ExtraStakeholder information.docxAnd heres a list of the per.docx

Extra/Stakeholder information.docx
And here's a list of the personnel involved in the project:
These 2 were in my original project charter:
General manager and project sponsor (Beth Smith)
Assistant manager and project manager (Kaitlin Greene)
Sales associates (random list of names):
o Jane Montgomery
o Lisa Johnson
o David Robertson
o Ashley Brown
o Brian Ford
For the stakeholders, let's go with: (From text, Pg. 342-343)
Project Sponsor
Project Team
Project manager
Employees
Shareholders
Customers
Suppliers and contractors
Government agencies (Code compliance permits etc.)
Extra/W2WBS_Greene.docx

Reference
Project Management Institute, Inc. (PMI) (2013). A Guide to the
Project Management Body of Knowledge (PMBOK Guide) (5th
ed.). p. 66. Global Standard: Newtown Square, Pennsylvania.
Restucturing Plan for Hallmark Card & Gift Shop
[0]
Staff
[1]
Project Management
[2]
Introduction of updated terminals
[4]
New store layout
[3]
Project sponsor will monitor project
[1.1]
Project manager will be the main staff member to execute
project

[1.2]
Five additional staff members will assist in restructuring
[1.3]
Same staff must be involved in each store opening
[1.4]
Each staff member be assigned individual tasks
[1.5]
Detailed project charter
[2.1]
Create and follow budget
[2.2]
Train staff
[2.3]
Oversee each step of reconstruction
[2.4]
Ensure quality at each stage
[2.5]
Construction plan

[3.1]
Find and buy materials
[3.2]
Follow reorganization plans
[3.3]
Assign construction tasks
[3.4]
End store layout meets expectations
[3.5]
Compare and contrast terminals
[4.1]
Determine what the terminal needs for success
[4.2]
Buy terminal
[4.3]
Install terminal
[4.4]
Learn to operate and use in daily operations

[4.5]
Complete Project
[5]
Follow project charter
[5.1]
Stay within budget
[5.2]
[5.3]
Execute project
[5.4]
Project is completed, stores open for business
[5.5]

Extra/WBS.mpp
Instructions for Extra Credit Paper for Biology 100-2015
1. The paper will be evaluated based on your presentation of
your research
question. I am interested in your thinking about the question
you are
addressing-not just the facts. It is meant to be a critical
evaluation by you.
2. Specifics:
a. 7 pages, double spaced,
b. 10 references- three of which have to be refereed papers. This
means

that these three have to have been found in scientific journals. I
realize
that this might be difficult reading but read the paper and get
the
major points. The other seven can be web sites, national
geographic,
Discovery, NY times, etc. I am not concerned about what style
you
use.
c. Flow Diagram( critical) If you do not have this aspect you
will get no
(zero) credit. The flow diagram can be of some specific aspect
of the
phenomenon that you are studying . It does not have to be of the
entire
paper. The flow diagram demonstrates the step by step process
of
some mechanism that you are discussing. You do not need a
special
program. Just do it on paper and scan it. This page does not
count
toward your total page number of 7 pages. Next part(critical).
Explain the flow diagram. Do not just do it..but tell me what it
is
explaining. Have that explanation as a caption underneath the
image.
You can explain it as well in the main part of the paper.
d. Feedback loops(critical) If you do not have this aspect, you
will get
no(nada) credit. The feedback loop can be of any aspect of the
phenomenon that you are discussing. The feedback loop is
shown in
module 1 and you are aware of all its components. You do not

need a
special program for drawing the feedback loop. Just do it on
paper,
scan it and place it in your document. This page does not count
toward
your total page number of 7 pages. Next part(critical) explain
the
feedback loop. It can be either positive or negative. But explain
it.
Have that explanation as a caption underneath the image. You
can
explain it as well in the main part of the paper.
e. Your flow diagram and feedback loop pages are to be
incorporated
with the rest of your document.
f. I need a hard copy as well as an electronic copy.
g. Due Date for this paper is Monday, 27th of April. There will
be a box
in front of the office so you can drop of your paper at any time.
You
may submit it early.
h. Please note!! Once the paper is accepted, I will not return it.
You need
to have completed all aspects of the assignment to get extra
credit of
50 pts. ( In case of unusually solid presentation, I may give
more
points).

i. Do not cut and paste from web sites and insert this into the
paper. All
papers will be checked and if I discover that you cut and pasted
from a
web site, you will get a zero for the paper.
Project/(READ to understand topic) Risk Management
Plan.docx
Risk Management Plan 1
Introduction
This plan documents and communicates the processes,
tools, and procedures that will be used to manage and control
risk events that could have a negative or positive impact on the
Hallmark Store Restructuring Project and the project’s
stakeholders. It is the governing document for managing and
controlling any and all project risks.
Purpose of the Risk Management Plan
· To identify as many risk events as possible prior to the
commencement of the project
· To remain alert to the development of any new events during
the project life cycle that may impact the project and therefore
require identification
· To analyze, assess and classify all risks in order to minimize
their impact
· To maximize the opportunities available for the project’s
stakeholders, schedule, and products
· To develop controls, monitoring systems and documented
mitigation plans to manage the identified risks
· To develop appropriate responses to, and contingency plans

for, those risk events that do materialize
· To provide contingency funds to cover risk events that
actually materializes.
Methodology Statement
A risk is defined as any uncertain event or condition that, if it
occurs, could either prevent the project from progressing as
planned, or could interfere with its successful completion. Some
risks, hereinafter referred to as opportunities, have a positive
impact on the project, and in order to leverage the full benefit
of these opportunities, early identification is preferred. Risks
can be identified from a number of different sources, and some
are more readily identifiable than others. This risk management
strategy will attempt to identify all such readily identifiable
risks prior to the commencement of the project. There are some
risks, however, that may not become readily apparent until a
later stage during the project cycle, and should they occur, they
may be identified or detected at their onset by anyone who is
connected to the project. There are also some risks that are
inherent based on the nature of the project, while others may
arise as a result of external influences that are outside of the
control of the project team. The Hallmark Store Restructuring
Team Project Manager has the overall responsibility for
managing project risk, and project team members will be
assigned specific areas of responsibility for reporting to the
Project Manager. Risk management will be performed at all
levels of the project in order to ensure adequate coverage of all
potential problem areas (AcqNotes, 2015). Risk
Management Process
· Risk Identification
· Risk Assessment
· Risk Response Development
· Contingency Planning
· Opportunity Management

