09-15 PRACTICAL EXERCISE: PE 4-04-1 TITLE: Project PRT INTRODUCTION: Many situations will occur during your tours, which test your ability to solve complex problems. When we are faced with solving a problem the first and most critical step is identifying the problem. Often times we try to fix symptoms of the problem instead of the problem itself. INFORMATION: Upon graduating the SEA, you report to your new squadron. During your check-in brief with the Command Master Chief, you discover the collateral duty of Command Fitness Leader (CFL) is vacant. You have the training and interest in this program and willingly volunteer. Your Commanding Officer’s welcome aboard interview goes well and he appears very satisfied of your eagerness to accept duties as CFL. During the interview he mentions the number one complaint from the crew is their inability to perform PT during the workday. His concern is the high number of failures among the younger members of the crew during the previous PFA cycle (13 percent of Sailors fewer than 24 years old failed the run portion and seven percent of the command failed the body composition portion of the previous cycle’s PFA). The current command instruction requires personnel to PT after normal working hours. The Captain wants to make the PT program a part of the workday and asks you to develop a schedule where everyone will have an opportunity to meet the CNO’s directives (one hour per day/three times per week). When you meet the Maintenance Master Chief, you mention the concern of the Captain over the Command PT program. The Master Chief is aware of the crew’s complaints regarding the requirement to PT after normal working hours. He doesn’t see the importance of the program when weighed against the amount of daily mission-essential maintenance required on “his” aircraft. Three of the six department heads seem satisfied with the current program and do not see a need for change. You find the CPOs are not happy with the current program (because of the high failure rate on the previous PFA) and fully support a change. They are unwilling to defy the Maintenance Master Chief. The Command Master Chief pledges his full support of any reasonable plan you and the Chiefs develop as long as each department maintains no less than a supervisor, collateral duty inspector (supervisor can dual hat as CDI), and three workers. Your plan must have PT for everyone. ASSIGNMENT- Post your answer on the discussion board: 1. Identify the problem. 2. Write a problem statement. 3. Explain why you believe the problem you identified is the root cause and not a symptom. Assignment 3: Project Proposal – Execution, Control, and Closure Due Week 10 and worth 150 points Note: This is the third of three assignments which, as a whole, will cover all aspects of the project life cycle relevant to your selected project. THIS ASSIGNMENT IS BASED .

1. 09-15
PRACTICAL EXERCISE: PE 4-04-1
TITLE: Project PRT
INTRODUCTION:
Many situations will occur during your tours, which test your
ability to solve complex problems.
When we are faced with solving a problem the first and most
critical step is identifying the
problem. Often times we try to fix symptoms of the problem
instead of the problem itself.
INFORMATION:
Upon graduating the SEA, you report to your new squadron.
During your check-in brief with the
Command Master Chief, you discover the collateral duty of
Command Fitness Leader (CFL) is
vacant. You have the training and interest in this program and
willingly volunteer. Your

2. Commanding Officer’s welcome aboard interview goes well and
he appears very satisfied of
your eagerness to accept duties as CFL. During the interview
he mentions the number one
complaint from the crew is their inability to perform PT during
the workday. His concern is the
high number of failures among the younger members of the
crew during the previous PFA cycle
(13 percent of Sailors fewer than 24 years old failed the run
portion and seven percent of the
command failed the body composition portion of the previous
cycle’s PFA). The current
command instruction requires personnel to PT after normal
working hours. The Captain wants
to make the PT program a part of the workday and asks you to
develop a schedule where
everyone will have an opportunity to meet the CNO’s directives
(one hour per day/three times
per week).
When you meet the Maintenance Master Chief, you mention the
concern of the Captain over the
Command PT program. The Master Chief is aware of the crew’s
complaints regarding the

3. requirement to PT after normal working hours. He doesn’t see
the importance of the program
when weighed against the amount of daily mission-essential
maintenance required on “his”
aircraft. Three of the six department heads seem satisfied with
the current program and do not
see a need for change. You find the CPOs are not happy with
the current program (because of
the high failure rate on the previous PFA) and fully support a
change. They are unwilling to defy
the Maintenance Master Chief. The Command Master Chief
pledges his full support of any
reasonable plan you and the Chiefs develop as long as each
department maintains no less than a
supervisor, collateral duty inspector (supervisor can dual hat as
CDI), and three workers. Your
plan must have PT for everyone.
ASSIGNMENT- Post your answer on the discussion board:
1. Identify the problem.
2. Write a problem statement.
3. Explain why you believe the problem you identified is the
root cause and not a symptom.

