Reference paper, WBS and PPTCoffee Shop - PMP Paper 2017

Reference paper, WBS and PPT/Coffee Shop - PMP Paper
2017.docx
Café Central Perk – Opening a Coffee Shop
Project Management Plan
PMGT 510-90, Late Summer 17: Principles of Project
Management
Prepared By
Soumitra Shilotri
October 13, 2017
Table of Contents
1.Executive Summary4
2.Introduction5
2.1Description of Project5
2.2Project Purpose or Justification6
2.3Objectives7
2.3.1Primary Business Objectives8
2.3.2Project Objectives (Primary Project Deliverables)9
2.3.3Benefits9
2.4Project Success Criteria (Chapter 1)10
2.5High Level Requirements (Chapter 5)10
3.Change Management (Chapter 4)13
3.1Project Change Control Narrative:13
3.2Project Change Control Flowchart:14
3.3Project Change Request Form Template:15
3.4Project Change Log Template:16
4.SCOPE Description (chapter 5)17
5.HiGH Level Work Breakdown Structure, Milstone Schedule
and Project Boundaries18
5.1Work Breakdown Structure18

5.2Summary Milestone Schedule (Chapter 6)19
5.3Project Exclusions19
5.4Assumptions (Chapter 5)20
5.5Constraints (Chapter 5)20
5.6Product Deliverables & Acceptance Criteria (Chapter 5)21
6.PROJECT SCHEDULE (Chapter 6)22
7.Summary High Level Budget (Chapter 7)24
8.Quality Management Plan (Chapter 8)28
8.1Quality Assurance:28
8.2Quality Control:29
9.Project Organization & Resources (Chapter 9)30
9.1Internal Team Structure30
9.1.1Narrative: Describe the internal team structure of the
project, as well as how the project relates to the rest of the
organization. Explain the logic/rationale behind why you think
your proposed team structure is best for your project.30
9.1.2Team Organization Chart: Include a chart that shows the
details of how your very specific project team is
organized/structured.31
9.2Project Organization: Major Project Roles &
Responsibilities:32
9.3Project Team Members: External Interfaces:35
9.4RACI Chart36
9.5Equipment and Training Needs (Chapter 9)36
9.5.1Equipment: Identify equipment, supplies, etc. that will
need to be purchased to support your project team members –
items your team members will need to complete their project
assignments36
9.5.2Training: Identify what kind of training your team
members must receive to perform well as team members and/or
complete their project assignments.37
10.Communications Plan (Chapter 10)38
10.1Stakeholder communications requirements38
10.2Escalation procedures (for resolving communication
issues)38
10.3Revision procedures (for updating the communication

plan)39
10.4Status Report Format40
11.PROJECT RISK MANAGEMENT (chapter 11)41
11.1 Detailed Risk Register41
12.Procurement management Plan (chapter 12)42
12.1Make/Buy/Lease analysis and Procurement Needs42
12.2Procurement Source Selection Process44
12.3Vendor Performance Management and Closeout45
13.STAKEHOLDER ANALYSIS (chapter 13)46
13.1Stakeholder Register with Roles and Responsibilities46
13.2Stakeholder Analysis49
14.Monitoring & Control Procedures (Chapters 5-7)53
15.Closeout CRITERIA54
Executive Summary
Concept behind opening a coffee shop - Coffee shop has become
an important aspect in America since Starbucks came out 23
years back. Every day, millions of Americans stop at a coffee
shop for an espresso-based coffee drink. People who would not
have dreamed of spending more than 50 cents for a cup of
coffee a few years ago, now gladly pay $3 to $5 for their
cappuccino, mocha latte or vanilla ice blended drink.
During the same year, there was a sitcom show that was
introduced called “FRIENDS”. The show comprised of 3
couples that used to hang out at the coffee house talking to each
other, spending a lot of time at the coffee house. Dealing with
their day-to-day problems. That show brought a lot of cultural
impact on the people and it became a routine and some kind of
personal importance to spend time or start your day at the
coffee house.
The coffee business is currently growing at very healthy pace.
As the years, have passed, there has not been a single year
where the recession has hit the business, and coffee sales have
not grown. In many years, the increase has been in double
digits. Plus, no coffeehouse chains have failed during this time.
Starbucks, The Coffee Bean, Peet's and other coffee chains
serve average quality drinks that have the same generic design

appearance. Indeed, Starbucks and The Coffee Bean are often
referred to as "fast food" coffeehouses due to their "cookie
cutter" design. Now that Americans' coffee preferences have
broadened and matured, many are asking for more from this
coffeehouse.
A slot exists that has yet to be filled for a high-volume, upscale,
quality-driven coffeehouse with a warm, inviting
atmosphere. Café Central Perk meets this need and will fill this
slot. We would offer high-quality products in an upscale
environment. Furthermore, our high-profile location in Blue
Ash, Cincinnati provides a mixed customer base that will
maintain high levels of business in every season, at all times of
the day, every day of the week. Estimated schedule will depend
on financial arrangement. Although, I feel 6 months should be
good amount of time to get going with the coffee business.
Founders
The coffee business will be a privately-owned corporation. Amit
Shilotri, M.D of Café Central Perk, has a long career as an
entrepreneur and Financial advisor. He is currently the founder
of Forex financial banking firm in Australia. Minesh Shilotri,
M.D of Café Central Perk and a highly successful real estate
broker. As a highly successful real estate broker and investor he
brings several key capabilities to the business, not the least of
which is his ability to procure highly desirable locations for
future business. Soumitra Shilotri, M.D of Café Central Perk,
has a long-established career in Marketing.
Financials
The business anticipates rapid recognition to the coffee business
concept in Blue Ash, Cincinnati with revenues of $500,000+ in
the first fiscal year, rising to more than $900,000+ in year three.
Net profit is projected to be approximately $90,000 in year one,
growing to an estimated $250,000 by year three.
IntroductionDescription of Project
Few key things to implement this project, as a success would be
–
1. Superior quality coffee beans

2. Quality store with storing capacity
3. A relaxing ambience with an upscale interior design
4. Prime location with an easy access to pedestrian and car
traffic, all year-round tourist activity, more student population
and a concentration of local corporate businesses
5. Aggressive marketing
6. Trained and friendly staff
7. Multiple revenue options including gift items, gift baskets
and coffee gift card addition to coffee, pastry, chocolates, tea,
juice, water and soft drinks
Success measured for business
After carefully looking and tracking the performance of the
Starbucks store near Blue Ash, Cincinnati through a
comprehensive and highly precise point-of-sale (POS) system,
we have decided to use this as a "blueprint" for expansion. For
example, sales will be tracked and analyzed by item
periodically, as well as time period and cost of goods. Pre-
requisite for labor will be matched to projected in-store sales
based upon prior performance for maximum efficiency. Even
after paying higher than average wages, we expect to allocate
no more than 20% to labor costs.
Team Structure
Team will comprise of Managing Directors, Accountants, Legal,
Marketing, Finance, Purchase, Supply Chain, Graphic
Designers, Architects and Team of experienced workers.
Amount of people required for this role is still to be calculated
and will again depend on financial arrangement.Project Purpose
or Justification
Café Central Perk will be serving the finest coffee in the Blue
Ash locality. There are more than 50,000 coffee shops in the
U.S and the number is growing every year. Drinking coffee has
become a staple drink for Americans. Americans cannot start
their day without sipping a coffee. I am sure most of the people
have noticed that if you start a conversation of coffee with an
American, and you will realize that they are so obsessed with
the idea of brewing their own coffee. If we look at Starbucks as

an example, there are more than 24,000 stores worldwide with a
sales/revenue income of 19.15 B per 2015 data. What, I am
trying to say is, coffee business has been growing every year.
Despite of recession, sales for the coffee business have been
ever increasing. For your business to be successful, there is no
one secret to a successful coffee shop; in fact, most secrets in
business boil down to either hard work, extensive experience, or
luck or a combination of all three.
Blue Ash, Cincinnati is a perfect launch market. There are
number of reasons for justifying that the location is arguably
one of the best locations for coffee house.
· The highly affluent local population
· Year-round tourist activity
· Ever-changing upscale student population
· Regular Corporate sector population
· Excellent auto and pedestrian traffic by our location
· High number of local special events
· Prime site location
Objectives
There was time in America, when Cadillac was considered as
the quality automobile. Then came Mercedes Benz, BMW and
then came Lexus, with its superb product and service approach
and took over the sales from the German automobile giants.
Café Central Perk will be the first Lexus of the coffee house
chain industry offering an exceptional product and superior
services towards their customer.
The objective behind successful venture for coffee business will
depend mainly on following aspects –
1. Consistently serving the finest espresso
2. Ergonomics is vital
3. Use loyalty cards
4. Promote multiple sales
5. Merchandise your margins
6. Get your strategies right
7. Provide the best service
8. Understand business needs

9. Always have a target takeaway
10. Serve on the front line
Primary Business Objectives
Reference No.
Business Objective Description
Specific Goal
01
Control Expenses
Reduce cost of purchase for coffee roasting by at least 10% in
year three
02
Strengthen market relationships
Vendors
03
Marketing
Local Media, Direct mail, Websites, Print media
04
Design
Theme coffee shop
05
Public Relations
Local Publicity programs
06
Sampling
Provide free coffee samples
07
Competitive Menu
Multi-cultural Menu
08
Target take away
Achieve net profit of $90,000 in year one

Project Objectives (Primary Project Deliverables)
Business Objective Ref. No.
Project Objective Ref. No.
Project Objective / Primary Deliverable Description
01
1
Avoid sales from middle vendor and approach the main supplier
for business venture
02
2
Have different vendor for different products such as Coffee,
Tea, Pastries, Water, Soft drinks, Chocolates
M03
3
Adds in local papers, Radio channels, Magazines, Business
week, Forbes, Direct mail through USPS, having a website that
will be fully e-commerce personal
04
4
Establish a Friends type of theme coffee shop to attract tourists,
students and business people
05
5
Local market awareness in a 5-mile radius of the store
06
6
Will engage in several sampling activities to introduce potential
customers.
06
7
Discount coupons will be distributed on the street, via direct
mail and at special events
07
8

