Riordan Manufacturing Project Management Plan – Wk 2 Preparation Riordan Manufacturing Project Management Plan – China Move Week 2 Preparation PM 571 – Project Management November 23, 2015 Table of Contents 3A. Executive Summary 3B. Business Objectives 4C. Project Description 8D. Project Approach 8E. Communication Plan 10F. Project Charter 12G. Authorizations 13H. Scope Statement Approval Form/Signatures Scope Statement A. Executive Summary This project has been initiated to move the current operations to Hangzhou, China to Shanghai. The decision to move was based on two justifications; (1) Riordan’s Chinese partners and their facilities are currently located there and; (2) the Qiantang River which facilitates their shipping needs is located within the city’s limit which is adequate to accommodate the company’s shipping needs. B. Business Objectives 1. Business Need/Opportunity/Objectives · Save time and money by eliminating the need to ship materials 180 km to ports in Shanghai, by moving the company's operations to Shanghai. · An increase in production volume has created the need to use container shipping companies that use ports centrally located in Hong Kong as well as Shanghai resulting in significant cost savings · Operations can implement a more substantial urban infrastructure · Better marketing strategy to ship our Chinese products throughout Asia and Europe · River access to Hangzhou Bay would provide sufficient accommodations to handle the shipping needs · The overall cost savings and opportunity to better position the shipping far exceed the additional time and effort required with the extra logistical steps · An alternate solution would include transporting products by trucks to the Shanghai port and then loaded into containers that are shipped directly onto the ships to their final destination. · Without the move, Riordan Manufacturing runs the risk of remaining rigid in their Operations division and lose the opportunity and ability to expand and gain a greater market share. 2. Product Description Reduce operational expenses by relocating the current operational shipping facilities to Shanghai where cost savings can be obtained by using the ports that operate directly out of Shanghai and Hong Kong. 3. Deliverables · Project-Related: · Relocation research documents · Operational procedures to enter/exit port · Port Mappings – shore locations, layouts, schematics · Permits / Certificate of Occupancy · Constructed production facility · Project Management Related: · Case study/business case/justification · Project Scope · Project Charter · Work Breakdown Structure · Overview Strategic Plan · Traceability Matrix · Communications Plan · Schedule · Cost Analysis · Risk Assessment · Status Reports · Lessons Learned C. Project Description 1. Scope In-Scope: · Relocate China Operations to Shanghai · Relocation moving costs for staff · Construction of new production facility · Transport of trucks, barg ...

1. Riordan Manufacturing Project Management Plan – Wk 2
Preparation
Riordan Manufacturing Project Management Plan – China Move
Week 2 Preparation
PM 571 – Project Management
November 23, 2015
Table of Contents
3A. Executive Summary
3B. Business Objectives
4C. Project Description
8D. Project Approach
8E. Communication Plan
10F. Project Charter
12G. Authorizations
13H. Scope Statement Approval Form/Signatures
Scope Statement
A. Executive Summary
This project has been initiated to move the current operations to
Hangzhou, China to Shanghai. The decision to move was based
on two justifications; (1) Riordan’s Chinese partners and their
facilities are currently located there and; (2) the Qiantang River
which facilitates their shipping needs is located within the
city’s limit which is adequate to accommodate the company’s
shipping needs.
B. Business Objectives

2. 1. Business Need/Opportunity/Objectives
· Save time and money by eliminating the need to ship materials
180 km to ports in Shanghai, by moving the company's
operations to Shanghai.
· An increase in production volume has created the need to use
container shipping companies that use ports centrally located in
Hong Kong as well as Shanghai resulting in significant cost
savings
· Operations can implement a more substantial urban
infrastructure
· Better marketing strategy to ship our Chinese products
throughout Asia and Europe
· River access to Hangzhou Bay would provide sufficient
accommodations to handle the shipping needs
· The overall cost savings and opportunity to better position the
shipping far exceed the additional time and effort required with
the extra logistical steps
· An alternate solution would include transporting products by
trucks to the Shanghai port and then loaded into containers that
are shipped directly onto the ships to their final destination.
· Without the move, Riordan Manufacturing runs the risk of
remaining rigid in their Operations division and lose the
opportunity and ability to expand and gain a greater market
share.
2. Product Description
Reduce operational expenses by relocating the current
operational shipping facilities to Shanghai where cost savings
can be obtained by using the ports that operate directly out of
Shanghai and Hong Kong.
3. Deliverables

