Downloaded 298 times
![15
April 3, 2012 Project Plan
B4) On-Site Training $20,000
D) Media $200,000
D1) Print Advertising $29,000
D2) Interactive Advertising $49,000
D3) Billboard $24,000
D4) TTC Signage $23,000
D5) Trade Show $75,000
TOTAL $845,000 $845,000
8.3. Cost Baseline (Bi-Weekly)
COSTS AT EXACT
DATES
February
[1st
-15th
]
February
[16th
-29th
]
March
[1st
-15th
]
March
[16th
-31st
]
April
[1st
-15th
]
April
[16th
-31st
]
Fri 2/3/12 $400
Mon 2/6/12 $0
Wed 2/8/12 $200
Thu 2/9/12 $14,000
Tue 2/14/12 $250
Thu 2/9/12 $150,000
Fri 2/17/12 $150
Wed 2/22/12 $7,200
Thu 2/23/12 $28,800
Thu 3/1/12 $0
Tue 3/13/12 $0
Wed 3/14/12 $500
Thu 3/15/12 $0
Mon 3/19/12 $84,000
Fri 3/16/12 $1,500
Wed 4/4/12 $500,000
Apr 4/3/12 $8,000
Thu 4/5/12 $500,000
Tue 4/30/12
TOTAL $164,850 $36,150 $500 $85,500 $558,000 $0
CUMULATIVE $164,850 $201,000 $201,500 $287,000 $845,000 $845,000](https://image.slidesharecdn.com/projectproposal-cocacolagreenvendingmachine-161031200709/85/Project-Proposal-Coca-Cola-Green-Vending-Machine-15-320.jpg)
![16
April 3, 2012 Project Plan
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
S-curve for Green Machine Vending Company
$845,000
February [1st- February [16th March [1st- March [16th- April [1st- April [16th-
15th ] -29th ] 15th] 31st] 15th] 31st]
MONTHS [X-Axis] CUMULATIVE COSTS [Y-Axis]
February [1st
-15th
] $164,850
February [16th
-29th
] $201,000
March [1st
-15th
] $201,500
March [16th
-31st
] $287,000
April [1st
-15th
] $845,000
April [16th
-31st
] $845,000
Cost Breakdown
After estimating the bi-weekly costs for the project, it has been identified that the most
expensive time frame for the project is during the first two weeks of April. The total cost
for the first 2 weeks of April is $558,000; which accumulates for 66%
($558,000/$845,000) of the total estimated budget for the project. The least expensive
week for the project is the first 2 weeks of March, where costs add up to only $500.
Bi-WeeklyBreakdown
February 1st
– 15th
: $164,850
This cost is primarily made up of preparing for the project with activities such as
identifying Toronto locations, presenting the project plan to the client, and finally
contacting the Toronto locations to ensure they permit the installation of the eco-friendly
machines on their property. The largest contributor to the cost is performing interactive
advertising. The interactive advertising costs $150,000, and is one of the most important
costs the company must sustain.
February 16th
– 29th
:$36,150
CumulativeCosrs](https://image.slidesharecdn.com/projectproposal-cocacolagreenvendingmachine-161031200709/85/Project-Proposal-Coca-Cola-Green-Vending-Machine-16-320.jpg)
![26
April 3, 2012 Project Plan
12.2. Risk Register
# Risk Event Probability
(%)
Impact
[cost]
Severity Response Who is
Responsible?
1 Employee Strike
(All)
5 $345,000 $17,250 Hire temporary
(agent) workers
HR
Manager
2 Cost Overruns 20 $100,000 $20,000 Contingency
Reserve
Cost Manager
3 Cash Flow Problem 15 $150,000 $22,500 Contingency
Reserve
Cost Manager
4 Lack of previous
Project Management
experience
5 $250,000 $12,500 Seek advice for
senior managers.
Refer to PMBOK,
and GIDO
Senior
Management
5 Defective Machine
(Physically)
15 $25,000 $3,750 Quality Checklists Quality Manger
6 Project Under
budget
15 $30,000 $4,500 Contingency
Reserve
Project
Manager
Cost Manager
7 Advertising Failure 25 $10,000 $2,500 Contingency
Reserve
Communication
Manager
8 Weather Delay 35 $2,000 $700 Plan ahead (future
forecasts)
Communication
Manager
9 Staff Injury - during
installation (carrying
machine)
10 $4,500 $450 Ensuring every
truck is equipped
with a first aid kit
(safety kit)
HR
Manager
10 Transportation
Delays
75 $1,000 $750 Scheduling with
30mins cushion
time
Schedule
Manager
TOTAL - $917,500 $84,900 - -
The Risk Register for GMV provides information on the potential risk events, the
probability of those risks, the impact, the response to the event, and finally who is
responsible for monitoring and ensuring that each event does not occur.
The probability section provides the chance of each event, if it were to occur. This
section depicts the likelihood of each event happening, and helps determine which
events should be closely monitored. A rating is given in the form of a percentage to help
show the project team a broader idea of how likely an event is.
The impact section defines the effect that each event could cause on the project. A
rating is given in terms of how much money GMV would suffer if the event took place.](https://image.slidesharecdn.com/projectproposal-cocacolagreenvendingmachine-161031200709/85/Project-Proposal-Coca-Cola-Green-Vending-Machine-26-320.jpg)
![58
April 3, 2012 Project Plan
APPENDIX F
Schedule Baseline
[See Hard Copy Report or MS Project File Submitted]](https://image.slidesharecdn.com/projectproposal-cocacolagreenvendingmachine-161031200709/85/Project-Proposal-Coca-Cola-Green-Vending-Machine-58-320.jpg)
![59
April 3, 2012 Project Plan
APPENDIX G
Resource Calendar
[See Hard Copy Report or MS Project File Submitted]](https://image.slidesharecdn.com/projectproposal-cocacolagreenvendingmachine-161031200709/85/Project-Proposal-Coca-Cola-Green-Vending-Machine-59-320.jpg)
More Related Content
Similar to Project Proposal: Coca-Cola Green Vending Machine
Project Proposal: Coca-Cola Green Vending Machine
- 1. Green Machine VendingCo. Project Plan Coca Cola Toronto Green Vending Machine Initiative Version 1.4 April 3, 2012 Presented by: Stephanie Caspick Karmesh Patel Carlis Lounds Maurizio Calabretta Pedram Yousefghahari
- 2. 2 April 3, 2012Project Plan TABLE OF CONTENTS 1. EXECUTIVE SUMMARY 4 2. PROJECT OBJECTIVE 4 3. PRODUCT DESCRIPTION 5 4. PROJECT MANAGEMENT APPROACH 5 4.1. Scope Management Plan 5 4.2. Cost Management Plan 5 4.3. Communications Management Plan 6 4.4. HR Management Plan 6 4.5. Quality Management Plan 6 4.6. Risk Management Plan 7 4.7. Procurement Management Plan 7 5. CONFIGURATION MANAGEMENT 5.1. Purpose 7 5.2. Configuration Management Plan 7 5.3. Revision History 8 6. PROJECT SCOPE 6.1. Stakeholder Matrix 8 6.2. Requirements Traceability Matrix (See Appendix B) 9 6.3. Scope Statement 9 6.4. Scope Baseline – Work Breakdown Schedule (WBS) 12 6.5. Activities Breakdown List 12 7. SCHEDULE 7.1. Milestones 13 7.2. Resources 13 7.3. Schedule Baseline (See Appendix F) 14 7.4. Resource Allocations (See Appendix G) 14 8. COST 8.1. Description of Project Costs 14 8.2. Cost Breakdown 14 8.3. Cost Baseline (Bi-Weekly) 15 9. HUMAN RESOURCES 9.1. Project Organization Chart 18
- 3. 3 April 3, 2012Project Plan 9.2. Responsibility Assignment Matrix 19 10. COMMUNICATIONS 10.1. Stakeholder Registry 20 10.2. Stakeholder Management Strategy 21 10.3. Stakeholder Analysis Matrix 21 11. QUALITY 11.1. Service Quality Metrics 22 11.2. Product Quality Metrics 23 11.3. Quality Checklist 23 12. RISKS 12.1. Risk Breakdown Structure 25 12.2. Risk Register 26 13. SUBSIDIARY MANAGEMENT PLANS 13.1. Scope Management Plan 27 13.2. Cost Management Plan 29 13.3. Staff Management Plan 30 13.4. Communications Management Plan 31 13.5. Quality Management Plan 32 13.6. Risk Management Plan 34 13.7. Procurement Management Plan 35 14. APPENDIX A – Project Charter 38 15. APPENDIX B – Requirements Traceability Matrix 46 16. APPENDIX C – Purchasing Policy 47 17. APPENDIX D – Contract Statement of Work 52 18. APPENDIX E – Proposed Site Locations 55 19. APPENDIX F – Schedule Baseline 58 20. APPENDIX G – Resource Calendar 59
- 4. 4 April 3, 2012Project Plan 1. EXECUTIVE SUMMARY Green Machine Vending Co. (GMV) is a well established company with over 15 years of experience providing installation, maintenance, logistics, and consulting for vending machines in the Southern Ontario region. GMV is an environmentally conscientious company that uses and promotes the use of “green” technology wherever possible. Within this context, Coca Cola Inc. has contracted GMV for its new Toronto Green Vending Machine initiative. This initiative will have GMV research locations within Toronto’s downtown core to scout ideal candidates to replace 20 old Coca Cola vending machines with the new Coca Cola Green machines. GMV will manage the logistics of the delivery and removal at each selected site, as well as the associated training of key stakeholders required for the new machines. The Coca Cola marketing team will supply GMV with artwork that will be used to install advertisements in Toronto to promote the new machines. GMV will also work with an interactive media vendor to promote the new machines at the Toronto Green Living trade show. The project’s budget is $845,000 and the scheduled timeline is February 1st , 2012 to April 30th , 2012. The main cost of the budget is allocated for the machines and for advertising. This project is directly aligned with GMV’s values, core beliefs and organizational strategy. The new machines reduce energy consumption by 40% and greenhouse gas emissions by 99%. Also, GMV uses hybrid delivery trucks which will further reduce the environmental impact of the project. This project plan will further discuss the points listed above in detail including the objective, product description, configuration, scope, schedule, cost, HR, communications, quality, risks, and procurement. 2. PROJECT OBJECTIVE The objective of theproject is to introduce the new Eco-friendly Coca Cola vending machine to the Canadian Market. Todo so,GMVhas been contractedto replace 20 Coca Cola vending machines throughout the downtown core of Toronto with 20 eco-friendly Coca Cola vending machines. The project duration is three months with a start date of February 1, 2012 and ending April 30, 2012. The intent of this project is to effectively reduce energy consumption by 40% and greenhouse gas emissions by 99% by replacing the old machines. The new eco-friendly vending machines are cost effective and also align with Coca Cola’s long term objective