Multi-cultural drinks will be served as part of tea and coffee
08
9
Benefits
growing to an estimated $250,000 by year three.Project Success
Criteria (Chapter 1)
growing to an estimated $250,000 by year three.High Level
Requirements (Chapter 5)
Objective Ref. No.
Requirement Ref. No.
Requirement Description
1
1.01
Connections with outside vendors
1

1.02
Networking with vendors during business meetings
1
1.03
Introduce yourself personally and show enthusiasm
1
1.04
Try to be flexible on rates initially until you build their trust
and your own business
2
2.01
Coffee roasting is provided by Blue Bottle coffee company, San
Francisco, CA and Coava Coffee Roasters coffee company,
Portland, Or
2
2.02
Tea will be supplied primarily by Chai Direct company,
Indianapolis, IN
2
2.03
Water and soft drinks will be supplied by Castle Rock Water
company Inc., CA
2
2.04
Pastries will be supplied by local bakery shops D’Angelo’s and
Cheesecake factory.
2
2.05
Chocolates and cocoa will be from Ghirardelli chocolate
company, Chicago
3
3.01
National awareness through local radio channels, magazines,
local newspaper, advertisement generated though USPS mails
will help drive the expansion by generating opportunities
created by the media buzz and familiarizing people with the

brand name. It will help set the stage for future brand
identification.
4
4.01
The interior design of Café Central Perk is unlike any other
coffeehouse chain. It will be a themed coffee shop from the TV
sitcom Friends which will attract university students or youth
crowd. We will also have a separate sitting on the second floor
with our upscale stylized Italian design, featuring stained glass
decorations, art glasswork, differentiates us from all others. A
sitting area that will be used for business purposes.
4
4.02
The coffee shop will also have an outside sitting area.
5
5.01
Community involvement
5
5.02
Will make us an integral part of the local community. This will
generate goodwill for business
5
5.03
Supply complementary product to local charities for fund-
raising activities
5
5.04
Sponsor local sports teams
6
6.01
Samples will be distributed at the coffeehouse
6
6.01
Samples will be given to by-passers on the street
6
6.01

Complementary coffee will be served at charitable and civic
events
7
7.01
Discount coupons will be distributed on the street, via direct
mail (USPS) and also at special events
8
8.01
For business to grow eventually various authentic tea and coffee
from other countries will be served
9
9.01
Strong marketing strategy will be required to achieve the
targets.
9
9.02
Achieve a 7% net profit margin within the first year and 25% by
FY3
Change Management (Chapter 4)Project Change Control
Narrative:
Gone are the days of one large change every 60 months.
Businesses are facing agile, more complex, more interdependent
and more cross-functional change than ever before. Being able
to deliver outcomes on multiple changes allows a business to
accomplish their strategic vision and boom in today’s changing
landscape. Applying change management enables business to
deliver results on each change more effectively and build
expertise that can grow the business volume to tackle more
changes at one time.
In coffee business, there can be various things that may need
changes, e.g. cost, food, labor, design, Chef or venue (big
change). These changes need approval from Manager and
supervisors. Managers and supervisors are crucial because of
the relationship they have with the employees in the business.
They are positioned specially to coach and influence employees
through their own change process.

If a change request is raised in the coffee business, then
an impact analysis will be performed. This process will look at
the effects of the change on other products in the coffee
business, and also the effects if this change is not implemented.
The approval manager or a management board takes this
decision responsible for approving or rejecting change requests
depending on the change request and depending on the financial
aspect of the business. The reason of the impact analysis is to
arrive at a balanced conclusion of the effect due to the proposed
change. This will allow the management approval board to
decide whether to proceed with the change or not.
Approved change requests will require new or revised cost
estimates; new or alternate date of scheduling, new or alternate
resource requirements for vendors, and analysis of risk response
alternatives. The applied level of change control is dependent
upon the application area, complexity of the specific need and
urgency, and the context in which the change is requested.
Project Change Control Flowchart:
Steps
Description
Generate Change Control
A submitter completes a Change Request Form and sends the
completed form to the Change Manager.
Log Change Control Status
The Change Manager enters the Change Request into the
Change Request Log. The Change Request status is updated
throughout the Change Request process as needed.
Evaluate Change Control
A project personnel reviews the Change Request and provide an
estimated level of effort to process, and develops a proposed
solution for the suggested change.
Authorize Change Control
Approval to move forward with incorporating the suggested
change into the project/product.

Implement Change Control
If approved, make the necessary adjustments to carry out the
requested change and communicate Change Request status to
the submitter and other stakeholders.
Generate CR
Implement CR
Authorize CR
Evaluate CR
Log Updated Status
Report Status
Project Change Request Form Template:
CHANGE-REQUEST FORM
Change Request #:
Change Requested by:
Originator of Request:
Date Submitted:
Urgency of Request / Priority:
Detailed Description of Change Request:

Proposed Approach to Resolve:
Signature
Change Requester:
Approval Manager:
Project Change Log Template:
CHANGE-REQUEST LOG
Change Request No.
Originator
Description of Change
Date Submitted
Date Required
Priority
Assigned To
Status
Approval
1.
2.
3.

SCOPE Description (chapter 5)
Café Central Perk will try to make the best effort and try to
create a unique place for their customers where they can
socialize with one another in a comfortable and relaxing
environment while enjoying the superior quality of brewed
coffee and pastries in town. We will be in the business of
helping our customers to relieve their daily stress by providing
piece of mind through great ambience, convenient location,
friendly customer service and products of high quality. Café
Central Perk will invest its profits to increase the employee
satisfaction while providing stable return to its shareholders.
Other deliverables that will be required for a successful venture
will also include to understand the business need from the
customers, always try to have a target takeaway mindset and
most important to always serve the finest quality of brewed
coffee made from superior quality of coffee beans.
We also need some long term and short term assets in the coffee
business
Long term asset: Refrigerators (under counter and storage),
preparation counter, ice machine, cash register, espresso
machine, coffee brewer, bars, shelves, music system, blenders,
dish washer, microwave, storage racks, computer, scanner,
printer, toasters, panini makers, sink, TV.

Short term asset: Furniture including tables and chairs for 20
people, furnishings, carpet for the coffee shop, lights (fancy and
normal), cups, lids, straws, sugars.
HiGH Level Work Breakdown Structure, Milstone Schedule and
Project BoundariesWork Breakdown Structure
1. Work Breakdown Structure – Café Central Perk
1.2 Construct Physical Location
1.4 Purchase Supplies and Go Live
1.3 Hire Employees
1.1 Create Business Plan
1.2.1 Select Location
1.3.1 Advertisement
1.1.1 Identify Partners

1.4.1 Inventory Levels
1.2.2 Select Contractor
1.2.3 Design Floor Plan
1.1.2 Create Business Name
1.4.2 Identify Suppliers
1.3.2 Interview Process
1.2.4 Prepare Site
1.1.3 Register Business
1.2.5 Foundation
1.3.3 Training
1.4.3 Place Initial Orders
1.2.6 Framing
1.1.4 Procure Capital

1.2.7 Roof
1.4.4 Schedule Delivery
1.2.8 Electrical
1.1.5 Determine Hours of Operation
1.4.5 Final Inspection
1.2.9 Plumbing
1.1.6 Determine Staff / Manager / Chef Pay Rate
1.2.10 Interior Design
1.4.6 Go Live
1.2.11 Outside Design
1.1.7 Determine Menu, Identify Products and Quantity
1.2.12 Purchase Furniture and Equipment
Summary Milestone Schedule (Chapter 6)
Milestone #
WBS #
Description
Completion Date

1
1.1.3
Register Business
15th Nov 2017
2
1.1.4
Procure Capital
1st Dec 2017
3
1.1.5
Determine Staff, manager and chef
1st Mar 2018
4
1.2.3
Design Floor Plan
15th Dec 2017
5
1.2.5
Foundation
15th Jan 2018
6
1.2.8
Electrical
15th Mar 2018
7
1.2.9
Plumbing
25th Mar 2018
8
1.2.10
Interior Design
5th Apr 2018
9
1.2.12
Purchase Furniture and Equipment
1st May 2018

10
1.3.1
Advertisement
1st Feb 2018
11
1.4.3
Place Initial Order
1st June 2018
12
1.4.5
Final Inspection one week before the grand opening
7th June 2018
13
1.4.6
Go Live
15th June 2018
Project Exclusions
· Café Central Perk will serve only coffee, tea and lite snacks.
· Coffee beans will not be sold in the coffee shop.
· Lunch and Dinner will not be provided.
· Outside food is not allowed in the coffee shop.
· Pets are not allowed inside the coffee shop. Assumptions
(Chapter 5)
· Our stakeholders will protect our business.
· Drinking coffee will continue to be considered an “affordable
luxury.”
· 20 - 25 % target to be achieved over the next 3 years as Café
Central Perk becomes well known.
· Quality of national coffee chains will remain same or decline
slightly rather than progress as they standardize their stores.
· Blogs and coffee association says that the coffee industry is
too saturated and hence will reach maturity by 2020.
· Despite recession, the coffee industry will keep showing
strong growth every year as it has been for the last 2 decades
and the positive growth for specialty coffee drink will continue
to grow at healthy rate.Constraints (Chapter 5)