· Contingency Funding and Time Buffers
· Risk Response Control
· Change Control Management
Risk Response Matrix
Risk Event
Response
Contingency Plan
Trigger
Who Is Responsible
Exceed Budget
Mitigate: Get funds
Contingency funds will be set aside prior to the start of the
project to cover any risk events that actually materialize.
Immediately after request for more funds
Manager and Finance Department
Decrease in Sales
Mitigate: Monitor competitors
Offer discounts for one week to boost sales
Advertise more, see what the competitors are doing
Marketing and Sales Department
Product/Fixture Damage
Mitigate: Replacement
Transfer: Warranty
Replace with a new one immediately
Order replacement
Manufacturing Department
Technical problems with new terminals
Mitigate: Use old version
Use old terminals and slowly change to the new one plus offer
training
Not solved within 24hrs
Manufacturing Department and IT Department
Final store layout does not meet quality standards

Mitigate: reconstruction
Order for the reconstruction
Not solved within 1 month
Manager
Risk Identification
Risk identification consists of determining which risks are
likely to affect the project and documenting the characteristics
of each. This component of the risk management process shall
remain a significant topic of discussion throughout all phases of
this restructuring project to maintain project team commitment
to risk awareness, identification, documentation and
communication. Risk awareness requires project team members
to remain cognizant at all times of what constitutes a risk to the
project, and to develop a sensitivity to specific events or factors
that could potentially impact the project in a positive or
negative way. Risk communication involves bringing risk
factors or events to the immediate attention of the Project
Manager and project team. Open communication is an essential
part of this risk management strategy as it is required in order
to provide all project personnel with the freedom to identify
issues without negative consequences to themselves. Joint
management of risks between Hallmark store owners,
management, vendors, and contractors, along with full support
from the project team and all employee stakeholders is also
necessary to enable identification of the most important risks to
the project and to support efficient allocation of mitigation
resources (AcqNotes, 2015).
Known and potential risk factors will first be identified
and documented utilizing a Risk Breakdown Structure Diagram
(RBS) (phe.gov). It is the Hallmark Store Restructuring Team
Project Manager’s responsibility to assist the project team and
other stakeholders with risk identification, and to document all
known and potential risks on the RBS. Updates to the RBS will

occur throughout the project life cycle as risk factors change.
Risk management will be discussed regularly during weekly
scheduled project meetings or sooner, if the situation warrants.
During these meetings, the Hallmark Store Restructuring project
team will discuss any new risk factors or events, and these will
be further reviewed with the Project Manager (phe.gov). The
Project Manager will then determine if any of the newly
identified risk factors require additional evaluation. Those that
do will undergo risk quantification and risk response
development, as appropriate (phe.gov). Any risk factors or
events discovered at any time during the project must be
brought to the attention of the Project Manager via Email or
other form of written communication in order to properly
document the item (phe.gov). The Project Manager is
responsible for logging the risk, if appropriate, to the RBS.
Once additional risks are identified and noted, the Project
Manager will then begin the risk assessment and risk response
procedures to properly neutralize or mitigate the risk.
The Risk Breakdown Structure, shown below, has revealed
several probable risks for further analysis.
Risk Breakdown Structure (RBS)
After discussing all the probable risks, the project team has
decided that five of these risks are serious, and should be
assessed further. These risks are described below.
· Risk #1: Exceed Budget
· The projects set budget may be exceeded and the owner would
be required to take money from the emergency contingency
funds. Unexpected costs could include more labor to be paid if
the project exceeds the timeline, contractors needing to be hired
if the store’s staff is unable to complete technical or physical
tasks, or more materials are needed for the project than
expected.
· Risk #2: Decrease in Sales
· During the renovation, customers may feel inconvenienced if
certain gift or card sections of the store that they want to shop

in are under construction. They may leave the store and bring
their business elsewhere.
· Risk #3: Product/Fixture Damage
· During the restructuring of the store, products that are for sale
may become damaged or physical parts of the store may be
damaged. Moving large objects throughout the store could be
cumbersome and knock holes in the walls or damage shelves or
displays. When repainting the walls, paint could spill on the
carpets requiring a carpet cleaning service.
· Risk #4: Technical problems with new terminals
· The new register terminals will be installed by the terminal
company’s technicians. This is part of the project that our staff
will have no control over. There may be problems with the
stores wiring, internet connection, or there may not be enough
room for the terminals or technical equipment. The technicians
may also initially install the terminals incorrectly and service
calls may be needed. The staff may also have a difficult time
adjusting to the new system.
· Risk #5: Final store layout does not meet quality standards
· The final store layout may not live up to the expectations that
the project manager had. The new layout could possibly be even
more confusing to the customers. Or the quality of the
construction may be below expectations. The vision for the
reconstruction of the store may not come to fruition.
Risk Assessment
Capital planning is a methodology of recognizing, examining
and selecting venture to focus on association's consumptions on
resources whose money streams are required to augment past
one year. It's an essential procedure in light of the fact that
capital uses oblige huge venture yet constrained by the
accessibility of stores (Capital Rationing), incredibly impacts a
company's capacity to attain to its budgetary targets, and can
get to be as a device of control (Chance & Brooks, 2015).
Instabilities can exist when the result of an occasion is not
known for certain, and when managing resources whose money