- 5. 5 April 3, 2012Project Plan tocreate environmentally friendly products. The project will also involve raising consumer awareness of the new eco-friendly machines through the use of print and interactive advertising.The project’s budget is $845,000. 3. PRODUCT DESCRIPTION The project will begin with identifying the key locations throughout the downtown core with high sales generated by the current machines and substantial amount of foot traffic. To raise awareness of the project a billboard will be installed at Yonge and Dundas square and TTC advertisements will be purchased.Also, the project will be showcased at the Toronto Green Living show allowing Coca Cola representatives to interact with and educate the public about Coca Cola’s newest innovation.The projectwill also removeand replace 20 vending machines with new eco-friendly models. Lastly, adequate training will be provided to employees who are responsible for restocking and carrying out everyday maintenance of the vending machines to avoid any substantial downtime if problems occur during theday to day operations. 4. PROJECT MANAGEMENT APPROACH 4.1. Scope Management Plan For this project, scope management will be the sole responsibility of the GMV Project Manager. The scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and WBS Dictionary. The GMV Project Manager, and Coca Cola Stakeholders will establish and approve documentation for measuring project scope which includes deliverable quality checklists and work performance measurements. Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of the project team. All change requests will be submitted to the Project Manager who will then evaluate the requested scope change. It is imperative that at all GMV stakeholders report back to the project manager during each phase of the job. GMV project manager is strictly in charge of each operation and must rigorously monitor each task along the course of the implementation. 4.2. Cost Management Plan All the costs incurred by GMV will be managed by the budget department, led by the Cost Manager. The Cost Manager will keep a log of all the cost changes made throughout the project for future references. During the early stages of the project the Cost Manager will produce a cost breakdown structure, and a cost curve to easily
- 6. 6 April 3, 2012Project Plan coordinate when, and where the company will experience costs. The Cost Manager and the Project Manager will work together to budget, and coordinate all the costs for the project. 4.3. Communications Management Plan Communication paths will be established by the Communications department. These paths ensure the free flow of timely information to stakeholders throughout project duration. Email and meetings will be the primary sources of communication used. Communications manager will relay all information back to the Project Manager for tracking and approval purposes. There are specific procedures used to control conflict escalation during the project, which can be found in the subsidiary communications management plan. 4.4. HR Management Plan All staffing required for this project will be attained and managed by the human resources department. The majority of staffing is available in-house, while some additional staffing will be required from an interactive marketing firm for the media portion of the project. All staff working on the project must follow the project organization chain of command and report progress updates to their supervisor. Key role players will be assigned resource responsibilities through a responsibility assignment matrix. All resources must be approved by the Project Manager. 4.5. Quality Management Plan The quality management approach for the GMV project will ensure quality is planned for both the product and processes. In order to be successful, this project will meet its quality objectives by utilizing an integrated quality approach to define quality standards, continuously improve quality and measure ongoing quality. Product quality for the GMV project will be defined by the GMV's current standards and criteria for its Eco Friendly Vending Machines. The focus is on the project’s deliverable and the standards being used will ensure the product meets quality standards and customer satisfaction. Establishing process quality standards will ensure that all activities conform to an organizational standard which results in the successful delivery of the product.
- 7. 7 April 3, 2012Project Plan 4.6. Risk Management Plan All the potential risks that could occur in the GMV project will be managed by the risk department, led by the Risk Manager. Once accepting a project the Risk Manager will immediately create a risk register and a risk breakdown structure to determine all the potential risks that the project could face. The Risk Manager and the Project Manager will work together to ensure that all the possible risks are identified, and that there is a clear solution to prevent the risks from occurring. 4.7. Procurement Management Plan Procurement of all materials and vendor relationships will be managed by the Procurement Department, lead by the Procurement Manager. Procurement practices are guided by the GMV Purchasing Policy (see Appendix C). Each purchasing decision must follow the Policy to ensure that all purchases are made in the best interest of the project, and are a balance of cost and quality. The Procurement Manager and the Project Manager will work together to ensure accuracy and on-time delivery of all purchased items and contracted services. 5. CONFIGURATION MANAGEMENT 5.1. Purpose The Configuration Management plan will explain how different versions of the Project Plan and related documents will be managed. 5.2. Configuration Management Plan The Project Manager will be responsible for ensuring that all documents include the most up to date information prepared by the project team. Project team members will send all revisions to the Project Manager, with changes highlighted or made with Track Changes in Microsoft Word if possible. The project manager will then update the documents. Version numbers and the date will be used to track revision histories. The Project Manager will send out revised documents to all project team members, who are responsible for ensuring that the most current version of the document is referred to in project work. The Project Manager will keep a record of all revisions, including the date the revision was made.
- 8. 8 April 3, 2012Project Plan 5.3. Project Plan Revision History Version # Date Description 1.0 March 6th Original Document 1.1 March 14th 1st Round of Revisions 1.2 March 21st 2nd Round of Revisions 1.3 March 23rd 3rd Round of Revisions 1.4 April 3 Final Copy 6. PROJECT SCOPE 6.1. Stakeholder Matrix Key Stakeholders Requirements Impact/ Influence Public Required to be an active consumer of Coca Cola products using the new easy-to-use vending machines that compliment green initiatives. The public will influence all other stakeholders’ actions. Coca Cola and GMV will need to act in unison with consumer preferences to achieve accurate results and client content. Coca Cola Inc Management Coca Cola will initiate the entire project plan. They will have to meet with GMV management to establish project plan and deliverables. Coca Cola will have authority over all stakeholders. Coca Cola is in charge of entire operations; timing and budgeting. Coca Cola Inc Employees Employees are required to drive and restockGMV machines. Employee meeting are required of them as well as training. They impact the public directly. Employees must follow what Coca Cola management demands. Employees impact Coca Cola management. GMV Management GMV management will establish requirements for each account manager. Must schedule meetings to talk about deliverables with all employees. GMV management will be in charge of giving direction to all stakeholders especially account managers who direct the lower level teams. Account Managers Account Managers will shadow operations of Marketing team and logistics team. Account manager must take care of sub teams to ensure fluid workflow. Account manager must take order from upper management. Marketing Team In charge of formulating marketing initiative. Must take direction from account manager but marketing team does have flexibility due to its department skill set. Marketing team has little influence on operation. Marketing team is focused on creation of advertising and media. Impact is little on other departments but huge in terms of public exposure. Logistics Team (Fleet operators act as managers- plan routes, schedule times, check to see if employees are on route etc.) Fleet operators are slightly influenced by account managers. They take order from account
- 9. 9 April 3, 2012Project Plan Account manager deals with too many departments so they need a fleet operator to manage an operation or maybe three operations/ locations. Managing supply operations of technical team. Required to attend all meetings and take order from account manager. Shadows technical teams every move. managers but are not influenced significantly because they run on their own scheduling system with technical team. Technical Team Required to attend all meetings and training put together by fleet operators and account managers. Technical team is influenced by fleet operators; they are directly affected because they are the installation crew. 6.2. Requirements Traceability Matrix See Appendix B 6.3. Scope Statement This project encompasses GMV performing location analysis to identify suitable locations to install the new Coca Cola Green Vending Machines. Each location is to be within downtown Toronto, have a large number of visitors annually, and currently have old technology Coca Cola machines. At each of the identified locations, the old machine is to be removed and in its place a new green machine will be installed, with a maximum of 20 machines in total for all locations. GMV will manage the delivery of the new machine, the removal of the old machine, and disposal of the old machine to a recycling facility. GMV will also have a vending machine technician test each new machine once it is installed to ensure it is in proper working order, fill the machine with the appropriate beverages, and instruct the key location stakeholders on how to operate, perform preventative maintenance, and how to troubleshoot if there are any technical problems with the new machines. An informational brochure will also be distributed to the location stakeholders for reference. GMV will be managing the execution of the media plan which involves using external suppliers. A printing vendor will be used to print and install a billboard at YongeandDundas square, and TTC subway advertisements. A marketing firm will be used to plan and manage interactive media at the Toronto Green Living show which will consist of a booth at the trade show, and hired Coca Cola demonstrators to promote the new machines and Coca Cola. Once the project is complete GMV will also meet with Coca Cola management for a post-project wrap up.
