1. 1
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
This
table
of
Contents
is
automatically
generated.
Press
the
F9
key
to
update
the
entire
table
and
the
page
numbers.
Contents
Instructions
for
Working
with
Templates
.................................................................................................................
2
Initiating
Process
Group
...........................................................................................................................................
3
PMBOK®
Guide–
Initiating
Processes
..................................................................................................................
3
PMBOK®
Guide
Chapter
4
-‐
Integration
Management
Processes
.....................................................................
14
PMBOK®
Guide
Chapter
7
-‐
Cost
Management
Planning
Processes
.................................................................
52
Planning
B
Process
Group
......................................................................................................................................
56
PMBOK®
Guide
Chapter
11
–
Risk
Management
Planning
Processes
...............................................................
56
This
List
of
Templates
is
automatically
generated.
Press
the
F9
key
to
update
the
entire
table
and
the
page
numbers.
List
of
Templates
01a
Initiation
Template:
Business
Case
for
a
Proposed
Project
..................................................................
3
4.1a
Project
Charter
.....................................................................................................................................
7
13.1
a.
Stakeholder
Register
and
Stakeholder
Strategy
.............................................................................
11
13.1
b.
Stakeholder
Communication
Strategies
.........................................................................................
12
13.1
c.
Impact
and
Interest
Stakeholder
Analysis
.....................................................................................
13
5.1a
Scope
Management
Plan
....................................................................................................................
15
5.2a.
Requirements
Documentation
..........................................................................................................
16
5.3a
Project
Scope
Statement
....................................................................................................................
17
5.4a
WBS
–
Work
Breakdown
Structure
....................................................................................................
21
6.2a
Milestone
List
....................................................................................................................................
26
6.3.a.
Activity
List
with
Dependency
Attributes
.........................................................................................
28
6.4a.
Activity
List
with
Resource
Attributes
...............................................................................................
31
6.4b.
Resource
Summary
...........................................................................................................................
50
7.2.a.
Activity
Cost
Estimates
.....................................................................................................................
53
7.3.a.
Cost
Performance
Baseline
..............................................................................................................
54
11.2a
Risk
Register
.....................................................................................................................................
57
11.3a
Risk
Register
.....................................................................................................................................
58
11.5a
Risk
Register
....................................................................................................................................
61
11.3b
Risk
Probability
and
Impact
(P&I)
Matrix
.........................................................................................
63
Note:
Sections
6.6a
(Schedule
Baseline)
and
7.3a
(Cost
Performance
Baseline)
were
either
skipped
or
partially
skipped
per
assignment
instructions
dated
–
2/4/2014
by
Professor
Johnson
2. 2
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
Instructions
for
Working
with
Templates
Draft
versions
of
project
documents:
• Work
directly
in
copies
of
the
templates
• Replace
all
instances
of
“Your
text
here”
with
your
own
project
information.
• Each
table
has
a
header
row
that
is
automatically
repeated
when
the
document
spans
additional
pages.
• Keeping
a
line
of
text
between
tables
(boxes)
will
avoid
problems
with
tables
accidentally
merging
and
potentially
disappearing,
which
is
a
known
issue
with
Microsoft
Word
tables.
• Consider
the
information
included
in
the
blocks
that
provide
overviews
of
the
inputs,
outputs,
tools
and
techniques
to
help
answer
some
of
the
specific
questions.
Final
versions
of
project
documents:
Copy
and
paste
the
appropriate
sections
into
your
final
document.
• Include
a
project
title
block
at
the
beginning
of
a
section.
• You
may
choose
to
include
the
blocks
that
provide
overviews
of
the
inputs,
outputs,
tools
and
techniques
if
you
find
them
useful.
Project
Title
Block-‐
Paste
this
block
above
project
documents
to
identify
the
revision
date,
the
project
name,
the
sponsor
and
the
project
manager..
Revision
Date:
Friday,
May
8,
2015
Project
Name:
Swimlane
Cruise
Line
Gift
Shops
Project
Sponsor:
Mr.
Dennis
Horvatt,
President
of
Construction,
TFSB
Construction,
Inc.
Project
Manager(s):
Jerry
P.
Magaña
3. 3
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
Initiating
Process
Group
The
initiating
process
group
is
summarized
in
section
3.3
of
the
PMBOK
Guide.
Specific
information
about
the
purpose
and
characteristics
of
each
process
is
available
in
the
PMBOK
Guide
in
the
sections
noted.
PMBOK®
Guide–
Initiating
Processes
Knowledge
Area
Process
Inputs
Tools
and
Techniques
Outputs
Integration
4.1
Develop
Project
Charter
Project
SOW,
Business
Case,
Contracts,
OPAs
and
EEFs
Expert
Judgment
Input
01a:
Business
Case
4.1a
Project
Charter
Communications
13.1
Identify
Stakeholders
Project
Charter,
Procurement
documents,
EEF,
OPA
Stakeholder
analysis,
Expert
Judgment,
Meetings
13.1a
Stakeholder
Register.
13.1b
Communication
Strategies
13.1c
Impact
and
Interest
Analysis
Initiating
Integration
Element
01a
Initiation
Template:
Business
Case
for
a
Proposed
Project
The
Business
Case
is
an
input
to
the
project
initiating
process
and
is
typically
prepared
by
the
“customer”.
Proposed
Project
Name:
Swimlane
Cruise
Ship
(in
association
with
the
“No
More
Starving
Families”
program)
Gift
Shops
Project
Proposed
Location:
The
Starve
No
More
Foundation’s,
Swimlane
Cruise
Ship
(SCS)
Type
of
Project:
Not
for
Profit;
Maritime
Construction
1.0
Introduction/Background
Describe
the
sponsoring
organization
and
the
proposed
project
environment.
TFSB
Construction,
Inc.
(heretofore
known
as,
the
Organization)
was
founded
in
1973
by
construction
magnate
and
philanthropist,
Jonathon
H.
Temmingson
and
has
been
serving
various
commercial
and
not
for
profit
organizations
for
more
than
40
years.
After
more
than
40
years
of
providing
design
and
construction
services
for
non
for
profit
groups,
industrial,
residential,
commercial
and
maritime
projects,
Mr.
Temmingson’s
lifelong
dedication
to
his
humanitarian
projects
prompted
him
to
develop
a
division
dedicated
to
non
for
profit
maritime
construction
projects.
By
working
on
the
Foundation’s
Swimlane
Cruise
Ship
project,
the
Organization
will
help
to
ensure
that
the
Foundation
will
be
able
to
continue
providing
for
the
families
that
depend
on
their
support,
even
long
after
Ms.
Corday’s
involvement
with
the
Foundation
has
ended.
It
is
the
hope
of
both
the
Organization
(sponsor)
and
the
Foundation
(customer)
that
by
creating
a
specialty
cruise
liner
that
appeals
to
affluent
patrons,
this
will
help
to
continue
to
raise
funds
for
Ms.
Corday’s
Foundation,
thus
solving
the
problem
of
obtaining
and
maintaining
a
reliable
source
of
funding
as
well
as
solidifying
the
longevity
of
the
Foundation
for
years
to
come.
4. 4
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
01a
Initiation
Template:
Business
Case
for
a
Proposed
Project
The
Business
Case
is
an
input
to
the
project
initiating
process
and
is
typically
prepared
by
the
“customer”.
2.0
Business
Objective:
How
does
the
project
connect
to
the
mission
of
the
sponsoring
organization?
The
scope
of
the
Swimlane
Cruise
Ship
project
includes
the
following:
a)
Ship
Structure
Build,
b)
Fixtures
and
Decorations,
c)
Software/Hardware/Electronics,
d)
Kitchen
and
Food
Services,
e)
Events
Coordination,
and
f)
Gift
Shops.
