 3.5.2 Additional Staff Confirmed Procurement Report Medium Event Operations Officer Project Sponsors, Project Manager Once 3.6.1 Product Deliverables Ordered Procurement Report Medium Event Operations Officer Project Sponsors, Project Manager Once 3.6.2 Additional Staff Booked Procurement Report Medium Event Operations Officer Project Sponsors, Project Manager Once 4.1 Project Close-Out Meeting Meeting Medium Project Manager Project Sponsors, Director, and Team Once 4.2.1 Post Event Report Document/Report High Project Manager Project Sponsors Once 4.2.2 Lessons Learnt Document/Report High Project Manager Project Sponsors Once
  24. 24. 25 HOW WELL MEDIUM IS SUITED FOR: TELEPHONE CALL EMAIL MEETING Internal Approvals 3 1 2 External Approvals 3 2 1 Briefing Internal Stakeholders/Team 3 1 2 Briefing External Stakeholders 3 1 2 Briefing Suppliers 3 1 2 Payment Internal Invoices 3 1 3 Payment External Invoices 3 1 3 Building Consensus 3 2 1 Mediating a Conflict 3 2 1 Resolve a misunderstanding 2 3 1 Addressing negative behaviour 2 3 1 Expressing support/appreciation 1 2 3 Maintaining Confidentiality 1 3 2 Asking clarification 2 1 3 Asking an informal question 1 2 3 Making a simple request 2 1 3 Giving complex instructions 3 1 2 9.2 MEDIUM CHOICE The following chart communicates when to use specific medium for specific communication activities. KEY: 1 = EXCELLENT 2=ADEQUATE 3=INAPPROPRIATE
  25. 25. 9.3 ESCALATION PROCESS 76 Consulting Ltd uses the following escalation process to resolve issues that cannot be mutually agreed at the site level. This process is applied to both internal, external client, and external 3rd party dispute resolution. Site Level An attempt is always made to first resolve the issue directly between the people most closely related to the issue in the workplace. Strategies that are encouraged for dispute resolution at this level are discussion, mutual compromise, review and comparison to accepted scope, and working meetings. If a solution to the problem cannot be reached, an entry in the project Issues Log is made and the Project Manager notified that the dispute is being escalated to the next level. Level 1 (Management) If attempts at the site level are insufficient to resolve the issue, it will be escalated to the management level. At this stage of the escalation process, the functional officers will review the issue and attempt to reach a solution. If they are unable to reach a solution they will advise and request that the Project Manager become directly involved. At this stage the Project Manager will meet with those internal and external persons who are involved with the dispute and attempt to reach a solution. If a solution to the problem cannot be reached at this stage, the entry in the project Issues Log will be updated and the Project Director notified that the dispute is being escalated to the next level.
  26. 26. 27 Level 2 (Director) If attempts at the management level are insufficient to resolve the issue, it will be escalated to the director level. At this stage of the escalation process, a director from both parties will meet and attempt to reach a solution to the problem. If a solution is reached, clear actions to resolving the problem will be agreed and communicated to the Project Manager and Project Team. A follow up meeting between the directors will be scheduled within a mutually agreed amount of time to ensure that the actions have been fulfilled and the problem solved. If a solution cannot be reached at the director level, the project Issues Log will be updated and the Project Director will escalate the issue to the final stage of the escalation process. Level 3 (3rd Party Arbitration) If attempts at the director level are insufficient to resolve the issue, it will be escalated to 3rd Party Arbitration. Both parties involved in the dispute will arrange legal counsel who will meet and review all applicable information, reference material, and evidence pertaining to the issue. The legal counsel will arrive at a decision designed (to the best of the allowable circumstances given the severity of the issue) fairly address the concerns of both parties involved in the dispute. Both parties agree that the decision of the legal counsel is contractually binding and a clear set of actions will be taken to resolve the issue based on the advice and review of the legal counsel. . A follow up meeting between both parties will be scheduled within a mutually agreed amount of time to ensure that the actions have been fulfilled and the problem solved.
  27. 27. 9.4 REVISION PROCESS As outlined in section 4.2 and 4.3 of the Scope Management section of this Project Plan, each document produced by 76 Consulting Ltd will successfully pass through the follow review cycle and meet the following criteria to achieve quality assurance and acceptance by the Project Sponsor: Note – This process applies to Project Deliverables, which is defined to mean any plan or process to be produced as per the agreed Project WBS and Schedule. a. Each stage of project deliverable development will be delivered to the customer as per the agreed Project WBS and Schedule. b. Each stage of project deliverable development will be signed off by the author, project manager, and project director where appropriate before submission to the customer as per the agreed Project WBS and Schedule. c. Each stage of project deliverable development will be approved and signed off by the customer where required as per the agreed Project WBS and Schedule.
  28. 28. 29 10.0 RISK MANAGEMENT PLAN 10.1 RISK MANAGEMENT OBJECTIVE The purpose of the Risk Management Plan is to identify the risks for the Café Au Lait event launch, and develop strategies to mitigate and avoid the issues that are outlined. 10.2 RISK APPROACH The approach for the Café Au Lait launch included speaking to the stakeholders (interviewing) based on their first location launch, brainstorming, and discussing amongst various 76 Consulting Ltd. staff to determine the top risks that must be accounted for when completing the project plan. All risks were outlined and identified, a countermeasure was determined for each risk. Every effort will be made by the 76 Consulting Ltd. staff to ensure that the required steps are taken to mitigate the risks, should they arise. Since all of the risks were determined to take place on the day of the event, all staff has been briefed on the approaches to take, and that they should be done in a timely manner. The Project Manager will be on site, all staff will report to them and the information will be conveyed to the Stakeholders (Bonnie & Troy). 10.3 RISK BREAKDOWN STRUCTURE
  29. 29. 10.4 QUALITATIVE RISK ANALYSIS Probability Impact Matrix The table below shows how risks are determined based on probability and impact, and the different categories. The table below determines the credibility of performing the quantitative risk analysis process. Probability Impact Matrix Each risk outlined below was taken from the Risk Breakdown Structure and was determined by likelihood of occurrence. The red area represents high risk, yellow area represents moderate risk, green represents low risk. 10.4 Qualitative Risk Analysis The table below shows how risks are determined based on probability and impact, and the different categories. The table below determines the credibility of performing the quantitative risk analysis process. Project Objective Definition of Impact Scales for Four Project Objectives Very Low 0.05 Low 0.10 Moderate 0.20 High 0.40 Very High 0.80 Cost Insignificant cost increase <10% cost increase 10-20% cost increase 20-40% cost increase >40% cost increase Time Insignificant time increase <5% time increase 5-10% time increase 10-20%time increase >20% time increase Scope Scope decrease barely noticeable Minor areas of scope affected Major areas of scope affected Scope reduction unacceptable to sponsor Project end item is effectively useless Quality Quality issues barely noticeable Only very demanding requirements are affected Quality reduction requires sponsor approval Quality reduction unacceptable to sponsor Project end item is effectively useless Probability Impact Matrix Each risk outlined below was taken from the Risk Breakdown Structure and was determined by likelihood of occurrence. The red area represents high risk, yellow area represents moderate risk, green represents low risk. Probability and Impact Matrix Probability Threats 0.90 0.05 0.09 0.18 R2.4 0.36 0.72 0.70 0.04 0.07 0.14 0.28 0.56 0.50 0.03 0.05 0.10 R1.2, 3.2 0.20 R1.4, 2.2, 2.3, 3.3 0.40 0.30 0.02 0.03 R1.1 0.06 R1.3 0.12 R2.1, 3.1 0.24 0.10 0.01 0.01 0.02 0.04 0.08 0.05 0.10 0.20 0.40 0.80  
