The document outlines the project plan for developing a food truck called Macchina Peck to expand the revenue streams of Peck Restaurant. Key details include: - The project will create a gastro food truck to provide Peck cuisine at various locations and events, with a budget of under €500,000 and completion by May 2017. - The project manager and core team are identified, along with goals of creating a new revenue stream, increasing market share and brand awareness. - An adaptive project life cycle will be used, with milestones and decision points, and buffer time built in to accommodate unexpected delays. - Stakeholder analysis identifies 17 stakeholders including owners, chefs, staff, customers and

1.
MACCHINA PECK
MGT 525 -­‐ PROJECT MANAGEMENT
CHRISTINE PETERSON & DR. EMANUELA GIREI
29.2.16
Rebecca Cadena
Ryan Crowell
Sandra Guerrero
Karrie Kolesar

2. Macchina Peck 2
TABLE OF CONTENT
PROJECT CHARTER 3
PROJECT PROCESS AND METHODOLOGY 5
SKILLS AND RESPONSIBILITIES OF PM 5
PROJECT INITIATION 6
CHART 1 – SCOPE STATEMENT 6
TABLE 1 -­‐ PROJECT MANAGEMENT TEAMS ROLES: 7
TABLE 2 -­‐ PROJECT MANAGEMENT TEAM CONFLICT ROLES: 7
STAKEHOLDER ANALYSIS 7
CHART 2 – RASIC MATRIX 10
CHART 3 – STAKEHOLDER ASSESSMENT 11
PLANNING 11
DIAGRAM 1 – ADAPTIVE PROJECT LIFE CYCLE 12
PRE-­‐MORTEM 13
CHART 4 -­‐ COMMUNICATION MATRIX 14
TABLE 3 -­‐ STAFF ORIENTATION PROJECT WORK BREAKDOWN STRUCTURE (WBS) 15
CHART 5 – WORK BREAKDOWN 16
DIAGRAM 2 – NETWORK DIAGRAM 16
CHART 6 – GANTT CHART 17
TABLE 4 – BUDGET BREAKDOWN 17
CHART 7 – ROI 18
TABLE 5 – RISK ASSESSMENT 18
CHART 8 & 9 -­‐ GANTT CHART COMPARISON WITH GOLDRATT PRINCIPLE’S 19

3. Macchina Peck 3
Project Charter
Project Name Macchina Peck
Start Date December 2016 End Date May 2017
Scope
Statement
(including out
of scope)
In order to expand revenue streams, Peck Restaurant will create a gastro food truck,
providing the Peck experience on the go at variable locations and events in Milan.
Opening by the end of May 2017, it will cost no more than $500,000. Out of Scope:
• Completing extraneous errands or jobs for the Peck restaurant that do not
directly relate to the food truck project, including but not limited to:
o Helping with restaurant inventory delivery
o General restaurant maintenance
o Website up-keep
o Restaurant POS system malfunction
o Covering shifts for staff
o Updating inspection/health codes for restaurant itself
• Once soft roll out is completed, the project team is not responsible for:
o Renewal reminders for any permits or inspection certifications
o Website editing
o Truck/appliance maintenance
Sponsor Core Team Members
• Peck Restaurant • Sandra
Project Manager • Karrie
• Ryan • Rebecca
Support
• Peck’s Chef, Other food truck owners
Goals and Objectives Scope
• A. Create a new revenue stream
• B. Increase market share
• C. Increase brand awareness
• D. First mover advantage (Gastro food
trucks)
• Please reference Chart 1 below
Criticality (A, B, C) Complexity (I, II, III, IV)
• B (as for the company) • III
Timing (+/- 20%) Budget (+/- 20%)
6 months including soft roll out
Please reference Table 2 below
485,396€ for a high end truck
Please reference Table 4 below
Deliverable Completion Criteria
Deliverable A: Food truck design Architectural renderings, structural design, design sign off
with approval of project team and Chef, sponsor sign off
Deliverable B: Menu Adapting restaurant menu, Narrow down menu to 8 signature
Profitability
60% Margin per meal, 40% profit with an estimated ROI in a year and a half. Please reference Chart 7.