4. Assignment 3: Project Proposal – Execution, Control, and
Closure
Due Week 10 and worth 150 points
Note: This is the third of three assignments which, as a whole,
will cover all aspects of the project life cycle relevant to your
selected project. THIS ASSIGNMENT IS BASED OFF OF THE
1ST AND 2ND ASSIGNMENT, WHICH ARE LISTED BELOW.
Now, it is time for you to discuss your project’s challenges
(e.g., risks); performance management plan (e.g., earned value
management); and proposed plan for closing the project when it
is done.
Write a four to six page paper, in which you define the
execution, control, and closure aspects of your chosen project.
In your paper you must:
1. Provide a brief summary of your chosen project.
2. Identify and discuss your project’s greatest challenges (at
least three) and provide a recommendation for addressing each
of the challenges.
3. Examine how you manage your project performance via
earned value management. Identify at least three key EVM
metrics you will use for your project.
4. Discuss your plan to properly close your project when it is
over.
5. Use at least three (3) quality resources in this assignment.
Note: Wikipedia and similar websites do not qualify as quality
resources.
Your assignment must follow these formatting requirements:
· Typed, double spaced, using Times New Roman font (size 12),
with one-inch margins on all sides.
· Include a cover page containing the title of the assignment, the
student’s name, the professor’s name, the course title, and the
date. The cover page and the reference page are not included in
the required page length.

5. Assignment 1: Project Proposal: Initiating & Planning
Summary of the Project
This is about a startup eatery whose aim would be the creation
and distribution of coffee to the clients of Minnesota State. In
addition, these products would be beneficial to the health of
individuals as well as facilitate the growth of coffee, that is, the
name of the company. We will discuss the diverse strategies
used to make this company fast growing and better in its field
as well as the target market of the company. In addition, we will
calculate the margin of safety and our projected sale outcome
for the next five years.
In addition, the project is expected to be commercial which gets
based on the creation of profitable businesses for the
shareholders as well as owners. Before the conduction and
completion of the project, the consumer market of Minnesota
State is supposed get assessed.
The Project Objectives
Some of the main objectives of the startup project are:
· Finding members of staff as well as training them
· Getting a license from the local regulations
· Finding a suitable site for the Minnesota eatery
The Project Goals
· The main aim of this project is establishing the eatery
Minnesota State
· Have loyal consumers as well maintain the existing ones.
· Having several eateries around the state in the long run.
Key Stakeholders
According to research, shareholders are an essential part of the
augmentation of any company (Shulha, et.al, 2019). That being
said, some of the crucial stakeholders include:
· Government personnel
· The local populace of Minnesota who are supposed to be
either psychologically or physically affected by the project.
· Lastly, any stakeholders who are to be on board with their
stock.
Key Customers

6. Clients are essential because they are the main foundation of
any business; as a result, this is supposed to be the most basic
element (Bocconcelli, et.al, 2018). The key clients for the
eatery are:
· The tourists who visit Minnesota
· Some of the institutions for contractual purposes
· Both upper and middle class individuals who are able to afford
the coffee.
Deliverables or Milestones for the Project
Deliverables are intangible or tangible services or goods that
get produced subsequent to a project that are supposed to be
delivered to a client (Jaber, et.al, 2018). These include:
· Redecorating or building the selected location
· On governmental regulations, a license would be important for
the startup in Minnesota
· The main deliverable will be finding a suitable location for the
eatery.
High-Level Timeline and Deadlines
· Our baseline is to open within 6 months of the planning
· Hiring and training staff should be undertaken before 3
months are over.
· A license is essential before the end of the 2nd month of
opening the eatery
· A location is essential to set up this eatery.
Overall Cost
The estimated overall cost of the company has been valued at
around $500,000 including a franchise fee of about $ 420,000.
The other costs that are remaining are supposed to be as a result
of licensing of the eatery, renting the business place and other
miscellaneous activities.
Non- Staffing
This point includes the purchase of kitchen equipment,
consumable supplies from the suppliers, a computer for the
counter, furniture for the eatery and kitchen equipment.
Staffing
The eatery will initially require a staff of around 8 individuals.

7. 1 person as the cashier; 3 people outside the kitchen and 4
cashiers.
References
Bocconcelli, R., Murmura, F., &Pagano, A. (2018). Interacting
with large customers: Resource development in small b2b
suppliers. Industrial Marketing Management, 70, 101-112.
Jaber, H., Marle, F., Vidal, L. A., & Didiez, L. (2018).
Criticality and propagation analysis of impacts between project
deliverables. Research in Engineering Design, 29(1), 87-106.
Shulha, L. M., Searle, M., Poth, C. N., & Chalas, A. (2019).
STAKEHOLDERS WEIGH IN ON COLLABORATIVE
APPROACHES TO EVALUATION. Growing the Knowledge
Base in Evaluation: The Contributions of J. Bradley Cousins,
99.
Assignment 2: Project Proposal – WBS & Project Schedule
Introduction
The project to open the eatery coffee restaurant was an idea I
previously chose due to my interest in fast food joints. The
coffee business venture will provide breakfast, lunch, and
evening coffee to people and tourists of Minnesota State and
government institutions with a specialty on offering fresh and
purely ground coffee drinks.
In this paper, I analyze the Work-breakdown structure (WBS) of
this project, which divides the main work of opening eatery
coffee into smaller activities, which acts as a guide to
accomplish the desired results. In this, we look at the business
idea of the creation and distribution of eatery coffee in
Minnesota State. The WBS shows the breakdown of core
activities before the grand opening of the eatery coffee in
Minnesota State. These activities are supposed to be scheduled
for smooth implementation of the events and ensure the time