· Project Schedule
· Project must start by November 15th 2017
· Project must be completed by June 15th 2018
· Cost
· Cost of construction should not exceed $30,000
· Labor
· As the business is new, labor need to be flexible with their
time. Overtime will not be paid, although workers who continue
to work and finish their task will be compensated through bonus
at end of the year.
· Weather
· Due to bad weather in the Midwest during winter, project
schedule may get delayed.
Product Deliverables & Acceptance Criteria (Chapter 5)
Deliverables
Date Available
Acceptance Criteria
Create a unique place for the customers where they can
socialize with one another in a comfortable and relaxing
environment
15th June 2018
Feedback from customer
To serve consistently the finest espresso
15th June 2018
Feedback from customer
Achieve a 7% net profit margin within the first year and 25% by
FY3
15th June 2019
Target Sales for first year
Table x. Key Project Deliverables
PROJECT SCHEDULE (Chapter 6)
Time management is a key aspect and it is closely knitted to
scope and cost area in a project. When project activities are
scheduled, we use aggressive timeline and put a clear focus on
determining realistic project deadline. Project schedule is the
beating heart for the project. It captures the essence of what the

project will accomplish and how it will be done. It is i mperative
to stick to the project schedule to accomplish the results on
time. I have divided my project management deliverables into
different phase; Initiating, Planning and Executing.
Task ID
Task Name
Start Date
Finish Date
Duration
1.0
INITIATING
1.1
Create business plan
20 Sep 2017
30 Sep 2017
10 days
1.2
Identify Stakeholders and explain business plan to them
01 Oct 2017
15 Oct 2017
15 days
1.3
Finalize Physical Location
17 Oct 2017
27 Oct 2017
10 days
1.4
Milestone: Register Business / Licenses
01 Nov 2017
15 Nov 2017
15 days
1.5

Finalize Contractor
20 Nov 2017
30 Nov 2017
10 days
1.6
Milestone: Design Floor Plan
01 Dec 2017
15 Dec 2017
15 days
1.7
Milestone: Foundation
20 Dec 2017
15 Jan 2018
26 days
2.0
PLANNING
2.1
Create Frame for shop
20 Jan 2018
30 Jan 2018
10 days
2.2
Prepare Roof, Walls and painting for shop
01 Feb 2018
28 Feb 2018
28 days
2.3
Milestone: Start Advertisement for workers, chefs, managers
01 Dec 2017
01 Feb 2018
60 days
2.4

Milestone: Prepare Electrical wiring for shop
01 Mar 2018
15 Mar 2018
15 days
2.5
Milestone: Prepare plumbing options for sink and toiletries
15 Mar 2018
25 Mar 2018
10 days
2.6
Start Interview process for hiring workers, chefs and managers
20 Dec 2017
20 Feb 2018
62 days
2.7
Milestone: Create Interior designing for shop
01 Mar 2018
05 Apr 2018
36 days
2.8
Milestone: Purchase Furniture and Appliances
05 Apr 2018
05 May 2018
30 days
2.9
Identify inventory needs to start the business
07 May 2018
14 May 2018
07 days
2.10
Identify suppliers and finalize them. Negotiate on prices.
15 May 2018
20 May 2018
05 days
3.0

EXECUTING
3.1
Milestone: Place initial order
21 May 2018
01 Jun 2018
10 days
3.2
Milestone: Final inspection before the grand opening
01 Jun 2018
7 Jun 2018
07 days
3.3
Milestone: Go Live
15 Jun 2018
15 Jun 2018
0 days
Summary High Level Budget (Chapter 7)
Cost for the coffee shop will depend on long term, short-term
assets and startup expenses. Our costs are an estimate of
$233,500 for opening inventory and operating capital. Many of
these costs are onetime costs and won’t be reoccurring.
Long-term assets: $52,000
Counters / Shelves / Bars
$10,000
Coffee brewer machine

$2,000
Coffee Espresso machine
$8,000
Cash Register (2)
$15,000
Milk Coolers (4)
$2,000
Large Refrigerator
$1,500
Ice machine
$3,000
Preparation Counter
$9,000
Under counter Refrigerators (3)
$1500
Short-term assets: $23,000
Light Fixtures
$5,000
Carpet Finishing
$2,000
Tables, Chairs, Furnishings
$15,000
Other Accessories
$1,000
Start-up Expenses
Construction
Architecture design
$10,000
Site demolition
$20,000
Lighting
$13,000
Plumbing
$9,000

Flooring construction
$7,000
Bathroom construction
$3,000
Painting
$2,000
Licenses / Permits for coffee shop
$5,000
TOTAL
$69,000
Legal
Accountant
$3,000
Lawyer
$5,000
Insurance
$2,000
TOTAL
$10,000
Marketing
Advertisement
$3,000
Graphic Designer / Menu Boards / Website
$5,000
Brochures / Cards
$1,000
TOTAL
$9,000
Office
Equipment’s for office
$2,000
Computer / Printer / Scanner
$3,000
Stationary
$1,500
Telephone / Gift item displays

$1,500
TOTAL
$8,000
Appliances
Dishwasher
$2,000
Coffee Blenders
$2,500
Microwave
$500
Toasters / Oven / Panini maker
$1,500
Music system
$1,000
Storage racks / shelves
$1,000
Coffee bean grinder
$1,500
Other Accessories (cups, lids, sugar, etc.)
$2,500
TOTAL
$12,500
Go Live
Inventory cost
$25,000
Supplier cost
$20,000
Delivery cost
$5,000
TOTAL
$50,500
TOTAL START-UP EXPENSES (Construction + Legal +
Marketing + Office + Appliances + Go Live)
$158,500
TOTAL FUNDING REQUIRED
(LONG TERM ASSESTS + SHORT TERM ASSESTS + START

UP EXPENSES + Go Live)
$233,500
Budgeted Item
Nov 17
Dec 17
Jan 18
Feb 18
Mar 18
Apr 18
May 18
Jun 18
Total
Long term assets
$10,400
$10,400
$10,400
$10,400
$10,400
$52,000
Short term assets
$5,000
$5,000
$5,000
$5,000
$3,000
$23,000
Startup expenses
$10,000
$34,500

$34,500
$9,000
$8,000
$6,000
$6,500
$108,500
Go Live
$50,000
$50,000
Time Period Total
$10,000
$34,500
$49,900
$24,400
$23,500
$21,400
$19,900
$5,000
$233,500
Quality Management Plan (Chapter 8)Quality Assurance:
Quality Assurance focuses on Project Processes. Think of
quality assurance as activities that help to prevent quality
problems while developing project deliverables. Quality
assurance ensures that your project processes are appropriate
and consistently followed.
Quality Assurance Process/Procedure
(Activities you will use to help avoid the need for rework)

Quality Standards for Process / Procedure1
Monitoring Quality Assurance Activity and Frequency2
(Audits, Process Reviews, Process Analysis, Assessments, etc.)
Who is Responsible for performing Assurance Activity and
reporting results
Coffee bean vendor qualification
USDA / Koshar (K) Mark
Yearly procurement
Café Manager / Owner
Café Equipment Cleaning and Maintenance
ISI Mark
Quarterly
Formal Change Control Process
Business requirement
Every time there is a need for change control
1Stakehlder’s standards /expectations for the processes
2 Activity that will be performed to monitor if project processes
/procedures are being followed and standards / expectations are
being met
Quality Control:
Quality Control focuses on Project Deliverables. Quality
control is a set of activities designed to evaluate project
deliverables. Quality control focuses on finding defects in
deliverables / verifying that requirements are being achieved.
Deliverable Name/Description
Metric (Attribute that will be measured)
Physical or Performance Quality Standard1
Quality Measurement Activity and Frequency2
Who is Responsible for performing Control Activity and
reporting results
Initial design plan of coffee shop
Floor plan design
Government standard for the Blue Ash area
Architect designer and 1 review cycle

Owner
Roasted coffee beans
Color and scent of coffee beans
SCAA certification
Lab testing and Every lot purchased
Buyer
Project Organization & Resources (Chapter 9)Internal Team
Structure
Narrative: Describe the internal team structure of the project, as
well as how the project relates to the rest of the organization.
Explain the logic/rationale behind why you think your proposed
team structure is best for your project.
Café Central Perk is a privately owned corporation and the team
comprises of owner of the coffee shop who also operates as the
general manager / managing partner.
A manager will assist in maintaining and reviewing operations
of the restaurant and the entertainment venue/bar.
A senior chef will be hired to manage kitchen operations and be
crucial to maintaining food inventory stability and assistance i n
menu development.
An assistant manager will be hired who will provide regular
table service as well as assistance to the manager.
A sous-chef will be hired to perform secondary management
functions in the kitchen as well as provide assistance to the chef
in kitchen / cooking functions.

Part-time personnel’s will be hired to handle cashier,
bartending, serving, dishwashing and cleaning functions.
The marketing, and accounting function will be handled by
independent contractors/consultants.
Team Organization Chart:
Owner / General Manager
Senior Chef
Manager
Sous-Chef
Assistant Manager
Coffee maker - 1
Coffee maker - 2

Dishwashers - 1
Server - 1
Server - 2
Server - 3
Cashier - 1
Cashier - 2
Project Organization: Major Project Roles & Responsibilities:
Identify the individuals performing the project's primary/main
roles & responsibilities. This can be used to establish
accountabilities throughout the project’s lifecycle
Major Role / Function1
Major Responsibilities

Name and Title
(May be multiple names per Major Role)
Customer satisfaction is priority
Managing the entire team of coffee shop and customer
satisfaction
Owner / General Manager (SOUMITRA SHILOTRI)
No hassle to operate the coffee shop on day to day basis
To assist in maintaining and reviewing operations of the
restaurant and the entertainment venue/bar
Manager (SANKET)
To train staff for day to day work
Training staff and will provide regular table service and will
provide assistance to the manager.
Assistant Manager (VICKY)
To provide daily specials in the menu
To manage kitchen operations and be crucial to maintaining
food inventory stability and assistance in menu development
Chef (ASHWIN)
To provide assistance to the chef in kitchen
To perform secondary management functions in the kitchen and
provide assistance to the chef in kitchen
Sous-Chef (SHIVRAJ)
Serve coffee to customer as per customer requirement
To prepare coffee as per customer requirement and serve coffee
to customer
Coffee Maker 1 (AVANI)
Serve coffee to customer as per customer requirement
to customer
Coffee Maker 2 (POOJA)
To ensure the utensils and glassware’s are available to use when
required
To clean utensils and glassware’s used for making coffee
Dishwashers 1 (ABHISHEK)
Snacks and bakery items should be bagged before giving to
customer