  30. 30. 31 10.5 QUANTITATIVE ANALYSIS The low (optimistic) and high (pessimistic) data was gathered during the interview process with the stakeholders based on their previous experience with their first launch. 76 Consulting Ltd.’s data from various other small projects that were undertaken by the company within the same budget scale was also taken into consideration. 10.6 RISK REGISTER The Project Manager and the Project Team produced countermeasure options for each risk that was associated with the event. As the event planning continues and more risks are identified, the risks will be analyzed and a countermeasure will be determined. The risks for the project will be managed and controlled within the triple constraints (time, scope and cost). The major constraint that the four identified risks can be related to is time. With the project team, each risk will be looked at on a case-by-case basis as they arise to determine and make sure the countermeasure is still the best option at the time. The Project Manager will be kept informed of all risks and inform the Stakeholders as they emanate.
  31. 31. 10.7 IDENTIFIED RISKS There are five major risks for the Café Au Lait event launch: ID DESCRIPTION/ IMPACT OF RISK GRADE DATE OF REVIEW MITIGATION ACTIONS RESPONSIBLE STAFF WORK BREAKDOWN STRUCTURE VALUE 1.3 Due to space of the event launch there is increased risk for liability and safety issues if there is a high turnout. C 16-Apr-16 76 Consulting Ltd. will ensure that the event plan meets all legal requirements. Review the fire and safety code, to determine the legal maximum occupancy of the event. Outdoor space will also be available to accommodate for large crowds. Staff will be prepared to handle issues as they arise. Project Manager (Matthew Smith) N/A $1,000 1.4 Potential chance of power and mechanical failure on site. D 20-May-16 Café Au Lait’s initial café will be prepared and on standby in case the location is needed to bake fresh goods for the Liberty Village location. Stakeholders will also have a backup generator available for the day of the event. Project Manager (Matthew Smith) 3.5.1.4 $1,000 2.2 Weather is uncertain and rain could occur on day of event B 17-May-16 Countermeasure: 76 Consulting Ltd. will order a tent to have on standby to cover all outdoor activities. Umbrellas will be available for the street team and Café Au Lait staff. Events Operations Manager (Marie LaRocca) 3.6.1.1 $500 2.3 Depending on the time of day the event is held, there may be poor attendance. A 15-Apr-16 The event will be held during peak business hours during the work week. This will promote the event and create foot traffic from employees and businesses in the vicinity of the event. Project Director (Ramona Bennett) N/A $500 2.4 Customers may have food allergies. B 09-Jun-16 76 Consulting Ltd. staff will ensure that there are warning labels on all foods that may contain certain ingredients. Signs will also be seen throughout the venue around food identifying that there potential allergens in the food. Staff will be prepped and briefed to notify consumers of allergy alert prior to offering any samples. Project Manager (Matthew Smith) 3.6.1.1 N/A RECOMMENDED ACTIONS FOR GRADES OF RISK GRADE RISK MITIGATION ACTIONS A Mitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority. B Mitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during project execution. C Mitigation 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.
  32. 32. 33 11.0 HUMAN RESOURCES PLAN 11.1 PROJECT TEAM – ROLES AND RESPONSIBILITIES ASSIGNMENTS (ACQUIRE) Roles and responsibilities of team members and stakeholders are clearly defined below. Role – description of the portion of the project for which the member is accountable. Authority – the level at which the member may make decisions, apply project resources, or make approvals. Responsibility – the work a team member must perform to complete assigned work activities. Consulted – Consulted before any decisions are made The roles and responsibilities for the Café au Lait Project are essential to the project success. All team members must clearly understand their roles and responsibilities in order to successfully perform their portion of the project. For the Café au Lait Project the following project team roles and responsibilities have been established: Project Director (PD), (1 position): responsible for the overall success of the Café au Lait Project. The PD must authorize and approve all project expenditures. The PD is also responsible for approving work activities meet their established acceptability criteria and fall within acceptable variances. The PD will be responsible for reporting project status in accordance with the communications management plan. The PD will evaluate the performance of all project team members and communicate their performance to functional managers. The PD must possess the following skills: leadership/management, budgeting, scheduling, and effective communication. Project Manager/Change Manager (PM)(1 position): responsible for gathering project requirements for all phases, creating clear and attainable project objectives, building the project requirements, and managing the quadruple constraints of the project management , which are cost, time, scope, and quality. Controls the change of the entire project by initiating and implementing a change request. Project Budget & Finance Officer (1 position): Reports individual and project status. Performs all project activities as needed. Develops project budget requirements.
  33. 33. 11.2 ORGANIZATIONAL CHART Project & Event Planning Officer (PEPO)(1 position): The keys responsibilities are plan, design and produce events while managing all project delivery elements within time limits. The PEPO is responsible for the distribution, implementation, and monitoring all section of the project. The PEPO organizes facilities and manages all events’ details such as decor, entertainment, transportation, equipment and promotional materials. The PEPO will report status to the PM in accordance with the project’s communications management plan. Event Operations Officer (EOO)(1 position): The event operations officer responsibilities are to ensure compliance with insurance, legal, health and safety obligations. The EOO will specify staff requirements and coordinate their activities, cooperate with marketing and PR to promote and publicize event. Proactively handle any arising issues and troubleshoot any emerging problems on the event day, conduct pre- and post – event evaluations and report on outcomes. Project Coordinator (1 position): Ensuring on time delivery of materials. Reports individual and project status to PM. Performs all project activities as needed. Assists Event Operations Officer with on-site event support. Prepares reports and event documentation and material. Project Administrator (1 position): Performs all project activities as needed. Coordinates and schedules all internal and external project meetings. Assists with the production the project, event documentation, material. Assists Budget & Finance Officer with payment, invoices, filing, etc.
  34. 34. 35 11.3 RESPONSIBILITY ASSIGNMENT MATRIX The following responsible, accountable, consult, inform RACI or responsibility assignment matrix (RAM chart shows the relationship between project tasks and team members. Any proposed changes to project responsibilities must be reviewed and approved by the project director. Changes will be proposed in accordance with the project’s change control process. KEY: R – Responsible for completing the work A – Accountable for ensuring task completion/sign off C – Consulted before any decisions are made I – Informed of when an action/decision has been made
