1. Project Charter Sao Paulo, Brazil Store OpeningBackground

1. Project Charter: Sao Paulo, Brazil Store Opening
Background
Terrapin Construction Supply, Inc. (TCS) is based in Frederick,
Maryland and the company wants to compete with Lowe’s,
Home Depot, Ace, and True Value in the home improvement
and building supply market. The purpose of the project is to
execute a business plan to assist TCS with expanding their
business opportunities in Sao Paulo, Brazil. The expansion
includes designing and constructing a new retail store with a
size limitation of 100,000 square feet that will stock 40,000
different products from over 3,000 vendors globally along with
a garden center and a 200 space parking lot. This project
provides an opportunity for TCS to maximize their profits by
offering affordable products to the citizens and business owners
in Sao Paulo, Brazil. However, TCS is not known in Brazil so
our challenge is to deliver and maximize our marketing and
promotional efforts through social media avenues of approach
via the internet to include the radio, newspaper, television, and
community programs. TCS plans to collaborate with local
government and businesses to promote the revitalization of
residential neighborhoods. The benefit of collaborating and
participating in community programs will enhance TCS
reputable name and assist the company with building a positive
relationship with our customers and government officials in Sao
Paulo, Brazil. This project is going to be beneficial to the
Brazilian citizens and business owners because TCS is offering
quality products at an affordable price plus TCS is providing a
convenience to purchase home improvement and building
supplies along with garden products locally. Additionally, this
project is going to benefit the government by the creating tax
obligations as a result of building the new store and providing
jobs for the citizens in Sao Paulo, Brazil.

Goals
· Complete the 10 month project on schedule by November 30,
2021 by adhering to our project milestones beginning with the
project contract execution on March 1, 2021 followed by the
project kick off meeting on March 5, 2021. Then, we are going
to ensure we meet our remaining scheduled milestones dates to
conclude our achievement of the grand store opening on
November 23, 2021.
· Complete the project without exceeding the allocated
management reserve of 15% for construction or the allocated
reserve of 5% reserve for outfitting & inventory and staffing &
training to help ensure the project does not exceed the overall
budget with contingencies totaling $8,352,810.00.
Scope
The size of the store is 100,000 square feet (the main store is
80,000 square feet and the garden center is 20,000 square feet)
with the offering of 40,000 different products for purchase. We
are going to hire 130 employees. We are going to stock the
store with 10 product groups (lumber, hardware, plumbing,
doors, paint, flooring, lighting, appliances, garden, and cleaning
supplies). In consideration of the size of the construction
project, we will follow the proper guidelines for quality
assurance to ensure we are producing quality work. The
following scope of work is as follows.
Design the new store building, garage, parking lots, and
landscaping
Obtain required licenses and permits
Prepare the site and lay the foundation
Construct the new store building and finish the interior
Construct the garage and garden center
Outfit the store with shelves, fixtures, and IT Systems
Pave the parking lots and landscape the exterior of the store
Stock the store with inventory
Staff, hire, and train store personnel

Key Stakeholders
TO DO ----- Insert Ngozi’s key stakeholders
Client
Terrapin Construction Supply, Inc.
Sponsor
Latoya Green
Project Manager
Kelly Doe
Project Team Members
Dana Pineda, Henry Thompson, Louis Arguello, Maximo
Carbonell, Ngozi Onyewu, and Twyla Marshall
Project Milestones
Start date is March 1, 2021
End date is November 30, 2021
· Execute contract on March 1, 2021 – Completion date is
March 1, 2021
· Project kickoff meeting on March 5, 2021 – Completion date
is March 5, 2021
· Start site conditions on March 9, 2021 – Completion date is
March 31, 2021
· Start architect and engineering design on April 1, 2021 –
Completion date of 50% design is May 19, 2021
· Start conceptual design presentation on May 20, 2021 –
Completion date is July 8, 2021
· Stakeholders meeting on July 8, 2021 – Completion date is
July 8, 2021
· Start required licenses & permits on July 29, 2021 –
Completion date is July 9, 2021
· Start to prepare site & lay foundation on July 19, 2021 –
Completion date for staking & grading site is July 27, 2021
· Start underground utility work on July 26, 2021 – Completion
date is July 29, 2021
· Start foundation for footers and slab on July 30, 2021 –
Completion date is August 12, 2021
· Start construction for building (exterior) on August 13, 2021 –

Completion date is September 22, 2021
· Start garage & garden center construction on August 26, 2021
– Substantially complete on September 10, 2021
· Start shelves & fixtures assembly on September 23, 2021 –
Substantially complete on October 4, 2021
· Start IT System installation on September 9, 2021 –
Completion date is September 15, 2021
· Start pavement and flatwork on September 1, 2021 –
Substantially complete on September 28, 2021
· Start landscaping on September 29, 2021 – Substantially
complete on October 8, 2021
· Start inventory on July 12, 2021 – Completion date is
November 23, 2021
· Start training for staff and personnel on August 19, 2021 –
Completion date is November 22, 2021
· Store opening on November 23, 2021
Project Budget
The total project budget with contingencies is $8,352,810.00.
The budget is divided into three sections: (1) construction
budget ($5,064,507), (2) outfitting and inventory budget
($3,023,103.00), and (3) staffing & training budget
($265,200.00). There is a 10% contingency incorporated in the
budget for all three sections to compensate for the cost of
delays due to unexpected problems discovered during
construction like material substitutions, exchange rate
fluctuations, and delivery delays. Also, the project has
incorporated a management reserve of 15% for construction cost
and 5% reserve for outfitting & inventory, and staffing &
training sections.
Constraints, Assumptions, Risks, and Dependencies
Constraints
Total budget cost with contingency $8,352,810.00
Time management (i.e. unexpected weather delays)
Unacceptable work by unqualified contractors