- 10. 10 April 3, 2012Project Plan Goals and Objectives 1. Customer should be satisfied with placement and installation process of machine, feedback checklist will ensure this. Results will be given to upper management. 2. Machines should be fully operational after installation. Old vending machine should be properly disconnected and removed to a recycling facility. 3. Product awareness through advertising and media campaign are effective in generating excitement and knowledge of the new machines. The marketing firm will prepare a post-trade show report that will give insight into customer feedback generated at the trade show. 4. GMV will perform all agreed upon work accurately, in a timely manner and within the specified budget. The management plans found within this plan will ensure that this goal is met. Project Deliverables Location Analysis: Identify Toronto locations that fit within the specified criteria Project Plan: properly plan the execution, control, and closing functions to ensure all project aspects are met. Logistics: Deliver new machine and remove the old machines and bring the old machines to a recycling facility. Use quality checklists at each location to ensure customer satisfaction and proper delivery and installation. Transportation is operational as well as tools to install vending machines are sufficient and operational for installation. Training: Train key location stakeholders so that they know how the machines operate, how to refill, how to perform maintenance, how to troubleshoot if something isn’t working right. Media: Print advertising and interactive advertising is to be implemented in proper site locations. Coca Cola will supply the creative work which will be used for the advertisements. Closing: Post-mortem meeting to discuss successes and disappointments. Prepare report based on consumer feedback experienced at the trade show.
- 11. April 3, 2012Project Plan 11 Requirements Mapped out route schedules for technical team. Proper equipment checks by fleet operators and technical team. Green Vending machines need to be installed in proper locations. Client feedback sheet is signed to make sure operation went according to standards. Excluded from Scope No more than 20 machineswill be installed. Continuation of servicing of the machine once the project is over (after sale services). Digital media and adverting background research is excluded since digital media creation and creative research is provided by Coca Cola. Time and Cost Estimates To maintain the costs GMV will monitor all costs on a daily basis, to ensure that costs are as accurate as possible. The cost manager must ensure that a well updated log consisting of all cost changes are maintained. The project manager will obtain upper management approval before any change to the cost baseline occurs. GMV uses the 50/50 rule for work completion which assumes that once the task has begun, 50% of the task is complete. The estimated cost for this project is $845,000. The total cost for 20 green vending machines is $500, 000 ($25,000*20). This accumulates for 59% ($500,000/$845 000) of our total budget. Constraints The resources for this project are limited. Only one driver, one machine technician, and one truck will be allocated to the project. If the driver or technician is not available to work on a particular day during the scheduled delivery period, another driver or technician will be appointed on a temporary
- 12. April 3, 2012Project Plan 12 basis to fulfill the duties. There is also one day of scheduled slack in the delivery schedule that can be used if necessary in order to not delay the project. Vending machine glitches. The project’s success depends on having working vending machines. Each vending machine will be tested by the machine technician after installation. Also, the upmost care will be taken to ensure the quality and reliability of every machine. 6.4. Scope Baseline – Work Breakdown Schedule (WBS) 6.5. Activities Breakdown List A. Project Initiation Kickoff Meeting Prepare Project Plans based of client expectations Meeting with Client to review project plans Make necessary revision for client Client signoff on project and contract B. Logistics Contact each location to get verbal approval Map out delivery routes Create delivery schedule for replacing and installing new machine Create work sheet for each location Coca Cola Green Vending Machine Toronto Initiative A Project Initiation B Logistics D Media E Closing A6 Sign Contract With Client B1 Delivery Schedule D1 Print Advertising D2 Interactive Advertising E1 Post Mortem Meeting & Report B2 Training D3 Billboard D4 TTC Signage D5 Trade Show
- 13. 13 April 3, 2012Project Plan Deliver new machine to each site while at the same time removing the old machines Issue instructional brochure Demonstrate the use of the machine Train on preventative maintenance and troubleshooting Client signoff job completion of each site C. Media Print o Send request for quote to printing companies o Hire printing company o Print and install billboard and TTC advertisements Trade Show o Send request for proposal to interactive marketing firm o Hire marketing firm o Approve marketing firm plan for trade show 7. SCHEDULE 7.1. Milestones Milestone Target Start Date Target Completion Date Project Planning February 1st , 2012 February 13th , 2012 Instillation of Machines March 9th , 2012 March 26th , 2012 Billboard Installed March 1st , 2012 March 26th , 2012 TTC Advertisements Installed March 1st , 2012 March 26th , 2012 Toronto Green Living Show April 13th , 2012 April 16th , 2012 7.2. Resources Resource Quantity Project Manager 1 Scope and Quality Manager 1 Logistics and Scheduling Manager 1 Cost and Risk Manager 1 HR and Communications Manager 1
- 14. 14 April 3, 2012Project Plan Delivery Truck Driver 1 Procurement Manager 1 Machine Technician 1 Delivery Truck 1 Dolly for Deliveries 1 Coca Cola Green Vending Machines 20 7.3. Schedule Baseline The schedule start date is February 1st , 2012 and the scheduled finish date is April 27th , 2012. See Appendix F 7.4. Resource Allocations See Appendix G 8. COST 8.1. Description of Project Costs The estimated cost for this project is $845,000.The main expenditure is the cost of the machines themselves. The total cost for 20 green vending machines is $500,000 ($25,000*20). This accumulates for 59% ($500,000/$845 000) of our total budget. Advertising is another large project cost,which accounts for 24% ($200,000/$845,000) of the total budget. 8.2. Cost Breakdown Work Summaries Cost Total Cost A) Project Initiation $15,000 A1) Sign Contract with Client $15,000 B) Logistics $630,000 B1) Delivery/Pick-up Schedule $20,000 B2) Delivery of New Machines $575,000 B3) Removal of Old Machines $25,000
- 15. 15 April 3, 2012Project Plan B4) On-Site Training $20,000 D) Media $200,000 D1) Print Advertising $29,000 D2) Interactive Advertising $49,000 D3) Billboard $24,000 D4) TTC Signage $23,000 D5) Trade Show $75,000 TOTAL $845,000 $845,000 8.3. Cost Baseline (Bi-Weekly) COSTS AT EXACT DATES February [1st -15th ] February [16th -29th ] March [1st -15th ] March [16th -31st ] April [1st -15th ] April [16th -31st ] Fri 2/3/12 $400 Mon 2/6/12 $0 Wed 2/8/12 $200 Thu 2/9/12 $14,000 Tue 2/14/12 $250 Thu 2/9/12 $150,000 Fri 2/17/12 $150 Wed 2/22/12 $7,200 Thu 2/23/12 $28,800 Thu 3/1/12 $0 Tue 3/13/12 $0 Wed 3/14/12 $500 Thu 3/15/12 $0 Mon 3/19/12 $84,000 Fri 3/16/12 $1,500 Wed 4/4/12 $500,000 Apr 4/3/12 $8,000 Thu 4/5/12 $500,000 Tue 4/30/12 TOTAL $164,850 $36,150 $500 $85,500 $558,000 $0 CUMULATIVE $164,850 $201,000 $201,500 $287,000 $845,000 $845,000
- 16. 16 April 3, 2012Project Plan $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 S-curve for Green Machine Vending Company $845,000 February [1st- February [16th March [1st- March [16th- April [1st- April [16th- 15th ] -29th ] 15th] 31st] 15th] 31st] MONTHS [X-Axis] CUMULATIVE COSTS [Y-Axis] February [1st -15th ] $164,850 February [16th -29th ] $201,000 March [1st -15th ] $201,500 March [16th -31st ] $287,000 April [1st -15th ] $845,000 April [16th -31st ] $845,000 Cost Breakdown After estimating the bi-weekly costs for the project, it has been identified that the most expensive time frame for the project is during the first two weeks of April. The total cost for the first 2 weeks of April is $558,000; which accumulates for 66% ($558,000/$845,000) of the total estimated budget for the project. The least expensive week for the project is the first 2 weeks of March, where costs add up to only $500. Bi-WeeklyBreakdown February 1st – 15th : $164,850 This cost is primarily made up of preparing for the project with activities such as identifying Toronto locations, presenting the project plan to the client, and finally contacting the Toronto locations to ensure they permit the installation of the eco-friendly machines on their property. The largest contributor to the cost is performing interactive advertising. The interactive advertising costs $150,000, and is one of the most important costs the company must sustain. February 16th – 29th :$36,150 CumulativeCosrs
- 17. 17 April 3, 2012Project Plan Although those costs do decrease from the first 2 weeks, costs in this week are very important to the overall operation of the project. This week’s costs are primarily from mapping out and creating the delivery schedule which has a total cost of $ 36,150 ($28,800+$7200+$150). The delivery schedule is made to ensure that the delivery and installation of the machines are effective and efficient. March 1st – 15th : $500 Costs are minimal because the company managers are overseeing the tasks performed in the previous month. The only cost associated with this week is assigning a trainer to each location, which costs $500 to execute. March 16th – 31st : $85,500 Even though there are only two factors that contribute to this cost, they are extremely important in order for the project to be properly executed on schedule. The costs include removing the old machines, and informing trainers on the project expectations. April 1st – 15th : $558,000 The costs associated in this week are installing and testing all the new machines at each site, visiting all the locations to train stakeholders, and finally to conduct the second form of advertising, which is through print. The cost to install and test all the new machines is $500,000, and advertising through print accumulates for another $50,000. Once the first two weeks of April are over, the company does not incur any further costs. April 16th – 31st : $0 The next 2 weeks are crucial for the company because the estimated end date for the project is close, and the project manager must ensure that all the costs are paid for fully, to ensure that the project team can close off the project on schedule.