streams are required to expand past one year, unquestionably,
there's component of risk in that circumstance. The assessment
of risk in this way depends on leader capacity to distinguish and
comprehend the way of vulnerability encompassing the key
variables and on the other, having the instruments and system to
process its risk ramifications. Different dependable guidelines
are regularly used. (Chance & Brooks, 2015).
An estimation of the extent to which a firm or task acquires a
blend of settled and variable expenses.
1. A business that makes couple of offers, with every deal
giving a high gross edge, is said to be profoundly utilized. A
business that makes numerous deals, with every deal
contributing an exceptionally slight edge, is said to be less
utilized. As the volume of offers in a business builds, every new
deal contributes less to settled expenses and more to
productivity.
2. A business that has a higher extent of altered expenses and a
lower extent of variable expenses is said to have utilized all the
more working influence. Those organizations with lower settled
expenses and higher variable expenses are said to utilize less
working influence.
The higher the level of working influence, the more prominent
the potential risk from estimating risk. That is, if a generally
little mistake is made in gauging deals, it can be amplified into
vast lapses in income projections. The inverse is valid for
organizations that are less utilized. A business that offers a
large number of products a year, with every contributing
marginally to paying for altered expenses, is not as subject to
every individual deal.
Although these viewpoints are essential, it merits accentuating
the part of risk, particularly product risk, since this may help as
a guiding instrument. It may help to discover the harmony
between 'building the correct thing', 'constructing the thing
right', and 'building it quick'.
Numerous activities don't have boundless time, cash and assets
for assessing the nature of the product. Such limitations as far

as time, cash and assets speak to requirements on the outcome
to be accomplished and hence frequently diminished assessment
conceivable outcomes of the product chances. Accordingly, it is
essential to attain to a decently considered harmony between the
interest in cash and time from one perspective, and the
outcomes to be attained to and the risks secured on the other.
The aftereffect of the product risk examination gives the
avocation to this equalization.
In view of the knowledge coming about because of the product
risk investigation, high risk events can be assessed more
seriously than those speaking to a lower risk. Be mindful that
risks and how to cover these risks are straightforwardly related
to the acknowledgement criteria. These acknowledgement
criteria are accessible in different structures.
There are numerous methodologies on the most proficient
method to focus risks. However as a rule one could say: These
methodologies include dissecting the product to be assessed
with the point of attaining to a joint perspective - for and with
all partners - of (the properties of) the product to be assessed
that speak to higher and lower risk levels, such that relating
measures can be relegated to this perspective.
General undertaking business dangers are imparted by most
organizations yet their centrality shifts by organization. On
account of new businesses or early stage organizations,
administration must pick up involvement in overseeing
operational, promoting and different issues that will emerge.
Potential dangers incorporate surprising issues that may grow in
quality control, dispersion, showcasing and advancement and
different zones. (Pritchard & PMP, 2014). New companies and
early stage organizations should likewise manufacture
associations with clients and draw in clients from contenders.
Little yet settled organizations have effectively picked up
experience managing these issues, diminishing this business
risk. The danger investigation area ought to specify these risks
and vulnerabilities, and the strategy for success segments
identifying with every danger class ought to have systems to

manage them. (Chance & Brooks, 2015).
Although all organizations face vulnerabilities connected with
the general monetary environment, a few ventures are less
business cycle delicate than others. The monetary cycle danger
of a nourishment organization, for instance, may be to a lesser
degree a worry than is the situation of a development
organization. Banks are presented to premium rate risks yet
numerous have set up systems to relieve those vulnerabilities. A
few organizations are presented to difficulties postured by
higher fuel costs, while real estate agents are presented to
dangers identifying with lower home deals. The critical thing is
to distinguish which of these general business difficulties could
affect the business and have methodologies to manage them.
Organizations ought to have methods to balance out their
business and keep on succeeding notwithstanding unforeseen
changes in the monetary environment. (Ayyub, 2014).
The business confronts perils connected with characteristic
fiascos. These identify with changes of the climate and their
results, for example, time lost underway and dissemination and
resultant monetary downturns that discourage deals. On account
of organizations that offer restrictive items, there are
instabilities connected with responsibility for property. It is
imperative to have trademarked brand name and patent security
to forestall replication of organization items or administrations,
which could have an unfriendly impact on the organization and
influence the result of protected innovation rights question.
(Davies, 2014).
Qualitative and Quantitative Risk Analysis
Definitions of Probability
Probability of Occurrence
Equivalent Probability Score

Very High
> 0.9
Greater than 90%
5
High
0.7 -0.899
Between 70-90%
4
Medium
0.3 – 0.699
Between 30-70%
3
Low
0.15 – 0.299
Between 15-30%
2
Very Low
< 0.15
Lower than 15%
1
Risk Assessment Form
Risk Event
Likelihood
(Probability Score)
Impact
Detection Difficulty
When
Exceed Budget
3
4
1
Installation

Decrease in Sales
4
5
1
Start-up through
Installation
3
3
3
Installation
Technical Problems
2
4
4
Installation
Store Quality Standards not met
1
5
4
Post-Installation
To Calculate Risk Value: Impact * Probability * Detection

Risk Severity Matrix
5
4
Likelihood
Decrease in Sales
3
Product Fixture Damage
Exceed Budget
2
Technical Problems
1

Store Quality Standards Not Met
1
2
3
4
5
Impact
Red Zone (Major Risk)
Yellow Zone (Moderate Risk)
Green Zone (Minor Risk)
Risk Value Calculation
Risk Value
Exceed Budget: (3 x 4 x 1)
12
Decrease in Sales: (4 x 5 x 1)
21
Product/Fixture Damage: (3 x 3 x 3)
27
Technical Problems: (2 x 4 x 4)