Assumptions
Fluctuation in the exchange rate
Contract delays
Resource limitations & substitute products
Risks & Dependencies
Exchange rate
Extreme weather
COVID restrictions
Permit delays
Unqualified contractors
Theft as a result of high crime rate
Utility connectivity
Loss of power
Socio-political environment and labor laws
Customs and regulatory guidelines
Approved by:
_____________________ _____________________
_____________________
Chief Operating Officer Chief Financial Officer Project
Manager
Project Management Plan: Sao Paulo, Brazil Store Opening
Professor: Elena Zavialova___________________
Date: 02/02/2021__________________________
Course Name and Section: MBA 670 1121 (2211)_
Team members:
Dana Pineda__________________________
Henry Thompson_______________________
Louis Arguello__________________________
Maximo Carbonell______________________
Ngozi Onyewu_________________________

Twyla Marshall________________________
1. Introduction
· Purpose Of Project Management Plan
[State the project's purpose and reference and include your
project charter as an appendix.]
Terrapin Construction Supply, Inc. (TCS) is expanding
operations in the home improvement and building supply
market. The company is based in Frederick, Maryland and is
positioning the company to compete against well-known
companies such as Lowe’s, Home Depot, Ace, and True Value
in the international markets focusing on destitute areas. The
location of choice for the upcoming retail store is in Sao Paulo,
Brazil and the company is making a public announcement today
to confirm the grand opening in 10 months which falls on
December 1, 2021. Their ideal development plan for
construction is consistent with their existing stores which
averages 100,000 square feet and provides outdoor space for a
garden center plus plentiful parking for 200 patrons. The store
will carry over 40,000 different products from a minimum of
3,000 global vendors. The Sao Paulo, Brazil Store Opening Plan
is being prepared for all project stakeholders, including the
project sponsor, senior leadership, and the project team.
2. Executive Summary of Project Charter
The scope of work includes the design of the store building,
garage, and parking lots plus landscaping (UMGC, n.d.). The
project start date begins March 1, 2021 and ends November 30,
2121. The total budget is expecting to cost $9,702,000 to
$11,837,400 and the following issues are being considered.
First, the project constraints will likely be contributory to
natural disasters. For example, the Metropolitan Region of Sao
Paulo was affected by rain, floods, and landslides on March 10,

2019 (Floodlist News, n.d.). Also, customs delays and
legalities for permit approvals can be a hindrance as well.
Second, research indicates the fluctuation in exchange rate
requires constant monitoring. Third, we anticipate delays due
official approvals of construction permits but we are confident
that our land acquisition for the store is a major step to
establishing a long-term relationship with the officials and local
people in Sao Paulo, Brazil (UMGC, n.d.).
3. Scope Management
· Work Breakdown Structure
[Discuss the project's Work Breakdown Structure as created in
your MS Project file (.mpp)]
4. Schedule/Time Management
[Provide estimated start and end dates for the project and
include any other important dates from your Gantt chart.
Provide the Gantt chart in the same MS Project file (.mpp) as
the WBS. Be sure to identify the critical path in the Gantt chart.
Discuss how you will minimize or avoid delays for tasks on the
critical path.]
· Milestones
The table below lists the key milestones for this project, along
with their estimated completion timeframe. [If the list of
milestones is too long to insert here in the document, include
them as an appendix.]
Milestone
Estimated completion timeframe
[Provide milestone benchmarks, for example: project approved
to proceed.]
[Provide timeframe for completion, for example: one week after
project is authorized.]
[Add as many rows as needed.]

5. Cost/Budget Management
The projected budget is $8,352,810. The budget is divided
into three sections: Construction Budget $5,064,507, Outfitting
and Inventory Budget $3,023,103, and Staffing and Training
Budget $265,200. The project budget incorporates a 10%
contingency for all sections. The contingency captures the cost
of delays due to common unexpected problems discovered
during construction, material substitutions , exchange rate
increase, increase in prices for outfitting and inventory items,
and delays due to distribution, and delivery channel problems.
The project budget also contains a management reserve of 15%
for construction cost and 5% management reserve for the other
two sections. The management reserves are meant to cover the
possible variability and uncertainty of the estimated costs
(University of Maryland Global Campus, 2021). Refer to Project
Budget Appendix for detail budget.
The project cost estimates were established using the parametric
and vendor bid analysis approaches. Parametric technique was
used to adjust historical data to project the cost per square
meter and square feet of Sao Paulo, Brazil construction costs,
and to estimate labor costs. The parametric cost was used as
reference to analyze the firm-fixed-price bids from contractors
and vendors. The vendor bid analysis approach was used by the
project team to help chose bids.
The budget utilizes the following assumptions:
· BRL to USD conversion rate of 0.24. The January 31, 2021
BRL to USD conversion rate was 0.18305 compared to pre
COVID-19 January 3, 2020 0.24845 conversion rate (XE, 2021).
For this project, the conversion rate used is 0.24.
· Construction cost rate is $1,495.285 BRL/sq m or $359
USD/sq m or $110 USD/sq ft. This is a 10% increase from the
CEIC (2021) reported Sao Paulo, Brazil construction cost rate
of 1,359.350 BRL/sq m. Per Cummings (2021), the Washington,
DC average area construction cost rate for retail neighborhood
shopping center is $295 sq ft. At $110, the Sao Paulo, Brazil