This
project
will
focus
on
item
‘f,’
Gift
Shops.
The
opportunity
this
project
presents
is
a
means
to
provide
a
lasting
service
to
the
customer
in
an
effort
to
insure
revenue
for
underprivileged
families
that
are
lacking
proper
nutritional
needs
to
sustain
life.
Due
to
challenging
conditions
of
financial
support,
combined
with
a
growing
trend
for
interest
in
consumers
selecting
Cruises
for
vacations,
the
Organization
expects
that
this
opportunity
will
provide
the
necessary
funds
to
feed
in
excess
of
1000
families
for
a
six-‐month
period,
as
well
as
pay
for
the
costs
of
the
project
through
pre-‐purchased
vacation
packages
by
wealthy
SCS
patrons.
The
project
deliverables
shall
include
a
total
of
5
gift
shops:
1,
centrally
located,
‘main,’
2-‐level
gift
shop,
and
4
additional
smaller
‘satellite’
gift
shops
located
around
the
various
common
areas
of
the
ship.
3.0
Current
Situation
and
Problem/Opportunity
Statement
Provide
a
high
level
overview.
What
is
the
problem
that
needs
to
be
solved
or
the
opportunity
that
can
be
captured?
To
date,
Ms.
Corday
and
her
Foundation
have
relied
on
personal
funds
to
organize
charitable
events
in
an
attempt
to
attract
other
wealthy
donors.
Now
that
Ms.
Corday’s
funds
are
in
jeopardy
of
being
exhausted,
new
methods
for
attracting
donors
have
become
necessary.
In
years
past,
effective
fundraising
has
been
an
issue
for
the
Starve
No
More
Foundation
and
Ms.
Corday
and
the
Foundation
has
relied
heavily
on
her
own
personal
contributions
to
ensure
the
success
of
their
mission.
In
a
proactive
attempt
to
prevent
the
Foundation’s
imminent
insolvency,
Ms.
Corday
strongly
desires
the
legacy
of
her
and
her
family’s
hard
work
to
be
nationally
recognized
by
an
unprecedented
undertaking:
the
building
of
a
privately
owned
and
operated
pleasure
cruise
line
that
will
continue
to
raise
funds
to
support
the
mission
of
the
Foundation
for
the
foreseeable
future.
The
SCS
Gift
Shops
will
provide
luxurious
amenities
and
feature
quality
custom
items
for
retail
purchase
of
the
SCS
patrons
for
years
to
come.
The
profits
from
the
SCS
Gift
Shops
will
be
used
to
support
the
day-‐to-‐day
SCS
operating
costs
as
well
as
the
funding
needs
of
the
Foundation
in
further
support
of
its
mission.
4.0
Critical
Assumptions
and
Constraints
For
the
purposes
of
planning,
what
future
events
or
factors
should
be
considered
to
be
true,
real
or
certain
that
are
currently
not
fully
understood?
Currently,
no
cruise
ship
exists
and
must
be
constructed
per
the
specification
of
the
sponsor,
Ms.
Corday,
and
the
Foundation.
The
structure
of
the
vessel
must
be
completed
and
its
structural
integrity
approved
prior
to
the
construction
of
the
Gift
Shops
within
the
interior
of
its
hull.
Constraints:
What
are
the
some
of
the
most
important
known
limitations
to
the
options
available
to
the
project
team?
Work
on
the
gift
shops
must
begin
after
the
completion
of
the
SCS
hull
and
super-‐structure.
The
vessels
hull
must
be
considered
sea-‐worthy
and
approved
by
various
US
Government
Agencies
including
the
US
Coast
Guard
and
the
American
Bureau
of
Shipping
prior
to
starting
the
construction
of
any
of
the
5
gift
shops.
5. 5
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
01a
Initiation
Template:
Business
Case
for
a
Proposed
Project
The
Business
Case
is
an
input
to
the
project
initiating
process
and
is
typically
prepared
by
the
“customer”.
5.0
Analysis
of
Options
and
Recommendations
Describe
the
alternative
approaches
that
could
be
used
to
meet
the
organizational
objective.
The
gift
shops
project
can
begin
the
design
deliverables
phase
concurrent
to
the
trails
of
the
SCS
hull
and
super-‐structure.
Should
the
hull
structural
project
incur
delays
as
a
result
of
work
stoppage,
USCG,
or
ABS
approval
delays,
upon
approval
of
the
gift
shops
designs,
the
gift
shops
structural
construction
can
begin
off-‐site
and
be
completed
in
modular
sections
allowing
them
to
be
installed
into
the
SCS’s
super-‐structure
when
it
is
safe
to
do
so.
6.0
Preliminary
Project
Requirements
Provide
a
high
level
overview.
How
will
you
know
when
you
are
done?
How
will
you
know
when
you
have
been
successful
• Allow
ample
shopping
space
for
SCS
patrons,
• Allow
ample
retail
space
for
merchandizing
fixtures,
refrigerated
coolers,
glass
jewelry
display
cases,
and
point
of
sale
counters
for
all
gift
shops,
• Allow
more
than
the
minimum
required
points
of
egress
in
the
event
of
emergencies
for
all
gift
shops,
• Procure
and
install
plumbing
and
fixtures
for
two
(2)
gender
specific
restrooms
in
the
main
gift
shop
and
one
(1)
family
restroom
for
each
of
the
satellite
gift
shops,
• Design
and
construct
and
install
at
least
two
(2)
fitting
rooms
in
the
main
gift
shop
and
one
(1)
fitting
room
for
each
of
the
satellite
gift
shops,
• Design
and
construct
the
main
gift
shop
with
enough
storage/stocking
space
and
administrative
office
space
to
accommodate
all
gift
shops.
7.0
Budget
Estimate
and
Financial
Analysis
Project
Costs
Estimate
key
project
costs
What
will
you
have
to
purchase?
Who
will
fund
the
project?
The
majority
of
the
gift
shops
project
will
be
spent
in
both
labor
and
construction
materials
for
the
SCS
Gift
Shops
Project.
The
budget
baseline
for
the
gift
shops
project
(minus
10%
contingency)
is
currently
$1,076,467.11
and
is
broken
down
into
the
following
sub-‐categories:
Wages:
$197,219.76
-‐
includes
estimates
for
overtime
and
various
fringes.
Materials:
$836,187.35
-‐
includes
estimates
for
structural,
interior,
and
exterior
construction
materials.
Fixed
Costs:
$43,060
-‐
includes
costs
associated
with
inspection
fees,
licensing,
material
storage
and
security,
elevator
fabrication
and
freight
to
construction
site,
and
miscellaneous
expenses.
10%
Contingency:
$107,647.00
GRAND
TOTAL:
$
1,184,114.11
The
Starve
No
More
foundation
is
financially
responsible
for
all
SCS
Gift
Shop
Project
related
costs
and
fees.
8.0
Schedule
Estimate
Provide
key
project
milestones
such
as
when
the
project
starts
and
ends
and
key
points
that
indicate
progress.
Start
date:
Monday,
April
21
st
,
2014
End
Date:
Monday,
January
19
th
,
2015
Key
milestones
include:
6. 6
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
01a
Initiation
Template:
Business
Case
for
a
Proposed
Project
The
Business
Case
is
an
input
to
the
project
initiating
process
and
is
typically
prepared
by
the
“customer”.
Project
Plan
Approval:
Friday,
May
2
nd
,
2014
Gift
Shops
Design
Approval:
Tuesday,
July
8
th
,
2014
Floor
plan,
Structural,
and
Utility
Drawings
Approval:
Wednesday,
October
1
st
,
2014
Structural
Construction
Approval:
Friday,
December
26
th
,
2014
Completed
Interiors
Approval:
Friday,
January
9
th
,
2015
Completed
Exteriors
Approval:
Tuesday,
January
13
th
,
2015
Final
Approval
and
Delivery
of
Gift
Shops:
Monday,
January
19
th
,
2015
9.0
Potential
Risks
What
events
might
occur
that
could
negatively
(or
positively)
impact
the
project
objectives
if
they
did
happen?