  35. 35. 11.4 STAFF ACQUISITION The company has adequate staff with the required skill sets in each area that is necessary for the Café au Lait launch. 11.5 RESOURCES CALENDAR YEAR: 2016- HOURS CONCEPT (APRIL 1-15TH) DEVELOPMENT (APR 16TH- MAY 15TH) IMPLEMENTATION (MAY 16TH – JUNE 9TH) PROJECT CLOSE-OUT (JUNE 10TH - 30TH Year: 2016 - hours Concep (April 1-15th) Development (Apr 16th- May 15th) Implementation (May 16th – June 9th) Project Close-out (June 10th - 30th Project Director 10 0 0 10 Project Manager 8 75 60 33 Project & Event Planning Officer 0 0 29 0 Event Operations, Project Team, Project Coordinator 0 0 68 0
  36. 36. 37 12.0 RESOURCE AVAILABILITY PLANNING (DEVELOP) 76 Consulting Ltd deploys a three-stage planning and reporting process to ensure that the best resources are available to work on projects at the appropriate time. Differently than some companies, 76 Consulting Ltd does not usually hire consultants, preferring to invest in and develop their own in house staff of project management experts. Each employee will take responsibility for their own specific section of a project, based on their expertise and career development goals, but all employees will share certain duties from time to time. This three-stage approach is facilitated by a project resource histogram produced by the Project Manager before the end of Phase 1 of the project, and by resource loading the project schedule as soon as possible. 12.1 RESOURCE RAMP-UP REPORT Before the end of Phase 1 of the project, the Project Director and Project Manager will identify which team members will be required for the overall project, with specific focus on those team members This will take the form of the Resource Ramp-up Report, and will be shared with the project sponsors/stakeholders in order to install confidence that the right resources are in place to achieve their project success. This stage will be facilitated and made possible by referencing the project resource histogram and the resource-loaded schedule if it is available at this early stage in the project lifecycle. 12.2 PHASE RESOURCE REQUIREMENT REPORT 1 calendar week in advance of the transition between each project phase, the Project Manager will complete a Phase Resource Requirement Report. This report will ensure that the right resources are ready and available to start work on the specific project phase. The Project Manager will also use this report to align, motivate, and focus team members on what they need to accomplish during the project phase. During this transition phase, the Project Manager will consult the project resource histogram and the resource loaded schedule in order to make the most informed decision with regards to resource deployment.
  37. 37. 13.0 PROJECT STAFF PERFORMANCE MANAGEMENT (MANAGE) 76 Consulting Ltd uses the following performance management techniques across each of its active projects, including the Café Au Lait project, to ensure that the appropriate resources will be available on time to execute project tasks and activities. This process is designed to continually challenge and develop the skills of its employees. 13.1 PROJECT PERFORMANCE APPRAISALS Before the end of Phase 1 of the project, the Project Manager will meet with each project team member to put in place a performance appraisal. In this meeting the Project Manager will clarify the specific role that individual will play on the project, and clarify any performance related questions the individual may have with regards to their role, project scope, timelines, etc. Each team member will have a complimentary appraisal review as part of the Project-Close-out Resource Release Report, or more frequently if required i.e. an interpersonal issue. Additionally, during this meeting the Project Manager will distribute the initial organizational chart and project schedules for the project, so the individual is aware of whom else they will be working with, and given an opportunity to voice any concerns they may have. As 76 Consulting Ltd is usually working on several projects in tandem, the Project Manager will also take the opportunity during this meeting to discuss how the individual’s participation on the project will fit and fulfill the specific, longer-term goals and training plans each employee of 76 Consulting Ltd participates in. These specific, longer term development goals are set and agreed upon between the individual and the Project Manager at the beginning of each calendar year, and are not tied any one specific project. The program is offered by 76 Consulting Ltd to ensure that they are investing in and developing the careers of their in-house project staff.
  38. 38. 39 13.2 OBSERVATION & CONVERSATION As part of the performance management process deployed by 76 Consulting Ltd, and designed to facilitate the individual Performance Appraisal system, all projects undertaken by 76 Consulting Ltd foster an overarching process of observation and conversation. This means that at any time in the project lifecycle, team members are encouraged to discuss any issues they are having, internal to the project or external, with the Project Manager. Additionally, if they feel a problem is developing, the Project Manager may at any time meet with project team member(s) to discuss behaviour that could compromise the project deliverables or timeline and especially the positive, inclusive, and rewarding working environment that 76 Consulting Ltd continuously strives to provide all of its employees. 13.3 FEEDBACK ON PERFORMANCE Project team members will regularly receive feedback on their performance at two stages throughout the project lifecycle. Before the end of Phase 1 of the project, as part of the individual Performance Appraisal system, each employee will receive feedback from the Project Manager regarding their performance on past projects with specific regard for their selection and participation on a current project. Each employee will also receive performance feedback as part of the Project-Close-out Resource Release Report. At this stage, the Project Manager will discuss with the individual their performance on their most recent project, offering praise for a job well done, offering constructive criticism on how they can improve next time, and assisting them with allocation to the next available project or assignment.
  39. 39. 13.4 CONFLICT MANAGEMENT Through the approach used by 76 Consulting Ltd to address conflict management, each situation will be analyzed as it arises and it will be the responsibility of the project manager to directly address any conflicts on their projects using the following conflict management tool to determine and reinforce the best method and justification for conflict resolution. 13.5 ISSUES LOG The Project Manager will maintain an Issues Log for all projects in confidence. This log will record all HR-related issues, resolved and unresolved, over the project lifecycle. It will be reviewed with the Project Director between project phases at a minimum, or more frequently if required. This log is used by 76 Consulting Ltd to monitor HR-related issues across all of their projects, helping to create a more positive, inclusive, and rewarding working environment for its staff. The following processes will be used to measure and manage project staff performance and help manage and monitor issue resolution until closed. 1. Identify Issue/Define the cause of the Problem 2. Analyze the Problem 3. Implement a Decision 4. Review the decision and confirm the problem is solved Issue Log Template Log ID Issue Category Date of Occurrence Primary Individual Other Individual(s) Description PM Responsible Resolved Y/N