rate is 37% the Washington, DC rate.
· Parking lot paving construction rate used is $1/sq ft. This is
equivalent to 37% of the $2.63/sq ft ProMatcher (2021) reported
average cost of parking lot new construction in the United
States.
· Prepare site to lay foundation rate is $2.22 USD/sq ft.The cost
of a low slope and light vegetation site preparation and land
clearing in the United States averages between $3 and $6 per
square foot (Smith, 2020). For this project, the rate used is
$2.22 (37% of $6 US rate).
· Outfitting and inventorycost were provided by the Contracts
and Purchasing department.
· Staffing and training projection cost were provided by Human
Resource department.
The budget will be managed by the project manager and project
team. The team will meet weekly to go over project progress
and compliance with budget projections.
6. Human Resource Management
Understanding Brazilian labor policies is crucial to properly
navigate labor relations. To perform the HR needs of the
projected required 130 employees, the company has hired two
proven full-time Brazilian human resource (HR) staff well
versed in Brazilian Consolidação das Leis do Trabalho (CLT),
and the rules and regulations included in Brazilian Collective
Bargaining Agreements.
The retail store project staffing and training budget is $265,200.
The budget covers the staffing of 130 employees with an
average salary $700 per month. Staffing and training costs
average $300 per employee for a total of $39,000.
Staffing Breakdown Chart
Store Manager
1
Accountant
1
Accounting Clerks
2

Human Resource
2
Assistant Managers
5
Janitor
6
Security
6
Maintenance
6
Department Managers
10
Customer Service
12
Shipping & Receiving
12
Floor Attendants / Equipment Operators
32
Floor Attendants / Cashiers
35
Total Employees
130
Our two Brazilian HR experts will work with Sao Paulo, Brazil
human resource agencies Huxley, HProjekt, and Luandre to
recruit and train staffing. HR will post all job openings in the
company career page where prospective employees can apply.
Weekly full page recruitment ads will be placed in Folha, a
leading Sao Paulo’s newspaper (Folha de S.Paulo, 2020).
Recruitment ads will also be placed in social media. The TSC
corporate office will work with the HR staff to interview and
select the Store Manager. The hired Stored Manager will work
with HR to interview and select Assistant Managers. The Store
Manager and Assistant Managers will work with HR to
interview and select all other employees.
The initial hiring process will begin 23 June 2021 and end 12

July 2021. Initial employee training starts 13 July 2021 and
ends 13 September 2021. Employee HR personnel will oversee
the coordinating and scheduling of the following training:
• Customer Service – one day all employees
• Safety – one day all employees
• Equipment operation – one day for employees as
designated by job
• Store manager – 10 days
• Assistant manager – 5 days
• Department managers – 3 days
The CLT lays out the basic employer and employee relationship
principles. HR must also be aware of other rules and
regulations, including Collective Bargaining Agreements (The
GPS Team in Global Compliance, 2020). Wages in Brazil are
paid monthly. The average monthly salary in Sao Paulo is 2,600
BRL, equivalent to $476 USD as of 31 January 2021 (Stotz,
2020).
To maintain compliance with Brazilian labor code employers
are required to use eSocial, which tracks employment status,
tax, social security, payroll, working hours, health and safety,
and much more. All formal employees in Brazil are afforded the
following:
· Minimum wage of 1,039 Reals per month.
· A non-decreasing salary.
· Maternity and paternity leave.
· Maximum work week of 44 hours. Maximum of eight hours
per working day.
· Overtime compensation. Maximum of two hours per day.
Maximum Brazilian workday is 10 hours. Overtime rate is 150%
Monday thru Friday and 200% on Sunday.
· Accident insurance – 1% to 3% paid by employer depending
on the working environment.
· Family and educational allowances.
· Freedom to associate with trade unions.
· The right to strike.
· Bonus 13th-month paid in two instalments in November and

December. Equal to one month’s pay.
· Brazilian Social Security welfare contribution of 20% paid by
the employer towards employee retirement benefits, disability,
and length of service pensions. Employees also contribute 8-
11% depending on their earnings.
· Contribution to Sistema S non-profit agencies representing
employee economic sector, average rate of 5.8% paid by
employers. (Cloudpay, 2020).
The Brazilian Labor Code does not protect elected officers,
independent workers, and contract service providers (The GPS
Team in Global Compliance, 2020). The code does guarantee
special protection to employees who are:
· Directors of Labor Unions
· Suffering from work-related injuries (or even specific diseases
that may not necessarily be labor-related)
· Serving on the Labor Accident Prevention Committee as
elected representatives of the group of workers
· Expecting a child (The GPS Team in Global Compliance,
2020).
7. Stakeholder Management Plan
The stakeholder management process entails assessing the needs
and expectations of stakeholders in relation to the main goal of
the project. Stakeholder analysis is a method that can be used
for the project team members to understand the variety of
stakeholders that have an interest in the project and the possible
risk that can occur during the project. Below is a summary of
the stakeholder’s management plan; A stakeholder with high
influence would control important decisions within the project
and have strong ability to facilitate implementation of project
tasks and cause others to take action. Usually, such influence is
derived from the individual’s hierarchical, economic, social, or
political position, but sometimes we see people with personal
connections to other persons of influence also
qualifies(pmi.org)
Latoya Green TCS CEO of Terripan Construction Supply, Inc
who is the project sponsor is the key stakeholder. She is