• The
ship
hull,
or
super-‐structure,
is
not
finished
before
the
scheduled
start
date
of
the
gift
shops
construction.
• The
Starve
No
More
Foundation
runs
out
of
funds
before
the
Gift
Shops
Project
is
scheduled
to
start.
• Approval
milestones
may
take
longer
than
anticipated.
• Construction
and
final
approval
of
Gift
Shops
occurs
ahead
of
schedule.
• The
Foundation
could
abandon
the
project
in
favor
of
procuring
a
cruise-‐liner
to
refurbish
instead
of
design
and
build.
10.0
Financial
Analysis
Evaluate
the
return
on
investment
for
the
proposed
project.
The
SCS
Gift
Shops
will
provide
luxurious
amenities
and
feature
quality
custom
items
for
retail
purchase
of
the
SCS
patrons
for
years
to
come.
The
profits
from
the
SCS
Gift
Shops
will
be
used
to
support
the
day-‐to-‐day
SCS
operating
costs
as
well
as
the
funding
needs
of
the
Foundation
in
further
support
of
its
mission.
The
5
Gift
Shops
of
the
SCS
will
be
designed
with
the
highest
quality
and
amenities
to
attract
patrons
who
are
conscience
of
the
Starve
No
More
Foundations
mission
statement.
With
the
on-‐going
patronage
of
the
SCS
patrons,
the
Foundation
can
expect
to
see
a
15%
-‐
25%
ROI
within
5
–
10
years
of
receipt
of
completed
and
approved
gift
shops.
7. 7
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
Initiating
Integration
Element
(PRM600-‐
Complete
all
items
in
the
project
charter).
4.1a
Project
Charter
The
Project
Charter
formally
authorizes
a
project
or
project
phase
and
documents
initial
requirements.
Multiple
charters
may
be
used
to
validate
or
refine
decisions
made
for
multi-‐phase
projects.
Business
Need
/
Who
Will
Benefit:
What
events
or
conditions
helped
create
the
need
for
this
project?
Who
will
benefit
from
this
endeavor?
In
a
proactive
attempt
to
prevent
the
Foundation’s
imminent
insolvency,
Ms.
Corday
strongly
desires
the
legacy
of
her
and
her
family’s
hard
work
to
be
nationally
recognized
by
an
unprecedented
undertaking:
the
building
of
a
privately
owned
and
operated
pleasure
cruise
line,
the
Swimlane
Cruise
Ship,
which
will
continue
to
raise
funds
to
support
the
mission
of
the
Foundation
for
the
foreseeable
future.
Project
Purpose
/
Justification
–
Alignment
with
Mission
Why
is
the
project
being
approved?
How
does
it
align
with
the
organization’s
mission
or
strategic
plan?
This
Charter
formally
authorizes
a
project
to
perform
the
research,
development
and
implementation
of
the
design
and
production
of
a
Swimlane
Cruise
Ship
(SCS)
with
its
sole
purpose
to
raise
funds
to
help
feed
starving
families
around
the
world.
Project
Objectives
What
will
the
project
produce?
How
will
we
know
that
the
project
objectives
have
been
successfully
accomplished?
This
project
will
produce:
1)
Designs
for
a
total
of
five
(5)
SCS
Gift
Shops.
2)
A
total
of
ten
(10)
unique
artistic
renderings
and
perspective
drawings
of
each
of
the
five
(5)
Gift
Shops
for
Foundation
approval.
3)
Floor
plans,
structural
blue
prints,
construction
plans
and
bill
of
materials,
and
utility
drawings
for
each
of
the
five
(5)
Gift
Shops
for
Foundation
approval.
4)
Constructed
five
(5)
Gift
Shops
in
accordance
to
the
approval
guidelines
of
the
Foundation.
5)
Project
management
services
throughout
the
planning,
design,
and
construction
phases
of
the
SCS
Gift
Shops
project.
The
following
success
criteria
will
be
used
to
demonstrate
accomplished
objectives.
• Provide
ten
(10)
unique
artistic
renderings,
including
perspective
drawings
that
depict
all
five
(5)
gift
shops
in
use,
which
will
specifically
demonstrate
design
elements
of
both
interiors
and
exteriors
of
each
gift
shop.
• Design
one
(1)
rectangular-‐shaped,
centralized,
two-‐level,
4500
sq.
ft.
main
gift
shop
with
an
‘open
atrium’
(looking
down
to
the
first
floor)
second
level
with
one
(1)
single
landing
stair
case
on
the
north
side
and
one
(1)
eight
(8)
person
capacity
hydraulic
elevator
on
the
south
side.
• Design
the
remaining
four
(4)
oval-‐shaped,
single-‐level,
1500
sq
ft.
satellite
gift
shops.
• Provide
an
“open
air”
access
design
of
the
main
gift
shop,
with
multiple
entrances
into
the
first
floor
of
no
less
than
20
feet
per
entrance
on
all
four
sides.
• Provide
an
“open
air”
access
design
of
the
satellite
gift
shops,
with
one
(1)
entrance
of
no
less
than
15
feet
on
only
one
side
per
gift
shop.
• Provide
motorized,
concealable,
and
recessed
security
roll-‐up
doors
for
all
entranceways
for
each
gift
shop
using
durable,
transparent,
and
scratch-‐resistant
materials.
Each
door
should
be
able
to
be
locally
and
remotely
operated.
• Provide
no
less
than
500
sq
ft.
of
concealable
stocking
space
within
the
main
gift
shop,
and
no
less
than
100
sq
ft.
of
concealable
stocking
space
within
the
satellite
gift
shops.
• Provide
no
less
than
300
sq
ft.
of
administrative
office
space
within
the
centralized
gift
shop.
• Provide
two
(2)
gender
specific,
120
sq
ft.,
single
stall
restrooms
within
the
main
gift
shop
and
one
(1)
single
8. 8
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
4.1a
Project
Charter
The
Project
Charter
formally
authorizes
a
project
or
project
phase
and
documents
initial
requirements.
Multiple
charters
may
be
used
to
validate
or
refine
decisions
made
for
multi-‐phase
projects.
fixture,
80
sq
ft.
family
restroom
within
each
of
the
satellite
gift
shops.
• Provide
two
(2)
changing
rooms
within
the
main
gift
shop
and
one
(1)
changing
room
within
each
of
the
satellite
gift
shops.
No
changing
room
should
exceed
15
sq
ft.
• Provide
enough
area
to
accommodate
various
merchandizing
fixtures
for
all
gift
shops,
including
refrigerated
coolers,
jewelry
display
cases,
apparel
racks,
wall
and
floor
rack
shelving,
and
miscellaneous
counter
tops.
• Provide
enough
area
to
accommodate
one
(1)
100
sq
ft.
circular
point
of
sale
(POS)
counter
in
each
gift
shop.
The
POS
counter
will
be
located
in
the
center
of
the
first
floor
of
the
main
gift
shop
and
within
the
center
of
all
of
the
satellite
gift
shops.
• Provide
detailed
blue
prints
and
construction
plans
for
all
five
(5)
gift
shops.
• Construct
all
gift
shops
utilizing
best
practices
of
retail
and
maritime
construction
techniques.
• Provide
finishing
construction
(carpeting,
paint,
accents,
fixtures,
etc.)
work
upon
completion
of
structural
construction
in
accordance
to
the
approval
guidelines
of
the
Foundation.
• Project
Management
services
must
be
conducted
using
PMI
methodologies
incorporating
monthly
status
report
meetings.