- 18. 18 April 3, 2012Project Plan 9. HUMAN RESOURCES 9.1. Project Organization Chart The project organization comprises the key role players involved in the project. It is a hierarchy of command based on overall stake in the project. Coca Cola’s upper management heads the top of the project organization for that reason. Coca Cola Upper Management Green Machine Vending Co. Upper Management Project Manager Stephanie Caspick Scope/ Quality Maurizio Calabretta Logistics/ Scheduling Carlis Lounds Cost/ Risk Karmesh Patel HR/ Communications Pedram Yousefghahari Procurement
- 19. 19 April 3, 2012Project Plan 9.2. Responsibility Assignment Matrix Resource Responsibility P - Primary Responsibility A - Approval Authority S - Supporting Responsibility I - Information Only Resource Responsibility P - Primary Responsibility A - Approval Authority S - Supporting Responsibility I - Information Only
- 20. April 3, 2012Project Plan 20 10. COMMUNICATIONS 10.1. Stakeholder Registry Identification Information Assessment Information Stakeholder Classification Upper Management, Coca Cola Receives project status updates from Project Manager and determines whether project meets agreed upon standards. External Upper Management, Green Machine Vending Co. Receives project status updates from Project Manager and ensures project team receives the necessary resources and cooperation to carry out the project. Internal StephanieCaspick, Green Machine Vending Co. Project Manager Responsible for leading and controlling GMV project team. PM has final say on all decisions and manages project life cycle. Reports to Upper Management. Internal MaurizioCalabretta, Green Machine Vending Co. Scope/ Quality Responsible for keeping project objectives intact and ensuring customer requirements are met to agreed upon standards. Internal CarlisLounds, Green Machine Vending Co. Schedule/ Planning Responsible for planning project tasks and scheduling required labour, and delivery/pickup. Focus on time management. Internal Karmesh Patel, Green Machine Vending Co. Cost/ Risk Responsible for keeping project within budgetary limits. Controls and monitors risk and takes necessary steps to manage it. Internal PedramYousefghahari, Green Machine Vending Co. HR/ Communications Responsible for managing human resources and allocating them effectively. Must ensure undisturbed communication paths at all times for project team. Internal Green Machine Vending Co. Marketing Team Responsible for managing the marketing efforts to spread awareness about the eco- friendly vending machines. Including a billboard ad as well as a TTC advertisement. Support Coca Cola Advertising Department Provide the marketing team with the necessary resources to represent Coca cola in their marketing efforts. External Green Machine Vending Co. Machine delivery/ removal team Deliver the specified amount of new eco- friendly machines to their specified destinations. Also remove the old machines from these locations and bring them to Coca cola for disposal. Support 10.2. Stakeholder Management Strategy
- 21. 21 April 3, 2012Project Plan Name Position Internal/ External Level of Interest Level of Influence Coca Cola Upper Management External High High GMV Upper Management Internal High High Stephanie Caspick Project Manager Internal High High Maurizio Calabretta Scope/ Quality Management Internal High High CarlisLounds Schedule/Planning Management Internal High High Karmesh Patel Cost/Risk Management Internal High High PedramYousefghahari HR/ Communications Management Internal High High 10.3. Stakeholder Analysis Matrix This matrix maps out the paths of communication between stakeholders through analysis of document format, frequency and point of contact. The use of a matrix shows how the stakeholders are constantly interacting with one another at all times through the project duration. Stakeholders Document Name Document Format Contact Person Due Upper Management GMV Project Feedback report Email Project Manager Tuesday of each week Project Manager Weekly status report Hard copy Upper Management, and project team Monday of each week Scope/ Quality Manager Project scope statement Hard copy, meeting Upper Management, Project Manager and project team January 29th Schedule/ Planning Manager Daily schedule Email Project manager and project team Every morning before 9am Cost/ Risk Manager Budget plan Hard copy, meeting Upper management, project manager and project team January 29th HR/ Communications Performance report Email Project Manager 2nd and 4th Friday of each
- 22. 22 April 3, 2012Project Plan Manager month Project Manager Project Post- Mortem Report Hard copy, meeting Project team, upper management April 15th 11. QUALITY Quality management will make sure operations flow smoothly. Quality management is a separate department that will ensure quality is met by each department including account managers, fleet operators, and technical team and partially the marketing team. 11.1. Service Quality Metrics The purpose of this matrix is to ensure the service of the technical team is top quality. GVM does this by ensuring each technical member fills in a check list ensuring all quality service and process standards are met. Main Project Deliverable Metric Goal Responsibility Baseline/ Benchmark Assurance Action Timely Delivery No Reasonable Yes Complete Delivery under required time. Technical Team Technical team should be on-site 10 minutes before installation time requested by client. Review location before departure. Timely Installation No Reasonable Yes Complete installation under required time. Technical Team Time of installation should be under time requirement requested by manager and client or at par. Review Installation process before installation. Client Satisfaction throughout installation No Reasonable Yes Customer satisfaction should be above reasonable metric. Technical Team Customer Satisfaction should always be delivered in terms of the installation process. Review customer satisfaction package before work.
- 23. 23 April 3, 2012Project Plan 11.2. Product Quality Metrics Product Quality Metric ensures that there is no functional problem with the product and all features are working up to regular standards. It also ensures that the product will be maintained and supported. Main Project Deliverables Metric Goal Responsibility Baseline/ Benchmark Assurance Action Product functions properly Yes No All check requirements must be met Technical Team All product checks need to be done. Machines should operate without any problems. Review product checklist to see proper functionalit y before installation. Customer satisfied with new vending machine Yes No To reach customer satisfaction, meet standard protocols of company and meet customer standards. Technical Team Technical team must install vending and customers must be satisfied with asthenic and functionality. Review client feedback paperwork to ensure proper level standard. Feature maintenance and long- term client satisfaction Yes No Any concerns with new vending machines should be solved to regular standard. Account Managers Account managers must answer to all calls when a problem arises with new vending machines. This is done to ensure top quality services of machine. Review vending machine issue occurrence in case of any problem occurrence s. 11.3. Quality Checklist This quality checklist is to determine that all quality standards are met. All quality standards in each section must be met in order to commence with project. Section Title Yes No 1.0 Service Process Quality 1.1 Product Quality 2.0 Quality management Plan 2.1 Organization
- 24. 24 April 3, 2012Project Plan 2.2 Training 3.0 Safety 3.1 Employee Supervisor 3.2 Supervisor Safety 4.0 Quality Control 4.1 Client Requirement
- 25. 25 April 3, 2012Project Plan 12. RISKS 12.1. Risk Breakdown Structure Schedule Organizational Communication Human Resources Quality Technology Risk R&D Financial Cost Procurement Project Management Scope
- 26. 26 April 3, 2012Project Plan 12.2. Risk Register # Risk Event Probability (%) Impact [cost] Severity Response Who is Responsible? 1 Employee Strike (All) 5 $345,000 $17,250 Hire temporary (agent) workers HR Manager 2 Cost Overruns 20 $100,000 $20,000 Contingency Reserve Cost Manager 3 Cash Flow Problem 15 $150,000 $22,500 Contingency Reserve Cost Manager 4 Lack of previous Project Management experience 5 $250,000 $12,500 Seek advice for senior managers. Refer to PMBOK, and GIDO Senior Management 5 Defective Machine (Physically) 15 $25,000 $3,750 Quality Checklists Quality Manger 6 Project Under budget 15 $30,000 $4,500 Contingency Reserve Project Manager Cost Manager 7 Advertising Failure 25 $10,000 $2,500 Contingency Reserve Communication Manager 8 Weather Delay 35 $2,000 $700 Plan ahead (future forecasts) Communication Manager 9 Staff Injury - during installation (carrying machine) 10 $4,500 $450 Ensuring every truck is equipped with a first aid kit (safety kit) HR Manager 10 Transportation Delays 75 $1,000 $750 Scheduling with 30mins cushion time Schedule Manager TOTAL - $917,500 $84,900 - - The Risk Register for GMV provides information on the potential risk events, the probability of those risks, the impact, the response to the event, and finally who is responsible for monitoring and ensuring that each event does not occur. The probability section provides the chance of each event, if it were to occur. This section depicts the likelihood of each event happening, and helps determine which events should be closely monitored. A rating is given in the form of a percentage to help show the project team a broader idea of how likely an event is. The impact section defines the effect that each event could cause on the project. A rating is given in terms of how much money GMV would suffer if the event took place.