expected as the sponsor to assign resources and enforce decision
regarding project. She has a high influence in decision made
regarding the project, and as a stakeholder, she has invested
interest due to her financial contribution. And her classification,
she is very active and participate voluntary.
Kelly Doe, the president & Chief of Operation at Chester Group
LLC is the project manager. The expectation for him is to
manage the entire project, operations and logistics. He is
looking forward to a successful completion of the project, and
receiving an added bonus. He has a high influence in the
decision making regarding the project. As a stakeholder, his
interest is high due to a lot other stakeholders and investors are
depending on him for the successful completion of this project.
He is classified as internal, belong to the organization,
voluntary and very active participant in managing this project.
Randol Smith an investor, his expectation is that, his financial
contribution for the project as outlined in the project by the
project manager would yield him a high return. He has a high
influence in the decision made, and he is classified as external,
doesn’t belong to the organization, voluntary and active
participant.
John Gray, VP Chief Information Officer at Chester Group LLC
is the project co-manager. The expectation for him is to manage
the implementation and usability of information and computer
technologies as outline on our project outline. He has a medium
influence in the decision making regarding the project. He has
medium interest related to the promotional bonus that he will
receive on successful completion of project. His classification is
very important for this project, due to he is internal, belongs to
the organization, he is voluntary and actively partici pate in the
project.
Peter White, Chief Financial Officer at Chester Group LLC, he
controls the budget. The expectation for him is to control the
budget and make sure, we stay within budget. He has a medium
interest/influence in the decision making regarding the budget
aspect of the project. And an invested interest due to the

promotional bonus upon successful completion of the project.
He is classified as internal, belong to the organization,
voluntary and active participant in the project.
Mark Black, Director of Human Resources at Chester Group
LLC. The expectation for him is to provide adequate staffing,
training, maintain compliance with Brazilian labor code
employers are required to use eSocial, which tracks employment
status, tax, social security, payroll, working hours, health and
safety, and much more. He is classified as internal due to he
belongs to the organization, voluntary and active participant in
the project. He has a medium influence in decision making
regarding hiring process of obtaining staff. Lastly, he has a
vested interest in the promotional bonus upon successfully
completion of the project.
Sharon Blue (Executive Vice President – Design/Production) at
Chester Group LLC. The project design/production manager,
expectation is to Plans, directs, designs, and coordinates the
development and manufacture of all products as outlined in the
project by the project manager. Medium, interest in the
promotional bonus upon successful completion of project. She
has a medium influence in decision making regarding designs
and production of the project. She is classified as internal,
belongs to the organization and voluntary active participant in
the project.
The Project procurement officer, marketing expert, legal expert
and security are all classified as internal, belong to the
organization, the are voluntary and actively participate in the
project at hand. The procurement officer and the marketing
expert both have medium influence in decision making
regarding the project in their area of specialty, and medium
interest. While the legal expert and security officer have low
influence and interest.
Lastly the Vendor/supplier, contractor and the government
regulator are all external stakeholders. The have little influence
in decision making, and low interest.
Overall, all stakeholders whether internal or external, voluntary

or involuntary, active or passive, high, medium or low influence
or interest are involved in this project and the goal is to
successfully complete the project, and when crisis or unforeseen
events arrive, goal is to strategically resolved the issues, get as
many stakeholders involved or engaged, effectively
communicate what the project is and the expectations.
8. Risk Management
[Discuss important risks associated with the project. Include a
project risk register as an appendix.]
9. Procurement Plan
Procurement Oversight Responsibility
The Project Manager will oversee the management of
procurement activities under this project. The Project Team will
identify all items required to complete the project. The Project
Manager will review the procurement list before submitting it to
the Contracts and Purchasing Department. The Contracts and
Purchasing Department will track vendor and contractor
selection. The Contracting and purchasing department will refer
to project Gant Chart to establish required contract procurement
timelines. The Project Team will provide the Contracting and
Purchasing department with a detailed, comprehensive list of
required merchandise and contract services.
Vendor and Contractor Proposal Process
All merchandise and contract services for this project will be
procured under firm-fixed-price contracts. The Project Team
will coordinate with the Contracts and Purchasing Department
to identify item types, quantities, services, and required
delivery dates. A Request for Proposal (RFP) form will be used
to solicit bid proposals from vendors and contractors. The
vendors and contractors RFP will:
a) describe how they will meet requirements,
b) outline how the work will be accomplished,
c) say who will perform the work,
d) provide vendors’ experience in delivering these goods or
services,

e) provide customer testimonials and referrals, and
f) provide a line-item breakdown of all costs.
The vendors and contractors will also be required to submit
work breakdown structures (WBSs) and work schedules to show
their understanding of the work to be performed and their
ability to meet the project schedule.
The RFP must include schedule, cost, scope, and technology:
· Schedule - Projected schedule and contract fulfillment to date
within the established project schedule.
· Cost - Project budget with built-in contingency reserve.
Contingency reserves are only used after an approved change in
project scope.
· Scope - All procurement must be in the approved project
scope. Procurement requests out of scope will automatically be
disapproved.
· Technology - Specifications have been determined and
included in the RFP. Use of alternative parts and equipment is
unauthorized without written approval from the Project
Manager. Alternative parts and equipment must match or exceed
the predetermined specifications, and be compatible with all
other equipment.
Proposals that omit solicited information or contain incomplete
information will be discarded. The Contracts and Purchasing
Department will obtain firm-fixed-price bids from at least three
vendors and five contractors. The Project Manager will meet
with the Project Team to review proposals and select winning
bids.
Vendor and Contractor Selection Criteria
The Project Team and Project Manager will award procurement
contracts based on the following decision criteria:
· Ability of the vendor or contractor to provide goods and
services by the required delivery date.
· Quality of product and workmanship.
· Cost – while a crucial factor, it is not the primary deciding
factor.
· Past performance, especially providing goods and services in