Approved
Budget:
(See
detailed
Funding
Request)
$
1,184,114.11
How
much
will
the
project
cost?
How
much
spending
should
be
authorized
on
this
project?
The
budget
baseline
for
the
gift
shops
project
(minus
10%
contingency)
is
currently
$1,076,467.11
and
is
broken
down
into
the
following
sub-‐categories:
Wages:
$197,219.76
-‐
includes
estimates
for
overtime
and
various
fringes.
Materials:
$836,187.35
-‐
includes
estimates
for
structural,
interior,
and
exterior
construction
materials.
Fixed
Costs:
$43,060
-‐
includes
costs
associated
with
inspection
fees,
licensing,
material
storage
and
security,
elevator
fabrication
and
freight
to
construction
site,
and
miscellaneous
expenses.
10%
Contingency:
$107,647.00
GRAND
TOTAL:
$
1,184,114.11
Project
Milestones
When
will
key
events
happen?
What
deadlines
are
known?
How
will
we
know
progress
is
being
made?
Project
Start:
Monday,
April
21
st
,
2014
Project
Plan
Approval:
Friday,
May
2
nd
,
2014
Gift
Shops
Design
Approval:
Tuesday,
July
8
th
,
2014
Floor
plan,
Structural,
and
Utility
Drawings
Approval:
Wednesday,
October
1
st
,
2014
Structural
Construction
Approval:
Friday,
December
26
th
,
2014
Completed
Interiors
Approval:
Friday,
January
9
th
,
2015
Completed
Exteriors
Approval:
Tuesday,
January
13
th
,
2015
Final
Approval
and
Delivery
of
Gift
Shops:
Monday,
January
19
th
,
2015
9. 9
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
4.1a
Project
Charter
The
Project
Charter
formally
authorizes
a
project
or
project
phase
and
documents
initial
requirements.
Multiple
charters
may
be
used
to
validate
or
refine
decisions
made
for
multi-‐phase
projects.
Constraints:
What
are
the
known
limitations
to
the
options
available
to
the
project
team?
Currently,
no
cruise
ship
exists
and
must
be
constructed
per
the
specification
of
the
sponsor,
Ms.
Corday,
and
the
Foundation.
The
structure
of
the
vessel
must
be
completed
and
its
structural
integrity
approved
prior
to
the
construction
of
the
Gift
Shops
within
the
interior
of
its
hull.
Work
on
the
gift
shops
must
begin
after
the
completion
of
the
SCS
hull
and
super-‐structure.
The
vessels
hull
must
be
considered
sea-‐worthy
and
approved
by
various
US
Government
Agencies
including
the
US
Coast
Guard
and
the
American
Bureau
of
Shipping
prior
to
starting
the
construction
of
any
of
the
5
gift
shops.
This
is
the
first
large-‐scale,
long-‐term
project
of
its
kind
for
the
project
sponsor,
Ms.
Corday
and
the
Starve
No
More
Foundation.
Currently,
this
project
also
represents
the
first
maritime
construction
project
for
the
Foundation
and
as
such,
contractors
will
need
to
rely
heavily
on
experienced
shipbuilder’s
expert
judgment
during
the
all
phases
of
the
ship
build.
Assumptions:
For
the
purposes
of
planning,
what
uncertain
factors
will
be
considered
to
be
true,
real
or
certain?
The
gift
shops
project
can
begin
the
Design
deliverables
phase
concurrent
to
the
trails
of
the
SCS
hull
and
super-‐
structure.
Should
the
hull
structural
project
incur
delays
as
a
result
of
work
stoppage,
USCG,
or
ABS
mandates,
upon
approval
of
the
gift
shops
designs,
the
gift
shops
structural
construction
can
begin
off-‐site
and
be
completed
in
modular
sections
allowing
them
to
be
installed
into
the
SCS’s
super-‐structure
when
it
is
safe
to
do
so.
Roles
Who
is/
will
be
assigned
to
manage?
What
are
they
authorized
to
approve
for
spending,
leading,
etc?
Project
Manager:
Jerry
P.
Magaña
Authority
level:
Budget:
The
project
manager
is
authorized
to
distribute
funds
for
equipment,
fees,
construction
materials,
and
other
related
expenses
to
the
current
baselined
amount
of
$879,247.35
The
Organization’s
accounting
and
payroll
department
will
distribute
and
account
for
wages
applied
to
the
project,
currently
estimated
not
to
exceed
$197,219.76.
The
project
manager
may
not
exceed
the
approved
baselined
amount
of
$879,247.35
by
no
more
than
3%
for
needs
that
arise
as
a
result
of
unforeseen
circumstances
(or
contingency).
If
an
increase
it
required,
the
Project
Manager
will
notify
the
project
sponsor,
Mr.
Horvatt
and
the
appropriate
project
stakeholders
prior
to
the
decision
to
release
additional
contingency
funds.
If
the
Project
Manager
foresees
costs
exceeding
3%
over
the
current
baselined
budget,
the
cause
will
need
to
be
presented
and
approved
by
the
project
sponsor.
Staffing:
The
project
manager
is
responsible
for
the
hiring
of
key
construction,
design,
and
engineering
staff.
These
key
staff
members
will
be
responsible
the
hiring
and
direction
of
the
required
crew
necessary
for
completing
the
project
sponsors
approved
design
and
construction
plans
for
the
SCS
Gift
Shops.
Communication:
The
project
manager
is
required
to
review
and
advise
the
project
sponsor,
Ms.
Corday,
the
Board
of
Directors
of
the
Starve
No
More
Foundation,
and
key
project
stakeholders
on
the
status
of
the
SCS
Gift
Shops
Project
on
a
monthly
basis
throughout
the
duration
of
the
project.
These
monthly
progress
meetings
will
take
place
on
the
first
Thursday
of
each
month
and
the
written
minutes
of
each
status
report
are
due
no
later
than
the
following
Monday
via
email.
10. 10
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
4.1a
Project
Charter
The
Project
Charter
formally
authorizes
a
project
or
project
phase
and
documents
initial
requirements.
Multiple
charters
may
be
used
to
validate
or
refine
decisions
made
for
multi-‐phase
projects.
Change
Control:
Project
managers
are
in
charge
of
communicating
any
changes
made
to
the
project
to
the
project
sponsor.
Project
managers
are
allowed
to
make
changes
as
long
as
they
do
not
exceed
1%
of
the
allocated
budget
and
do
not
push
a
deadline
over
10
days.
Any
changes
outside
these
limitations
need
to
be
reviewed
and
approved
by
the
project
sponsor.
OPA
Organizational
process
assets
What
artifacts
from
the
organization
or
outside
could
be
useful
in
our
planning
process,
including
lessons
learned
on
past
projects?
• The
Organization’s
database
of
previously
used
and
approved
vendors
for
both
human
resources
in
various
construction
trade
and
materials.
• The
Organization’s
knowledge
base
of
previous
experience
working
with
non-‐profit
entities
and
their
projects.
• The
Organization’s
knowledge
base
of
planning,
lessons
learned,
and
previously
used
experiences
of
pleasure
cruise
liner
and
other
maritime
construction
projects.
• The
Organization’s
connections
to
and
understanding
of
various
approval
authorities
for
similar
construction
projects
including
the
United
States
Coast
Guard
and
the
American
Bureau
of
Shipping.
• The
Organization’s
policies
and
procedures
in
regards
to
working
with
non-‐profit
projects.
• The
Organization’s
expertise
within
engineering,
construction,
design,
and
staffing
similar
large-‐scale
maritime
construction
projects.
EEF
Enterprise
Environmental
Factors
What
external
factors
impact
our
planning?
From
what
sources
were
these
EEFs
gathered?