  40. 40. 41 14.0 RECOGNITION & REWARDS Due to the size (small to medium) and frequency of projects, 76 Consulting Ltd is able to regularly offer its staff engaging and rewarding incentives to reward them for their hard work. From time to time, during the Project Close-out Meeting, an MVPP (most valuable project person) is selected by the Project Manager and Project Director to be recognised for their exemplary effort in achieving project success. There is no set criterion for this recognition but it is designed to highlight effort, enthusiasm, or customer satisfaction over and above the expected level. This recognition and reward typically consists of a commemorative plaque, a small monetary bonus on behalf of 76 Consulting Ltd, and occasionally an additional reward provided by the sponsor/stakeholders. It is noted that the owners of Café Au Lait have committed to awarding the MVPP for their project with an in-store commemorative plaque, as well as a $100 gift card. 14.1 BENEFITS As part of helping to create a positive, inclusive, and rewarding working environment for its staff, 76 Consulting Ltd also offers a flexible benefits program for all full-time employees. This program allows staff members to customize the level of coverage required to meet their personal or family needs. 76 Consulting Ltd contributes a certain monetary value for each employee, which will account for a competitive range of health benefits (i.e. health, dental, vision insurance). If the employee will require additional coverage to meet their personal or family requirements, increased coverage can be selected at an additional cost. 14.2 TRAINING 76 Consulting Ltd is invested in developing the skills and talent of its employees. Comprehensive selections of training and personal development courses are made available to full-time employees of the company. So as to not interfere with project timelines, employees are encouraged to schedule personal development courses for the period of time between finishing a project and ramping up on a new initiative. Training and personal development courses are offered in partnership with former clients of 76 Consulting Ltd as well as through several major universities and private professional training providers. There is currently no specific training scheduled for the 76 Consulting Ltd. staff for the event launch. The company has adequate staff with the required skill sets in each area that is necessary for the Café au Lait launch. If throughout the project certain individuals are lacking skill sets, funding will be provided from the project reserve fund. There will be a debrief meeting at the beginning of the implementation phase. 14.3 TEAM BUILDING In order to foster a positive, inclusive, and rewarding working environment, 76 Consulting Ltd organises team building events and social evenings to strengthen the working relationship of its employees. These events are particularly effective as part of the final phase of a project, to finalize the project closeout and finish on a positive note. Depending on the nature of a project’s client, occasionally the project sponsors/ stakeholders will be included in team building events and offer their products and/or services as a token of appreciation for a job well done. Although 76 Consulting Ltd absorbs the cost of these events directly, the value they represent and return in the form of improved morale and motivation is well worth the expense.
  41. 41. 15.0 QUALITY MANAGEMENT PLAN 15.1 DOCUMENT CHANGE CONTROL The following is the document control for revisions to this document. 0.9 03/15/16 Project Manager Phase 1 - Preliminary draft for Phase 1 1.0 03/30/16 Project Manager Phase 1 & 2 – conform to new framework template, update for Phase 2 deliverables 15.2 QUALITY MANAGEMENT APPROACH This section describes the approach the 76 Consulting Ltd will use for managing quality throughout the project’s life cycle. The team will ensure that quality is planned for both product and process. In order to be successful, this project will meet its quality objectives by utilizing an integrated quality approach to define quality standards, measure quality and continuously improve quality. Product quality for this project will be defined by the company’s current standards and criteria. The focus is on the project’s deliverable and the standards and criteria being used will ensure the product meets established quality standards and customer satisfaction. Process quality for this project will focus on the processes by which the project deliverable will occur. Establishing process quality standards will ensure that all activities conform to an organizational standard which results in the successful delivery of the product. The project team will work with the Quality Group to define and document all organizational and project specific quality standards for both product and processes. All quality documentation will become part of this Project Plan and will be transitioned to operations upon the successful completion of the project. The quality management plan identifies these key components: Project Deliverables Deliverable Quality Standards Completeness and Correctness Criteria Quality Control Activities Project Processes Process Quality Standards Stakeholder Expectations Quality Assurance Activities
  42. 42. 43 15.3 QUALITY MANAGEMENT OBJECTIVES The following are the quality objectives of the project that reflect the overall intentions to be applied with regard to quality throughout the project. • Deliverables support improved project management proficiency at 76 Consulting Ltd. • Deliverables meet the requirements of Café au Lait Stakeholders • Deliverables align with industry best practices for project management • Project practices conform to recommended project management standards 15.4 PROJECT QUALITY CONTROL The focus of quality control is on the deliverables of the project. Quality control monitors project deliverables to verify that the deliverables are of acceptable quality and are complete and correct. METRICS: Metrics will be established and used to measure quality throughout the project life cycle for the product and processes. The Quality Group Manager will be responsible for working with the project team to define these metrics, conduct measurements, and analyze results. These product and process measurements will be used as one criterion in determining the success of the project and must be reviewed by the project sponsor. The following is a brief explanation of each of the components of the quality management plan. THE KEY PROJECT DELIVERABLES AND PROCESSES SUBJECT TO QUALITY REVIEW. Deliverable Quality Standards and Completeness and Correctness Criteria The quality standards that are the “measures” used to determine a successful outcome for a deliverable. The completeness and correctness criteria describe when each deliverable is complete and correct as defined by the customer. Deliverables are evaluated against these criteria before they are formally approved. Process Quality standards and Stakeholder Expectations The quality standards that are the “measures” used to determine if project work processes are being followed. Stakeholder expectations describe when a project process is effective as defined by the project stakeholders. An example is the expectation to be regularly informed monthly of project status. Quality Control Activities The quality control activities that monitor and verify that the project deliverables meet defined quality standards. Quality Assurance Activities The quality assurance activities that monitor and verify that the processes used to manage and create the deliverables are followed and are effective.