Brazil.
· Procurement risks management history of vendor or
contractor.
Procurement Risks
The following procurement risks must be considered,
monitored, and worked around:
· Vendor stock shortages.
· Contract delays due to disputes, strikes, etc.
· Conflicts with contract relationships and vendor relationships.
· Delays in shipping.
· Contractor low-quality control.
· Delivered product not matching product ordered.
These risks are not all-inclusive, and the standard risk
management process of identifying, documenting, analyzing,
mitigating, and managing risks will be used. All issues
concerning procurement will immediately be communicated to
the Project Manager and the Contracts and Purchasing
Department.
Vendor and Contractor Management
The Project Manager is ultimately responsible for
managing vendors and contractors. The Project Manager or
their designee will meet weekly with the contract and
purchasing department and each vendor to discuss and monitor
progress, verify specification and regulatory agency
compliance, delivery compliance, and inspection or quality test
findings. Meetings will also provide an opportunity to ask
questions or modify contracts or requirements ahead of time to
prevent delays in delivery and schedule. The Project Manager
will be responsible for scheduling this meeting weekly until all
items are delivered and determined to be acceptable.
General Procurement List and Schedule
Items
Justification
Requested Delivery Date
NLT Delivery Date
Garage & Garden Center Point-of-Sale System

Required for installation of customer payment systems
1-Jul-21
5-Jul-21
Garage & Garden Center Shelving
Required for installation before stocking items for sale and
store inventory.
28-Jun-21
1-Jul-21
Garage & Garden Center Lighting
Required to light Garage & garden center
28-Jun-21
1-Jul-21
Store Shelving & Lighting
Required for installation before stocking items for sal e and
store inventory.
28-Jun-21
6-Jul-21
Dept Fixtures
Required for installation of department-specific equipment.
28-Jun-21
6-Jul-21
Communication Equipment
Required for installation throughout all facilities
1-Jul-21
5-Jul-21
Store Point-of-Sale Systems
Required for installation of customer payment systems
1-Jul-21
5-Jul-21
Security System
Required for installation of security system throughout facilities
1-Jul-21
5-Jul-21
Landscaping supplies
Required for installation of plants, trees, rock water featur es,
and stonework art.

20-Jul-21
21-Jul-21
Hardware & Appliances
Required for stocking for sale and on-site inventory
20-Jul-21
9-Aug-21
Lumber
20-Jul-21
9-Aug-21
All additional store merchandise
20-Jul-21
23-Aug-21
Appendices
1. Project Charter: Sao Paulo, Brazil Store Opening
Background
Terrapin Construction Supply, Inc. (TCS) is based in Frederick,
Maryland. The company wants to compete with Lowe’s, Home
Depot, Ace, and True Value in the home improvement and
building supply market. The purpose of the project is to
execute a business plan to expand business opportunities in Sao
Paulo, Brazil on behalf of TCS. The expansion includes
designing and constructing a new retail store with a size
limitation of 100,000 square feet that will stock 40,000
different products from over 3,000 vendors globally along with
a garden center and a 200-space parking lot.
Goals
· Complete the 10-month project on schedule by November 30,
2021.
· Complete the project without depleting the 25% ($2,425,500)
contingency cost.
Scope

Design the new store building, garage, parking lots, and
landscaping.
Obtain required licenses and permits.
Prepare the site and lay the foundati on.
Construct the new store building and finish the interior.
Construct the garage and garden center.
Outfit the store with shelves, fixtures, and it systems.
Pave the parking lots and landscape the exterior of the store.
Stock the store with inventory.
Staff, hire, and train store personnel.
Key Stakeholders
Client
Terrapin Construction Supply, Inc.
Sponsor
Latoya Green
Project Manager
Kelly Doe
Project Team Members
Dana Pineda, Henry Thompson, Louis Arguello, Maximo
Carbonell, Ngozi Onyewu, and
Twyla Marshall
Project Milestones
· Start date is March 1, 2021.
· End date is November 30, 2021.
· Engineer design (building, garage, parking lots, and
landscaping)
· Completion date is May 5, 2021.
· Obtain required licenses and permits with a completion date of
May 7, 2021.
· Prepare the site and lay the foundation on June 9, 2021.
· Begin construction of the new store building on June 10, 2021.
End date July 19, 2021.
· Begin construction of the garage and garden center on June
23, 2021. End date July 7, 2021.
· Begin outfitting the store with shelves, fixtures, and it systems
on July 6. 2021. End date July 15, 2021.