32
Store Quality Standards not met: (1 x 5 x 4)
20
To Calculate Risk Value: Impact * Probability * Detection
Risk Response Development
Risk Response Development is the next step after risks
have been identified and assessed. In this phase the Project
Manager will begin the process of deciding which response is
most appropriate for each given event (Larson & Gray, p. 214,
2014). In some cases, the decision may be made to mitigate, or
reduce the impact or likelihood of the risk by using various
proven strategies and tools. In other cases, it may be more
practical to avoid the risk altogether by altering the project’s
plan in some way. There is also the possibility that a risk may
be either too large or too remote to either mitigate or avoid it
completely; in cases such as these the Project Manager may opt
to retain or accept the risk (Larson & Gray, p. 216, 2014).
2.4.1 Risk Monitoring, Controlling, and Reporting
Following and observing the recognized risks, distinguishing
new risks, executing risk reaction plans, and assessing their
viability all through the task life cycle. The procedure of risk
administration can be grounded on an unmistakable seeing about
the nature and extent of choice making inclusion in task
administration and a characteristic structure for looking at these
choices is the venture life cycle. For fruitful usage of the
undertaking, a consistent checking strategy of risk is basically
needed in all the sections of this structure like
conceptualization, arranging, configuration, development, end
and transfer of a task. (Pritchard, & PMP, 2014). Risk
Monitoring and Control is the procedure of recognizing,
dissecting, and making arrangements for recently emerging
risks, staying informed concerning the recognized risks and
those on the watch rundown, reanalyzing existing risks,

observing trigger conditions for alternate course of actions,
checking remaining risks, and auditing the execution of risk
reactions while assessing their adequacy. The Risk Monitoring
and Control process applies strategies, for example, change and
pattern examination, which oblige the utilization of execution
information created amid undertaking execution. Risk
Monitoring and Control, and in addition the other risk
administration methods, is a progressing procedure for the life
of the venture. (Davies, 2014).
These aforementioned techniques can be viably clarified by
utilizing a contextual analysis. The contextual investigation
clarifies the ordinary risks that a real development venture is
constantly presented to and through this contextual
investigation the creator needs to demonstrate that regardless of
the possibility that the administration group has done a detailed
examination of risks, they can never say that they have
recognized all the risks in light of the fact that still there are
chances for a few risks being forgotten as unidentified. (Davies,
2014).
A detailed data about the danger at individual advance level and
at portfolio level are obliged to deal with the credit chance
viably. It is additionally the assignment of danger reporting, an
autonomous unit of the business division, to combine and
procedure the data identified with danger controlling and to
total it into a danger report covering the accompanying four
regions:
· The report needs to demonstrate the improvement of the
aggregate portfolio and sub-portfolios regarding danger;
besides, critical individual positions must be expounded on.
· The report must cultivate the requirement for activity that is
fundamentally hazard alleviation measures, coming about
because of the appraisal of future business sector inclines, the
coordination with danger bearing limit and danger methodology,
and additionally discoveries from dissecting the opposition
· The danger report needs to clarify how the measures will
influence the foundation's danger circumstance and what the

due date for the usage of the measures is.
· The danger report must outline the effectiveness of danger
distinguishing proof, appraisal and control, by uncovering
frail/hazardous focuses to be handled later on and a fleeting rule
for concerns to be under the inner review consideration.
The danger division/area readies the danger report and submits
it to the danger council. The report's level of subtle element
must be adjusted to the data needed by the beneficiary for every
situation. This would require an examination as to the needs of
the separate choice making levels, bringing about the readiness
of reports as per those needs. In its last form, the credit danger
report ought to contain all levels of point of interest to
guarantee that the information imparted inside the bank are
reliably accessible for all levels of subtle element ought to
those information be needed in the choice making methodology.
(Davies, 2014).
It is imperative that the business and budgetary dangers be
distinguished and talked about in the undertaking strategy for
success. The educated reader, particularly one who may be
approached to give money to the business, needs to be agreeable
that the administration has considered potential dangers and
created methods to manage them. During the time spent adding
to the marketable strategy, ID of potential dangers won't just
result in a superior arrangement additionally better plan
administration to effectively deal with the undertaking. Readers
will have a less positive perspective of a composed undertaking
arrangement that does exclude a danger investigation area than
one that exhibits that administration is mindful of
vulnerabilities and is arranged to take activities to address any
risk.
Risk Response Matrix
Risk Event
Response
Contingency Plan
Trigger

Who Is Responsible
Exceed Budget
Mitigate: Get funds
Contingency funds will be set aside prior to the start of the
project to cover any risk events that actually materialize.
Immediately after request for more funds
Manager and Finance Department
Decrease in Sales
Mitigate: Monitor competitors
Offer discounts for one week to boost sales
Advertise more, see what the competitors are doing
Marketing and Sales Department
Mitigate: Replacement
Transfer: Warranty
Replace with a new one immediately
Order replacement
Manufacturing Department
Technical problems with new terminals
Mitigate: Use old version
Use old terminals and slowly change to the new one plus offer
training
Not solved within 24hrs
Manufacturing Department and IT Department
Final store layout does not meet quality standards
Mitigate: reconstruction
Order for the reconstruction
Not solved within 1 month
Manager
Contingency Planning
Contingency Planning is necessary to create an alternate course
of action if a predicted risk event materializes. The plans

formulated under this heading will only be enacted in the event
that a risk is recognized. These alternatives will be detailed in
the Risk Response Matrix section of this risk management plan.
Opportunity Management:
The Opportunity Management section of the risk
management plan addresses events that could have a positive
effect on the project. Once these risk events are identified and
assessed, the Project Manager will then make a decision on
whether to exploit, share, enhance or accept these opportunities.
Potential positive risks of this project would be:
· Completing the project in less time than expected
· Completing the project under budget
Contingency Funding and Time Buffers:
The Contingency Funding and Time Buffers section of the risk
management plan addresses monetary and time “cushions” that
will be put in place on this project in order to cover project
risks associated with costs and scheduling. These funds are
independent of the original time and cost estimates, and will
only be activated if a budget overage or project delay related
risk materializes (Larson & Gray, p. 223, 2014).
· Time Buffer
· The current project timeline is as follows:
Store
Timeline
Store #1
2 ½ weeks
Store #2
1 ½ weeks
Store #3
1 week
Store #4