- 27. 27 April 3, 2012Project Plan The severity section defines the financial consequences that each event would cost the project. A rating is given by multiplying the probability by the impact cost. For each listed risk a response is given to help provide a benchmark tactic to be used if the project is faced by the risk. In certain situations corrective action must be taken immediately to reduce the damage of the risks, so GMV plans ahead by listing a potential strategy against every identifiable risk. The last component is who will be responsible in the event of each risk. In this section each registered risk has an immediate manager who must monitor it and take all preventative action to minimize the likelihood of that risk from occurring. 13. SUBSIDIARY MANAGEMENT PLANS 13.1. Scope Management Plan Collect Requirements GMV defines and documents the requirements needed to meet all project objectives. The basis of this process is the project charter and stakeholder list. From these, the team can identify requirements, collectively discuss details associated with meeting each requirement, and follow-on discussion to clarify the requirements, and document the requirements in sufficient detail to measure them once the project begins the execution phase. This documentation also serves as an input to the next step in the process which is to define scope. Define Scope Defining the scope is critical to project success as it requires the development of a detailed project/product description to include deliverables, assumptions, and constraints and establishes the framework within which project work must be performed. Scope will list deliverables in detail about how operation must be managed in order to perform tasks. Create WBS This process breaks project deliverables down into progressively smaller and more manageable components which, at the lowest level. This hierarchical structure allows
- 28. 28 April 3, 2012Project Plan for more simplicity in scheduling, costing, monitoring, and controlling the project within the GMV origination. Verify Scope This is the process by which the project team receives a formalized acceptance of all deliverables with GMV team and customers. Control Scope This is the process of monitoring/controlling the project/product scope as well as managing any changes in the scope baseline. Changes may be necessary to the project scope but it is imperative they are controlled and integrated in order to prevent scope creep. GMV project manager and the project team will work together to control of the scope of the project. The project team will leverage the WBS by using it as a statement of work for each WBS element. The project team will ensure that they perform only the work described in the WBS and generate the defined deliverables for each WBS element. The Project Manager will oversee the project team and the progression of the project to ensure that this scope control process is followed. Company Work Authorizing System The Project Manager and upper authority Stakeholders (Coca Cola, GMV) will establish and approve documentation for measuring project scope which includes deliverable quality checklists for customers and work performance measurements. As this project progresses the Project Manager will verify project deliverables against the original scope as defined in the scope statement. Once the Project Manager verifies that the scope meets the requirements defined in the project plan, the Project Manager and upper stakeholders (Coca Cola) will meet for formal acceptance of the deliverable. During this meeting the Project Manager will present the deliverable for formal acceptance of the deliverable by signing a project deliverable acceptance document. This will ensure that project work remains within the scope of the project on a consistent basis throughout the life of the project.
- 29. 29 April 3, 2012Project Plan 13.2. Cost Management Plan Cost Estimates When GMV considers a project the cost estimates are made based on the Work Breakdown Structure (WBS), project scope, risk register, and the current state of the economy. GMV uses the analogous (top down) approach to estimate the costs. Since most of the projects are similar, the top down approach is the most appropriate, and provides the best accurate costs. GMV also uses expert judgement as a benchmark to estimate costs for current projects. Using this method GMV has is able to estimate all project costswithin 95% accuracy. This approach is fast, understandable, inexpensive, and helps GMV to provide realistic cost estimates to its clients. Cost Budgeting GMV breaks down each component of the WBS to get clear, realistic estimates. Once all the costs for each component of the project are determined, GMV combines the costs, to get a final total cost for the entire project from start to finish. After considering the cost estimates, scope baseline, project schedule, resource calendar, and contracts GMV is able to produce the total cost of the project. Once the total cost is determined GMVthen produces a cost baseline. The cost baseline consists of all the costs that are going to take place, when they are going to take place, and finally when the payments are due. GMV also performs a reserve analysis to ensure that costs are set aside for the “unknown unknowns” and the “known unknowns”. Cost Control GMV has no tolerance for over stating costs for a proposed project. The cost manager must ensure that a well updated log consisting of all cost changes are maintained. Upon making all updates on costs, the cost baseline must be adjusted to meet the new costs criteria. To maintain the costs GMV will monitor all costs on a daily basis, to ensure that costs are as accurate as possible. GMV will also create performance reports to reduce the chance of future problems. GMV uses the 50/50 rule for work completion which assumes that once the task has begun, 50% of the task is complete. All changes to the cost baseline will be submitted in writing to GMV upper management by the project manager. The project manager will obtain upper management approval before any change to the cost baseline occurs. GMV uses earned value analysis (EVA) to see if any variances in the schedule or costs are present during the course of the project. After the
- 30. April 3, 2012Project Plan 30 project is complete, the cost manager will also calculate the variance at completion (VAC) to see the variation between the budget at completion (BAC) and the estimate at completion (EAC). This analysis is used to help better estimate costs for future projects based on a cost over-run or under-run. Responsibilities Cost Manager: o Forecasting and controlling the budget o Updating, and keeping a log of all cost changes o Identifying opportunities, such as alternative methods to reduce costs o Creating the cost baseline based on the cost estimates o Monitor and control the costs using EVA o Prepare a post-project report using VAC analysis and make recommendations about how costs could have been managed better Project Manager: o Obtaining upper management approval for any cost baseline changes o Authorizing approval for estimated costs o Monitoring costs, and reviewing the cost managers logs Cost Reporting and Communication The Project Manager will receive a cost report on a weekly basis from the cost manager. The reports will include a breakdown of all the costs, and a log consisting of all the cost transactions made. The report will also provide a section listing all the problems encountered, and how the situations have been resolved. Finally the report will have a section indicating whether all estimated costs were accurate, and if not how much they were overstated or understated by using EVA. 13.3. Staff Management Plan Objective The staff management plan is used to control and utilize GMV human resources to maximum efficiency. This plan will be used to guide GMV when making staffing choices to ensure that all required roles for this project are adequately covered.
- 31. April 3, 2012Project Plan 31 Staff Planning For this project all roles, except for media roles, will be covered by internal staff that will be assigned to this project on a temporary, full time basis. GMV has adequate staff to fulfill these roles, and employ staff that is expertly trained to perform the roles assigned. The GMV HR Manager will work with the Project Manager to identify ideal candidates that have the experience and knowledge for to fulfill the roles of this project. The individuals chosen will form the core Project Team and will be governed by a staff project hierarchy, lead by Coca Cola senior management, then the project GMV Sponsor, then the Project Manager, etc… Once the roles of the project are complete, each team member is required to contribute to the Lessons Learned report that will be submitted to the GMV senior managers to ensure that all intellectual knowledge gained from the project experiences is not lost for any future projects. External Staffing The media for this project will be handled by outside suppliers. An interactive marketing firm will be hired to execute the roles and duties required for the Toronto Green Living trade show. Also, the print media will be outsourced to a printing vendor. GMV works from a preferred supplierlist, which are ongoing business partners to ensure the quality and high customer service needs of GMV are met. The work will be under contract through a statement of work, with GMV providing the deliverables and the vendor specifying the details.The procurement manager is responsible for working with and monitoring the vendor’s performance and ensuring quality and on-time delivery of services. 13.4. Communications Management Plan Objective The communications management plan is required to control the flow of information to and from stakeholders throughout the project life cycle until the project is terminated. It determines who needs the information, when they need it, and by what form of communication they will receive it by. The project team will use various forms of communication to deliver information in a timely manner. All project team members will deliver any sort of information, questions, or problems to the communications manager who will relay everything to the Project manager for decision making and compilation.
- 32. April 3, 2012Project Plan 32 This is an effective way of communicating in an organized manner, which is a key factor to project success. Methods of Communication Email The first and foremost mode of communication. Will be used to deliver day-to-day project updates, status changes and questions or problems that may arise, as well as any other dissemination of information. Face-to-face meetings Done on a weekly basis, at the Project Managers discretion.Also done at certain scheduled dates. Used to discuss matters more thoroughly and to make major decisions. Escalation Procedures Conflict is a normal and healthy aspect of the project, as long as it is handled in a way that does not negatively affect business relationships. In order to ensure that conflict is handled appropriately procedures have been established to properly resolve conflicts as they escalate. The main goal is to resolve the conflict before it threatens the project. An internal conflict between team members should be resolved between the team members involved. If this cannot be accomplished the next level would be to involve the Project Manager in the role of a mediator. Should the conflict still remain unresolved, the Project manager may feel it necessary to involve the Upper Management team as a last resort. Upper management will determine what must be done to get the project on track without disrupting project deliverables. 13.5. Quality Management Plan Objective The purpose of this plan is to encourage high standards, with a detailed policy listing instructions of methods to be followed. The policy entails the technical side of the organization as well as proper management skills. The formulation of the policy will include: Production Quality: process development with manufacturing and assembly. Supplies Quality: conformity controls of supplied material and components.