· Pave the parking lots and landscape the exterior of the store
beginning June 23, 2021. End date of July 30, 2021.
· Start stocking the store with inventory on July 21, 2021. End
date September 14, 2021.
· Start the process of staffing, hiring, and training store
personnel on June 23, 2021. End date of September 13, 2021.
Project Management Plan: Sao Paulo, Brazil Store Opening
7
Appendix Project Budget
Constraints, Assumptions, Risks, and Dependencies
Constraints
Natural disasters.
Legalities and permits.
Custom delays.
Assumptions
Store Building 80,000 sqft / 7,432 sqm @ $69 sqft
Garden Center sqft 20,000 / 1,858 sqm @ $23 sqft
Parking Lot sqft 70,000 / 6,503 sqm @ $1.50 sqft
Shipping & Receiving area sqft 10,000 / 930 sqm @ $1.50 sqft
70,000 sqft 200 spaces parking lot @ cost of $160 per space
130 employees. Average salary $700 per month for two months.
Staffing & Training costs averaging $300 per employee.
Risks & Dependencies
FLUCTUATION IN EXCHANGE RATE
CONTRACT DELAYS
GOVERNMENT CULTURE AND WORK PERMITS

Approved By:
_____________________ _____________________
_____________________
Chief Operating Officer Chief Financial Officer Project
Manager
2. Project Stakeholder Management Plan: Sao Paulo, Brazil
Store Opening
Project Title:
Sao Paulo, Brazil Store Opening
and Construction Project
Date Prepared:
01/27/2021
NAME/POSITION/CONTACT INFORMATION
ROLE
STAKEHOLDER’S PARTICULAR INTEREST
EXPECTATIONS
INFLUENCE
CLASSIFICATION
Latoya Green, TCS CEO Terripan Construction Supply, Inc
2204 Industrial Park, Frederick, Maryland 21705
Tel: 1-855-655-8688 Fax: 1-240-684-2644
Project Sponsor
FULL DISCLOSURE
Sponsor is expected to assign resources and enforce decision
regarding project
100% of decision

Very Important
Kelly Doe (President & Chief of Operation)
Chester Group, LLC
110 Deer Blvd, suite 202
Upper Marlboro, Maryland 20727
Tel: 1-800-522-5453
Project Manager
FULL DISCLOSURE
Projects Entire operations and logistics is managed.
100% of decision
Very Important
Randol Smith (Investor)
Tel: 1-888-456-0806
Investors
FULL DISCLOSURE
Financial contribution for the project as outlined in the project
by the project manager
50% of decision
Very Important
John Gray, (VP Chief Information Officer)
Chester Group, LLC
Tel: 1-800-522-5454
Project Co-Manager
FULL DISCLOSURE
Managing, implementation and usability of information and
computer technologies as outline on our project outline
50% of decision
Very Important
Peter White, (Executive Officer Chief Financial Officer)
Chester Group, LLC
Tel: 1-800-522-5455
Control Budget

FULL DISCLOSURE
Controls budget, make sure we stay within budget
40% of decision
Important
Mark Black (Director of Human Resource)
Chester Group, LLC
Tel: 1-800-522-5456
Project Supporter
FULL DISCLOSURE
Staff appropriate amount of personnel as outlined in the project
by the project manager
35% of decision
Important
Sharon Blue (Executive Vice President – Production)
Chester Group, LLC
Tel: 1-800-522-5457
Project Supporter
FULL DISCLOSURE
Plans, directs and coordinates the development and manufacture
of all products as outlined in the project by the project manager
30% of decision
Important
George Small (Chief Procurement Officer)
Chester Group, LLC
Tel: 1-800-522-5458
Project Supporter
FULL DISCLOSURE
Procures all merchandise for the construction as outlined in the
project by the project manager
30% of decision

Important
Lisa Johnson (Vice President of Marketing)
Chester Group, LLC
Tel: 1-800-522-5459
Marketing Expert
FULL DISCLOSURE
Customer awareness of brand, new facility product
30% of decision
Important
Mary McKnight (Chief Legal Officer)
Chester Group, LLC
Tel: 1-800-888-6232
Lega Expert
FULL DISCLOSURE
Handles legal matters, crises, compliance issues, public policy
advocacy, labor law, tax work issues around intellectual
property.
25% of decision
Important
Jonathan Rigg (Chief Security Officer)
Chester Group, LLC
1-240-654-9967
Security
LIMITED DISCLOSURE
Secure property as outlined in project-by-project manager
No influence
Important
Rose Smithen (Vendor/Suppliers)
1-301-437-9765
External Stakeholders

LIMITED DISCLOSURE
Supply product or services as outlined on project outline
No influence
No decision
Jennifer Jacob (Contractor)
1-240-534-9786
LIMITED DISCLOSURE
Provides all heavy equipment’s, and construction materials
No Influence
No decision
Ethan James (Local Government Official)
1-240-432-6785
LIMITED DISCLOSURE
Supplies and provides all permits need for project execution
No Influence
No decision
3. Project Risk Register: Sao Paulo Store Opening
1. Potential risk
Impact: What are potential consequences?
Risk levels if left unchecked

Likelihood
Consequence
Risk rating
(uncontrolled)
Drastic change in US-Brazilian real exchange rates
Increase in project cost and need for approvals
2. Unlikely
2. Minor
LOW
Is it possible to deal with the risk? What is the method?
Other controls or tools needed
Risk levels with controls
Likelihood
Consequence
Risk rating
(controlled)
Project team will monitor currency exchange situation during
project.
Coordinate with TCS finance for assistance in monitoring
exchange rates.
1. Rare
1. Insignificant
LOW
2. Potential risk