1 week
Store #5
1 week
· Additional time up to two weeks will be allotted in case there
are setbacks in the project.
· Contingency Funding
· Total budget for all five store’s restructuring is $32,200
(Includes cost of staff labor, new terminals, and construction
materials)
· Contingency funds on reserve will be $2,000 with the potential
need of requesting a bank loan
Risk Response Control
The Risk Response Control section of the risk management plan
is contained within the Risk Register, which is the cornerstone
of the risk control process. During this process, we will execute
our risk response strategy, which will include “monitoring
triggering events, initiating contingency plans, and watching for
new risks” (Larson & Gray, p.224, 2014).
2.9 Change Control Management
Change Control Management is the final phase in the risk
management plan. In this section we will establish a change
review and control process for dealing with any required project
changes, and we will define the formal, acceptable method of
communication and decision making that will be employed to
evaluate and accept or reject changes (Larson & Gray, p.226,
2014).
Change Control Process Flow diagram
Change Request Submitted to Project Manager
Change Request Reviewed by Project Manager
Approved

Project Plan is updated to reflect Changes
Revised Plan is distributed to project team and
stakeholders
Yes
No
Change Originates
All project changes must first be submitted to the Project
Manager on a Project Change Request Form for review. In the
event that authorization is also required from other project
stakeholders, the Project Manager will first sign off on the
change request, and will then submit it to the relevant parties
for additional review and authorization. The Project Manager is
responsible for determining the impact of any and all approved
changes on the project. Each requested change must be also be
noted in the Change Request Log, as this will ensure that a
complete history of all change requests is always accessible for
review. Once the Change request is approved, the project plan is
updated by the designated member of the project team, and
copies of the amended project plan are distributed to members
of the project team and to all stakeholders.3. Conclusion
After completing this risk management plan, the project

manager will now be thoroughly prepared for potential risks and
issues pertaining to this store restructuring plan. Through visual
representations such as the risk assessment form and risk
severity matrix, the top five potential risks have been identified
and given a response. Each risk event has been given an
educated numerical score based on its likelihood, impact,
detection difficulty, and when the risk would be able to be
evident. Each risk event has also been shown how it would
affect the projects costs, time and schedule, scope, and quality.
Overall, the project at hand has a high chance for success now
that the project manager has identified potential risks and has
resolution plans in place if any of these risks materialize.
References
AcqNotes (2015) Risk & Safety Management: Generic Plan for
Project Risk Management. Retrieved from:
http://acqnotes.com/acqnote/tasks/risk-management-plan
Ayyub, B. M. (2014). Risk analysis in engineering and
economics. CRC Press.
CDC (2015). “Project Risk Management Plan Template”.
Retrieved from:
http://www2.cdc.gov/cdcup/library/templates/CDC_UP_Risk_M
anagement_Plan_Template.doc
Chance, D., & Brooks, R. (2015). Introduction to derivatives
and risk management. Cengage Learning.
Davies, J. C. (2014). Comparing environmental risks: tools for
setting government priorities. Routledge.
Larson, E. W., & Gray, C. F. (2014). Project Management, The
Managerial Process (6th ed.). p. 222-226. New York: McGraw
Hill.

O'Riordan, T. (Ed.). (2014). Environmental science for
environmental management. Routledge.
PHE (Public Health Emergency) (July 2013). Risk Management
Documents. U.S. Department of Health & Human Services.
Retrieved from:
http://phe.gov/about/amcg/toolkit/Pages/default.aspx
Pritchard, C. L., & PMP, P. R. (2014). Risk management:
concepts and guidance. CRC Press.
Project Management Body of Knowledge, PMBOK 5th edition.
(2013). Project Risk Management. p. 309-349. Newtown Square:
Project Management Institute.
Project/(You can read) Time, cost, and procurement.docx
3). Time
Store
Timeline
Store #1
2 ½ weeks
Store #2
1 ½ weeks
Store #3
1 week
Store #4
1 week
Store #5
1 week
This project will begin with a restructuring of the biggest
storefront that owner and General Manager Beth Smith has in
Tampa. The project will respectively continue with
restructuring the remaining four locations that she owns
throughout Hillsborough County and Pinellas County.

Project Timeline
Project start date: March 23rd, 2015
Projected finish date: May 4th, 2015
Projected project duration: 7 weeks
* Store #1 is the biggest storefront of the owner’s franchise so
this location will take slightly longer to restructure than the
other stores since it is larger.
*Store #2 will also take slightly longer because the employees
will still adjusting to what the best methods are for
restructuring. This extra ½ of a week will also provide extra
time to overcome any potential obstacles.
4). Cost
Resource Requirements & Budget
· Staff hourly labor ($8.00/hour)
· There will be 5 staff members dedicated to the project that
will be responsible for each store’s restructuring. The project is
estimated to take 7 weeks to complete and approximately 35
hours a week from each staff member will be dedicated to the
project. Not included in the calculation is the salary of the
general manager and the assistant manager as they will not be
the main staff physically dedicated to executing the project.
· Total estimated labor cost: $9,800 (5 staff members * 35 hours
per week * 7weeks * $8.00/hour)
· New signage (20 new signs for each store)
· Estimated cost per sign: $20
· Total estimated sign cost: $400
· New terminals (2 for each store, 3 for the biggest storefront)
· Estimated cost per terminal: $2,000 each
· Total estimated terminal cost: $22,000 (11 terminals @ $2,000
each)
· Total budget for all 5 store’s restructuring: $32, 200