To serve snacks, bakery items to customers as per their request
Server 1 (JAYESH)
To quickly provide coffee and snack items to people waiting in
the car and keep the car line moving
To serve snacks, bakery items and coffee to customer who
arrive at the drive way window and to bill the customers for
their order either by cash or card (Debit or Credit)
Server 2 (UDIT)
Clean tables and make room for new customers
To clean all tables, chairs, desk tops of coffee spills and dust,
take out the trash, vacuum the coffee shop first thing in the
morning and clear tables to make room for customers
Server 3 (ANIKET)
Bill the customers for their order either by cash or card (Debit
or Credit)
or Credit), to get survey from the customers before they leave
the coffee shop and ask them about their experience in the
coffee shop, smile and provide service to customer
Cashier 1 (JANVI)
or Credit)
Cashier 2 (ASHWINI)
Project Team Members: External Interfaces:
Identify project personnel who are charged with
establishing/maintaining key relationships with people
/organizations outside the project team. This can be used to
establish accountabilities throughout the project’s lifecycle
Team Member Name and Title
External Organization / Entity
for which Team Member is the

Primary Interface / Liaison
Owner (SOUMITRA)
Architects, Compliance, Regulators, Stakeholders, Marketing,
Finance, Legal
Manager (SANKET)
Suppliers, Vendors, Customers, Purchase, Marketing, Supply
Chain, Finance
Assistant Manager (VICKY)
Customers
Chef (ASHWIN)
Customers
Sous-Chef (SHIVRAJ)
Customers
Coffee Maker 1 (AVANI)
Customers
Coffee Maker 2 (POOJA)
Customers
Server 1 (JAYESH)
Customers
Server 2 (UDIT)
Customers
Cashier 1 (JANVI)
Customers
Cashier 2 (ASHWINI)
Customers
RACI Chart
· Responsible role (R) – Identify who is responsible for doing
the work. - Who is assigned to and will perform the work?
· Accountable role (A) – Identify who has final decision and
'ownership' of the work. Who has the authority to sign off for
the work?
· Consulted role (C) – Identify the subject matter experts that

have the information needed to complete the work. Whose
input is needed before decisions are made or work begins?
· Informed role (I) – Identify who needs to be updated on the
progress of the work (after decisions/actions are taken)? Whose
work depends on this deliverable?
* Please find the excel file for RACI Chart attached in Unit 9
assignment folder under Moodle.Equipment and Training Needs
(Chapter 9)
Equipment:
· Coffee brewer machine
· Coffee espresso machine
· Coffee blender
· Coffee bean grinder
· Oven
· Panini maker
· Toaster
· Microwave
· Dishwasher
· Computer, printer and scanner
· Cash register machine
Training:
· Coffee maker 1 and 2 will be provided training on how to use
and clean the coffee brewer machine, coffee espresso machine,
coffee blender and coffee bean grinder.
· Cashier 1 and 2 will be provided training on how to use the
cash register machine.
· Server 1 will be provided training on how to use and clean the
oven, Panini maker, microwave and toaster.
· Server 2 will be provided training on how to use and clean the
oven, Panini maker, microwave and toaster. Server 2 will also
be provided training on how to use the cash register and how to

use and clean the coffee brewer machine, coffee espresso
machine, coffee blender and coffee bean grinder.
· Dishwasher 1 will be provided training on how to use the
dishwasher.
· Manager, Assistant manager, chef, sous chef, coffee maker 1,
coffee maker2, server 1, server 2, cashier 1, cashier 2 – all will
be provided training how to serve the customer rightfully and
also how to follow the change control process.
Communications Plan (Chapter 10)Stakeholder communications
requirements
Communications Table / Matrix Example (complete your own)
Communication Item
Frequency of Communication
Format/ Media/ Distribution Channel
Content Author(s)
Reviewer(s) Approver(s) (sign-off before distribution
Audience/ Recipients (Stakeholders who will use the
communication items)
Feedback Mechanism
Achieving quality
Monthly
Face to face meeting
Owner, Manager
Owner, Business partner
Customer
Timely delivery
Quarterly
WebEx
Manager, Assistant manager
Manager
Stakeholder
WebEx
Staying within budget
Quarterly

WebEx
Owner, Manager
Owner
Stakeholder
WebEx
Resource allocation
Yearly
Video conference
Owner
Owner, Manager
Stakeholder
Video conference
Customer satisfaction
Quarterly
WebEx
Manager
Owner, Manager
Stakeholder
WebEx
Financial impact
Monthly
Owner
Owner, Manager
Stakeholder
Face to face meetingEscalation procedures (for resolving
communication issues)
Site Level: An attempt is made to resolve the issue at the site
level that is face to face. Strategies are made to resolve mutual
conflicts. If it still doesn’t get resolved the matter is then
escalated to the store manager. For instance, if the supplier is
being delaying the purchase order every time the order is sent
and if he continues to do the same mistake, this will be
escalated to Level 1 i.e. manager will be notified.
Level 1: If attempt at site level is not sufficient, it will be

escalated to the management level. At this stage of the
escalation process, general manager / owners will review the
issue and attempt to reach a solution. At this level, the general
manager / owners will advise and meet with those internal and
external persons who are involved with the dispute and attempt
to reach a solution. Once a solution is reached, a follow -up
meeting will be carried out between owners/managers and
external parties within mutually agreed amount of time to
ensure that the action have been fulfilled and the problem
solved
Revision procedures (for updating the communication plan)
· Each stage of project deliverable development will be
delivered as per the agreed project WBS and schedule.
· Every team member has the ability to propose changes.
· Changes will be logged in the logbook and will be escalated to
the project manager to review and approve changes.
· Owner, manager, will sign off each stage of project
deliverable development where appropriate as per the agreed
project WBS and schedule.
Status Report Format
Manager:
External Client:

Date:
Progress and Achievements:
Items for Escalation:
Milestones
Milestone Description
Date
Owner
Comments
Top Risks and Issues
Risk / Issue
Severity
Action
Owner

Goals for next reporting period
Budget:
% Spent:
PROJECT RISK MANAGEMENT (chapter 11)
Sources of Project Risk: Risk Category
Event Space
Power and Mechanical Failures
Weather
Poor Attendance
Customer Issues
11.1 Detailed Risk Register
Recreate the following table in Excel and submit with this
assignment.
* Please find the excel file for Risk Register attached in Unit 11
assignment folder under Moodle.
Procurement management Plan (chapter 12)Make/Buy/Lease
analysis and Procurement Needs
Procurement management is the process by which a company
can purchase goods and services from an outside organization.
Manager (Sanket) is responsible to communicate with the
external organizations and finally completing it and presenting
the analysis.
The first thing to consider will be identifying the need for the
coffee shop and whether it is a necessary resource and if it is
available in the store. Once the manager has a clear picture of
what products or services are required, the company needs to
consider the scheduling time and costing. Once the suppliers
and costing are decided, the terms of contract will be
negotiated. There will be a contract that will be legally binding
document and it will be prepared by the company’s legal
department. The final copy will be signed by the General
Manager / Owner (Soumitra) and should contain all the terms
agreed upon.
The final approval authority decision for Make / Buy / Lease is

taken by the General Manager / Owner (Soumitra) and in certain
cases taken by the Manager (Sanket).
Describe Items or Services essential for project success that
could be Made, Purchased or Leased.
Item or Service to be Procured
Description / Technical Information
Why is item / Service Needed
Make
Buy
Lease
Type of Contract
Need By Date
Purchase Approval Authority
*Long term assets as per section 7 (high level budget)
*All items are mentioned in section 7 (high level budget)
To prepare coffee and to store ingredients used in coffee
Buy
Written Contract (Initial – once only)
Fixed Price Plus Incentive
1st MAY 2018
General Manager / Owner (Soumitra)
*Short term assets as per section 7 (high level budget)
Proper functioning of the coffee business and to attract
customers
Buy
1st MAY 2018
*Startup expenses as per section 7 (high level budget)
To construct the coffee shop and for smooth functioning of the
coffee shop

Lease
5th APRIL 2018
*Appliances for coffee shop as per section 7 (high level budget)
To prepare coffee, sandwiches, cleaning utensil used in coffee
preparation and for storage purpose
Buy
1st MAY 2018
Manager (Sanket)
Coffee bean, Tea, Water, Juices, Soft drinks, Pastries,
Chocolates, Cocoa
Coffee bean, Tea, Water, Juices, Soft drinks, Pastries,
Chocolates, Cocoa
For coffee and tea preparation and other drinks which will be
required for the coffee business
Buy
Written Contract (Monthly)
Fixed Price
1st JUNE 2018
Manager (Sanket)
* Due to large quantities, reference for section 7 (high level
budget) is provided. All Items with description are mentioned in
section 7 (high level budget) in detail. Procurement Source
Selection Process
Manager will work with the team to identify all items that needs
to be procured for the successful completion. Manager will
consult the General Manager and they both will review the
procurement list before submitting it to the contractors and
purchasing department. The contracts and purchasing

department will review the procurement items and will
determine whether it is better to buy or lease the items and then
they will eventually start with vendor selection, purchasing,
negotiation and contracting process. Final decision will be taken
by the general manager / owner after reviewing the contracts
along with purchasing department.Vendor Performance
Management and Closeout
The selection criteria will be based on following things:
· Ability of the vendor to provide items by the required delivery
date
· Quality product
· Cost
· Expected delivery date
· Past performances of the vendor / supplier
These criteria will be measured by the committee (General
Manager, Manager, Assistant Manager). The ultimate decision
will be made by the owner based on above criteria.
Once the closeout obligations under the contract have been met,
a review of the process will be conducted and the goal is to
identify which elements of the procurement process were
successful and which were the ones where there were delays, if
any occurred. Documentation should be prepared and shares
with the team and the supplier and vendor. The supplier will
also be advised in writing that the obligations under the contract
has been fulfilled, if they have been fulfilled. Planning is the
key for efficient procurement for the business.
STAKEHOLDER ANALYSIS (chapter 13)Stakeholder Register
with Roles and Responsibilities
Stakeholder Name
Organization
Role/Position
(in Current Organization)
Key Project Roles and Responsibilities
Soumitra Shilotri
Internal