Likelihood
Consequence
Risk rating
(uncontrolled)
Extreme Weather conditions may impact progress
halt to construction, potential building structure damage,
shortage of electricity and water
2. Unlikely
2. Minor
MEDIUM
Likelihood
Consequence
Risk rating
(controlled)
We can monitor to ensure safety
set up contingency fund, may need additional workforce to
catch up work to meet deadlines

2. Unlikely
3. Moderate
LOW
3. Potential risk
Likelihood
Consequence
Risk rating
(uncontrolled)
COVID restrictions in Brazil locking down borders.
delay in arrival of project management team which would delay
project timeframe
3. Moderate
4. Major
HIGH
Likelihood
Consequence
Risk rating

(controlled)
Monitor COVID restrictions in Brazil
plan travel with sufficient time anticipation for PM team
2. Unlikely
3. Moderate
LOW
4. Potential risk
Likelihood
Consequence
Risk rating
(uncontrolled)
Permitting delays
delay construction timelines
2. Unlikely
4. Major
MEDIUM

Likelihood
Consequence
Risk rating
(controlled)
Have a local SME assist in process
establish clear communication practices with local team with
ample time before arrival
1. Rare
2. Minor
LOW
5. Potential risk
Likelihood
Consequence
Risk rating
(uncontrolled)
Unqualified contractors may complete sub-par quality structure
Will incur additional costs repairing damage
2. Unlikely
3. Moderate
LOW

Likelihood
Consequence
Risk rating
(controlled)
Look for highest qualified contractors with proven experience
in similar projects
Ensure proper budget in place to hire high level talent
1. Rare
2. Minor
LOW
6. Potential risk
Likelihood
Consequence
Risk rating
(uncontrolled)
Material theft due to high crime rates in site location
Additional material expense to replace loss of materials
4. Likely

4. Major
HIGH
Likelihood
Consequence
Risk rating
(controlled)
Hire nighttime security crew
engage local law enforcement to patrol the area
2. Unlikely
2. Minor
LOW
7. Potential risk
Likelihood
Consequence
Risk rating
(uncontrolled)

Issues connecting to utilities
delay in project timelines as we try to correct issues that arise
2. Unlikely
4. Major
MEDIUM
Likelihood
Consequence
Risk rating
(controlled)
Work with utility companies to ensure proper access
have local team assess land ahead of scheduled start date
1. Rare
2. Minor
LOW
8. Potential risk
Likelihood

Consequence
Risk rating
(uncontrolled)
Loss of power or water during project
delay in construction time frame plus cost for power generators
3. Moderate
4. Major
HIGH
Likelihood
Consequence
Risk rating
(controlled)
Have a backup generator ready to operate
engage local water company and familiarize with protocols in
this type of event
2. Unlikely
2. Minor
LOW
9. Potential risk

Likelihood
Consequence
Risk rating
(uncontrolled)
Socio-political environment may alter current labor laws
changes in labor laws would halt all processes
2. Unlikely
4. Major
MEDIUM
Likelihood
Consequence
Risk rating
(controlled)
Stay informed of local government and pandemic guidelines
ahead of project start date
have ground team ready to respond to possible new guidelines
and changes
1. Rare
2. Minor

LOW
10. Potential risk
Likelihood
Consequence
Risk rating
(uncontrolled)
Customs regulations delays incoming shipment
delays in store opening
3. Moderate
4. Major
HIGH
Likelihood
Consequence
Risk rating
(controlled)

prepare to have shipment arrive early or ahead of schedule
ensure stagger arrival of items for a stream of
2. Unlikely
2. Minor
LOW
TSC Brazil Home Improvement Store Construction Budget
Design building, garage, parking lots, and landscaping
$321,000
Obtain required licenses and permits
$60,000
Prepare the site and lay the foundation
$720,000
Construct the new store building and finish the interior
$5,160,000
Construct the garage and garden center
$420,000
Pave the parking lots and landscape the exterior of the store
$120,000
Total Construction Costs
$6,801,000

Construction Contingency 25%
$1,700,250
Total Construction Budget
$1,700,250
Outfit the store with shelves, fixtures, and IT systems
$680,000
Stock the store with inventory
$2,000,000
Staff, hire, and train personnel
$221,000
Total Initial Outfitting Costs
$2,901,000
15% Contingency
$435,150
Total Outfitting Budget
$3,336,150
Total Project Budget Before Contingency
$9,702,000
Total Contingency
$2,135,400
Total Project Budget with Contingency
$11,837,400

References
Floodlist News in Americas. (2019 March 12). Brazil – Rain in
Sao Paulo Causes Deadly Floods and Landslides. Retrieved
from http://floodlist.com/america/brazil-sao-paulo-floods-
march-2019
University of Maryland Global Campus (n.d.). Project 2,
Project Management in an International Environment, Start Here
Transcript. Document posted in UMGC MBA 670 1121
classroom, archived at https://campus.umgc.edu
Cloudpay. (2020, July 1). Understanding payroll in Brazil -
Ensuring successful global payroll operations.
https://www.cloudpay.net/resources/understanding-payroll-in-
brazil-ensuring-successful-global-payroll-
operations#:%7E:text=Compensation%2C%20Bonuses%20and%
20Severance&text=All%20employees%20in%20Brazil%20are%
20also%20entitled%20to%20a%20’bonus,day%20of%20the%20f
ollowing%20month.
Duran, R. (2013, July 12). Introduction to FGTS. The Brazil
Business. https://thebrazilbusiness.com/article/introduction-to-
fgts
Stotz, J. (2020, June 22). Average and minimum salary in Sao
Paulo, Brazil. Check in Price. https://checkinprice.com/average-
minimum-salary-in-sao-paulo-
brazil/#:%7E:text=The%20current%20minimum%20salary%20in
,of%20the%20highest%20in%20Brazil.
The GPS Team in Global Compliance. (2020, June 26). Brazil
labor law changes in 2020. Global People Strategist.
https://www.globalpeoplestrategist.com/brazil-labor-law-
changes-in-2020/
Project Management Plan Approval
The undersigned acknowledges they have reviewed the Sao
Paulo, Brazil Store Opening Project Management Plan and agree
with the approach it presents. Changes to this Project
Management Plan will be coordinated with and approved by the