Cost Management
Responsible for managing costs:
Project Manager- Kaitlin Greene
Has authority to make budget changes and approve additional
purchases/ costs:
Project Sponsor- Beth Smith
Project Manager- Kaitlin Greene
Cost status:
Project Manager will perform a budget evaluation and create a
progress report to review with the Project Sponsor twice a week
8). Procurement
Project Supply Chain Issues and Procurement Strategy for
Hallmark Store Restructuring Plan
Introduction
The objective of the following is to identify project needs
and determine how project needs will be efficiently met. The
store restructuring plan for Hallmark needs a procurement
strategy and an identified supply chain structure. The supply
chain consists of partners that provide materials and assistance
needed to complete the project. It also takes into account the
financial considerations and selection criteria involved in
procuring outsourced help (Korn, 2013).
Purpose
The purpose of a procurement strategy is to identify and
establish project needs that will be met by acquiring products
and services from outside sources. After this is done, the plan
then conducts the process of choosing a supply chain partner(s)
and establishing contracts. The following diagram outlines the
stages involved in the procurement process.

Procurement Data Flow Diagram
Project Needs
Project needs must be first identified to know all products
needed for the project and what type of suppliers must be
procured to fulfill these product needs. For this project,
construction materials for all five store renovations will include
new store signage, organizational shelving, and new register
terminals.
The register terminals are the priority to procure as they will
have the biggest impact on the store restructuring plan and they
will cost the most. For the biggest store, 3 terminals will be
needed. For the remaining 4 stores, 2 terminals each will be
needed. A total of 11 terminals will be needed.
Fixed-price contract
A Firm Fixed Price Contracts (FFM) is the most suitable
contract option for this project because the construction
materials and the number of new terminals have already been
predetermined and can be easily specified in the contract. The
price of materials are not subject to change unless the scope of
the work (defined by the project manager) changes.
Make-or-Buy-Analysis
The project team consisting of Hallmark assistant manager and
5 sales associates will be completing all but one project
assignment. The project team (paid a standard hourly minimum
wage rate) will be responsible for reconfiguring the store
layout, installing new shelving system, and hanging all new
signage. These tasks will only require outsourced help if the
team is physically not able to complete the tasks.
Project assignments that will require outsourced contracting
will be the installation and setup of the new register terminals
and the purchases of shelving and signage materials. An IT
company that sells the terminals and a construction material
company will be procured based on the following selection

criteria:
· Quality of references that the seller can provide
· Whether the prices of their products and installation services
align with our budget
· Level of technical expertise
· Guarantee of needed delivery dates
Conduct Procurements
This stage will include evaluating various sellers’ bids and
offers. The main proposals that we will focus on will be from
terminal register suppliers. We will then evaluate and rank
sellers based on the previously defined selection criteria.
The next step will be to select sellers that will be qualified to
perform the work and who meet our criteria. Contracts will then
be awarded, preferably a Firm Fixed Price Contract with each
seller.
Control Procurements
Actively controlling project procurements is the next important
stage. This will consist of managing procurement relationships,
predicting risks and overcoming obstacles. We will avoid risks
by controlling the quality of project tasks at each stage.
Concerning each contract with each seller, we will monitor
contract performance by ensuring the seller upholds their
agreements. Changes or corrections will be made to contracts as
needed.
Close Procurements
This final stage is to conclude the project while updating
records to reflect final results.
Conclusion
Project management will follow this plan to procure a supply
chain network to complete project tasks. It is recommended to
drive the project team in a cross-functional manner to optimize
what they can do without outside contracted help (Atkinson,
2005). It will be more cost effective to have the project team
complete as many tasks on their own as possible. It is
unavoidable to spend money to procure construction materials,
new terminals, and the expertise of IT professionals to install

the terminals though.
References:
Atkinson, W. (Sep. 2005). "Project management strategies for
procurement: organizing and driving cross-functional teams
stacked with a new set of skills." Purchasing: 17+. Academic
OneFile. Retrieved from:
http://db24.linccweb.org/login?url=http://go.galegroup.com/ps/i
.do?id=GALE%7CA136206962&v=2.1&u=lincclin_spjc&it=r&p
=AONE&sw=w&asid=c01f6aa65bd5ec7bf849f22abd4e5b24
Korn, M. (2013, Jun 05). The hot new M.B.A.: Supply-chain
management; more schools are ramping up their programs,
adding majors and concentrations as employer demand grows.
Wall Street Journal (Online) Retrieved from:
http://search.proquest.com/docview/1364887242?accountid=366
53
Project Management Body of Knowledge, PMBOK (2013). A
Guide to the Project Management Body of Knowledge. (5th ed.).
(pg. 355-370). Newtown Square: Project Management Institute.
Sample Project Management Plan. Retrieved from:
http://innovativeprojectguide.com/sample-project-plans/14-
sample-plans/161-sample-project-management-plan-pmp.html
1). Project Start-up
2). Risk management plan
3). Identify project needs
6). Contract preparation

5). Supplier market assessment
4). Create a procurement strategy
7).Bidding process/ negotiations
8).Supplier Selection
9). Finalize contracts
10). Product delivery
11). Control Procurements
12). Implementation
13). Project closure/ update records

Project/Group Instructions.docx
Instructions
Week 6 – Project Management Plan – Team Assignment - 45
points
All Team Members Complete Together, Submit Individually to
the Drop box
Based on their risk assessments, groups will prepare a project
management plan for their selected project. The group will
choose an appropriate framework for the project plan, select the
needed components/sections and assign them for completion to
specific team members. The team will include the team charter
addressing the specific tasks assigned to team members
(remember to include the team charter within the project plan).
The project management plan should address specific controls
resulting from the risk assessment, as well as measurement and
communications requirements for the progress of the project.