Sponsor / General Manager
Managing the entire team of coffee shop and customer
satisfaction
Sanket
Internal
Manager
To assist in maintaining and reviewing operations of the
restaurant and the entertainment venue/bar
Vicky
Internal
Assistant Manager
Training staff and will provide regular table service and will
provide assistance to the manager.
Ashwin
Internal
Sr. Chef
To manage kitchen operations and be crucial to maintaining
food inventory stability and assistance in menu development
Shivraj
Internal
Sous-Chef
To perform secondary management functions in the kitchen and
provide assistance to the chef in kitchen
Avani
Internal
Coffee Maker
to customer
Pooja
Internal
Coffee Maker
to customer
Abhishek
External
Dishwasher

To clean utensils and glassware’s used for making coffee
Jayesh
External
Server
To serve snacks, bakery items to customers as per their request
Udit
External
Server
To serve snacks, bakery items and coffee to customer who
arrive at the drive way window and to bill the customers for
their order either by cash or card (Debit or Credit)
Aniket
External
Server
To clean all tables, chairs, desk tops of coffee spills and dust,
take out the trash, vacuum the coffee shop first thing in the
morning and clear tables to make room for customers
Janvi
Internal
Cashier
Ashwini
Internal
Cashier
Jim
External
Architect
Designing the coffee shop in the given time frame
John

External
Accountant
Run the payroll for all employees working at Café Central Perk
Brian
External
Compliance Auditor
Audit the coffee shop looking for safety issues and non-
compliance
Joanne
Internal
Marketing
Come up with strategic ways to expand the business
Emily
Internal
Finance
Approval and budgeting the business financially and to make
sure annual targets are achieved
Rebecca
External
Legal
Prepare contracts and maintain them for all employees working
at Café Central Perk
Michelle
Internal
HR Manager
Recruitment of staff for the business and maintain benefits of
all employees working at Café Central Perk
David
Internal
Purchase
Prepare purchase orders and communicate with finance and
vendors for all materials required for smooth functioning of the
business
Meghan
Internal
Supply Chain

Negotiate with vendors for pricing and communicate with
finance and purchase for all materials that are required for
smooth functioning of the business and not to ensure all the
materials required for business reaches on time at the coffee
shop
Vendors
External
Suppliers
Supply material to the organization on timely manner
Customers
External
Consumers
To provide customer feedback
Competitors
External
Competitors
To reduce sale for client
Media
External
Media
Coverage strategy
Bank
External
Bank
To provide financing
Stakeholder Analysis
Name
Power / Interest
Current Engagement Level
Desired Engagement Level
Stakeholder Management Strategy
Soumitra Shilotri
High / high
Leading
-
Should acknowledge and monitor concerns of all stakeholders

and should take their interest appropriately into account in
making decision and operations
Sanket
High / medium
Supportive
Leading
Should listen to and openly communicate with stakeholders
about their concerns and contributions and about the risk that
they assume because of their involvement
Vicky
Medium / high
Supportive
Leading
To make sure that the working conditions are better for
customers and employees
Ashwin
Medium / high
Supportive
Leading
Come up with new exotic dishes
Shivraj
Medium / high
Supportive
Leading
Come up with new exotic dishes
Avani
Medium / high
Supportive
Leading
Should be paid above the legally mandated wages and improve
corporate social responsibility performance
Pooja
Medium / high
Supportive
Leading

Abhishek
Low / medium
Neutral
Supportive
Jayesh
Low / medium
Neutral
Supportive
Udit
Low / medium
Neutral
Supportive
Aniket
Low / medium
Neutral
Supportive
Janvi
Medium / high
Supportive
Leading
Ashwini
Medium / high
Supportive
Leading

Jim
High / high
Supportive
Leading
To finish the designing of coffee shop on schedule
John
Medium / high
Supportive
Leading
Social responsibility to run payroll on time
Brian
High / high
Neutral
Supportive
Complies with government rules and regulations
Joanne
High / high
Leading
-
Solicit marketing strategies and obtain feedback on project
planning
Emily
High / high
Leading
-
Track company’s financial performance and address concerns to
investors
Rebecca
High / medium
Supportive
Leading
Frequent communication and addressing concerns are
imperative to make sure company does not have to fight legal
battles
Michelle

High / high
Leading
-
Hire right people according to project specification requirement
David
High / high
Leading
-
Communicate project schedule and material requirement ahead
of time to ensure delivery
Meghan
High / high
Leading
-
Solicit frequent updates and develop plan for alternate supply
source
Vendors
Medium / Low
Neutral
Supportive
Ensure timely delivery
Customers
High / Medium
Neutral
Supportive
Warm and friendly relations are emphasized within the company
Competitors
Low / high
Disagree
Supportive
Provide frequent status reports and updates
Media
Low / medium
Neutral
Supportive
Provide frequent status reports and updates

Bank
High / medium
Neutral
Supportive
Pay returns on time
Monitoring & Control Procedures (Chapters 5-7)
All changes and team performances will be regularly updated to
the stakeholders through reports and on-going documentation.
All changes will be accessed and addressed by the manager and
general manager of Café Central Perk and will be communicated
to the sponsor. You need to monitor progress against the
schedule. If you remain on schedule and your schedule
continues to represent the path to project completion, you may
not have to update it again. If you detect a variance against your
schedule, corrective actions may be necessary. Other monitoring
and control procedures include managing budget, managing
time, managing risks, managing vendor performance, perform
quality control checks and administer procureme nts.
1. Monitor and Control Phase Activities
· Provide regular status report updates
· Track and manage project issues and risks
· Conduct project change management wherever necessary
· Perform quality management
2. Monitor and Control Phase Deliverables
· Completion of issues and risk log
· Completion of change request log

Closeout CRITERIA
1. Communicate among the team that the project has been
approved.
2. The management will complete a close out report for each
employee. This report will serve as an opportunity and
recommendation (in case the employee wants to move on to a
new role) for the management team to provide feedback to the
team based on their performance and conclude how did they
meet their goals.
3. Archive all blueprints (design and approvals) for the coffee
shop in case there is a requirement in future to open another
coffee shop.
4. Consistently serving the finest espresso and to keep
customers happy – that should be the main motive of the
business.
5. To reassign resources as per business needs. For example; if
you used contractors for your job, the closing phase gives you
chance to determine if you want to hire them for some other
role.
21
PMP Template 2017 V4 (1)
V1.0
Rank
Based on
Risk Factor
ID / Number
Risk
Category
Risk

Description
Prob.
Weight
(P)
Impact
Weight
(I)
Risk
Factor or
Score
(PxI)
Risk
Owner
Risk
Trigger
Response
Strategy
Before Trigger
& Before Risk
Event
Specific
Response
Actions
Before Trigger
& Before Risk
Event
Reference paper, WBS and PPT/Project_WBS-Final.mpp
Reference paper, WBS and PPT/Team Kick off Meeting.pptx
Project name: opening a coffee shop
Team Kickoff Meeting
Date: 10 October, 2017

Prepared by: Soumitra Girish Shilotri
Picture reference: https://awol.junkee.com/sydne y-is-getting-a-
friends-themed-pop-up-cafe/15081
Picture reference: https://awol.junkee.com/sydney-is-getting-a-
friends-themed-pop-up-cafe/15081
1
Agenda
INTRODUCTION
PROJECT OBJECTIVE
SUCCESS OVERVIEW
TEAM ORGANIZATION / ROLES & RESPONSIBILITIES
EXCLUSIONS / CONSTRAINTS / ASSUMPTIONS
HIGH LEVEL WORK BREAK DOWN STRUCTURE
HIGH LEVEL TIMELINE
HIGH LEVEL BUDGET
PRODUCT DELIVERABLES & ACCEPTANCE CRITERIA
CLOSING
QUESTIONS
introduction
Coffee shop has become an important routine in the USA, since
Starbucks came out 23 years back.
Every day, millions of Americans stop at a coffee shop for an
espresso-based coffee drink. People who would not have
dreamed of spending more than 50 cents for a cup of coffee a
few years ago, now gladly pay $3 to $5 for their cappuccino,
mocha latte or vanilla ice blended drink.
The coffee business is currently growing at very healthy pace.
As the years, have passed, there has not been a single year

where the recession has hit the business, and coffee sales have
not grown. In many years, the increase has been in double
digits. Plus, no coffeehouse chains have failed during this time.
A slot exists that has yet to be filled for a high-volume, upscale,
quality-driven coffeehouse with a warm, inviting atmosphere.
Café Central Perk meets this need and will fill this slot. We
would offer high-quality products in an upscale environment.
Furthermore, our high-profile location in Blue Ash, Cincinnati
provides a mixed customer base that will maintain high levels
of business in every season, at all times of the day, every day of
the week.
project OBJECTIVE
Consistently serving the finest espresso
Ergonomics is vital
Use loyalty cards
Promote multiple sales
Merchandise your margins
Get your strategies right
Provide the best service
Understand business needs
Always have a target takeaway
Serve on the front line
Success overview

Team organization / roles & responsibilities
A manager will assist in maintaining and reviewing operations
of the restaurant and the entertainment venue/bar.
A senior chef will be hired to manage kitchen operations and be
crucial to maintaining food inventory stability and assistance in
menu development.
An assistant manager will be hired who will provide regular
table service as well as assistance to the manager.
A sous-chef will be hired to perform secondary management
functions in the kitchen as well as provide assistance to the chef
in kitchen / cooking functions.
Part-time personnel’s will be hired to handle cashier,
bartending, serving, dishwashing and cleaning functions.
The marketing, accounting, legal, finance, purchase, supply
chain, architects, graphic designers functions will be handled by
independent contractors/consultants.