• The
Organization
requires
the
use
of
skilled
and
experienced
maritime
construction
trade
persons
to
undertake
such
an
endeavor.
• The
Organization
is
relying
exclusively
on
the
good
faith
of
the
Foundation
to
provide
the
financial
support
of
the
project.
• The
Organization
understands
that
the
Foundation
for
which
the
work
is
to
be
performed
has
little
to
no
experience
in
such
large-‐scale
projects,
and
non
with
respect
to
maritime
construction.
• The
maritime
nature
of
the
project
is
subject
to
frequent
inclement
weather
delays.
• The
nature
of
the
project
being
construction
is
subject
to
labor
union
staffing
and
as
such,
may
impose
a
work
stoppage
as
a
result
of
a
contract
dispute.
• The
success
of
the
Gift
Shops
project
relies
on
the
performance
of
other
entities
that
the
Foundation
(Sponsor)
has
contracted
with;
ie:
hull
and
super-‐structure
construction,
fixtures,
décor,
etc.
Risks
What
are
the
potential
threats
and
opportunities?
What
uncertain
future
events
could
impact
the
project
if
they
did
happen?
• The
ship
hull,
or
super-‐structure,
is
not
finished
before
the
scheduled
start
date
of
the
gift
shops
construction.
• The
Starve
No
More
Foundation
runs
out
of
funds
before
the
Gift
Shops
Project
is
scheduled
to
start.
• Approval
milestones
may
take
longer
than
anticipated.
• Construction
and
final
approval
of
Gift
Shops
occurs
ahead
of
schedule.
11. 11
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
4.1a
Project
Charter
The
Project
Charter
formally
authorizes
a
project
or
project
phase
and
documents
initial
requirements.
Multiple
charters
may
be
used
to
validate
or
refine
decisions
made
for
multi-‐phase
projects.
RISKS
(CONTINUED)
• The
Foundation
could
abandon
the
project
in
favor
of
procuring
a
cruise-‐liner
to
refurbish
instead
of
design
and
build.
Initiating
Communication
Element
(PRM600
–
Create
at
least
8
rows
of
stakeholders).
13.1
a.
Stakeholder
Register
and
Stakeholder
Strategy
The
stakeholder
register
identifies
the
stakeholder
groups
and
analyzes
their
influence
and
interest
in
the
project,
which
allows
them
to
be
classified
into
categories
so
that
appropriate
strategies
can
be
defined
for
each
category
of
stakeholders.
Name
Include
the
title
or
name
of
the
group
or
Individual
Category
A,
B,
C
or
D?
(See
matrix)
Interest
in
the
Project
(High
or
Low)
What
makes
them
a
stakeholder?
Are
they
impacted
or
do
they
impact
the
project?
Will
they
be
users
of
the
project
deliverables?
Are
they
directly
or
tangentially
interested?
Influence
on
the
Project
(High
or
Low)
What
power
or
influence
on
the
project
could
this
group
generate?
Do
they
create
or
assess
deliverables?
Are
they
financially
committed?
Mr.
Dennis
Horvatt,
Pres.
Of
Const.
TFSB
Const.,
Inc.,
Project
Sponsor
A
High
High
Ms.
Marie
Corday,
Customer
A
High
High
Board
of
Directors,
Starve
No
More
Foundation,
Customer
A
High
High
United
States
Coast
Guard
(USCG)
C
Low
High
American
Bureau
of
Shipping
(ABS)
C
Low
High
Project
Management
Team
B
High
Low
Construction
Foreperson
B
High
Low
Interior
Design
Manager
B
High
Low
Construction
Material
Vendors
D
Low
Low
12. 12
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
Construction
Inspectors
D
Low
Low
Port
Master
D
Low
Low
SCS
Patrons
D
Low
Low
Organization’s
Chief
Engineer
C
Low
High
Initiating
Communication
Element
(PRM600-‐
Complete
all
items).
13.1
b.
Stakeholder
Communication
Strategies
Communications
strategies
must
be
identified
for
each
stakeholder
category
to
increase
the
support
and
minimize
the
negative
impacts
of
stakeholders
throughout
the
entire
life
cycle
of
the
project.
Name
List
the
key
groups
in
each
category
of
stakeholders
Strategies
for
Gathering
Support
What
will
you
do
to
encourage
positive
influences
from
them?
Strategies
for
Reducing
Obstacles
What
will
you
do
to
reduce
negative
influences
from
them?
Expectations
What
does
this
group
expect
from
you
for
communications,
support,
etc.
A-‐High
Interest
and
High
Influence
1.
Mr.
Dennis
Horvatt,
Pres.
Of
Const.
TFSB
Const.,
Inc.,
Proj.
Sponsor
2.
Ms.
Marie
Corday,
Customer
3.
Board
of
Directors,
Starve
No
More
Foundation,
Customer
Manage
Closely
Closely
monitor
and
relay
information
as
it
develops.
Be
transparent
with
project
related
activities
and
expenses.
Encourage
efficient
and
clear
presentation
of
all
correspondences.
Remain
transparent
on
project
budget
issues;
provide
interior
design
samples,
create
and
foster
an
open
channel
of
communication
between
these
stakeholders
and
key
project
personnel.
Timeliness
of
all
important
reports
or
project-‐related
events
and
milestones.
Provide
monthly
status
reports
of
the
project
that
will
take
place
on
the
first
Thursday
of
each
month,
then
email
the
typed
minutes
of
each
status
meeting
no
later
than
the
following
Monday.
B-‐High
Interest
but
low
influence
1.
Project
Management
Team
2.
Construction
Foreperson
Keep
Informed
Stay
organized,
but
avoid
information
overload.
Provide
relevant
project
materials
required
for
feedback
and
approval
only.
Keep
reports
concise
and
at
a
level
of
detail
that
can
be
considered
‘snapshots.’
Verify
activities
and
resources
required
to
achieve
project
requirements.
Advise
on
changes
to
these
requirements
as
soon
as
possible.
Meet
project
deadlines
and
milestones
as
indicated,
take
responsibility
and
avoid
assigning
blame.
Inform
about
major
events
or
project
changes,
continue
to
update
through
bi-‐
weekly
video,
tele-‐
conference,
face-‐to-‐
face
meetings,
or
written
and
emailed
memorandum
distribution
as
required.
C-‐
High
Influence
but
low
interest
Keep
Satisfied
Keep
project
materials
in
Don’t
delay
providing
information
on
unexpected
Share
significant
project
milestones
and
13. 13
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
1.
USCG
2.
ABS
3.
Construction
Inspectors
4.
Organization’s
Chief
Engineer
order,
concise
and
efficient.
Ensure
the
lines
of
communication
between
other
project
stakeholders
remain
open
and
flowing
at
all
times.
Inform
on
important
project
milestones
or
project
events
that
may
impact
these
stakeholders
at
all
times.
project
variables.
Keep
them
in
the
loop
and
up
to
date
on
significant
changes
to
the
project
schedule,
requirements,
and/or
budget
(if
required).
keep
these
stakeholders
in
all
critical
project
conversations.
D-‐
Low
Interest
and
Low
Influence
1.
Construction
Material
Vendors
2.
SCS
Patrons
3.
Port
Master
Monitor
Provide
information
that
is
easy
to
understand
and
access,
keep
informed
via
email
on
changes.
Provide
simple
status
and
project
communications
via
a
project
based
website.
Provide
access
to
a
project
database
via
the
Internet
that
will
relay
information
between
these
stakeholders
and
other
key
project
team
members.
Provide
a
project-‐
related
website
with
information
available
in
multiple
languages
that
is
easily
downloadable
and
easily
accessible.
Keep
it
current
and
up-‐
to-‐date
with
important
project
changes
and
information.
Initiating
Communication
Element
(Type
the
names
of
the
stakeholders
in
the
appropriate
boxes.).