4. Macchina Peck 4
items, sponsor sign off
Deliverable C: Staffing List and description of team players, have candidates for these
positions, creating schedule to have rotational staff
Deliverable D: List of Locations Completed by the end of the soft roll out, dependent on the
most popular locations, cross reference location points with
supporters
Deliverable E: Inventory Chef would sign off on inventory list
Deliverable F: POS Results of test
Deliverable G: Soft Roll Out Survey results and location analysis based on sales/staff
comments
Deliverable H: Final Final report
Assumptions / Constraints
1. Chefs would want to work at the food truck
2. People would want Gastro food off a food truck
3. Price competitively
4. Permits approval
5. Owner and chef will be easy to access
Risks
• A Changing the image of restaurant
• B Not quick enough ROI
• C Driving truck to location
• D Workers losing interest in the project
• Please reference Table 5 for a full risk assessment
Signed by
• Sponsor: Date:
• Project Manager: Date:

5. Macchina Peck 5
Project Process and Methodology
A numeric selection method, such as payback period as an economic assessment method, to see if the
amount of time needed to break even for the project is justifiable is useful for Macchina Peck. Since our
endeavor is a platform project, the project may be too risky to accept if the payback period is too long. To
decide if this project compares to another option, such as opening another restaurant, we can use the benefits
measurement model to see if the value outweighs the risks created from the endeavor. To our benefit, this
project is linked to create a new revenue stream, increase brand awareness and give us first mover
advantage.
Regarding methodology, we want to follow an adaptive project life cycle where we have a schedule that
provides milestones and decision points; our first milestone would be permit acquisition. We also have
ample buffer, especially towards the end, allowing for unexpected incidents to not delay the completion of
the project. Our extremely detailed budget provides accurate estimates of monetary expectations, giving way
to clarity. With clear documentation of our processes we will ensure that this process can be repeated at
another time. With all these aspects we make our process predictable, controlled and measurable.
Skills and Responsibilities of PM
The ideal Project Manager for Macchina Peck’s project would be detail oriented. This skill would be used
throughout all phases of this new venture, from initiation to the final deliverable, in order to have all
paperwork and permits processed properly. He or she would have to facilitate communication between
support groups and team members, in order to have a well-communicated objective from the start. When
dealing with health codes and state laws, one wrong decision could end the entire project. For instance,
being proactive in developing conversation and initiating dialogue between owners and chefs is critical for
the project manager, making sure each group’s needs are met and no groups repeat the same tasks. This
good communication helps ensure that the ideas of both parties are being understood and carried out to
completion.
The kick off meeting between all the involved groups will be another important step for the project manager
to ensure a successful starting point for the project. This meeting for Macchina Peck should offer an outline
of the agenda in advance, so that all participants are aware of a schedule ahead of time and can plan
accordingly. The agenda would include the estimated schedule breakdown with the objective of having the
entire team review, comment and agree on the timeline to assess practicality of goals and milestones. Having
this open discussion will also help clarify role expectations of team members, in case someone’s previous
experience or knowledge may prove more helpful than anticipated. Besides good communication skills, the
Project Manager would benefit in being an organizer and facilitator to keep track of progress for the team.
Another important skill of a Project Manager would include risk management. There will always be some
chance of unforeseen risk, but at least this skill enables the project manager to minimize the negative effects.

6. Macchina Peck 6
Project Initiation
A unified vision between owners, workers and the project management team is critical for this project. The
project team has reviewed the mission statement and objectives of Peck restaurant to be sure Macchina Peck
is formed with those goals in mind: “For over a hundred years Peck has been well established in the field of
high gastronomy, distinguishing itself for its unique proposals and for the attention constantly focused on the
customers. Respecting the tradition, but reinterpreting it in a modern way, we make sure that our services
become a true daily pleasure for you.” With chefs and the owner signing off on most steps from truck design
to menu to locations, all groups will work together to reach the final step: a fully operable food truck with a
planned, legal route for summer.
Chart 1 – Scope Statement
© VIRAK sarl 2013
Product description: A gastro food truck with a modern kitchen design that includes a skylight,
top brand appliances, and a full Peck inspired exterior.
Product acceptance criteria: Approved appliances by Chef, 20 possible locations, acceptance
criteria within these 20 locations based on sales that cover costs (break even point) as a
minimum, an order from start to finish should not take more than 7 minutes, amount of meals
sold, revenue per day, number of Facebook likes, re-Tweets, and website visit
Project deliverables: food truck design, food truck, inventory, staffing, menu completion,
schedule of operating hours, iPad survey for feedback during soft roll out, list of locations,
permits and health inspection certificate
Project exclusions: maintaining permits, continuation of Macchina Peck, maintenance after
completion of soft roll out period, training staff
Project constraints: Seasonality- the soft roll out will be in the pre-summer phase which may
mislead the team into choosing a location that does not see as much foot traffic come June.
Unforeseeable Costs- if the chef’s desired appliances are more than the allotted amount or
truck delivery costs more
Food quality- changing Peck’s food to “on-the-go” does not go as simply as planned, causing
for delay in time
Project assumptions: Chefs would want to work at the food truck, people would want Gastro
food off a food truck, price competitively, permits approval
Scope Statement Worksheet:

7. Macchina Peck 7
Table 1 -­‐ Project Management Teams Roles:
Roles Ryan Karrie Rebecca Sandra
Organizer √ √ √ √
President X
Doer √
Creative X √
Enlightener √
Evaluator
Finalizer X √
Co-Worker X X
Table 2 -­‐ Project Management Team Conflict Roles:
Roles Ryan Karrie Rebecca Sandra
Accommodate √√
Collaboration √ √ √
Compromise √ √ √ √
Avoiding
Competition √
Stakeholder Analysis
1. Project Management Team
• Wants
o a successful project
o good client relationship
• Needs
o To deliver food truck in proposed time and budget
• Expectations
o Work efficiently and with proper communication to accomplish task
2. Peck Owner
• Wants
o An easy, simple process from start to finish
o A low-cost, quick new project
• Needs
o A food truck that will properly represent the restaurant in an expanding market
• Expectations
o a successful new addition to the revenue stream
o a project management team to ease the process
3. Pixi Bar Owner
• Wants
o To help Macchina Peck team with as little involvement as possible
• Needs
o Collaboration for future
• Expectations
o Only communicated with efficiently
o Not to use information against him(as competitor)

8. Macchina Peck 8
4. Chef
• Wants
o Control over the new menu
o A chance to show creativity
o First choice in scheduling
• Needs
o To have their opinions on menu heard
o To have proper consideration for scheduling
o Considered for truck design
• Expectations
o Have all their opinions considered respectfully and seriously
o Be paid attention to
5. Servers
• Wants
o Not lose out on income
o Choice of scheduling
• Needs
o Not to be over or under worked
• Expectations
o The work experience in the truck should be at least comparable to the atmosphere and pay
of the restaurant
6. Peck customers
• Wants
o The traditional Peck experience quick, on the go, and hassle-free
• Needs
o Convenience, quality food
• Expectations
o A new Peck extension at a lower cost than restaurant
7. Prestige Truck Design
• Wants
o Clear design and explanations of the truck requirements
o Their opinions on the design heard
• Needs
o Well-communicated plan from the team with a reasonable budget and time constraint
• Expectations
o The project management team to come prepared with all the Peck departments
requirements that need to be considered—not to be constantly contacted with new
constraints
o One clear, assigned contact person
8. Permit Office
• Wants
o All paperwork handed in properly
• Needs
o To have all paperwork filled in completely and honestly
• Expectations
o That those filling out the papers can do so independently

9. Macchina Peck 9
9. Health Department
• Wants
o All paperwork handed in properly
• Needs
o To have all paperwork filled in completely and honestly
• Expectations
o Those filling out the papers can do so independently
10. Peck Shift Manager
• Wants
o To be considered promotion/new position
o To be involved in new project
• Needs
o Not to be forgotten during this exciting new endeavor
• Expectations
o To be given new opportunities
o To have their ideas considered
11. Web Developer
• Wants
o To understand new changes to be made to website
• Needs
o Clear description of their role and what will need to be updated
o Projected timeline up front
• Expectations
o Not to be constantly contacted with new tasks/improvements
o Only be contacted by one person when project is ready for this phase
12. Public Relations Department
• Wants
o To have the chance to participate or collaborate
• Needs
o Consulted on aesthetics with menu, truck, and website
• Expectations
o Have the opportunity to share ideas on how to market truck (design)
13. Accounting Department
• Wants
o To clearly understand what funds need to be dispersed and when
• Needs
o To have a clear contact to receive final information from
o Involved in inventory and product tracking
• Expectations
o Only be contacted when steps are final and budget is confirmed
14. Food/utensil supplier
• Wants
o To sell more food
o Reasonable new expectations
• Needs
o To have a clear understanding of expectations for the new demand
• Expectations
o To be used for the new need of food/supplies