The project management plan will be as comprehensive as
possible, with specific notation of sections and items which will
be further developed as the project progresses.
1. A written project management plan will be
provided including all needed materials (all elements, please
review PMBOK pg 76+).
2. The team will also provide a short briefing covering their
project management plan.
Hint:
A. Submit a MS Word Doc - Use and include all knowledge
management elements in PMBOK for the Project Management
Plan. The project management plan must contain the 10
knowledge management areas: Integration (the Project
Management Plan Overview), Scope, Time, Cost, Quality,
Communication, Human Resources, Procurement, Risk,
Stakeholder. You should identify what and how you plan to
handle each element in a 1-2 page narrative. You should use
tables or graphics also to substantiate.
B. Include the Team Charter, Risk Management Plan, Project
Charter, and WBS you already developed in the appropriate
sections of the Project Management Plan. You will want to
ensure your paper describes each area as is appropriate for the
Project Management Plan and then if you wish attach to
appendix the original charter, etc. You must ensure your
plan specifically identifies the knowledge area and how it
relates to your project even if you attach the original document.
Do not simply write "see appendix xx". Do not assume the team
charter, WBS, etc. completely fulfills the Project Management
Plan for HR, Time, etc.
C. Submit a second MS Word Doc - Ensure you include a
separate presentation which should cover all areas of the project
management plan. You may record a video (~10 minutes) or
create a PowerPoint presentation, etc.

Project/More/Team 3-WBS created on Schedule Pro.docx
1- Hallmark
Restructuring
Plan
1.1- Staff
1.1.1- Project sponsor
monitors project
1.1.2- Project manager
leads execution
1.1.3- Select five staff
members needed
for restructuring
team
1.1.4- Team must
continually assist
in each store's
reconstruction
1.1.5- Assign each
member unique
tasks
1.2- Project
Management
1.2.1- Create detailed
project charter
1.2.2- Create budget
1.2.3- Train staff
1.2.4- Oversee and
critique each
stage of
reconstruction
1.2.5- Ensure quality at
each stage
1.3- New Store
Layout

1.3.1- Receive and
review
construction plan
1.3.2- Find and buy
materials
1.3.3- Follow
reorganization
plans
1.3.4- Assign
construction tasks
1.3.5- End store layout
meets expectations
1.4- Updated
Terminal
Introduction
1.4.1- Determine what
features terminal
must have
1.4.2- Compare/contrast
terminal options
1.4.3- But terminal
1.4.4- Install terminals
1.4.5- Learn to operate
and train
accordingly
1.5- Complete All 5
Store
Reconstructions
1.5.1- Follow project
charter
1.5.2- Stay within
budget
each stage
1.5.4- Execute projects
1.5.5- Project

completion, open
stores for business
1
- Hallmark
Restructuring
Plan
1.1
- Staff
1.1.1
- Project sponsor
monitors project
1.1.2
- Project manager
leads execution
1.1.3
- Select five staff
members needed
for restructuring
team
1.1.4
- Team must
continually assist
in each store's
reconstruction
1.1.5
- Assign each
member unique
tasks
1.2
- Project
Management
1.2.1
- Create detailed

project charter
1.2.2
- Create budget
1.2.3
- Train staff
1.2.4
- Oversee and
critique each
stage of
reconstruction
1.2.5
- Ensure quality at
each stage
1.3
- New Store
Layout
1.3.1
- Receive and
review
construction plan
1.3.2
- Find and buy
materials
1.3.3
- Follow
reorganization
plans
1.3.4
- Assign
construction tasks
1.3.5
- End store layout
meets expectations
1.4
- Updated
Terminal

Introduction
1.4.1
- Determine what
features terminal
must have
1.4.2
- Compare/contrast
terminal options
1.4.3
- But terminal
1.4.4
- Install terminals
1.4.5
- Learn to operate
and train
accordingly
1.5
- Complete All 5
Store
Reconstructions
1.5.1
- Follow project
charter
1.5.2
- Stay within
budget
1.5.3
- Ensure quality at
each stage
1.5.4
- Execute projects
1.5.5
- Project
completion, open
stores for business

1- Hallmark
Restructuring
Plan
1.1- Staff
1.1.1- Project sponsor
monitors project
1.1.2- Project manager
leads execution
1.1.3- Select five staff
members needed
for restructuring
team
1.1.4- Team must
continually assist
in each store's
reconstruction
1.1.5- Assign each
member unique
tasks
1.2- Project
Management
1.2.1- Create detailed
project charter
1.2.2- Create budget
1.2.3- Train staff
1.2.4- Oversee and
critique each
stage of
reconstruction
each stage
1.3- New Store
Layout
1.3.1- Receive and
review

construction plan
1.3.2- Find and buy
materials
1.3.3- Follow
reorganization
plans
1.3.4- Assign
construction tasks
1.3.5- End store layout
meets expectations
1.4- Updated
Terminal
Introduction
1.4.1- Determine what
features terminal
must have
1.4.2- Compare/contrast
terminal options
1.4.3- But terminal
1.4.4- Install terminals
1.4.5- Learn to operate
and train
accordingly
1.5- Complete All 5
Store
Reconstructions
1.5.1- Follow project
charter
1.5.2- Stay within
budget
each stage
1.5.4- Execute projects
1.5.5- Project
completion, open
stores for business