13.1
c.
Impact
and
Interest
Stakeholder
Analysis
The
Stakeholder
Analysis
Matrix
portrays
the
relationships
between
stakeholder
groups
and
the
management
strategy
appropriate
for
each
stakeholder
group.
STAKEHOLDER
ANALYSIS
MATRIX
<<
Influence
or
Power
of
Stakeholder
Little/No
Interest
Significant
Interest
Significant
Influence
1.
United
States
Coast
Guard
(USCG)
2.
American
Bureau
of
Shipping
(ABS)
3.
Construction
Inspectors
4.
Organization’s
Chief
Engineer
C
Keep
Satisfied
1.
Mr.
Dennis
Horvatt,
President
of
Construction,
TFSB
Construction,
Inc.,
Project
Sponsor
2.
Ms.
Marie
Corday,
Customer
3.
Board
of
Directors,
Starve
No
More
Foundation,
Customer
A
Manage
Closely
Little
or
No
Influence
1.
Construction
Material
Vendors
2.
SCS
Patrons
3.
Port
Master
D
Monitor
(minimum
effort)
1.
Project
Management
Team
2.
Construction
Foreperson
3.
Interior
Design
Manager
B
Keep
Informed
Importance
or
Interest
Level
of
Stakeholder
>>
End
of
Initiating
Documents
14. 14
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
Planning
A
Process
Group
Purpose:
The
purpose
of
the
planning
process
group
is
to
establish
the
total
scope
of
the
effort,
define
and
refine
the
project
objectives,
and
develop
the
course
of
action
required
to
attain
those
objectives.
These
processes
develop
the
project
management
plan
and
the
project
documents
that
will
be
used
to
carry
out
the
project.
Specific
information
about
the
purpose
and
characteristics
of
each
process
is
available
in
the
PMBOK
Guide
in
the
sections
noted.
The
planning
process
group
is
split
into
two
sections,
labeled
A
and
B,
to
reduce
the
size
of
the
template.
Planning
Group
A
includes
the
knowledge
areas
of
Integration,
Scope,
Time
and
Cost.
(Secs.
4,5
6
&
7).
Planning
Group
B
includes
the
knowledge
areas
of
Quality,
Human
Resources,
Communications,
Risk,
Procurement
and
Stakeholder
Management.
(Secs..
8,9,10,11,12
&
13).
PMBOK®
Guide
Chapter
4
-‐
Integration
Management
Processes
Project
Name:
Revision
Date:
Sponsor:
Date
Signed:
Sponsoring
Organization:
Signature:
__________________
Knowledge
Area
Process
Inputs
Tools
and
Techniques
Outputs
Integration
4.2
Develop
Project
Management
Plan
Project
charter,
Outputs
of
other
processes,
EEF
and
OPA
Expert
Judgment,
facilitation
techniques
4.2
Project
Management
Plan
Planning
A
Integration
Element
–
PRM600
No
revisions
needed.
4.2a.
Integrated
Project
Management
Plan
The
Project
Management
Plan
integrates
and
consolidates
all
of
the
subsidiary
management
plans
and
baseline.
Every
project
methodology
should
be
tailored
to
the
size
and
complexity
of
the
project.
Results
of
Tailoring
by
the
Project
Management
Team
• Project
Baselines
will
be
included
for:
scope,
schedule
and
cost.
• Detailed
Subsidiary
Plans
will
NOT
be
provided
in
this
plan.
An
OPA
will
be
used
without
tailoring.
This
OPA
includes
an
organizational
mandate
for
common
management
plans
for
scope,
requirements,
schedule,
cost,
quality,
process
improvement,
HR,
communications,
risk,
procurement
and
stakeholder
management.
• No
specific
life
cycle
plan
will
be
used.
• Certain
detailed
plans
will
be
used.
See
the
LIST
OF
TEMPLATES
included
at
the
beginning
of
this
document
for
a
detailed
list.
15. 15
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
PMBOK®
Guide
Chapter
5
-‐
Scope
Management
Processes
Knowledge
Area
Process
Inputs
Tools
and
Techniques
Outputs
Scope
5.1
Plan
Scope
Management
PM
plan,
charter,
EEF,
OPA
Expert
judgment
and
meetings.
5.1a
Scope
Management
Plan
and
Requirements
Management
Plan
Scope
5.2
Collect
Requirements
Scope
mgmt.
plan,
Req.
mgmt.
plan,
stakeholder
mgmt.
plan.
Project
charter
Stakeholder
register
Group
and
individual
data
collection
and
decision-‐
making
techniques,(interviews,
focus
groups,
observations,
surveys,
prototypes)
expert
judgment,
product
analysis
and
facilitated
workshops
such
as
JAD
sessions,
context
diagrams,
5.2a
Requirements
Documentation
Scope
5.3
Define
Scope
Outputs
of
5.1
and
5.2,
Charter,
EEF
&
OPA
Expert
judgment,
product
analysis,
alternatives
identification
and
facilitated
workshops
such
as
JAD
sessions
5.3a
Project
Scope
Statement,
project
document
updates.
Scope
5.4
Create
WBS
Outputs
of
5.1,
5.2
and
5.3,
EEF
and
OPA
Decomposition
and
Expert
Judgment
Scope
Baseline
consisting
of:
5.3a
WBS
and
5.3b
WBS
Dictionary
Scope
Planning
Element
–
(PRM600
-‐No
revisions
needed.)
5.1a
Scope
Management
Plan
The
Scope
Management
Plan
describes
how
the
scope
will
be
defined,
developed,
monitored,
controlled
and
verified.
Inputs
Used
Identify
specific
inputs
needed
before
the
Scope
Management
Plan
and
the
Requirements
Management
Plan
can
be
created.
The
Charter
is
used
to
provide
a
high-‐level
project
description
and
high-‐level
product
characteristics.
EEF:
The
organizational
culture
can
be
described
as:
The
Organization
contracts
with
various
clients
around
the
globe
and
is
a
leader
in
the
construction
industry.
From
projects
that
include
commercial,
industrial,
agricultural,
residential,
and
maritime,
this
organization
works
with
a
variety
of
clients
who
specializes
in
not
for
profit
endeavors.
OPA:
The
policies
and
procedures
are
provided
by
the
main
organization’s
PMO.
16. 16
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
Tools
and
Techniques
Used
Identify
the
tools
and
techniques
used
to
create
the
plans.
Explain
how
you
used
the
tools.
Expertise
on
methods
used
to
define,
develop,
monitor
and
control
scope
will
be
provided
by
the
organization’s
PMO.
Meetings
will
be
held
where
the
PMO
can
tailor
the
plans
to
the
size
and
complexity
of
this
project.
Output:
The
Scope
management
plan
to
be
provided
by
the
organization’s
PMO
includes
a
process
for
preparing
a
detailed
scope
statement
and
a
WBS,
and
processes
to
manage
changes
and
to
track
acceptance
of
deliverables.
Output:
The
Requirements
Management
Plan
to
be
provided
by
the
organization’s
PMO.
Includes
templates
and
instructions
for
determining
how
requirements
will
be
planned,
tracked
and
reported.
The
consultants
will
help
implement
a
process
for
prioritizing
requirements,
managing
changes
to
requirements,
and
using
a
traceability
matrix
and
developing
metrics.
Planning
A
Scope
Element
(PRM600
-‐Add
rows
for
five
specific
requirements.)
5.2a.
Requirements
Documentation
This
table
describes
how
individual
requirements
meet
the
business
need
for
the
project.
During
early
planning
stages,
requirements
are
defined
at
a
high
level
and
become
progressively
more
detailed
during
project
execution.
Requirements
must
be
unambiguous
so
that
they
can
be
traced.