8. efficiency of 6 months is achieved.
The core activities include deciding where the capitalization of
the business, the furniture to be bought, site location, kitchen
designing, wall paintings and decoration, recruitment and
training of staff and ordering the supplies, stock, buying of
equipment, utensils, and computers.
The WBS and project schedule below shows the core activities
with duration and anticipated budget of every action.
(
Designing exterior
features
welcome board and g
low signs
installation desired
L
ightsand
electronics such sound system
Obtaining coffee
business
permit and Franchise license
and any necessary approvals
Acquisition of stock such raw-materials, tools, instruments and
utensils
Decoration
of
interiors wall
painting and decoration
Designing the counter and computer stand.
Installation of instruments kitchen equipment and computer for
the counter
Designing budgets for eatery coffee business
Hiring of staff and training them

9. and getting necessary resources
I
dentification of suitable site for coffee
location
in Minnesota and
Signing of leasing contracts
Designing of the shop and kitchen
Financial plan and
Blue print on furniture layout, equipment to be acquired and
plumbing and electrical needs
Eatery coffee structural planning
Budget $ 421,000
Creation and distribution of Eatery coffee in Minnesota State
Budget $ 500,000
.
) (
WORK-BREAKDOWN STRUCTURE OF EATERY COFFEE
) (
Coffee shop facilities
Budget $ 59,000
) (
Resources and Operations
Budget $ 20,000
)
PROJECT SCHEDULE OF OPENING EATERY COFFEE
RESTAURANT IN MINNESOTA STATE
Activity
Duration
Estimated cost
Core Activities
156 days
$ 500,450
1

10. Creating a business plan
4 days
$ 1000
2
Surveying and discussing site location for setting up the
business and also researching on customers’ tastes/preferences
of people of Minnesota
5 days
$ 3000
3
Creation pre-production plan
2 days
$ 500
4
Signing an agreement with potential shareholders of the
business.
2 days
$ 600
5
Discussing the capitalization of the shop
1 day
$ 800
Comparing the rental prices of different
2 days
$ 1,500
Inspecting and Choosing the a store/shop
1 day
$ 1,400
6
Meeting with landlord/real estate
2 days
$ 2,500
7
Discussing terms and conditions

11. 1 day
$ 1,000
8
The signing of lease agreements
2 days
$ 20,000
9
Inspection of the location, payment of rental fee and exchange
of keys
5 days
$ 1,700
10
Insurance of the coffee restaurant
2 days
$ 1500
11
Acquisition of equipment for coffee business such as utensils,
computers, refrigerators among others
7 days
$ 2,000
12
Sourcing and identification of potential suppliers
3 days
$ 350
13
Designing of the structural plan with shareholders, stakeholders
4 days
$ 1000
14
Blueprint- discussing on furniture and equipment layout
7 days
$ 1,700
15
Renovations such as plumbing and electrical needs, e.g., unique
lights
20 days

12. $ 4,000
16
Painting and decorations
15 days
$ 3,000
17
Installation of equipment, furniture, menu boards, counters, and
fixtures
10 days
$ 2,800
18
Designing the interior –choose design and wall frames
14 days
$ 3,700
19
Designing the exterior such patio furniture and outside color
6 days
$ 4,500
20
The hiring of cashiers, waiters and other assistants ( posting
jobs, interviewing, selection and hiring)
15 days
$ 2,400
21
Purchasing the stock from vendors
2 days
$ 15,000
22
Installation of CCTV cameras
10 days
$ 2,700
23
Installation of routers for internet access
2 day
$ 2,400
24

13. Implementation of security measures in the site
1 day
$ 1 400
25
Payment of franchise fee
2 days
$ 420,000
26
Grand opening restaurant
-
-
References
Băncescu, M. (2016). Controlling project schedule progress,
using control charts. Cybernetics and Systems, 47(7), 602-615.
Rahman, W. A. Z. W. A., Zaki, N. M., & Husain, M. A. (2019).
A review of work breakdown structure and man-hours
estimation method used in shipbuilding
production. International Journal of Mechanical Engineering
and Technology, 10(1), 1141-1158.
Sanghera, P. (2019). Project Schedule Management.In CAPM®
in Depth (pp. 173-220).Apress, Berkeley, CA.
Zecheru, V., &Olaru, B. G. (2016). Work Breakdown Structure
(WBS) in Project Management. Review of International
Comparative Management/Revista de Management Comparat
International, 17(1).