  43. 43. Metrics will include: • Schedule • Resources • Cost • Process performance o Resource utilization o Requirement gathering o Vendor / procurement management o Weekly reports • Product performance o Printed Material o Out of Home Material o Street team o Disc Jockey o Photographer o Décor • Customer Satisfaction Quality improvements will be identified by any member of the project team. Each recommendation will be reviewed to determine the cost versus benefit of implementing the improvement and how the improvement will impact the product or processes. If an improvement is implemented the project manager will update all project documentation to include the improvement and the quality manager will update the organizational documentation the improvement affects. QUALITY REQUIREMENTS This section describes how the project team will identify and document the quality requirements and standards. Product Quality: The product quality standards and requirements will be determined by the project team. These standards will primarily be based on the company’s documented standards for event. There may be product-specific qualities standards identified that are not currently part of the documented organizational standards. In this case, the project team will review these newly identified standards and incorporate them into organizational documentation if approved. The project team will also document any newly identified quality standards into the project plan and ensure communication with all stakeholders. Process Quality: The process quality standards and requirements will be determined by the project team. Many of these standards will be based on existing company process standards. However, it is anticipated that there will be several unique steps in the occurrence of this event which will require new quality standards. The project team will work to establish acceptable standards and document these standards for incorporation into both organizational process documents as well as the project plan. These standards will be communicated to all project stakeholders. As trial products are created, the process metrics will be measured and analyzed to determine the quality of the process. Once the product meets quality compliance and all process metrics fall within acceptable quality assurance margins, we will achieve process compliance for the project.
  44. 44. 45 15.5 PROJECT QUALITY ASSURANCE The quality assurance of this project focuses on the processes used in the developing, planning and execution of the event. In order to ensure quality, an iterative quality process will be used throughout the project life cycle. This iterative process includes measuring process metrics, analyzing process data, and continuously improving the processes. The Project Manager and the project team will perform assessments at planned intervals throughout the project to ensure all processes are being correctly implemented and executed. The following tables identify: • The project processes subject to quality assurance. • The quality standards and stakeholder expectations for that process. • The quality assurance activity – such as a quality audit or reviews - that will be executed to monitor that project processes are properly followed. • How often or when the quality assurance activity will be performed.
  45. 45. The quality manager will provide day to day quality management and conduct process audits on a weekly basis, monitor process performance metrics, and assure all processes comply with project and organizational standards. If discrepancies are found, the quality manager will meet with the Project Manager and review the identified discrepancies. The Project Manager will schedule regularly occurring project, management, and document reviews. In these reviews, an agenda item will include a review of project processes, any discrepancies and/or audit findings from the quality manager, and a discussion on process improvement initiatives.
  46. 46. 47 15.6 QUALITY TEAM ROLES & RESPONSIBILITIES The following identifies the quality-related responsibilities of the project team and lists specific quality responsibilities. 15.7 QUALITY TOOLS The following lists the tools to be used to support quality management implementation and the purpose or use of the tool.
  47. 47. 15.8 QUALITY CONTROL AND ASSURANCE PROBLEM REPORTING PLAN All Project products and processes must be measured and fall within the established standards and tolerances. The below logs will be used by the project and quality teams in conducting these measurements and will be maintained for use as supporting documentation for the project’s acceptance.
  48. 48. 49 16.0 PROJECT CLOSE-OUT RESOURCE RELEASE REPORT In phase 4 of the project, the Project Manager will complete a Project Close-out Resource Release Report for each employee. This report will serve as an opportunity for the Project Manager to provide team members with critical feedback as to their performance over the phase or project lifecycle. The specific criteria of this feedback will be elaborated upon in the next section. To conclude this report, the Project Manager will discuss the individuals’ own impressions of the project, how it did or did not meet their personal development goals, and assist that individual in finding work on another project or assignment within the 76 Consulting Ltd portfolio.
  49. 49. 17.0 CLIENT ACCEPTANCE/PROJECT COMPLETION FORM Project Name: ________________________________________________ Project Manager: ________________________________________________ I (We), the undersigned, acknowledge and accept delivery of the work completed for this project on behalf of our organization. My (Our) signature(s) attest to my (our) agreement that this project has been completed. No further work should be done on this project. 1. Was this project completed to your satisfaction? Yes No 2. Please provide the main reasons for your satisfaction or dissatisfaction with this project. 3. Please provide suggestions on how our organization could improve its project delivery capability in the future. NAME TITLE SIGNATURE DATE
  50. 50. 51 APPENDIX
  51. 51. APPENDIX A CHANGE REQUEST FORM This is the Change Request form that will be used for the Café Au Lait project, including details of the first major change request that was initiated:
  52. 52. 53 APPENDIX B REQUIREMENTS TRACEABILITY MATRIX
  53. 53. 55
  54. 54. APPENDIX C 76 CONSULTING LTD. CAFE AU LAIT PROJECT WBS
  55. 55. 57
  56. 56. APPENDIX D WBS DICTIONARY
  57. 57. 59
  58. 58. APPENDIX E 76 CONSULTING LTD. PROJECT SCOPE VALIDATION PLAN 76  Consulting  Ltd.  Project  Scope  Validation  Plan N/A N/A Phase  Deliverable   Date Sponsor/Clie Sponsor/Client,  Project  Ma Project  Budget  Offi Sponsor/Client,  Project  Ma 1.1  -­‐  Signature  required: Sponsor/Client,  Project  Director,  Project  Manager 1.2  -­‐  Signature  required: Sponsor/Client,  Project  Manager 2.1  -­‐  Signature  Required: Sponsor/Client,  Project  Manager 2.2  -­‐  Signature  Required: Project  Manager,  Project  Budget  Officer,  Project  Planning  Officer,  Event  Operations   Officer Signature  Required: Project  Manager,  Project  Budget  Officer,  Project  Planning  Officer,  Event  Operations   Officer 2.3  -­‐  Signature  Required:   Sponsor/Client,  Project  Manager 1.2.1/1.2.2/1.2.3  -­‐  Signature  Required: Project  Manager 1.3  -­‐  Signature  Required:   Sponsor/Client,  Project  Manager N/A N/A N/A Proj PHASE  1  -­‐  PROJECT  CONCEPT  PLANNING Signature  Required:  Sponsor/Client,  Project  Director,  Project  Manager Proj Sponsor/Clie Phase  Deliverable   Date April  15th  2016 May  16th  2016 PHASE  2  -­‐  PROJET  DOCUMENTATION  DEVELOPMENT Signature  Required:  Sponsor/Client,  Project  Director,  Project  Manager PH Signature  Required
  59. 59. 61  Ltd.  Project  Scope  Validation  Plan 3.5.1/3.5.2  -­‐  Signature  Required: Project  Manager 4.3  -­‐  Signature  Required: Project  Manager,  Project  Planning  Officer,  Event  Operations  Officer 4.3.1/4.3.2/4.3.3  -­‐  Signature  Required: N/A 4.4  -­‐  Signature  Required: Sponsor/Client,  Project  Manager 4.5  -­‐  Signature  Required: Event  Operations  Officer 4.2.1/4.2.2  -­‐  Signature  Required: Project  Manager Phase  Deliverable   Date Phase  Deliverable   Date 4.1  -­‐  Signature  Required: Sponsor/Client,  Project  Director,  Project  Manager   4.2  -­‐  Signature  Required: Sponsor/Client,  Project  Manager 3.5  -­‐  Signature  Required: Sponsor/Client,  Project  Manager,  Event  Operations  Officer PHASE  4  -­‐  PROJET  CLOSE  OUT Signature  Required:  Sponsor/Client,  Project  Director,  Project  Manager June  9th  2016   N/A N/A N/A 3.7  -­‐  Signature  Required: Sponsor/Client,  Project  Manager,  Project  Budget  Officer,  Project  Planning  Officer,  Event   Operations  Officer Signature  Required: Event  Operations  Officer Signature  Required: Project  Budget  Officer,  Project  Planning  Officer,  Event  Operations  Officer 3.6.1/3.6.2  -­‐  Signature  Required: Project  Manager 3.6  -­‐  Signature  Required: Sponsor/Client,  Project  Manager,  Project  Budget  Officer,  Project  Planning  Officer,  Event   Operations  Officer ns   ns   3.2  -­‐  Signature  Required: Project  Manager,  Event  Operations  Officer 3.1  -­‐  Signature  Required: Sponsor/Client Signature  Required: Event  Operations  Officer 3.4  -­‐  Signature  Required: Project  Manager 3.3.1/3.3.2  -­‐  Signature  Required: Project  Manager,  Event  Operations  Officer 3.3  -­‐  Signature  Required: Sponsor/Client,  Project  Manager,  Event  Operations  Officer May  16th  2016 PHASE  3  -­‐  EVENT  SET  UP  &  EXECUTION Signature  Required:  Sponsor/Client,  Project  Director,  Project  Manager