Stakeholder
(group)
Person
/
group
that
will
approve
or
accept
a
deliverable
Requirement
Describe
a
part
of
the
product
that
will
be
delivered
such
as
a
document,
service,
product
or
result.
Acceptance
Criteria
Describe
how
the
stakeholder
will
evaluate
the
finished
element.
Priority
(HML)
Category
Select
High,
Medium
or
Low
for
priority
level.
ID
#
PMO
Project
Baselines
for
Scope,
Cost
and
Schedule
The
senior
member
of
the
PMO
will
sign
off
on
the
baselines
if
they
meet
criteria
for
level
of
detail
and
attainability.
High
R1
1.
Mr.
Dennis
Horvatt,
Pres.
Of
Const.
TFSB
Const.,
Inc.,
Proj.
Sponsor
2.
Ms.
Marie
Corday,
Customer
3.
Board
of
Directors,
Starve
No
More
Foundation,
Customer
Completed
SCS
Gift
Shops,
approved
plans,
designs,
construction,
interior
and
exterior
elements
The
Project
Sponsor,
Ms.
Corday,
and
the
Foundation’s
Board
will
sign
off
on
project
milestones
via
regular
consultation,
monthly
status
meetings,
written
correspondence,
written
approval
letters,
and
a
formal
letter
of
acceptance.
High
R2
1.
USCG
2.
ABS
3.
Construction
Inspectors
4.
Organization’s
Chief
Engineer
Formal
written
approvals
and
official
seals
for
construction
including
structural,
utility,
and
for
the
safety,
security,
and
seaworthy
integrity
of
its
patrons
and
staff.
Through
comprehensive
inspections,
review,
and
engineering
tests.
Medium
R3
1.
Project
Plan,
execute,
monitor,
control,
and
Through
the
use
of
OPA
and
Medium
R4
17. 17
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
5.2a.
Requirements
Documentation
This
table
describes
how
individual
requirements
meet
the
business
need
for
the
project.
During
early
planning
stages,
requirements
are
defined
at
a
high
level
and
become
progressively
more
detailed
during
project
execution.
Requirements
must
be
unambiguous
so
that
they
can
be
traced.
Stakeholder
(group)
Person
/
group
that
will
approve
or
accept
a
deliverable
Requirement
Describe
a
part
of
the
product
that
will
be
delivered
such
as
a
document,
service,
product
or
result.
Acceptance
Criteria
Describe
how
the
stakeholder
will
evaluate
the
finished
element.
Priority
(HML)
Category
Select
High,
Medium
or
Low
for
priority
level.
ID
#
Management
Team
2.
Construction
Foreperson
3.
Interior
Design
Manager
close
the
project
management
plan,
construction
plan,
and
interior
design
milestones.
understanding
of
EFF’s
of
similar
projects,
lessons
learned,
and
expert
judgment.
1.
Construction
Material
Vendors
2.
SCS
Patrons
3.
Port
Master
Will
provide
construction
materials,
furtherance
the
support
of
the
Foundation’s
mission
and
goals
in
the
form
of
patronage
of
the
Gift
Shops
for
years
to
come,
and
access
to
various
resources
during
the
construction
of
the
SCS
Gift
Shops.
In
the
form
of
banners
to
demonstrate
materials
and
services
by;
the
enjoyment
of
the
amenities;
by
providing
access
to
resources
and
skilled
labor
specific
to
the
maritime
industry.
Low
R5
Planning
A
Scope
Element
(PRM600
–
Fill
out
the
content
areas.)
5.3a
Project
Scope
Statement
The
Project
Scope
Statement
provides
a
common
understanding
of
the
project
scope
among
all
stakeholders
and
provides
a
baseline
for
evaluating
whether
requests
for
changes
or
additional
work
are
inside
or
outside
the
project’s
boundaries.
Description
of
the
Product
Describe
the
end
product,
service
or
result
that
the
project
will
produce.
1. Provide
ten
(10)
unique
artistic
renderings,
including
perspective
drawings
that
depict
all
five
(5)
gift
shops
in
use,
which
will
specifically
demonstrate
design
elements
of
both
interiors
and
exteriors
of
each
gift
shop.
2. Design
one
(1)
rectangular-‐shaped,
centralized,
two-‐level,
4500
sq.
ft.
main
gift
shop
with
an
‘open
atrium’
(looking
down
to
the
first
floor)
second
level
with
one
(1)
single
landing
stair
case
on
the
north
side
and
one
(1)
eight
(8)
person
capacity
hydraulic
elevator
on
the
south
side.
3. Design
the
remaining
four
(4)
oval-‐shaped,
single-‐level,
1500
sq
ft.
satellite
gift
shops.
4. Provide
an
“open
air”
access
design
of
the
main
gift
shop,
with
multiple
entrances
into
the
first
floor
of
no
less
than
20
feet
per
entrance
on
all
four
sides.
5. Provide
an
“open
air”
access
design
of
the
satellite
gift
shops,
with
one
(1)
entrance
of
no
less
than
15
feet
on
only
one
side
per
gift
shop.
6. Provide
motorized,
concealable,
and
recessed
security
roll-‐up
doors
for
all
entranceways
for
each
gift
18. 18
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
5.3a
Project
Scope
Statement
The
Project
Scope
Statement
provides
a
common
understanding
of
the
project
scope
among
all
stakeholders
and
provides
a
baseline
for
evaluating
whether
requests
for
changes
or
additional
work
are
inside
or
outside
the
project’s
boundaries.
shop
using
durable,
transparent,
and
scratch-‐resistant
materials.
Each
door
should
be
able
to
be
locally
and
remotely
operated.
7. Provide
no
less
than
500
sq
ft.
of
concealable
stocking
space
within
the
main
gift
shop,
and
no
less
than
100
sq
ft.
of
concealable
stocking
space
within
the
satellite
gift
shops.
8. Provide
no
less
than
300
sq
ft.
of
administrative
office
space
within
the
centralized
gift
shop.
9. Provide
two
(2)
gender
specific,
120
sq
ft.,
single
stall
restrooms
within
the
main
gift
shop
and
one
(1)
single
fixture,
80
sq
ft.
family
restroom
within
each
of
the
satellite
gift
shops.
10. Provide
two
(2)
changing
rooms
within
the
main
gift
shop
and
one
(1)
changing
room
within
each
of
the
satellite
gift
shops.
No
changing
room
should
exceed
25
sq
ft.
11. Provide
enough
area
to
accommodate
various
merchandizing
fixtures
for
all
gift
shops,
including
refrigerated
coolers,
jewelry
display
cases,
apparel
racks,
wall
and
floor
rack
shelving,
and
miscellaneous
counter
tops.
12. Provide
enough
area
to
accommodate
one
(1)
220
sq
ft.
circular
point
of
sale
(POS)
counter
in
each
gift
shop.
The
POS
counter
will
be
located
in
the
center
of
the
first
floor
of
the
main
gift
shop
and
within
the
center
of
all
of
the
satellite
gift
shops.
13. Provide
detailed
blue
prints
and
construction
plans
for
all
five
(5)
gift
shops.
14. Construct
all
gift
shops
utilizing
best
practices
of
retail
and
maritime
construction
techniques.
15. Provide
finishing
construction
(carpeting,
paint,
accents,
fixtures,
etc.)
work
upon
completion
of
structural
construction
in
accordance
to
the
approval
guidelines
of
the
Foundation.
16. Project
management
services
must
be
conducted
using
PMI
methodologies
incorporating
monthly
status
reports.
Product
Acceptance
Criteria
Describe
how
the
stakeholder
will
accept
the
final
product.