Project/More/Team 3-WBS Drawing.mpp
Project/More/Team 3-WBS Drawing.vsdx
Restructuring Plan
1
Staff
1.1
Project Sponsor Monitors Project
1.1.1
PM leads execution
1.1.2
Select 5 Members for Restructuring Team
1.1.3
Team assists with all stores
1.1.4
Tasks assigned to team members
1.1.5
Project Management
1.2
Create Detailed Project Charter
1.2.1
Create budget
1.2.2
Train staff
1.2.3
Oversee & critique reconstruction
1.2.4
New Store Layout
1.3
Receive & Review Construction Plans
1.3.1
Find & Buy Materials
1.3.2
Follow Reorganization Plans
1.3.3

Assign Construction Tasks
1.3.4
End- Store Layout Meets Expectations
1.3.5
Determine Terminal features
1.4.1
Terminal options
1.4.2
But terminal
1.4.3
Install terminals
1.4.4
Learn to operate & Train Accordingly
1.4.5
Reconstruction on all Stores Complete
1.5
Follow Project Charter
1.5.1
Stay within budget
1.5.2
Ensure Quality at Each Stage
1.5.3
Execute projects
1.5.4
Project End- Stores Reopen for Business
1.5.5
1.2.5
Updated Terminal Introduction
1.4
Project/More/Week 6 -Team Powerpoint Template.pptx

Team 3: Charmaine Henriques, Kaitlin Greene, Daniel
Faherty
Store Restructuring
Project Management Plan Overview
MAN 4583
April 26th, 2015

Project/Part 1- (READ to understand topic) Integration
Management.docx
Integration Management Plan
The Hallmark Card & Gift Shop Store Restructuring
Project is being undertaken as part of a plan to optimize the
total customer shopping experience, thereby subsequently
boosting sales. The project will result in the creation of a more
efficient store layout that will increase the ease and speed with
which customers are able to locate merchandise, while
simultaneously improving team member productivity through
the installation of new checkout terminals.
In order to ensure smooth execution of this venture, we
recognize that an effective project integration approach must be
employed. With this in mind, we have established an Integration
Management Plan that will provide a consistent, cohesive

process for initiating, planning, executing, controlling, and
closing the project (NV H.I.E., 2012). Adoption of this plan
further requires our commitment to the following objectives:
1. The adaptation, maintenance and execution of all project
plans and processes during project startup (NV H.I.E., 2012)
2. The establishment, and clear communication and
maintenance of the project’s overall organizational structure
(NV H.I.E., 2012)
3. The involvement, where appropriate, of all relevant internal
and external project stakeholders in the definition, maintenance,
and execution of the project’s management processes (NV
H.I.E., 2012)
4. The establishment and maintenance of the project’s technical
and administrative environment (NV H.I.E., 2012)
5. The integration and coordination of all associated project
plans and processes (NV H.I.E., 2012)
6. The execution of closure activities for all the project’s plans
and processes during project shutdown (NV H.I.E., 2012)Project
Integration Approach
· Scope Definition and Management:
The project scope statement will define the precise parameters
of the project, while the Scope Management Plan will explain
the method and specific tasks that will be utilized during the
process of executing and managing those parameters throughout
the duration of the project.This area of focus also covers the
change management process.
· Time and Time Management:
The project work schedule identifies the key tasks, activities,
timelines, and resources that have been defined for the
execution of this project. The Schedule Management Plan
details the methodology for managing, executing and
controlling the project schedule to ensure timely completion of
the project (PMI, 2013).· Costs and Cost Management:
The project estimates and budget describe the total anticipated
project expenditure, while the Cost Management Plan explains

the project team’s approach towards planning, financing,
managing and controlling project costs to ensure that the project
is completed within the agreed upon budget (PMI, 2013). ·
Quality and Quality Management:
The quality segment focuses on a discussion of cost-benefit
analysis, quality standards and deliverables and overall quality
expectations (PMI, 2013). The Quality Management Plan
identifies the project team’s methodology for ensuring that the
project’s end result meets Hallmark store’s quality standards,
and satisfies all other identified project goals. ·
Communications Management:
The Communications Management Plan identifies the methods
and processes that will be utilized to ensure the efficient
creation, dissemination, retrieval, storage, management,
controlling and monitoring of all project information (PMI,
2013). · Human Resources Management:
The Human Resources Management Plan will discuss the project
team members and their respective roles, as well as the overall
approach towards organizing, managing, and leading the project
team throughout the duration of the project. · Procurement
Management:
The Procurement Management Plan describes the chosen
methodology for managing and controlling the purchasing or
acquisition of all products and services required for project
completion.· Risk and Risk Management:
The Risk Assessment Form and Risk Breakdown Structure
explain the identified project risks, while the Risk Response
Matrix and the Risk Management Plan discuss the project
team’s
approach towards planning, monitoring, controlling and
mitigating risk throughout the duration of this project. ·
Stakeholder Management:
The project’s stakeholders will be identified, and the
Stakeholder Management Plan will further describe the
processes that the team will engage in to communicate with and
engage stakeholders in project decisions and activities (PMI,

2013).
Integration
M
anagement
Plan
Project/YOUR INSTRUCTIONS (this is what needs to be
done).docx
You are responsible for the following:

(Each section requires 1 Page, including charts and diagrams)
Please also refer to the Professor's Week 6 instructions and
Rubric to be sure you have everything that is required....
1. Quality Management Plan —Format Needs Research,
Pg.231> in PMBOK is vague but may be a start
2. Human Resources Management Plan (Format- Pg.264
PMBOK and attached document)
3. Stakeholder Management Plan (PMBOK Pg. 406) and
information posted in the learning material for week six. (More
research may be needed to find a format and charts)
As you create the three sections above, if you follow the
Integration Management Plan that I emailed yesterday, it will
serve as a guide and will also help to keep the overall project
cohesive, as the Integration plan is really an overview of all the
sections that follow.
In addition to the above, you are also responsible for creating
overview/summary PowerPoint slides for each of these 3
sections. (No more than 1-2 slides per section, you should have
the PowerPoint format in one of the last emails I sent...
(These slides will take the place of an Executive Summary)

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