3. · Project-Related:
· Relocation research documents
· Operational procedures to enter/exit port
· Port Mappings – shore locations, layouts, schematics
· Permits / Certificate of Occupancy
· Constructed production facility
· Project Management Related:
· Case study/business case/justification
· Project Scope
· Project Charter
· Work Breakdown Structure
· Overview Strategic Plan
· Traceability Matrix
· Communications Plan
· Schedule
· Cost Analysis
· Risk Assessment
· Status Reports
· Lessons Learned
C. Project Description
1. Scope
In-Scope:
· Relocate China Operations to Shanghai
· Relocation moving costs for staff
· Construction of new production facility
· Transport of trucks, barges and containers to Shanghai port
Out of Scope:

4. · Housing purchase/rental for staff
· Sale of existing Operations facility
· Secure interim move facility
2. Requirements:
The requirements for making this relocation a reality include
the following:
· Comprehensive detailed move plan
· Training and instructional move documentation for staff
· Construction crew to build new production facility
· Moving company to transport company equipment (trucks and
barges) to Shanghai facility
· Onsite oversight of the move and construction of new facility
· Communication and coordination between staff and
management and port authority
· Increased shipping destinations
· Production cost savings
· Shipping time reduction
· Streamline and simplify operations
· Less rigid—more flexible operations
· Opportunity to gain greater market share with expansion
3. Acceptance Criteria
The success completion of the project will include the following
criteria:

5. · Operations are successfully relocated to Shanghai with
minimum collateral damage
· Successful move without an undue disruption in the operations
of the organization for a significant length of time.
· Evidence of operational efficiencies due to proximity
· Additional cost savings are realized
· New port location will accommodate increased production
volume
· Additional shipping destinations and locations are made
available
· Operational functions are streamlined and flexible
· The return on investment exceeds the budget spent to complete
project.
4. Risk Assessment
· Move will take longer than five year scheduled plan resulting
in millions of dollars in cost overruns and expenditures and
major profit loss
· Staff turnover due to new location
· Language barriers
· Business etiquette differences
5. Constraints
· Five year timeframe
· Limited budget
· Only Operations department is moving
6. Assumptions
· Lot/space availability at Shanghai port
· Government contracts have been signed
· Permits have been secured

6. · Ability to secure contracts with shipping companies in
Shanghai
· Increased production warrants move to Shanghai
· Budget is secured by Business/Project Sponsor
7. Critical Success Factors
· Project schedule will be accepted
· Organization management plan will be approved
· Port contracts are approved
· Lot / Land is available to build on
10. Roles and Project Stakeholders
Roles & Definitions
Project Sponsor
Responsible for financing the project and supplying executive-
level approvals. Is considered the key stakeholder as well as
reviews, approves and sign-offs on the project deliverables.
Project Owner
Responsible for initiating the projects providing funding, hires
consultants, and reaps the rewards of the deliverables. Sets the
ground rules and definitions for policies. Works with the
Project Manager to make final decisions on major project issues
surrounding policy.
Project Manager
Responsible for overseeing project management functions.
Responsible for creating all key documents including scope
statement, project charter, project schedule, risk management
plan, communications plan, monitors all task-related activities
and tracks progress. Responsible for reporting status to all
levels of the project team to ensure transparency.
Steering Committee
Provides guidance in issue management and serves as the

7. ultimate decision maker for items that exceed the Project
Manager’s authority level. Serves as an advocate for
stakeholders that do not sit on the committee.
Stakeholder
Anyone that has a stake in the project’s success or failure.
Provides the requirements necessary for the project’s
completion. Majority of stakeholders for this project include the
Operations team, vendors, the Shanghai port authority, project
owner, project sponsor, customers, shipping companies, etc.
Team Member
Anyone listed within the project plan either as a direct team
contributor or managerial representative of that member.
Provides analysis, designs documents that help to enhance the
existing process.
D. Project Approach
Planned Approach
The project will be completed in phases including project
initiation, project planning, project design, development,
project execution and post implementation with a number of
deliverables within. Among these categories are the structural
part, the project initiation part, project planning part and project
execution part. The activities are listed as follows:Work
Breakdown Structure
Task
1.0 Management and Support - Initiation
1.1 Provide Project Management
1.1.1 Evaluations & Recommendations

8. 1.1.2 Project Scope
1.1.2.1 Submit Preliminary
1.1.2.2 Project Team Selection
1.1.3 Approve Scope
1.1.4 Implement Scope
1.1.5 Project Charter
1.1.5.1 Submit
1.1.5.2 Review
1.1.6 Approve Charter
1.1.7 Implement Charter
1.2 Provide quality control
1.3 Project Status Meetings

9. 1.4 Materials and supplies
1.5 Transportation / Housing
1.6 Varied costs
1.7 Contractor Services
1.8 Risk Management
2.0 Physical Facilities - Planning
2.1 Planning
2.1.1 Define move strategy
2.1.2 Secure land / lot in Shanghai
2.1.3 Build new facility
2.1.4 Move plan
2.1.4.1 Conduct facilities inventory