The
Foundations
acceptance
of
the
deliverables
will
be
based
on
reports,
approval
and
inspections
of
the
project
management
plan,
designs,
construction
plans
and
requirements
as
listed
in
the
section
above
as
well
as
the
following
deliverable
requirements
below:
i) Submit
for
Foundation
approval
a
total
of
fifty
(50)
artists’
renderings
and
perspective
drawings
demonstrating
unique
design
elements
of
the
interior
and
exterior
for
each
gift
shop.
Ten
(10)
drawings
per
gift
shop.
ii) Submit
for
Foundation
approval
a
total
of
one
hundred
(100)
photographic
and
physical
samples
of
colors,
fixtures,
textures,
and
interior
design
elements
for
each
gift
shop
and
relative
areas,
which
demonstrate
a
unique
look
and
feel
for
each
gift
shop.
19. 19
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
5.3a
Project
Scope
Statement
The
Project
Scope
Statement
provides
a
common
understanding
of
the
project
scope
among
all
stakeholders
and
provides
a
baseline
for
evaluating
whether
requests
for
changes
or
additional
work
are
inside
or
outside
the
project’s
boundaries.
iii) Detailed
and
approved
structural
construction
floor
plans,
in
plan
view,
for
each
gift
shop.
iv) Detailed
and
approved
Construction
blue
prints
for
each
gift
shop.
v) Detailed
and
approved
electrical,
plumbing,
and
hydraulics
plans
for
each
gift
shop.
vi) Detailed
and
approved
bill
of
construction
materials
that
are
in
keeping
with
modern
retail
and
maritime
building
codes
subject
to
the
laws
of
the
United
States,
and
the
US
Coast
Guard
for
each
gift
shop.
vii) Finalized
structural
construction
of
one
(1)
rectangular-‐shaped,
two-‐level,
4500
sq.
ft.
main
gift
shop
and
four
(4)
oval-‐shaped,
single
level,
1500
sq
ft.
satellite
gift
shops.
viii) Finalized
structural
construction,
installation,
and
testing
of
one
(1)
single
landing
staircase
to
be
located
at
the
north
end
and
one
(1)
eight-‐person
capacity,
hydraulic
elevator
to
be
installed
at
the
south
end
of
the
main
gift
shop.
ix) Completed
finish
construction
elements,
design
and
accents,
carpeting,
tile,
paint,
lighting
and
restroom
fixtures,
telecommunications
and
data
ports,
installed
and
tested
safety
and
security
systems,
CCTV,
loss
prevention
systems,
etc.
for
each
gift
shop.
x) Project
management
plan
with
monthly
status
reports.
Project
Deliverables
Please
refer
to
the
WBS
for
a
complete
list
of
project
deliverables
Project
Exclusions
Describe
any
items
stakeholder
may
have
considered
that
are
outside
of
the
project
boundaries.
The
product
specifically
excludes:
• Stocking
the
completed
Gift
Shops
with
merchandise
• Procure
merchandise
for
the
completed
Gift
Shops
• Staffing
the
completed
Gift
Shops
• Training
staff
of
the
completed
Gift
Shops
• Procuring,
storing,
assembling,
or
handling
the
placement
of
specialized
merchandizing
fixtures
for
the
completed
Gift
Shops
• Sub-‐contracting
the
work
required
to
procure,
store,
assemble,
handle,
or
place
specialized
merchandizing
fixtures
for
the
completed
Gift
Shops
• Design,
place,
install,
or
make
arrangements
thereof
for
any
SCS
specialized
marketing
signage,
or
other
related
artwork
for
the
completed
Gift
Shops
• Provide
or
assemble
any
of
the
completed
Gift
Shops
with
any
additional
furnishings
• Install
additional
video
or
audio
systems
for
any
of
the
completed
Gift
Shops
• Procuring,
storing,
assembling,
or
handling
the
placement
of
specialized
Point-‐Of-‐Sale
computer
equipment,
workstations,
cash
registers,
etc.
for
the
completed
Gift
Shops
• Sub-‐contracting
the
work
required
to
procure,
store,
assemble,
handle,
or
place
specialized
Point-‐Of-‐Sale
computer
equipment,
workstations,
cash
registers,
etc.
for
the
completed
Gift
Shops
20. 20
Page
All
citations
are
from:
Project
Management
Institute.
(2013).
A
guide
to
the
project
management
body
of
knowledge.
(5th
Ed.).
Newton
Square,
PA:
Author.
5.3a
Project
Scope
Statement
The
Project
Scope
Statement
provides
a
common
understanding
of
the
project
scope
among
all
stakeholders
and
provides
a
baseline
for
evaluating
whether
requests
for
changes
or
additional
work
are
inside
or
outside
the
project’s
boundaries.
Project
Constraints
List
any
factors
that
limit
the
options
available
to
the
project
team.
Constraints
include:
• That
the
hull
and
super-‐structure
of
the
ship
will
be
completed
prior
to
the
commencing
of
the
Gift
Shops
construction.
• Approvals
of
the
design,
floor
plans,
structure,
and
utilities
must
be
approved
by
the
various
governing
authority
in
maritime
construction
and
the
Organization’s
Chief
Engineer
prior
to
the
commencement
of
the
construction
phase
of
the
Gift
Shops.
• In
addition
to
the
various
governing
authorities’
approval,
the
Organization
must
obtain
written
acknowledgement
from
the
Project
Sponsor
before
any
of
the
project
approval
milestones
can
be
considered
completed.
• Approvals
of
the
structural
construction
and
the
completed
interiors
(including
utilities
of
all
Gift
Shops,
the
staircase,
elevator
construction,
and
operation
of
the
main
Gift
Shop)
must
be
approved
by
the
various
governing
authority
in
maritime
construction
and
the
Organization’s
Chief
Engineer
prior
to
final
delivery
and
approval
of
the
completed
Gift
Shops
to
the
Project
Sponsor.
• Approvals
of
the
completed,
installed,
and
operational
components
of
all
Gift
Shop
exteriors
must
be
approved
by
the
various
governing
authority
in
maritime
construction
and
the
Organization’s
Chief
Engineer
prior
to
final
delivery
and
approval
of
the
completed
Gift
Shops
to
the
Project
Sponsor.
Project
Assumptions
List
any
factors
that
were
assumed
in
project
planning,
and
indicate
what
may
happen
if
it
turns
out
that
these
assumptions
were
false.
Assumption
#1
-‐
The
ship
hull,
or
super-‐structure,
is
finished
before
the
scheduled
start
date
of
the
gift
shops
construction.
If
Assumption
#1
is
false,
then:
designs,
structural
blue
prints,
and
utility
drawings
packages
can
occur
concurrently
to
the
ship
hull
construction
project.
The
Gift
Shops
will
begin
structural
construction
and
fabrication
adjacent
to
SCS
super-‐structure
port
and
be
assembled
in
a
modular
fashion
after
ship
hull
is
complete.
Assumption
#2
-‐
The
Starve
No
More
Foundation
will
provide
full
funding
to
the
Gift
Shops
Project
and
throughout
the
projects
final
delivery.
If
Assumption
#2
is
false,
then:
the
Organization
will
file
a
mechanics
lien
on
the
SCS
project
and
secure
a
bond
in
the
amount
of
the
project
budget
(plus
contingency)
to
ensure
the
full
project
funding.
Assumption
#3
-‐
The
amount
of
qualified
and
experienced
personnel
will
be
available
to
work
on
the
project
until
the
project
is
closed
and
the
Gift
Shops
have
been
delivered
to
the
Foundation.
If
Assumption
#3
is
false,
then:
The
Organization
will
provide
local
accommodations
to
experienced
and
qualified
workers
outside
the
region
of
the
construction
site.
Planning
A
Scope
Element
-‐
(PRM600-‐
complete
a
full
WBS
for
the
project
to
Level
2.
The
major
deliverable
6-‐
Project
Management
–
has
been
completed
for
you.
.