- 33. April 3, 2012Project Plan 33 Testing Quality: verification of the functional performances of the vending machine. After-Sales Quality: follow up service to the Customer. Customer Satisfaction: achieve Customer Satisfaction with correct and complete understanding of the requirements. Quality and Reliability: ensure quality and reliability of supplied product by addressing the organization, the Company, and the Suppliers’ processes towards the “Zero Defect” goal. Employee Commitment to Quality: ensure motivation and involvement of all the employees through their ongoing development and awareness of responsibility to quality. Training of Staff Training of staff must be outlined to ensure proper logistics, proper installation and proper removal of old machines. A certified licensed technician will be in-charge of training each individual technical member. Included will be; Help implement quality system requirements through learning. Provide guidance on how to comply with quality system policies and requirements; including logistics, implementation, and technical skills. Enhance individual performance by developing proficiencies in quality control (QC) tools and related technical skills. Standardize quality systems policy throughout the organization. Safety Regulations Safety procedures will be outlined to ensure top quality and proper work action. Providing safe working conditions and maintaining continuity of employment is of continual concern. In this regard, it is important that adequate policies and procedures be developed and adhered to in order to ensure safe, efficient operating conditions, thereby safeguarding employees as well as all stakeholder. The Company will not knowingly permit unsafe conditions to exist, nor will it permit employees to indulge in unsafe acts. Violations of Company rules and regulations will result in disciplinary action.
- 34. April 3, 2012Project Plan 34 The Company believes that the safety of employees and physical property can best be ensured by a meaningful program. Employee Since the employee on the job is frequently more aware of unsafe conditions than anyone else, employees are encouraged to make recommendations, suggestions, and criticisms of unsafe conditions to their immediate supervisor so that they may be corrected. Supervisors Supervisors are responsible for the working conditions within their department and the GVM facility generally. A supervisor should remain alert at all times to dangerous and unsafe conditions, so that he/she may recommend corrective action, discipline employees who habitually create or indulge in unsafe practices, assess new or changed situations for inherent dangers, and follow up on employee suggestions for corrective action so that unsafe conditions are not instituted or permitted to exist. Quality Control Quality control for Management teams to continuously monitor each area and take corrective actions as required. Quality Improvement suggestions will be sought for upper management during training and every day activity. Client Requirements Ensure clients are happy with location and timely implementation. Feedback papers done by clients will illustrate whether installation was done up to standards and where improvements are required. 13.6. Risk Management Plan Objective To identify, monitor, and control any risks associated with the project and to ensure that the proper procedures are in place in order to minimize the impact should the situation arise.
- 35. April 3, 2012Project Plan 35 Methodology GMV puts 100% into ensuring that all unexpected risks are properly identified and controlled. Risks are first identified and assessed using qualitative measurements. From the initial assessment, all risks that have been identified as having a “high” severity are assessed a second time using quantitative measures.These risks are listed in order of severity and the top 10 risks are placed in the Risk Register. The Risk Register lists the probability, impact, severity, the plan of action, and the person responsible for the plan of action. The Risk Management Plan also takes into account the schedule management plan and the cot management plan. GMV uses other similar projects as a benchmark to ensure that all potential risks are pre-identified, to minimize their potential impact. Response If one of the risks occurs,the individual who identified the risk is to inform the Project Manager immediately. The company also keeps a record of all the risks encountered, to ensure that it is prepared for future similar risks. 13.7. Procurement Management Plan Objective The Procurement Management Plan will guide the Procurement Department in sourcing all products and services that are required by the project team. The guidelines in the plan will help the Procurement Department to plan the purchasing activities, and will be used by the Project Manager to ensure that the items bought meet the contractual agreements set forth in the purchasing documents. The Project Manager will be Responsible for: Providing baseline timing and baseline budget as for all required items. Signing authority on contracts and Statement of Work. Notifying the Procurement Department of any and all special requirements for items being purchased. Promptly relaying any changes in scope, budget, or timelines so the Procurement Department is able to make changes as necessary.
- 36. April 3, 2012Project Plan 36 The Procurement Department will be Responsible for: Sourcing vendors who are able to provide the required items that meet the criteria outlined in the Statement of Work. Evaluating the proposals from the vendors and presenting a recommendation to the Project Manager. Choosing the vendor that offers the best quality for the best price. Controlling the timing and cost of all contracted suppliers to ensure that delivery is made within the given timelines and is provided at the cost outlined in the Statement of Work. If the item is not available for the given timeline, or it the item’s cost is changed, the Project Manager must be notified immediately. Coordinating with the Quality Control Department for any products purchased. The Quality Control department must confirm all products conform to the quality control standards set forth by GMV and any standards set by the Government of Canada, before the purchase is made. The Quality Control department reserves the right to deny purchase if the product does not conform to these standards. Following all procedures outlined in the 2012 GMV Procurement Policy. This Policy is attached in Appendix C. Providing actual costs to the Project Manager within one week of delivery of the items. Payment of all invoices and settlement of any discrepancies. Independent Estimates: For any services or products over $5,000, three competitive quotes must be obtained by the Procurement Department. The quotes will be analyzed by the Procurement Department for price, quality, and service provided. Final approval of vendor selection will be made by the Procurement Department. Procurement Items: The Project Team has identified the following items that will be purchased through the Procurement Department: Coca Cola Green Vending Machines o These will be purchased directly from Coca Cola so there will be no RFP process o The machine is pictured below Advertising Media
- 37. 37 April 3, 2012Project Plan o TTC Subway Signage (Inside Subway Car) o Billboard located at Yonge&Dundas Representation at the Toronto Green Living Show o Day-of-Event promoters of Coca Cola Green Machines o Booth in the event area o Signage in the Booth Contracts: For this project, GVM will use fixed price contracts as the scope and timing of the deliverables are well defined. Contract Statement of Work See Appendix D
- 38. 38 April 3, 2012Project Plan APPENDIX A Project Charter Green Machine Vending Co. Project Charter Coca Cola Toronto Green Vending Machine Initiative Version 1.0 January 19th, 2012 Presented by: Project Manager
- 39. 39 April 3, 2012Project Plan TABLE OF CONTENTS 1. Project Charter Purpose 2 2. Project Objective 2 3. Project Description 2 4. Scope 3 4.1. Goals and Objectives 3 4.2. Departmental Statements of Work (SOW) 3 4.3. Project Deliverables 3 4.4. Deliverables Out of Scope 4 4.5. Estimated Costs 4 5. Project Conditions 5 5.1. Assumptions 5 5.2. Risks 5 6. Project Team Organization Plan 6 7. Acceptance 7
- 40. April 3, 2012Project Plan 40 1. PROJECT CHARTER PURPOSE The project charter defines the scope, objectives, and overall approach for the work to be completed. It is a critical element for initiating, planning, executing, controlling, and assessing the project. It should be the single point of reference on the project for project goals and objectives, scope, organization, estimates, work plan, and budget. In addition, it serves as a contract between the Project Team and the Project Sponsors, stating what will be delivered according to the budget, time constraints, risks, resources, and standards agreed upon for the project. 2. PROJECT OBJECTIVE The objective of the project is to introduce the new Eco-friendly Coca Cola vending machine to the Canadian Market. To do so, GMV has been contracted to replace 20 Coca Cola vending machines throughout the downtown core of Toronto with 20 eco-friendly Coca Cola vending machines. The project duration is three months with a start date of February 1, 2012 and ending April 30, 2012. The intent of this project is to effectively reduce energy consumption by 40% and greenhouse gas emissions by 99% by replacing the old machines. The new eco-friendly vending machines are cost effective and also align with Coca Cola’s long term objective to create environmentally friendly products. The project will also involve raising consumer awareness of the new eco-friendly machines through the use of print and interactive advertising. The project’s budget is $845,000. 3. PROJECT DESCRIPTION The project will begin with identifying the key locations throughout the downtown core with high sales generated by the current machines and substantial amount of foot traffic. To raise awareness of the project a billboard will be installed at Yonge and Dundas square and TTC advertisements will be purchased. Also, the project will be showcased at the Toronto Green Living show allowing Coca Cola representatives to interact with and educate the public about Coca Cola’s newest innovation. The project will also remove and replace 20 vending machines with new eco-friendly models. Lastly, adequate training will be provided to employees who are responsible for restocking and carrying out everyday maintenance of the vending machines to avoid any substantial downtime if problems occur during the day to day operations.