10. 2.1.4.2 Conduct applications inventory
2.1.4.3 Prepare move plan
3.0 Facilities Move
3.1 Site preparation
3.1.1 Prepare site plan
3.1.2 Prepare physical site
3.1.3 Provide Power
3.1.4 Connectivity
Obtain Certification of Occupancy
E. Communication Plan
Any staff or management issues will be communicated up the
chain of command in the same manner, from staff members to
departmental managers, to senior management. (Eric Kasten,
(2012). The following strategies have been established to
promote effective communication between all stakeholders:

11. · The Project Manager presents the project status to the Project
Owner on a weekly basis. In addition, impromptu meetings will
be scheduled when necessary to address issues or changes
occur. Monthly status reports will be delivered to all key
stakeholders along with meeting minutes. The project manager
provides a written status report to the Project Owner on a
monthly basis and distributes the project team meeting minutes.
· The Project Owner and Steering Committee will receive
immediate notification upon issues impacting the project with
all pertinent details to address and mitigate.
· Project team status meetings will occur on a weekly frequency
to review, update and provide progress on tasks, activities,
issues and risks that impact the project and project schedule.
· Status meeting minutes will be distributed to all key
stakeholders including the Project Sponsor, the Steering
Committee and project team members.
· A project folder will be created and located on SharePoint to
archive all project-related documentation and for auditing
purposes.
1. Stakeholder Analysis
Stakeholder(s)
Deliverable / Document Type
Frequency
Communication Method
Responsibility
Key Stakeholders
Project Kickoff Meeting
Once
Face-to-Face
WebEx
Project Manager

12. Project Manager
Client Sponsor
Client Owner
Project Status
Weekly
Face-to-Face
Email
WebEx
Project Team Leads, Consultant, Contractor
PMO
Dashboard Content
Weekly
Email/WebEx
Project Manager
Project Team Leads
Project Status
Weekly/As Needed
Face-to-Face
Email
WebEx
Project Manager; Project Team
Sponsors
Overview of Strategic Plan
Once
Presentation via
WebEx
Face-to-Face Presentation
Project Manager

13. Vendors
Detailed Project Status
Weekly
Email
Project Manager
Consultant
Assessments/Survey (Preliminary and Final) Findings
As Completed
Face-to-Face
Email
WebEx
Project Manager
Project Team
Project Status
Weekly
Face-to-Face
Email
WebEx
Project Team Leads, Project Manager
F. Project Charter
Project Title:
Move to Shanghai
Project Start Date:
11/23/2015
Project End Date:
12/30/2020
1. Project Objectives
· Save time and money by eliminating the need to ship materials
180 km to ports in Shanghai, by moving the company's

14. operations to Shanghai.
· An increase in production volume has created the need to use
container shipping companies that use ports centrally located in
Hong Kong as well as Shanghai resulting in significant cost
savings
· Operations can implement a more substantial urban
infrastructure
· Better marketing strategy to ship our Chinese products
throughout Asia and Europe
· River access to Hangzhou Bay would provide sufficient
accommodations to handle the shipping needs
· The overall cost savings and opportunity to better position the
shipping far exceed the additional time and effort required with
the extra logistical steps
· An alternate solution would include transporting products by
trucks to the Shanghai port and then loaded into containers that
are shipped directly onto the ships to their final destination.
· Without the move, Riordan Manufacturing runs the risk of
remaining rigid in their Operations division and loose
2. Approach
The project will be completed in phases including project
initiation, project planning, project design, development,
project execution and post implementation with a number of
deliverables within. Among these categories are the structural
part, the project initiation part, project planning part and project
execution part. The activities are listed as follows:
G. Authorizations

15. Approval Matrix
Scope Statement
Project Changes
Project Deliverables
Project Manager
X
Project Sponsor
X
X
Project Owner
X
X
X
Stakeholders
X
H. Scope Statement Approval Form/Signatures
Project Information:
Project Name:
Project ID:

16. Project Manager:
This document provides approval for project deliverables and
for the activities performed for this project. Your approval is
represented by providing your signature and serves as
acceptance of adequate performance mutually shared by all
project stakeholders including quality of deliverables, costs and
expenses of the project.
Stakeholder ________________________________________
Title _____________________
Signature __________________________________________
Date ______________________
Stakeholder ________________________________________
Title _____________________
Signature __________________________________________
Date ______________________
Stakeholder ________________________________________
Title _____________________
Signature __________________________________________
Date ______________________
Stakeholder ________________________________________
Title _____________________
Signature __________________________________________
Date ______________________
Stakeholder ________________________________________
Title _____________________

17. Signature __________________________________________
Date ______________________
I. References
Eric Kasten, (2012. Basics of Project Management. Amazon
Digital Services Publishing
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