  60. 60. APPENDIX F CHANGE MANAGEMENT INSTRUCTIONS & LOG   Change  Management  Instructions  &  Log   Instructions:  Complete  the  Project  Name,  NC,  Project  Manager  Name,  and  Project  Description  fields   For  each  change  request  identified,  complete  the  following   A   ID   A  unique  ID  number  used  to  identify  the  change  request  in  the  change   management  tracking  log   B   Current  Status   This  column  should  be  populated  with  the  change  request's  current  status   Open   The  change  request  is  currently  open  but  has  not  yet  been  addressed   Work  In  Progress   The  change  request  is  being  actively  worked  to  develop  a  resolution.   Closed   The  change  request  is  no  longer  considered  an  active  project  threat  and   can  be  closed  with  or  without  resolution.   Late   The  change  request  resolution  is  not  yet  resolved  and  it  is  past  the   expected  resolution  date.   On  Hold   The  change  request  has  been  put  on  hold.   Combined   Two  change  requests  found  to  be  similar  have  been  combined.   C   Priority   This  column  should  be  populated  with  the  priority  of  the  change  request.   Critical   The  change  request  will  stop  project  progress  if  not  resolved   High   The  change  request  will  likely  move  the  project  back  in  terms  of  budget  or   timeline,  or  will  materially  affect  quality  or  scope.   Medium   The  change  request  will  have  material  effect  on  project,  has  potential  to  be   moved  to  high  category  and/or  requires  significant  resources  to  manage.   Low   The  change  request  is  expected  to  have  a  moderate  effect  on  the  project,   but  will  require  resources  to  address.   D   Change  Request  Description   This  column  should  be  populated  with  a  description  of  the  change  request.   E   Assigned  to  Owner   This  column  should  be  populated  with  the  name  of  the  change  requests   owner.  The  individual  most  responsible  for  working  towards  resolving  the   change  request.   F   Expected  Resolution  Date   This  column  should  be  populated  with  the  date  that  the  change  request  is   expected  to  be  resolved.   G   Escalation  Required  (Y/N)   This  column  should  be  populated  with  “Yes”  if  the  change  request  needs  to   be  escalated  and  “No”  if  escalation  is  not  needed  to  resolve  the  change   request.   H   Action  Steps   This  column  should  be  populated  with  the  proposed  steps  to  address  the   change  request.    Examples  include,  but  are  not  limited  to,  developing   alternatives  analysis  or  submitting  a  change  request.   I   Impact  Summary   This  column  should  be  populated  with  a  description  of  the  impact  of  the   change  request.    The  impact  may  be  expressed  in  terms  of  one  or  more  of   the  following:    schedule,  scope,  resources,  and  space.    The  impact   description  should  also  include  a  reference  to  any  milestones  impacted.   J   Change  Request  Type   This  column  should  be  populated  with  the  change  request  type.  Valid   options  include  the  following:  Product,  Project,  Other.  These  are  defined  as   follows:   Product   The  change  request  impacts  the  products  being  developed.   Project   The  change  request  impacts  the  project  developing  the  product.   Other   The  change  request  impacts  other  areas   K   Date  Identified   This  column  should  be  populated  with  the  date  that  the  change  request   was  identified.   L   Associated  ID(s)   This  column  should  contain  the  project  ID  of  any  associated  milestones   that  may  be  impacted  by  a  change  request  or  that  the  change  request  is   dependent  upon  for  resolution.    Please  note,  this  value  may  require   coordination  with  other  program/project  managers.  
  61. 61. 63 M   Entered  By   This  column  should  be  populated  with  the  name  of  the  individual  who  first   identified  the  change  request.   N   Actual  Resolution  Date   This  column  should  be  populated  with  the  date  that  the  change  request   was  actually  resolved.   O   Final  Resolution  &  Rationale   This  column  should  be  populated  with  a  description  of  the  final  resolution   of  and  rationale  for  the  change  request.  The  resolution  may  be  expressed   in  terms  of  one  or  more  of  the  following:    schedule,  scope,  resources,  and   space.    The  resolution  description  should  also  include  a  reference  to  the   milestones  impacted.     Instructions  for  Changing  the  Contents  of  Drop-­‐Down  Menus   Highlight  the  cell  where  you  wish  to  change  the  content  of  the  drop  down  menu.     From  the  file  menu  click  "Data"  -­‐>  "Validation"  and  change  the  content  of  the  source  field     Instructions  For  Filtering  Data   Highlight  the  header  of  the  cell  you  wish  to  filter  data  on.     From  the  file  menu  click  "Date"  -­‐>  "Filter"  -­‐>"Auto  Filter".     Then  select  your  filter  criteria  from  the  drop  down  menu  that  appears  on  your  header  cell.  
  62. 62. APPENDIX G PROJECT SCHEDULE   Level   Task  Name   Duration   Start   Finish   CONCEPT  PHASE   1   Feasibility  Research   3  days   Fri  01/04/16   Mon   04/04/16   1.1   Set  up  meeting  with  Café  Au  Lait’s  owners   1  day   Fri  01/04/16   Fri  01/04/16   1.2   Visit  Café  Au  Lait's  Owners     1  day   Mon   04/04/16   Mon   04/04/16   1.2.1   Take  meeting  notes   1  day   Mon    04/04/16   Mon   04/04/16   1.2.2   Set  up  meeting  with  Project  Director  (Ramona)   1  day   Tues   05/04/16   Tues   05/04/16             2   Stakeholder  Analysis   2  days   Wed   06/04/16   Wed   06/04/16   2.1   Set  up  meeting  the  café  owners   1  day   Thurs   07/04/16   Thurs   07/04/16   2.2   2.2.1   2.2.2   2.2.3   Visit  the  owner   Collect  the  requirements   Collect  high  level  scope   Collect  approximate  budget   1  day   Fri    08/04/16   Fri   08/04/16   2.3   2.3.1   Set  up  meeting  with  project  director   Collect  the  list  of  possible  team  members   1  day   Fri   08/04/16   Fri   08/04/16             3   Create  Project  Charter   4  days   Fri  08/04/16   Wed   13/04/16   3.1   Outline  project  objective   1  day   Fri  08/04/16   Fri  08/04/16   3.2   Outline  project  scope  inclusions  and  exclusions   1  day   Fri  08/04/16   Fri  08/04/16   3.3   Outline  project  deliverables   1  day   Fri  08/04/16   Fri  08/04/16   3.4   Outline  project  benefits   1  day   Sat  09/04/16   Sat  09/04/16   3.5   Outline  assumptions   1  day   Sat  09/04/16   Sat  09/04/16   3.6   Outline  risk  and  counter  measures   1  day   Sun   10/04/16   Sun   10/04/16   3.7   Constraints   1  day   Mon   11/04/16   Mon   11/04/16   3.8   Critical  success  factors   1  day   Tue   12/04/16   Tue   12/04/16   3.9   Dependencies   1  day   Tue   12/04/16   Tue   12/04/16   3.10   Project  team  and  contact  information   1  day   Wed   13/04/16   Wed   13/04/16   3.11   Cost   1  day   Wed   13/04/16   Wed   13/04/16   3.12   High  level  project  plan   1  day   Wed   Wed  