Exclusions / constraints / assumptions
ExclusionsConstraintsAssumptionsCafé Central Perk will serve
only coffee, tea and lite snacks.Project Schedule
Our stakeholders will protect our businessCoffee beans will not
be sold in the coffee shopCost
Drinking coffee will continue to be considered an “affordable
luxury.”Lunch and Dinner will not be providedLabor
20 - 25 % target to be achieved over the next 3 years as Café
Central Perk becomes well known.Outside food is not allowed
in the coffee shopWeather
Quality of national coffee chains will remain same or decline
slightly rather than progress as they standardize their storesPets
are not allowed inside the coffee shop. Blogs and coffee
association says that the coffee industry is too saturated and
hence will reach maturity by 2020.Despite recession, the coffee
industry will keep showing strong growth every year as it has
been for the last 2 decades and the positive growth for specialty
coffee drink will continue to grow at healthy rate.
High level work break down structure (WBS)
High level timeline
Milestone #WBS #DescriptionCompletion Date11.1.3Register
Business15th Nov 201721.1.4Procure Capital1st Dec
201731.1.5Determine Staff, manager and chef1st Mar
201841.2.3Design Floor Plan15th Dec
201751.2.5Foundation15th Jan 201861.2.8Electrical15th Mar

201871.2.9Plumbing25th Mar 201881.2.10Interior Design 5th
Apr 201891.2.12Purchase Furniture and Equipment 1st May
2018101.3.1Advertisement1st Feb 2018111.4.3Place Initial
Order1st June 2018121.4.5Final Inspection one week before the
grand opening7th June 2018131.4.6Go Live15th June 2018
High level budget
Budgeted ItemNov 17Dec 17Jan 18Feb 18Mar 18Apr 18May
18Jun 18TotalLong term
assets$10,400$10,400$10,400$10,400$10,400$52,000Short term
assets $5,000$5,000$5,000$5,000$3,000$23,000Startup
expenses
$10,000$34,500$34,500$9,000$8,000$6,000$6,500$108,500Go
Live$50,000$50,000Time Period
Total$10,000$34,500$49,900$24,400$23,500$21,400$19,900$5,
000$233,500
Product deliverables & acceptance criteria
DeliverablesDate AvailableAcceptance CriteriaCreate a unique
place for the customers where they can socialize with one
another in a comfortable and relaxing environment15th June
2018Feedback from customerTo serve consistently the finest
espresso15th June 2018Feedback from customerAchieve a 7%
net profit margin within the first year and 25% by FY315th June
2019Target Sales for first year
closing
At the end, a project closeout report will be filled out for each
employee and contractor.
This report will serve as an opportunity for the Manager to
provide team members with feedback and also rate their

performance over the phase of project completion.
This report will finally conclude, how individual employee and
contractor meet their or did not meet their goals.
13
14
1
The Essentials of Master’s Education in Nursing
March 21, 2011
TABLE OF CONTENTS
Introduction 3

Master’s Education in Nursing and Areas of Practice 5
Context for Nursing Practice 6
Master’s Nursing Education Curriculum 7
I. Background for Practice from Sciences and Humanities 9
II. Organizational and Systems Leadership 11
III. Quality Improvement and Safety 13
IV. Translating and Integrating Scholarship into Practice 15
V. Informatics and Healthcare Technologies 17
VI. Health Policy and Advocacy 20
VII. Interprofessional Collaboration for Improving Patient
and Population Health Outcomes 22
VIII. Clinical Prevention and Population Health for
Improving Health 24
IX. Master’s-Level Nursing Practice 26
Clinical/Practice Learning Expectations for Master’s Programs
29
Summary 31

Glossary 31
2
References 40
Appendix A: Task Force on the Essentials of Master’s
Education in Nursing 49
Appendix B: Participants who attended Stakeholder Meetings 50
Appendix C: Schools of Nursing that Participated in the
Regional Meetings
or Provided Feedback 52
Appendix D: Professional Organizations that Participated in the
Regional
Meetings or Provided Feedback 63
Appendix E: Healthcare Systems that Participated in the
Regional Meetings 64
3
March 21, 2011

The Essentials of Master’s Education in Nursing reflect the
profession’s continuing call for
imagination, transformative thinking, and evolutionary change
in graduate education. The
extraordinary explosion of knowledge, expanding technologies,
increasing diversity, and global
health challenges produce a dynamic environment for nursing
and amplify nursing’s critical
contributions to health care. Master’s education prepares nurses
for flexible leadership and
critical action within complex, changing systems, including
health, educational, and
organizational systems. Master’s education equips nurses with
valuable knowledge and skills to
lead change, promote health, and elevate care in various roles
and settings. Synergy with these
Essentials, current and future healthcare reform legislation, and
the action-oriented
recommendations of the Initiative on the Future of Nursing
(IOM, 2010) highlights the value and
transforming potential of the nursing profession.
These Essentials are core for all master’s programs in nursing
and provide the necessary
curricular elements and framework, regardless of focus, major,
or intended practice setting. These
Essentials delineate the outcomes expected of all graduates of
master’s nursing programs. These
Essentials are not prescriptive directives on the design of
programs. Consistent with the
Baccalaureate and Doctorate of Nursing Practice Essentials, this
document does not address
preparation for specific roles, which may change and emerge
over time. These Essentials also

provide guidance for master’s programs during a time when
preparation for specialty advanced
nursing practice is transitioning to the doctoral level.
Master’s education remains a critical component of the nursing
education trajectory to prepare
nurses who can address the gaps resulting from growing
healthcare needs. Nurses who obtain the
competencies outlined in these Essentials have significant value
for current and emerging roles in
healthcare delivery and design through advanced nursing
knowledge and higher level leadership
skills for improving health outcomes. For some nurses, master’s
education equips them with a
fulfilling lifetime expression of their mastery area. For others,
this core is a graduate foundation
for doctoral education. Each preparation is valued.
Introduction
The dynamic nature of the healthcare delivery system
underscores the need for the
nursing profession to look to the future and anticipate the
healthcare needs for which
nurses must be prepared to address. The complexities of health
and nursing care today
make expanded nursing knowledge a necessity in contemporary
care settings. The
transformation of health care and nursing practice requires a
new conceptualization of
master’s education. Master’s education must prepare the
graduate to:
• Lead change to improve quality outcomes,

4
• Advance a culture of excellence through lifelong learning,
• Build and lead collaborative interprofessional care teams,
• Navigate and integrate care services across the healthcare
system,
• Design innovative nursing practices, and
• Translate evidence into practice.
Graduates of master’s degree programs in nursing are prepared
with broad knowledge
and practice expertise that builds and expands on baccalaureate
or entry-level nursing
practice. This preparation provides graduates with a fuller
understanding of the discipline
of nursing in order to engage in higher level practice and
leadership in a variety of
settings and commit to lifelong learning. For those nurses
seeking a terminal degree, the
highest level of preparation within the discipline, the new
conceptualization for master’s
education will allow for seamless movement into a research or
practice-focused doctoral
program (AACN, 2006, 2010).
The nine Essentials addressed in this document delineate the
knowledge and skills that all
nurses prepared in master’s nursing programs acquire. These

Essentials guide the
preparation of graduates for diverse areas of practice in any
healthcare setting.
• Essential I: Background for Practice from Sciences and
Humanities
o Recognizes that the master’s-prepared nurse integrates
scientific findings
from nursing, biopsychosocial fields, genetics, public health,
quality
improvement, and organizational sciences for the continual
improvement
of nursing care across diverse settings.
• Essential II: Organizational and Systems Leadership
o Recognizes that organizational and systems leadership are
critical to the
promotion of high quality and safe patient care. Leadership
skills are
needed that emphasize ethical and critical decision making,
effective
working relationships, and a systems-perspective.
• Essential III: Quality Improvement and Safety
o Recognizes that a master’s-prepared nurse must be articulate
in the
methods, tools, performance measures, and standards related to
quality, as
well as prepared to apply quality principles within an
organization.
• Essential IV: Translating and Integrating Scholarship into

Practice
o Recognizes that the master’s-prepared nurse applies research
outcomes
within the practice setting, resolves practice problems, works as
a change
agent, and disseminates results.
• Essential V: Informatics and Healthcare Technologies
5
o Recognizes that the master’s-prepared nurse uses patient-care
technologies
to deliver and enhance care and uses communication
technologies to
integrate and coordinate care.
• Essential VI: Health Policy and Advocacy
o Recognizes that the master’s-prepared nurse is able to
intervene at the
system level through the policy development process and to
employ
advocacy strategies to influence health and health care.
• Essential VII: Interprofessional Collaboration for Improving
Patient and
Population Health Outcomes
o Recognizes that the master’s-prepared nurse, as a member and
leader of
interprofessional teams, communicates, collaborates, and
consults with

other health professionals to manage and coordinate care.
• Essential VIII: Clinical Prevention and Population Health for
Improving
Health
o Recognizes that the master’s-prepared nurse applies and
integrates broad,
organizational, client-centered, and culturally appropriate
concepts in the
planning, delivery, management, and evaluation of evidence-
based clinical
prevention and population care and services to individuals,
families, and
aggregates/identified populations.
• Essential IX: Master’s-Level Nursing Practice
o Recognizes that nursing practice, at the master’s level, is
broadly defined
as any form of nursing intervention that influences healthcare
outcomes
for individuals, populations, or systems. Master’s-level nursing
graduates
must have an advanced level of understanding of nursing and
relevant
sciences as well as the ability to integrate this knowledge into
practice. .
Nursing practice interventions include both direct and indirect
care
components.
Master’s Education in Nursing and Areas of Practice
Graduates with a master’s degree in nursing are prepared for a