undersigned or their designated representatives.
Signature:
Date:
Print Name:
Title:
Role:
Signature:
Date:
Print Name:
Title:
Role:
Signature:

Date:
Print Name:
Title:
Role:
CostsContingencyReserveBudget
Design building, garage, parking lots, and landscaping$190,674
Obtain required licenses and permits$47,444
Prepare the site to lay the foundation$399,600
Construct the new store building and finish the
interior$2,667,110
Construct the garage and garden center$666,777
Pave the parking lots and landscape the exterior of the
store$80,000
Total Construction Costs$4,051,606
Contingency 10%$405,161
Construction Reserve 15%$607,741
Total Construction Budget$5,064,507
Outfit the store with shelves, fixtures, and IT systems$749,000
Stock the store with inventory$1,879,785
Total Outfitting & Inventory Costs$2,628,785
10% Contingency$262,879
Outfitting & Inventory Costs Reserve 5%$131,439

Total Outfitting & Inventory Budget$3,023,103
Staff and Training Costs$221,000
15% Contingency$33,150
Staff and Training Costs Reserve$11,050
Total Staff & Training Budget$265,200
Total Project Budget Before Contingency$6,901,391
Total Contingency$701,189
Total Management Reserve$750,230
Total Project Budget with Contingency$8,352,810
TSC Brazil Home Improvement Store Construction Budget
DescriptionDesign
Licenses &
Permits
Prepare site to
lay foundationConstruct Store
Pave parking
lots and
landdscapeOutfit StoreStock inventory
Staffing &
training
Main store sqft 80,000 / 7,432 sqm @ 1,495.285 BRL/sq
m$190,674$47,444$177,600$2,667,110$658,000$1,879,785$221
,000
Garden center sqft 20,000 / 1,858 sqm @ 1,495.285 BRL/sq
m$44,400$666,777$91,000
Parking lot sqft 70,000 / 6,503 sqm @ $1 sqft$155,400$70,000
Shipping & Receiving area sqft 10,000 / 930 sqm @ $1
sqft$22,200$10,000
Total
Costs$190,674$47,444$399,600$3,333,887$80,000$749,000$1,8
79,785$221,000
Total Developed Facility 180,000 sqft / 16,723 sqm
Wage InformationUSA Hourly
Sao Paulo,
Brazil Real$
Monthly

Sao Paulo,
Brazil USD$
Monthly
Minimum wage 2020$7.25$1,163$213
Average pay$12.81$2,600$476
Rate above minimum wage77%124%124%
Conversion Rate Real$ to US$ estimated @ 0.24
Main Store Outfititting
Racks/Shelves 800 @ $400$400,000
Point-of-sale systems 12 @ $8,000$96,000
Computers 10 @ $1,200$12,000
Ligh Fixtures @ $1.25 per sqft$100,000
Department fixtures$30,000
Other fixtures and finishes$20,000
Total Main Store Outfitting Costs$658,000
Garden Center Outfitting
Racks/Shelves 100 @ $400$50,000
Point-of-sale systems 2 @ $8,000$16,000
Ligh Fixtures @ $1.25 per sqft$25,000
Total Garden Center Outfitting Costs$91,000
According to Compass International the 2016 average
construction cost to build a warehouse in Brazil is $69 USD per
sqft and design cost range from 5-10% of construction cost
(Compass International, 2017). For this
TCS Sao Paulo, Brazil - Store Project Budget
DescriptionDesign
Licenses &
Permits
Prepare site
& lay
foundation
Construct
Store

Pave
parking lots
and
landdscapeOutfit Store
Stock
inventory
Staffing &
training
Store buiding sqft 80,000 / 7,432 sqm @ $69
sqft$321,000$60,000$360,000$5,160,000$612,000$2,000,000$2
21,000
Garden Center sqft 20,000 / 1,858 sqm @ $23
sqft$40,000$420,000$68,000
Parking Lot sqft 70,000 / 6,503 sqm @ $1.50
sqft$280,000$105,000
Shipping & Receiving area sqft 10,000 / 930 sqm @ $1.50
sqft$40,000$15,000
Total
Costs$321,000$60,000$720,000$5,580,000$120,000$680,000$2,
000,000$221,000
Total Developed Facility 180,000 sqft / 16,723 sqm
Wage InformationUSA HourlySao Paulo, Sao Paulo,
Minimum wage 2020$7.25$1,163$213
Average pay$12.81$2,600$476
Rate above minimum wage77%124%124%
Conversion Rate Real$ to US$ as of 1/31/2021 is 0.18305
According to Compass International the 2016 average
construction cost to build a warehouse in Brazil is $69 USD per
sqft and design cost range from 5-10% of

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