  63. 63. 65 13/04/16   13/04/16             4   Interview  Team  Members   1  day   Wed   13/04/16   Wed   13/04/16   4.2   Finalize  team   1  day   Thurs   14/04/16   Thurs   14/04/16             5   Final  Sponsor  Review  and  Acceptance   1  day   Thu   14/04/16   Thu   14/04/16   5.1   Set  up  meeting  with  project  director   1  day   Thu   14/04/16   Thu   14/04/16   5.2   Get  sign  off  for  project  charter   1  day   Thu   14/04/16   Thu   14/04/16             6   Project  Kick  off  Meeting  Planning   1  day   Thu   14/04/16   Thu   14/04/16   6.2   Prepare  meeting  Agenda   1  day   Thu   14/04/16   Thu   14/04/16   6.3   Send  meeting  invite  to  all  project  stakeholders  with  meeting   agenda   1  day   Thu   14/04/16   Thu   14/04/16             7   Project  Kick  off  Meeting   1  day   Fri  15/04/16   Fri  15/04/16   7.1   Welcome  team   1  day   Fri  15/04/16   Fri  15/04/16   7.2   Introduce  team  members   1  day   Fri  15/04/16   Fri  15/04/16   7.3   Walk  team  through  Agenda   1  day   Fri  15/04/16   Fri  15/04/16   7.4   Present  project  charter  to  team  members   1  day   Fri  15/04/16   Fri  15/04/16   7.5   Present  communication  plan   1  day   Fri  15/04/16   Fri  15/04/16   7.6   Set  up  expectations  to  team  members   1  day   Fri  15/04/16   Fri  15/04/16   7.7   Get  team  feedback   1  day   Fri  15/04/16   Fri  15/04/16             DEVELOPMENT  PHASE   8   Requirements  Document   4  days   Sat  16/04/16   Thu   20/04/16   8.1   Set  up  meeting  with  Bonnie  and  Troy   1  day   Sat   16/04/16   Sat  16/04/16   8.2   Interview  Bonnie  and  Troy   1  day   Mon   18/04/16   Mon   18/04/16   8.4   Interview  Roger  &  Maria  (Project  and  Event  Planning  officer)  for   requirements   1  day   Tues   19/04/16   Tue   19/04/16   8.5   Brain  storming  session  with  stakeholders   1  day   Tue   19/04/16   Tue   19/04/16   8.7   Intercept  surveys  with  100  people  in  Liberty  Village   2  days   Wed   20/04/16   Thu   21/04/16             9   Scope  Document  Production   4  days   Fri  22/04/16   Wed   27/04/16  
  64. 64. 9.1   Generate  scope  description   1  day   Fri  22/04/16   Fri  22/04/16   9.2   Create  acceptance  criteria   1  day   Fri   22/04/16   Fri   22/04/16   9.3   Add  deliverables   1  day   Fri  22/04/16   Fri  22/04/16   9.4   Provide  project  exclusions   1  day   Sat  23/04/16   Sat  23/04/16   9.5   Add  constraints   1  day   Sun   24/04/16   Sun   24/04/16   9.6   Add  assumptions   1  day   Sun   24/04/16   Sun   24/04/16   9.7   Create  WBS   2  days   Mon   25/04/16   Tue   26/04/16   9.8   Create  scope  validation  document   1  day   Wed   27/04/16   Wed   27/04/16   9.9   Create  control  scope  document   1  day   Wed   27/04/16   Wed   27/04/16             10   Generate  Schedule  Management  Plan   4  days   Thu   28/04/16   Tue   03/05/16   10.1   Define  all  the  activities   2  days   Thu   28/04/16   Fri  29/04/16   10.2   Sequence  all  the  activities   1  day   Fri  29/04/16   Fri  29/04/16   10.3   Estimate  activity  resources   1  day   Sat  30/04/16   Sat  30/04/16   10.4   Estimate  activity  durations   1  day   Sat  30/04/16   Sat  30/04/16   10.5   Develop  schedule   2  days   Sun   01/05/16   Mon   02/05/16   10.6   Control  schedule   1  day   Tue   03/05/16   Tue   03/05/16             11   Generate  Cost  Management  Plan   1  day   Wed   04/05/16   Wed   04/05/16   11.1   Estimate  all  the  activities   1  day   Wed   04/05/16   Wed   04/05/16   11.2   Create  a  budget  based  on  the  activities   1  day   Wed   04/05/16   Wed   04/05/16   11.3   Generate  cost  tracking  document   1  day   Wed   04/05/16   Wed   04/05/16             12   Generate  HR  Management  Plan  Document   3  days   Thu   05/05/16   Mon   09/05/16   12.1   Determine  and  document  project  roles   1  day   Thu   05/05/16   Thu   05/05/16   12.2   Document  responsibilities  associated  with  roles   1  day   Thu   05/05/16   Thu   05/05/16   12.3   Document  reporting  relationships   1  day   Fri  06/05/16   Fri  06/05/16   12.4   Identify  project  team  personality  types   1  day   Fri  06/05/16   Fri  06/05/16   12.5   Document  team  motivation  techniques   1  day   Sat  07/05/16   Sat  07/05/16   12.6   Generate  responsibility  assignment  matrix   1  day   Sun   Sun  
  65. 65. 67 08/05/16   08/05/16   12.7   Generate  staffing  management  plan   1  day   Mon   09/05/16   Mon   09/05/16   12.8   Generate  resources  histogram   1  day   Mon   09/05/16   Mon   09/05/16             13   Generate  Communication  Management  Plan     2  days   Tue   10/05/16   Wed   11/05/16   13.1   Document  stakeholders  communications  requirements   1  day   Tue   10/05/16   Tue   10/05/16   13.2   Document  information  to  be  communicated   1  day   Tue   10/05/16   Tue   10/05/16   13.3   Determine  the  format  in  which  the  communication  should   happen   1  day   Tue   10/05/16   Tue   10/05/16   13.4   Determine  who  will  receive  the  information  and  who  will   produce  it   1  day   Tue   10/05/16   Tue   10/05/16   13.5   Document  the  method  of  technology  used  for  communication   1  day   Tue   10/05/16   Tue   10/05/16   13.6   Determine  frequency  of  communication   1  day   Wed   11/05/16   Wed   11/05/16   13.7   Determine  escalation  procedure   1  day   Wed   11/05/16   Wed   11/05/16   13.8   Revision  of  procedures   1  day   Wed   11/05/16   Wed   11/05/16   13.9   A  glossary  of  common  terminology   1  day   Wed   11/05/16   Wed   11/05/16             14   Develop  Risk  Management  Plan   2  days   Thu   12/05/16   Fri  13/05/16   14.1   Document  possible  risks   2  days   Thu   12/05/16   Fri  13/05/16   14.2   Prioritize  the  possible  risks   2  days   Thu   12/05/16   Fri  13/05/16   14.3   Document  risk  analysis   2  days   Thu   12/05/16   Fri  13/05/16   14.4   Document  the  risk  response   2  days   Thu   12/05/16   Fri  13/05/16   14.5   Document  risk  control  procedures   2  days   Thu   12/05/16   Fri  13/05/16             15   Develop  Quality  Management  Plan     1  day   Sat  14/05/16   Sat  14/05/16   15.1   Document  measureable  quality  aspects  of  the  event   1  day   Sat  14/05/16   Sat  14/05/16   15.2   Generate  control  quality  documentation   1  day   Sat  14/05/16   Sat  14/05/16             16   Develop  Procurement  Management  Plan  d   1  day   Sun   15/05/16   Sun   15/05/16   16.1   Document  services  that  needs  to  be  procured  from  outside  the   76  consulting  inc   1  day   Sun   15/05/16   Sun   15/05/16  
  66. 66.                     IMPLEMENTATION  PHASE   17   Event  Permit   1  day   Mon   16/05/16   Mon   16/05/16   17.1   Contact  local  authority  to  know  the  process  of  getting  permit  for   event   1  day   Mon   16/05/16   Mon   16/05/16   17.2   Fill  up  necessary  forms  and  apply  for  permit   1  day   Mon   16/05/16   Mon   16/05/16   17.3   Pick  up  event  permit   1  day   Mon   16/05/16   Mon   16/05/16             18   Weekly  Progress  Reports   34  days   Mon   16/05/16   Thu   30/06/16             19   Printed  Material  -­‐  Flyers   7  days   Mon   23/05/16   Wed   01/06/16   19.1   Design  flyers   1  day   Mon   23/05/16   Mon   23/05/16     19.2   Locate  supplier  for  printing  flyers   1  day   Mon   23/05/16   Mon   23/05/16   19.3   Request  for  quote  for  8.5  x  11(flyers)  –  qty  1000   1  day   Mon   23/05/16   Mon   23/05/16   19.4   Receive  quote  for  8.5  x  11  (flyers)  –  qty  1000   1  day   Tue   24/05/16   Tue   24/05/16   19.5   Send  design  and  quote  to  stakeholder  for  approval   1  day   Tue   24/05/16   Tue   24/05/16   19.6   Get  stakeholder  feedback   1  day   Wed   25/05/16   Wed   25/05/16   19.7   Place  order  for  printed  flyers   1  day   Thu    25/05/16   Thu   25/05/16   19.8   Deliver  printed  flyers  to  stakeholder  (qty  1000)   1  day   Wed   01/06/16   Wed   01/06/16             20   Printed  Material  -­‐  Coupons   7  days   Mon   23/05/16   Wed   01/06/16   20.1   Design  coupons   1  day   Mon   23/05/16   Mon   23/05/16     20.2   Locate  supplier  for  printing  coupons   1  day   Mon   23/05/16   Mon   23/05/16   20.3   Request  for  quote  for  4  x  2  (flyers)  –  qty  1000   1  day   Mon   Mon  