variety of roles and areas
of practice. Graduates may pursue new and innovative roles that
result from health
reform and changes in an evolving and global healthcare
system. Some graduates will
pursue direct care practice roles in a variety of settings (e.g.,
the Clinical Nurse Leader,
nurse educator). Others may choose indirect care roles or areas
of practice that focus on
aggregate, systems, or have an organizational focus, (e.g.
nursing or health program
management, informatics, public health, or clinical research
coordinator). In addition to
developing competence in the nine Essential core areas
delineated in this document, each
graduate will have additional coursework in an area of practice
or functional role. This
coursework may include more in-depth preparation and
competence in one or two of the
Essentials or in an additional/ supplementary area of practice.
For example, more concentrated coursework or further
development of the knowledge
and skills embedded in Essential IV (Translational Scholarship
for Evidence-Based
Practice) will prepare the nurse to manage research projects for
nurse scientists and other
6
healthcare researchers working in multi-professional research
teams. More in-depth
preparation in Essential II (Organizational and System
Leadership) will provide

knowledge useful for nursing management roles.
In some instances, graduates of master’s in nursing programs
will seek to fill roles as
educators. As outlined in Essential IX, all master’s-prepared
nurses will develop
competence in applying teaching/learning principles in work
with patients and/or students
across the continuum of care in a variety of settings. However,
as recommended in the
Carnegie Foundation report (2009), Educating Nurses: A Call
for Radical
Transformation, those individuals, as do all master’s graduates,
who choose a nurse
educator role require preparation across all nine Essential areas,
including graduate-level
clinical practice content and experiences. In addition, a program
preparing individuals for
a nurse educator role should include preparation in curriculum
design and development,
teaching methodologies, educational needs assessment, and
learner-centered theories and
methods. Master’s prepared nurses may teach patients and their
families and/or student
nurses, staff nurses, and variety of direct-care providers. The
master’s prepared nurse
educator differs from the BSN nurse in depth of his/her
understanding of the nursing
discipline, nursing practice, and the added pedagogical skills.
To teach students, patients,
and caregivers regarding health promotion, disease prevention,
or disease management,
the master’s-prepared nurse educator builds on baccalaureate
knowledge with graduate-
level content in the areas of health assessment,
physiology/pathophysiology, and

pharmacology to strengthen his/her scientific background and
facilitate his/her
understanding of nursing and health-related information. Those
master’s students who
aspire to faculty roles in baccalaureate and higher degree
programs will be advised that
additional education at the doctoral level is needed (AACN,
2008).
Context for Nursing Practice
Health care in the United States and globally is changing
dramatically. Interest in
evolving health care has prompted greater focus on health
promotion and illness
prevention, along with cost-effective approaches to high acuity,
chronic disease
management, care coordination, and long-term care. Public
concerns about cost of health
care, fiscal sustainability, healthcare quality, and development
of sustainable solutions to
healthcare problems are driving reform efforts. Attention to
affordability and accessibility
of health care, maintaining healthy environments, and
promoting personal and
community responsibility for health is growing among the
public and policy makers.
In addition to broad public mandates for a reformed and
responsive healthcare system, a
number of groups are calling for changes in the ways all health
professionals are educated
to meet current and projected needs for contemporary care
delivery. The Institute of

7
Medicine (IOM), an interprofessional healthcare panel ,
described a set of core
competencies that all health professionals regardless of
discipline will demonstrate: 1) the
provision of patient-centered care, 2) working in
interprofessional teams, 3) employing
evidence-based practice, 4) applying quality improvement
approaches, and 5) utilizing
informatics (IOM, 2003).
Given the ongoing public trust in nursing (Gallup, 2010), and
the desire for fundamental
reorganization of relationships among individuals, the public,
healthcare organizations
and healthcare professionals, graduate education for nurses is
needed that is wide in
scope and breadth, emphasizes all systems-level care and
includes mastery of practice
knowledge and skills. Such preparation reflects mastery of
higher level thinking and
conceptualization skills than at the baccalaureate level, as well
as an understanding of the
interrelationships among practice, ethical, and legal issues;
financial concerns and
comparative effectiveness; and interprofessional teamwork.
Master’s Nursing Education Curriculum
The master’s nursing curriculum is conceptualized in Figure 1
and includes three
components:

1. Graduate Nursing Core: foundational curriculum content
deemed essential
for all students who pursue a master’s degree in nursing
regardless of the
functional focus.
2. Direct Care Core: essential content to provide direct patient
services at an
advanced level.
3. Functional Area Content: those clinical and didactic learning
experiences
identified and defined by the professional nursing organizations
and
certification bodies for specific nursing roles or functions.
This document delineates the graduate nursing core
competencies for all master’s
graduates. These core outcomes reflect the many changes in the
healthcare system
occurring over the past decade. In addition, these expected
outcomes for all master’s
degree graduates reflect the increasing responsibility of nursing
in addressing many of the
gaps in health care as well as growing patient and population
needs.
Master’s nursing education, as is all nursing education, is
evolving to meet these needs
and to prepare nurses to assume increasing accountabilities,
responsibilities, and
leadership positions. As master’s nursing education is re-
envisioned and preparation of
individuals for advanced specialty nursing practice transitions

to the practice doctorate
these Essentials delineate the foundational, core expectations
for these master’s program
graduates until the transition is completed.
8
Figure 1: Model of Master’s Nursing Curriculum
* All master’s degree programs that prepare graduates for roles
that have a component of
direct care practice are required to have graduate level
content/coursework in the
following three areas: physiology/pathophysiology, health
assessment, and
pharmacology. However, graduates being prepared for any one
of the four APRN roles
(CRNA, CNM, CNS, or CNP), must complete three separate
comprehensive, graduate
level courses that meet the criteria delineated in the 2008

Consensus Model for APRN
Licensure, Accreditation, Certification and Education.
(http://www.aacn.nche.edu/education/pdf/APRNReport.pdf). In
addition, the expected
outcomes for each of these three APRN core courses are
delineated in The Essentials of
Doctoral Education for Advanced Nursing Practice (pg. 23-24)
(http://www.aacn.nche.edu/DNP/pdf/Essentials.pdf).
+ The nursing educator is a direct care role and therefore
requires graduate-level content
in the three Direct Care Core courses. All graduates of a
master’s nursing program must
have supervised practice experiences that are sufficient to
demonstrate mastery of the
Essentials. The term “supervised” is used broadly and can
include precepted experiences
with faculty site visits. These learning experiences may be
accomplished through diverse
teaching methods, including face-to-face or simulated methods.
In addition, development of clinical proficiency is facilitated
through the use of focused
and sustained clinical experiences designed to strengthen
patient care delivery skills, as
9
well as system assessment and intervention skills, which will
lead to an enhanced
understanding of organizational dynamics. These immersion
experiences afford the
student an opportunity to focus on a population of interest or
may focus on a specific

role. Most often, the immersion experience occurs toward the
end of the program as a
culminating synthesis experience.
Essential I: Background for Practice from Sciences and
Humanities
Rationale
Master’s-prepared nurses build on the competencies gained in a
baccalaureate nursing
program by developing a deeper understanding of nursing and
the related sciences needed
to fully analyze, design, implement, and evaluate nursing care.
These nurses are well
prepared to provide care to diverse populations and cohorts of
patients in clinical and
community-based systems. The master’s-prepared nurse
integrates findings from the
sciences and the humanities, biopsychosocial fields, genetics,
public health, quality
improvement, health economics, translational science, and
organizational sciences for the
continual improvement of nursing care at the unit, clinic, home,
or program level.
Master’s-prepared nursing care reflects a more sophisticated
understanding of
assessment, problem identification, design of interventions, and
evaluation of aggregate
outcomes than baccalaureate-prepared nursing care.
Students being prepared for direct care roles will have graduate-
level content that builds

upon an undergraduate foundation in health assessment,
pharmacology, and
pathophysiology. Having master’s-prepared graduates with a
strong background in these
three areas is seen as imperative from the practice perspective.
It is recommended that the
master’s curriculum preparing individuals for direct care roles
include three separate
graduate-level courses in these three content areas. In addition,
the inclusion of these
three separate courses facilitates the transition of these master’s
program graduates into
the DNP advanced-practice registered-nurse programs.
Master’s-prepared nurses understand the intersection between
systems science and
organizational science in order to serve as integrators within
and across systems of care.
Care coordination is based on systems science (Nelson et al.,
2008). Care management
incorporates an understanding of the clinical and community
context, and the research
relevant to the needs of the population. Nurses at this level use
advanced clinical
reasoning for ambiguous and uncertain clinical presentations,
and incorporate concerns of
family, significant others, and communities into the design and
delivery of care.
Master’s-prepared nurses use a variety of theories and
frameworks, including nursing and
ethical theories in the analysis of clinical problems, illness
prevention, and health
promotion strategies. Knowledge from information sciences,
health communication, and
health literacy are used to provide care to multiple populations.
These nurses are able to