- 41. 41 April 3, 2012Project Plan 4. SCOPE 4.1. Goals and Objectives Goals Objectives Install 20 machines 1. Customer should be satisfied with placement and installation process of machine, feedback checklist will ensure this. Results will be given to upper management. 2. Machines should be fully operational after installation. Old vending machine should be properly disconnected and removed to a recycling facility. Media Campaign 1. Product awareness through advertising and media campaign are effective in generating excitement and knowledge of the new machines. 2. The marketing firm will prepare a post-trade show report that will give insight into customer feedback generated at the trade show. Proper Planning 1. GMV will perform all agreed upon work accurately, in a timely manner and within the specified budget. The management plans found within this plan will ensure that this goal is met. 4.2. Departmental Statements of Work (SOW) Departmental SOW Owner Due Date Direct Branding Force Procurement Manager March 12th, 2012 Printing Vendor Procurement Manager March 7th, 2012 4.3. Project Deliverables Milestone Date Estimate Deliverable Project Planning February 13, 2012 Location Analysis Project Plan Approval Instillation of Machines March 26, 2012 Delivery Schedule Installation Removal of Old Machines
- 42. 42 April 3, 2012Project Plan Training Billboard Installed March 26, 2012 Artwork from Coca Cola TTC Advertisements Installed March 26, 2012 Artwork from Coca Cola Toronto Green Living Show April 16, 2012 Booth at Show Show Promoters Post-Event Report from Marketing vendor 4.4. Deliverables Out of Scope No more than 20 machines will be installed. Continuation of servicing of the machine once the project is over (after sale services). Digital media and adverting background research is excluded since digital media creation and creative research is provided by Coca Cola. 4.5. Estimated Costs Work Summaries Total Cost Cost A) Project Initiation $15,000 A1) Sign Contract with Client $15,000 B) Logistics $620,000 B1) Delivery/Pick-up Schedule $20,000 B2) Delivery of New Machines $575,000 B3) Removal of Old Machines $25,000 C) On-Site Training $10,000 C1) Training Schedule $10,000 D) Media $200,000 D1) Print Advertising $29,000 D2) Interactive Advertising $49,000 D3) Billboard $24,000 D4) TTC Signage $23,000 D5) Trade Show $75,000 TOTAL $845,000 $845,000
- 43. 43 April 3, 2012Project Plan 5. PROJECT CONDITIONS 5.1. Assumptions External suppliers will have extensive experience in media and advertising and will be selected using the methods described in the Purchasing Policy. The set budget will adequate source of funds to purchase the required materials and hire the vendors. 5.2. Risks # Risk Area Likelihood Risk Owner Project Impact- Mitigation Plan 1 Transportation Delays High Logistics Manager Scheduling with 30mins cushion time 2 Defective Machine (Physically) Low Quality Manger Buy Insurance 3 Staff Injury - during installation (carrying machine) Low HR Manager Ensuring every truck is equipped with a first aid kit (safety kit) 4 Project Over budget Medium Project Manager Cost Manager Contingency Reserve 5 Lack of previous Project Management experience Medium Senior Management Seek advice for senior managers. Refer to PMBOK, and GIDO 6 Advertising Failure Low Communication Manager Contingency Reserve 7 Weather Delay Medium Communication Manager Plan ahead (future forecasts) 8 Cash Flow Problem Medium Cost Manager Contingency Reserve 9 Cost Overruns Medium Cost Manager Contingency Reserve 10 Employee Strike (All) Low HR Manager Hire temporary (agent) workers
- 44. 44 April 3, 2012Project Plan 6. PROJECT TEAM ORGANIZATION PLAN Project Team Role Project Team Member(s) Responsibilities Project Manager StephanieCaspick Responsible for leading and controlling GMV project team. PM has final say on all decisions and manages project life cycle. Reports to Upper Management. Scope/ Quality MaurizioCalabretta Responsible for keeping project objectives intact and ensuring customer requirements are met to agreed upon standards. Schedule/ Planning CarlisLounds Responsible for planning project tasks and scheduling required labour, and delivery/pickup. Focus on time management. Cost/ Risk Karmesh Patel Responsible for keeping project within budgetary limits. Controls and monitors risk and takes necessary steps to manage it. HR/ Communications PedramYousefghahari Responsible for managing human resources and allocating them effectively. Must ensure undisturbed communication paths at all times for project team. Delivery/Installation Truck Driver Responsible for driving the delivery truck and ensuring that the delivery is made on time. Working with the Technician to bring in the new machine and removing the old machine. Machine Technician Responsible for installing the machines; for testing the machine to make sure it is in working order; training the location stakeholders. Working with the Driver to bring in the new machine and removing the old machine. Procurement Procurement Manager Procuring all the goods and services required for the project. Ensuring all goods and services purchased conform to the GMV Purchasing Policy and the quality guidelines.
- 45. 45 April 3, 2012Project Plan 7. ACCEPTANCE Name and Title Signature Date GMV Sponsor Coca Cola Senior Manager
- 46. 46 April 3, 2012Project Plan APPENDIX B Requirements Traceability Matrix WBS # Stakeholder Requirements System Components Deliverables as a result A1 Sign contract with client Project initiation Contract needs to be signed by each client. After the contracts have been established, company can commence with other deliverables. B2 Delivery of new machine Logistics Technical team will bring new vending machines to each location. B3 Removal of old machines Logistics Technical team will replace old machines with new machines. C1 Training Schedule Training Technical team will be trained and schedule will be implemented. D3 Billboard Media Creative team will make a billboard advertisement to be placed downtown. D4 TTC Signage Media Creative team will make a TTC advertisement to be placed in the subways. D5 Trade Shows Media Green Vending Machine Co. will participate in trade shows for recognition.
- 47. 47 April 3, 2012Project Plan APPENDIX C Purchasing Policy Green Machine Vending Co. Purchasing Policy Version 5.3 September 2011 Presented by: Purchasing Manager
- 48. 48 April 3, 2012Project Plan TABLE OF CONTENTS Policy Objectives 3 Guiding Principles 3 Scope 3 What is a Purchase? 3 Terms of Payment 3 Purchasing Models 3 Purchasing Authorization for Goods and Services 4 Documentation Matrix 4 Preferred Suppliers 4 Identification and Evaluation of Preferred Suppliers 5 Ethical Practices 5
- 49. 49 April 3, 2012Project Plan Policy Objectives The objectives of the Green Machine Vending Co. (GMV) Purchasing Policy are: To ensure sound purchasing practices throughout the company. To provide standard guidelines which ensure that proper purchasing decisions are driven by best value, that proper controls are in place and that employees exercise proper due diligence when spending funds. To balance the need for process efficiencies and productivity with appropriate internal controls. To give guidance to buying personnel, staff assigned to the purchasing function and others with delegated purchasing authority. To give prime consideration to the company’s interests while seeking to maintain and further long-term ethical supplier relationships. Guiding Principles The guiding principles for GMV purchasing include: Obligation to the stakeholders: To source the “best value” goods and/or services are purchased Obligation to the Company: To demonstrate the highest degree of integrity and represent GMV in an ethical and professional manner Obligation to the supplier: To treat all suppliers with fairness, respectand professionalism. Scope The scope of this policy encompasses all purchases of goods and services by out-right purchase, lease, rent and/or contract. This policy does not cover employee contracts. What is a Purchase? Statement of Work (SOW), contracts and/or agreements issued are considered legal documents and must outline the commitments and obligations of both the buyer and seller. The documentation matrix contained in this policy outlines the required documentation when commitments to purchase are being made. Terms of Payment Standard terms of payment are net 30 days (upon receipt of goods and/or services). A supplier will not be paid by the GMV unless proper original documentation is obtained. Purchasing Models GMV has centralized purchasing for specific goods and services as outlined in this policy. All GMV purchases associated with those goods and services must be purchased through the centralized purchasing group. Only authorized GMV personnel may purchase goods and services that are not purchased centrally.
- 50. April 3, 2012Project Plan 50 Purchasing Authorization for Goods and Services Commitment Value Authorization Level Less than $1,000 Purchasing Manager $1,000 - $25,000 Project Manager $25,001- $50,000 Cost Manager $50,001 - $100,000 Vice President $100,001+ President Documentation Matrix The chart below outlines the required documentation for purchases. Because of the complexity of the buyer/supplier relationship with services and multiple year commitments,formal contracts are required. SOWs and contracts, when required, must be issued prior to the commencement of the relationship with the supplier in order to ensure that the terms and conditions of the purchase agreement are clearly defined. If the value of a purchase changes as a result of an increase in scope or quantity, then a new SOW/Contract amendment will be required only if the new total value causes the purchase to reach the next commitment level in the Authorization Matrix outlined in this policy. The vendor may render invoices upon completion of work. By authorizing payment, an individual is confirming the completion, delivery and quality of work prior to payment. Purchase Value Quotes Purchase Order, SOW or Contract Goods Services $0 to $1,000 None Purchase Order SOW $1,001 to $5,000 None Purchase Order SOW $5,001 - $10,000 3 Purchase Order SOW $10,001 + 3 Purchase Order SOW Any multi-year purchase Request for Quote (RFQ) Contract Contract Preferred Suppliers GMV reduces costs and negotiates favourable terms and conditions by selecting a limited number of preferred suppliers that are equipped to provide the best value for the budget dollars available. GMV has a number of preferred suppliers that have been evaluated and identified.