    Be the first to comment

    Login to see the comments

  • AnikBhawal

    Sep. 11, 2018
  • OlgaGaliatkina

    Nov. 20, 2018
  • HananOncoPharm

    Dec. 6, 2018
  • CaniekaFleming

    Dec. 18, 2018
  • JosephineGarrick

    Apr. 11, 2019
  • ROsaCLave

    Jul. 10, 2019
  • jonsky80

    Jul. 20, 2019
  • SanaAhmed116

    Oct. 7, 2019
  • AliAlKhatemCCC

    Oct. 28, 2019
  • samam74

    Nov. 23, 2019
  • MaGrachelleAnnSiasoc

    Jan. 28, 2020
  • MuhamadAffiqYuhaniz

    Apr. 27, 2020
  • ssuser37075d1

    Jun. 10, 2020
  • AungSoe42

    Jun. 12, 2020
  • Dularaupekshani

    Oct. 24, 2020
  • ppooggoo

    Nov. 2, 2020
  • alanoudAhmed

    Nov. 29, 2020
  • RahanDcoz

    Jan. 31, 2021
  • BassmaBassma

    Apr. 10, 2021
  • BathandwaKota

    May. 15, 2021

Views

Total views

64,389

On Slideshare

0

From embeds

0

Number of embeds

120

Actions

Downloads

2,852

Shares

0

Comments

0

Likes

37

×