The document outlines a plan to rehabilitate an existing aquaculture facility by upgrading its technology systems in order to conduct future feasibility studies on farming Australian red claw crayfish. The project will receive funding from the Nebraska Soybean Board and partner with the University of Nebraska-Lincoln Agriculture Research and Development Center. The plan details the scope, schedule, budget, resources, communications, risks, and procurement needs for the rehabilitation and technology upgrade work.

1. Aquaculture Facility Rehabilitation
Team RED| Red ClawAquatics

2. Executive Summary
 NOAA: 2011 US edible fishery imports valued at 16.6 Billion
 Harvard Study: 1/3 US population eats seafood once per week
 Ocean fishery levels will plateau and eventually decline
 One solution for providing the US Population with fresh edible fish:
 Indoor Aquaculture utilizing existing, empty livestock building
 Previous project attempted this with Freshwater Prawns at the University of
Nebraska Lincoln-Agriculture Research Development Center (UNL-ARDC)
 Red Claw Aquatics (RCA) has an interest in using the existing facility for
future feasibility studies with Australian Red Clawed Crayfish

3. Executive Summary
 Red Claw Aquatics (RCA) received a
grant from Nebraska Soybean Board
 RCA has formed a partnership with the
University of Nebraska Lincoln-
Agriculture Research and Development
Center (UNL-ARDC)
 Rehabilitate and Upgrade the
Technology in an existing facility on the
grounds of the UNL-ARDC
 This project plan is for the Rehab and
Tech. Upgrades only, it will not cover
costs for feasibility studies

4. Integration Management
Scope
Time
Cost
Quality
HR
Communications
Risk
Procurement
Project
Management
Plan

5. Communications Management
 Stakeholders
 Performance Reporting
 Communications Plan

6. Communications Management
 Stakeholders
 Create Stakeholder Register
 9 individual stakeholders identified in project
 Determine their influence/interest
 Establish Issue Log & Change Request Log to track stakeholder interaction
 Performance Reporting
 Performance metrics from the other sections of the project management plan
 Project Manager will update them on a weekly basis to track project progress vs baseline
 Performance reports will track: schedule, cost, risk

7. Communications Management
 Communications Plan
 Work with stakeholders early on to understand their preferences for communication type &
frequency
 Create a Communications Schedule detailing type, frequency, and responsibility for
transmitting information
Sample of
Communications
Plan

8. Scope Management Plan
 Establishes the work required to rehabilitate the facility
 Describes the project assumptions, constraints, and exclusions
 Scope was defined through site visit , consultation with stakeholders, research
 Key deliverables
 Describes the project phases , deliverables, and acceptance criteria

9. Scope Management Plan
 Includes aWork Breakdown Structure for the project phases
 Includes aWBS Dictionary
 Establishes scope verification tasks
 Establishes scope control process

10. Human Resources Management
 Developed using theWBS and stakeholder register
 Assigns team member roles
Organization Chart

11.  Outlines team member responsibilities forWBS work packages.
 Establishes staffing management mechanisms and the chain of command.
 Provides a resource calendar
Human Resources Management

12. Human Resources Management
 Clarifies human resource employment rules for team members
 Provides a protocol for staffing release

13. Time Management Plan
 Schedule developed by breaking down work packages inWBS, usingWBS Dictionary
and creating activity list
 Provides baseline project schedule
 Includes methods used to measure, monitor and control schedule
 Indicates parameters for taking corrective action
 Considers lead times needed to procure equipment
 Includes lag times for potential unforeseen conditions for certain work packages based
on risk assessment of schedule activities
 Establishes clear process for change management

14. Project Schedule Summary

15. Cost Management Plan
 Developed using bottom up estimating process
 Established by utilizing schedule,WBS andWBS Dictionary
 Includes cost to rehabilitate and upgrade facility, equipment and salaries
 Provides project budget baseline
 Management Reserve and ConstructionContingency
 Outlines processes used to measure, monitor and control budget
 Monthly project expenditures
 Establishes clear process for change management

17.  Quality will be measured in the following ways:
 Physical work preformed
 Comparing the actual schedule or budget to the respective baselines
 Content and dissemination or reports
 Quality Management Plan Outlines:
 How Quality will be determined
 How Work will be accepted
 Necessary actions required by the Project Manager and project team
 Quality is the Ultimate Responsibility of the Project Manager!!!!
Quality ManagementQuality Planning

18. Quality Management
Quality Management Control
 Quality Checklist Document
 Must be completed by the PM, UNL-ARDC, and Matt Kaminski for each work package
prior to work being formally accepted
 Checklist Comments Document
 Any comments for acceptance or denial of work will be documented
 Status Reports
 Monthly reports generated by the PM updating the NBS status of the Budget and Schedule
 Weekly Meetings
 PM, UNL-ARDC, Matt Kaminski to discuss Schedule and Budget, and if any changed need to be
made to the project management plan.