- 51. April 3, 2012Project Plan 51 These suppliers are either the sole source or are among a small number of qualified suppliers for a category of products or services. The preferred suppliers identified for these items must be used for all purchases. In the cases where there are multiple sources, preferred suppliers should be used to obtain competitive quotes. Identification and Evaluation of Preferred Suppliers The Purchasing Manager owns the process for identifying, qualifying and managing preferred suppliers. Preferred suppliers are evaluated based on the needs of the company and their ability to score high on the following criteria: Financial viability and business records & reputation Fit with GMV Total cost (value/cost analysis) Service and support Quality and capacity Evaluation of historical relationship with GMV – if applicable The Purchasing Manager is responsible for identifying suppliers that meet the criteria of a preferred supplier and maintaining on-going supplier performance scorecards. Ethical Practices All authorized purchasers will abide by the GMV Ethical Practices outlined below. Personnel will decline to accept any personal gift with a fair value greater than $250 per annum from any person/organization with whom GMV has, or is known to intend to have, a business relationship, since a personal gift could be perceived as affecting the judgement of the person receiving it or affect the relationship between such person and GMV. Suppliers should always be selected on the basis of best value for GMV. GMV employees must ensure that supplier invoices accurately reflect goods or services delivered as outlined in the terms of the purchase order, SOW and/or contract. The services of GMV are not available to staff or others for personal benefit. Personnel involved in purchasing activities will handle the confidential or proprietary information belonging to suppliers with proper consideration of ethical and legal ramifications. Purchasing personnel will refrain from any private business or professional activity that would create a conflict between personal interests and the interests of GMV.
- 52. April 3, 2012Project Plan 52 APPENDIX D Contract Statement of Work Green Machine Vending Co Media Support SOW for Toronto Green Living Show 1. INTRODUCTION Green Machine Vending Co. (“GMV”) wishes to engage the services of Direct Branding Force Inc (“DBF”) to provide labour and media support at the Green Living Show (“the Event”) for the Coca Cola Toronto Green Vending Machine initiative (“the Initiative”). 2. LOCATION AND DATE OF WORK The Event is located in the Direct Energy Center, Exhibition Place, 100 Princes' Boulevard, Toronto, ON M6K 3C3. The times and dates of the Event are: Friday, April 13 – 10 am - 9 pm Saturday, April 14 – 10 am - 9 pm Sunday, April 15 – 10 am - 6 pm The Direct Energy Center will be able to provide all required electrical outlets. 3. PERIOD OF PERFORMANCE The scheduled start date of the work is March 12th , 2012 and is scheduled to end on April 18th , 2012. 4. SCOPE DBF will provide labour and media services including: Four individuals to represent the Coca Cola brand and promote the Toronto Green Vending Machine initiative at the Event Selection of the individuals through an interview screening process o The criteria for the individuals will be: Energetic Enthusiastic about Coca Cola products Under the age of 25 Training for the individuals prior to the Event o Topics will include: Background about the Initiative Environmentally friendly facts about the Green Machines Proper customer interaction Being a representative of Coca Cola Presenting a positive attitude 20’ x 10’ Booth at the Toronto Green Living Show Design of Booth layout o Including: All signage (conforming to Coca Cola’s brand) Additional environmentally friendly elements to promote the Initiative Set-up and tear-down of the booth before and after the Event Coordination and management of all contracted individuals Post-Event reports from DBF staff and Event-day workers o To include:
- 53. April 3, 2012Project Plan 53 Comments, anecdotes, and concerns gathered through customer interaction Approximation on the number of visitors to the booth 5. SCHEDULE Start Date End Date Sign SOW Mon 3/12/12 Mon 3/12/12 Approve Marketing Firm Trade Show Plan Tue 3/13/12 Wed 3/21/12 Trade Show Fri 4/13/12 Mon 4/16/12 Receive Post-Event Report from Marketing Firm Wed 4/18/12 Wed 4/18/12 6. FEES BREAKDOWN The total cost of this SOW is $79,000. Recruitment and Retention of Individuals $9,000 Training of Individuals $5,000 Design and Layout Creation of Booth $20,000 20’ x 10’ Booth $30,000 Set-Up and Tear-Down of Booth $5,000 Post-Event Reports $10,000 TOTAL $79,000 7. ACCEPTANCE CRITERIA GMV will consider the work described in this SOW acceptable when: The design of the booth has been approved by GMV staff Proper set-up and take-down of the booth is complete The Event is complete The feedback from the Event by GMV Project Manager is positive The Post-Event reports have accurately documented customer interactions at the Event 8. TERMS AND CONDITIONS 8.1 Billing Schedule and Payment Terms The total amount of this SOW is $79,000. GMV will remit 50% of the amount upon acceptance of this SOW within two days. GMV will remit the remaining 50% of the amount upon completion of the work set forth in this SOW within ten days. The payment will be made in the form of a cheque payable to Direct Branding Force Inc. “Disbursement Fees” as defined by DBF and agreed to by GMV should be capped at 5% of the gross value of the SOW. Any additional cost must be approved by GMV in advance. 8.2 Terms of Agreement The terms and conditions of this SOW are made effective on the date of GMV signing and are scheduled to end as of April 30th , 2012. 8.3 Protection and Use of Confidential Information In this agreement “Confidential Information” means confidential information in oral, written, or electronic form related to the GMV’s or its affiliates’ clients, customers, or vendors’ research, development, trade secrets, techniques, processes, procedures,
- 54. April 3, 2012Project Plan 54 plans, policies, business affairs, discoveries, hardware, software, specifications, designs, drawings, GMV intellectual property and other information and materials, regardless of its form, other than information in the public domain. Confidential information includes “Personal Information”, which is information about an identifiable individuals and is provided to or collected by the GMV, but does not include the name, title or business address or telephone number of an employee of an organization. Confidential Information provided by the GMV to DBF pursuant to this SOW shall remain the exclusive and confidential property of the GMV. DBF will use Confidential Information only in accordance with this SOW. 5.4 Privacy DBF agrees to comply with all applicable privacy laws, and includes, without limitation, the Personal Information Protection and Electronic Documents Act (Canada). 5.5 Claims In this SOW “Claims” shall include (i) all debts, liabilities and obligations; (ii) all Losses, damages, judgements, awards, settlements, costs and expenses (including, without limitation), interest, penalties, court costs and attorneys fees and expenses; and (iii) all demands, claims, suits, actions, costs of investigation, causes of action, proceedings, assessments, deficiencies, costs and expenses including, without limitation, all professional fees and disbursements. 5.6 Notices Notices must be in writing and will be considered given if delivered by courier or if sent by prepaid registered mail. Notices shall be delivered as follows: If to GMV: Stephanie Caspick, Project Manager, GMV 350 Victoria Street Toronto, Ontario M5B 2K3 If to DBF: Kendell McLean, Media Co-Ordinator 33 Yonge St. Toronto, Ontario M5E 1X6 Green Machine Vending Co. Direct Branding Force Inc. Name Name Signature Signature Title Title Agreed to this day of Agreed to this day of , 20 . _, 20 _.
- 55. 55 April 3, 2012Project Plan APPENDIX E Proposed Site Locations Green Machine Vending Co. Proposed Site Locations Coca Cola Toronto Green Vending Machine Initiative Version 1.0 February 5th, 2012 Presented by: Stephanie Caspick Karmesh Patel Carlis Lounds Maurizio Calabretta PedramYousefghahari
- 56. 56 April 3, 2012Project Plan GMV has identified 12 locations that suit the Coca Cola Toronto Green Machine Initiative (the Initiative). Each location has been chosen based on: Proximity to the downtown core Number of visitors Popularity as tourist sites GMV has based the recommendations for number of new machines to be installed based on: The physical size of the location The number of current Coca Cola vending machines Site # Site Name Address # of visitors # of Coca Cola Green Machines to be Installed 001 Toronto Eaton Centre 220 Yonge Street Toronto, ON M5B 2H1 50 million/year 2 002 CN Tower 301 Front Street West Toronto, Ontario M5V 2T6 +1.5 million/year 2 003 Toronto Islands/Centerville 9 Queen’s Quay W- Ferry Ride 225,000/year 2 004 Canadian National Exhibition (CNE) 210 Princes' Boulevard Toronto, Ontario M6K 3C3 2 million/year 1 005 Harbourfront Centre 235 Queens Quay West Toronto, Ontario M5J 2G8 12 million visitors/year 1 006 St. Lawrence Market 92-95 Front St. East Toronto, Ontario M5E 1C3 1 million/week 1 007 Air Canada Center 40 Bay Street Toronto, ON 18 million/year 3 008 Rogers Center 1 Blue Jays Way Toronto, ON M5V 1J1 3.5 million/year 3 009 Hockey Hall of Fame 30 Yonge Street Toronto, ON M5E 1X8 300,000/year 1 010 Distillery District Front St. & Parliament St. 10,000/week 1 011 Royal Ontario Museum (ROM) 100 Queen's Park Toronto, ON 1 million/Year 2
- 57. 57 April 3, 2012Project Plan M5S 2C6 012 Casa Loma 1 Austin Terrace Toronto, Ontario M5R 1X8 400,000/Year 1 Acceptance of Locations: Coca Cola Senior Manager Signature Date
- 58. 58 April 3, 2012Project Plan APPENDIX F Schedule Baseline [See Hard Copy Report or MS Project File Submitted]
- 59. 59 April 3, 2012Project Plan APPENDIX G Resource Calendar [See Hard Copy Report or MS Project File Submitted]