10
address complex cultural issues and design care that responds to
the needs of multiple
populations, who may have potentially conflicting cultural
needs and preferences. As
healthcare technology becomes more sophisticated and its use
more widespread,
master’s-prepared nurse are able to evaluate when its use is
appropriate for diagnostic,
educational, and therapeutic interventions. Master’s-prepared
nurses use improvement
science and quality processes to evaluate outcomes of the
aggregate of patients,
community members, or communities under their care, monitor
trends in clinical data,
and understand the implications of trends for changing nursing
care.
The master’s-degree program prepares the graduate to:
1. Integrate nursing and related sciences into the delivery of
advanced nursing care to
diverse populations.
2. Incorporate current and emerging genetic/genomic evidence
in providing advanced
nursing care to individuals, families, and communities while
accounting for patient
values and clinical judgment.
3. Design nursing care for a clinical or community-focused
population based on

biopsychosocial, public health, nursing, and organizational
sciences.
4. Apply ethical analysis and clinical reasoning to assess,
intervene, and evaluate
advanced nursing care delivery.
5. Synthesize evidence for practice to determine appropriate
application of interventions
across diverse populations.
6. Use quality processes and improvement science to evaluate
care and ensure patient
safety for individuals and communities.
7. Integrate organizational science and informatics to make
changes in the care
environment to improve health outcomes.
8. Analyze nursing history to expand thinking and provide a
sense of professional
heritage and identity.
Sample Content
• Healthcare economics and finance models
• Advanced nursing science, including the major streams of
nursing scientific
development
• Scientific bases of illness prevention, health promotion, and
wellness
• Genetics, genomics, and pharmacogenomics
• Public health science, such as basic epidemiology,
surveillance, environmental

science, and population health analysis and program planning
• Organizational sciences
11
• Systems science and integration, including microsystems,
mesosystems, and macro-
level systems
• Chaos theory and complexity science
• Leadership science
• Theories of bioethics
• Information science
• Quality processes and improvement science
• Technology assessment
• Nursing Theories
Essential II: Organizational and Systems Leadership
Rationale
Organizational and systems leadership are critical to the
promotion of high quality and
safe patient care. Leadership skills are needed that emphasize
ethical and critical decision
making. The master’s-prepared nurse’s knowledge and skills in
these areas are consistent
with nursing and healthcare goals to eliminate health disparities
and to promote
excellence in practice. Master’s-level practice includes not only
direct care but also a
focus on the systems that provide care and serve the needs of a

panel of patients, a
defined population, or community.
To be effective, graduates must be able to demonstrate
leadership by initiating and
maintaining effective working relationships using mutually
respectful communication
and collaboration within interprofessional teams, demonstrating
skills in care
coordination, delegation, and initiating conflict resolution
strategies. The master’s-
prepared nurse provides and coordinates comprehensive care for
patients–individuals,
families, groups, and communities –in multiple and varied
settings. Using information
from numerous sources, these nurses navigate the patient
through the healthcare system
and assume accountability for quality outcomes. Skills essential
to leadership include
communication, collaboration, negotiation, delegation, and
coordination.
Master’s-prepared nurses are members and leaders of healthcare
teams that deliver a
variety of services. These graduates bring a unique blend of
knowledge, judgment, skills,
and caring to the team. As a leader and partner with other health
professionals, these
nurses seek collaboration and consultation with other providers
as necessary in the
design, coordination, and evaluation of patient care outcomes.
In an environment with ongoing changes in the organization and
financing of health care,
it is imperative that all master’s-prepared nurses have a keen
understanding of healthcare

policy, organization, and financing. The purpose of this content
is to prepare a graduate
to provide quality cost-effective care; to participate in the
implementation of care; and to
12
assume a leadership role in the management of human, fiscal,
and physical healthcare
resources. Program graduates understand the economies of care,
business principles, and
how to work within and affect change in systems.
The master’s-prepared nurse must be able to analyze the impact
of systems on patient
outcomes, including analyzing error rates. These nurses will be
prepared with knowledge
and expertise in assessing organizations, identifying systems’
issues, and facilitating
organization-wide changes in practice delivery. Master’s-
prepared nurses must be able to
use effective interdisciplinary communication skills to work
across departments
identifying opportunities and designing and testing systems and
programs to improve
care. In addition, nurse practice at this level requires an
understanding of complexity
theory and systems thinking, as well as the business and
financial acumen needed for the
analysis of practice quality and costs.
The master’s-degree program prepares the graduate to:
1. Apply leadership skills and decision making in the provision

of culturally responsive,
high-quality nursing care, healthcare team coordination, and the
oversight and
accountability for care delivery and outcomes.
2. Assume a leadership role in effectively implementing patient
safety and quality
improvement initiatives within the context of the
interprofessional team using effective
communication (scholarly writing, speaking, and group
interaction) skills.
3. Develop an understanding of how healthcare delivery systems
are organized and
financed (and how this affects patient care) and identify the
economic, legal, and political
factors that influence health care.
4. Demonstrate the ability to use complexity science and
systems theory in the design,
delivery, and evaluation of health care.
5. Apply business and economic principles and practices,
including budgeting,
cost/benefit analysis, and marketing, to develop a business plan.
6. Design and implement systems change strategies that improve
the care environment.
7. Participate in the design and implementation of new models
of care delivery and
coordination.

13
Sample Content
• Leadership, including theory, leadership styles, contemporary
approaches, and
strategies (organizing, managing, delegating, supervising,
collaborating, coordinating)
• Data-driven decision-making based on an ethical framework to
promote culturally
responsive, quality patient care in a variety of settings,
including creative and imaginative
strategies in problem solving
• Communication–both interpersonal and organizational–
including elements and
channels, models, and barriers
• Conflict, including conflict resolution, mediation, negotiation,
and managing conflict
• Change theory and social change theories
• Systems theory and complexity science
• Healthcare systems and organizational relationships (e.g.,
finance, organizational
structure, and delivery of care, including
mission/vision/philosophy and values)
• Healthcare finance, including budgeting, cost/benefit analysis,
variance analysis, and
marketing
• Operations research (e.g., queuing theory, supply chain
management, and systems
designs in health care)
• Teams and teamwork, including team leadership, building
effective teams, and
nurturing teams

Essential III: Quality Improvement and Safety
Rationale
Continuous quality improvement involves every level of the
healthcare organization. A
master’s-prepared nurse must be articulate in the methods,
tools, performance measures,
culture of safety principles, and standards related to quality, as
well as prepared to apply
quality principles within an organization to be an effective
leader and change agent.
The Institute of Medicine report (1998) To Err is Human
defined patient safety as
“freedom from accidental injury” and stated that patients should
not be at …
Grading Rubric for all Written Assignments
Percentage indicates percentage of point value for the
assignment (example 100 point assignment, 10% would be
worth 10 of the 100 points).
Criteria
Exemplary 100%
Accomplished 75%
Developing 50%
Beginning 25%
Content
40%
Content demonstrates a complete mastery of ideas. There is an
in-depth analysis and originality of thought. The submission
addresses the key elements/points in the assignment with

solutions.
Content demonstrates a thorough mastery of ideas. There is
analysis and originality of thought. The submission addresses
some of the elements/points of the assignment. The writer may
or may not present solutions.
Content demonstrates a limited mastery of ideas. There is
limited analysis and originality of thought. There is a narrow
focus on the elements/points of the assignment with weak
solutions.
Content demonstrates no mastery of ideas. There is no analysis.
Originality of thought is missing. There is limited to no focus
on the elements/points of the assignment. The writer proposes
no solutions.
Organization and Format
25%
The written assignment is effectively organized. There is a logic
and flow to the written assignment. Format choices enhance the
document. The written assignment follows APA formatting
without errors.
The written assignment is effectively organized, but format
choices need improvement. There are some concerns with the
logic and flow of the written assignment. The written
assignment follows APA formatting with few errors.
The written assignment is not effectively organized. Format
choices need improvement. The logic and flow of the written
assignment are unclear. The written assignment follows APA
formatting with multiple errors.
The written assignment’s organization is difficult to follow. The
written assignment does not follow APA formatting.
Style
25%
The written assignment’s style is clear and concise. The written
assignment employs a professional tone.
The written assignment’s style is clear, but wordy. The written
assignment’s tone needs improvement.
The written assignment’s style is wordy, and the written

assignment has many instances of awkward sentences. The
written assignment’s tone may be unprofessional.
The writer’s style and word choice make the document difficult
to read. The writer’s tone may be unprofessional.
Grammar and Spelling
10%
The written assignment is free of grammatical and spelling
errors.
The written assignment contains few grammatical and/or
spelling errors.
The written assignment contains multiple grammatical and/or
spelling errors.
The written assignment has numerous grammar and/or spelling
errors. The document is difficult to read.
· Topic: Opening a Coffee Shop (like Starbucks) in Boston, MA
(Near Boston University).
Make sure you are thinking through the attached rubric when
you develop and write your final paper.
The paper content and power point presentation content will be
checked for plagiarism.
· Final Paper Outline:
1. Executive Summary:
2. Introduction:
3. Breakdown the Project Stages:
· Initiation
· Planning
· Execution
· Monitoring and Controls
· Closing the project.
4. Conclusion:
Note:Please explain each of the project stages in detail. Feel
free to discuss what you like and / or dislike about each section
as well as which sections you thought were interesting or

difficult.
· Final Power Point Presentation:
Make 8-10 slides explaining the above stages of the paper. 1-2
slide per each above stage. Please make sure you do not copy
paste the content from the paper. Try to explain more with
diagrams and charts and less written content.
Make sure you are writing the paper and preparing the
presentation to align with the grading rubric. This will help you
get the highest grade.
· Final Term Paper & Final Power Point Presentation - Will be
graded on the following criteria:
Format – Follow guidelines of Publication Manual – Each paper
should have an cover page, Index, executive summary, an
introduction, a discussion of your topic organized into sub-
topics including work break down structure and final conclusion
stating the point of your paper. Double space paper with 1”
margins.
Research Bibliography – Include a bibliography at the end of
your paper in the proper format. Your paper should have at
least five research sources. Scholarly sources are the best. The
course textbook is not an acceptable research source.
Content – Ideas presented in the paper must make logical sense.
A paper that consists of a jumble of portions of articles cut and
pasted from the internet will not be given any credit. The
analysis of the topic must be complete.
Original Thought – Select a topic that interests you. You may
select any topic mentioned in the course textbook. If you have
any doubt about the suitability of your topic for a term paper,
please contact me. Student papers receiving highest scores will

demonstrate an understanding and synopsis of your research on
the topic.
Writing, grammar, spelling – Well written papers are desirable.
However, emphasis is placed upon content and research.
Length of the paper– Must be 3,500-4,000 words – this is
usually an 9 – 10 page document, depending on your analysis of
the topic.
Length of the power point presentation - Make 8-10 slides
explaining the above stages of the final paper. Make 1-2 slide
per each above stage. Please make sure you do not copy paste
the content from the paper. Try to explain more with diagrams
and charts and less written content.

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