19. Risk Management
 Risk Management Planning
 Risk Identification
 Risk Assessment – Qualitative
 Plan Risk Response
 Monitor and Control Risk

20. Risk Breakdown Structure

21. Risk Register
Risk Risk Category Probability Impact Risk Score
Risk
Ranking
Risk Response Trigger Risk Owner
Programming is incorrect for PLC upon system install and turn up Technical 8 9 72 1
Contact Vendor for programming fixwith report of
what is not working correctly in the current
programming
PLC does not function correctly during testing and
install based on programming requirements
provided to Vendor.
Vendor
Contractors (Carpenters, Electricians, or Plumbers) are unavailble to start
project on time
External 7 8 56 2
Work with UNL-ARDC to determine the new
availability and negotiate with them for outside
resources if they are not available.
UNL-ARDC reports that their staff will not be
available during the agreed upon schedule
UNL-ARDC
Source company for custom PLC program is unable to deliver within the
specified project timelines
External 6 9 54 3
Work with contigency Vendors to source the
required PLC programming
Source Vendor reports that they are unable to
deliver in the agreed upon trameframe
Project Manager
System can't be calibrated because of faulty or incorrectly spec'd system
component
Technical 5 9 45 4
Troubleshoot with assistance of Vendor to isolate
and replace the faulty or incorrect component
System continues to fail calibration on turn up Project Manager
Computer systems are shorted out because of dirty power at the facility External 7 6 42 5
Verify that the facility has ten adequte amount of
protected, clean surge protected power as
required.
Computer do not power on and the breaker and
power has been verified as functional
Project Manager
Damage to other electronics due to lack of a surge preventer/ protector External 6 7 42 6
Verify that the facility has ten adequte amount of
protected, clean surge protected power as
required.
Surge sensitive equipment begins to either
malfunction or perform at less then optimal specs
Project Manager
Force Majeure Event - e.g. Tornado destroying the building, lightning strike,
etc
External 4 10 40 7
verify that all items are secure inside of facilty,
critical items should be secured in a tornado
shelter is available.
Severe Weather Report Watch for the Mead, NE
area
http://www.disastercenter.com/tornado/rank.htm
Project Manager
Risk Identification Risk ResponseQualitative Rating
Sample of Risk
Register

22. Procurement Management
 Plan Procurement
 Conduct Procurement
 Administer Procurement
 Close Procurement

23. Procurement Component and Supply listing
Item to be purchased Area of Use Amount needed Spares Approx. $$ Amount Total Cost WBS # Preferred Vendor
Tank Liners Grow Out 8 rolls 20‘x25’ 1 roll 20‘x25’ $449.69 $4,047.21 3.1.1.1 Bestnest.com
Heaters for Tanks Grow Out 8 1 $300.00 $2,700.00 3.1.1.2 Lowes
Pumps for Heaters Grow Out 8 1 $180.75 $1,626.75 3.1.1.2 Pentair
Pumps for Bio. Filters Grow Out 8 1 $180.75 $1,626.75 3.1.1.3 Pentair
Sand Filter Grow Out 1 0 $1,000.00 $1,000.00 3.1.1.6 Pentair
Ceiling Fans and controls Grow Out 4 0 $250.00 $1,000.00 3.1.1.7 Farmtek.com
Carpenters time for install (HR) Grow Out 0 $50.00 $0.00 3.1.1.7 UNL-ARDC
Electricians time to wire (HR) Grow Out 0 $50.00 $0.00 3.1.1.7 UNL-ARDC
PLC System Grow Out 1 0 $8,000.00 $8,000.00 3.3 3E
Touch Screen Grow Out 1 0 $4,600.00 $4,600.00 3.3.1 3E
Computer for Office Office Area 2 0 $0.00 3.3.1
Programming TIme (HR) Grow Out 120 10 $100.00 $13,000.00 3.3 3E
Water Quality Needs $0.00
Oxygen/Temp Probes Grow Out 8 2 $597.00 $5,970.00 3.3.1.1 Pentair
Ph Probes Grow Out 8 2 $468.00 $4,680.00 3.3.1.1 Pentair
Signal Wire # of ft Grow Out 900 100 $2.91 $2,910.00 3.3.1.2 Pentair
Heater Timer components Grow Out 8 $0.00 3.3.1.1 3E
Auto Feeder Needs $0.00
7.5” Vibrating Feeders Grow Out 16 2 $143.80 $2,588.40 3.3.2.1 Pentair
Copier/Scanner/Fax Office Area 1 0 $200.00 $200.00 3.4.2 Office Depot
General Office Supplies Office Area 1 0 $300.00 $300.00 3.4.4 MYHead
Shop Tools Shop Area 1 0 $2,500.00 $2,500.00 3.5.2 My Head
Generator and switch Entire Facility 1 0 $3,500.00 $3,500.00 2.1.2.2, 3.6
Carpenters time for install (HR) Entire Facility 0 $50.00 UNL-ARDC
Electricians time to wire (HR) Entire Facility 0 $50.00 UNL-ARDC
Total $60,249.11

24. Questions