10. Macchina Peck 10
15. Human resource department
• Wants
o Be a part of the new staff hiring/training/rotation
• Needs
o Updated with any new expectations for truck staff to add to hiring guidelines
o Understand how to incorporate new processes into company policy through clear
communication
• Expectations
o Have a weighted input on the new staff
16. Peck general manager
• Wants
o Consideration for advancement/pay raise
• Needs
o To have a clear framework developed to incorporate the new element into their current
responsibilities
o To be involved in the development of that framework
• Expectations
o To be properly compensated for any additional time or efforts needed
17. Peck regional manager
• Wants
o To only be consulted when needed
• Needs
o To have clear framework developed to incorporate the new element into their current
responsibilities (if any)
o To see the profitable aspects of the addition
• Expectations
o Easy transition to managing the new revenue stream
o Proper compensation (cuts) of sales
Chart 2 – RASIC Matrix

11. Macchina Peck 11
Chart 3 – Stakeholder Assessment
Planning
We would use the adaptive life cycle to have a strong focus on the client’s input as the project progresses.
Acknowledging that Peck is entering unfamiliar territory with the food truck addition, the project
management team recognizes the client may present new issues or needs for each step as the project begins.
Because the needs of the stakeholders are critical to the creation of Macchina Peck, allowing constant
communication ensures that most surprises and changes can be managed in an appropriate response time.
Each task would be set up to last a maximum of four weeks in order to keep the development of Macchina
Peck moving at a fast pace to be fully functional for the summer season.

12. Macchina Peck 12
Diagram 1 – Adaptive Project Life Cycle
Deilverable
Requirements
for
permit
Gather
paperwork
Apply
for
permit
Secure
permit
Deliverable
Consult
menu
op=ons
Discuss
with
Chef
Narrow
down
choices
Menu
design
draB
Final
menu
design
Deliverable
Plan
preliminary
truck
design
Match
with
working
menu
design
Architectural
renderings
Structural
design
Approval
and
sign
off
How
to
integrate
POS
Put
in
order
of
POS
Install
POS
Test
POS
Evaluate
Test
Deilverable
Deliverable
Plan
to
hire
and
train
staff
Define
new
posi=ons
Create
schedules
Train
addi=onal
staff
Evaluate
staff
service
Plan
to
receive
food
truck
Inspect
design
Test
appliances
Evaluate
test
results
Plan
the
soB
roll
out
Staff
and
inventory
check
Design
schedule
Run
through
the
menu
Profit
and
ques=onner
evalua=on
Deilverable

13. Macchina Peck 13
Pre-­‐Mortem
A. Permit does not go through
→ Understanding all the requirements of the permit before paperwork is sent in
→ Inquire office about any limits on truck quantity
→ Remain informed about limits
B. Permit goes through:
Prestige Food Truck cannot produce the truck
→ Have back-up truck designer research done
→ Thoroughly communicate plan with Prestige to ensure that they know all expectations
New Regulations for food trucks passed (hours of operation/location time constraints)
→ Stay informed on policies that are in the works that may affect the food truck operations that way
there is ample time to adjust
Chef quits the day before/no general Peck staff interest
→ Have more than one chef trained
→ Keep Peck staff motivated about the project by allowing room for their input, explaining the benefits
of working the truck, and providing possible job promotions
Food truck has fire
→ Showing all workers how to properly use the fire extinguisher
→ Helping staff fully understand fire safety/avoidance and how to handle these situation during training
Food truck crashes or gets crashed into
→ Practicing defensive driving
→ Marking the area clearly when parked
→ Map out routes to location changes, ensuring easiest transport
Appliance Malfunction
→ Sharing quick troubleshooting tactics with staff
→ Having an established relationship with a technician to call or come in
E. coli outbreak in our meat causes soft roll out to fail
→ Having full knowledge of food supplier and manufacturer chain
→ Having research on alternate suppliers in the area
→ Having a menu that is not dependent on one meat
Owner decides against food truck idea altogether
→ Keep owner involved in process to maintain motivation
→ Provide updates to show progress and future projections for success
Soft roll out shows little to no interest from customers
→ Making sure proper marketing sparks customer awareness
→ Training staff to know that they may have to do more than stand in the truck to get customers excited
at first
Locations too crowded/not enough parking space
→ Communicate with Pixi Bar owner to fully understand what to expect at locations
→ Have a team or staff member scope out each location before parking that day

14. Macchina Peck 14
Chart 4 -­‐ Communication Matrix
Choosing the adaptive life cycle approach encourages strong communication between the management team
and the rest of the groups involved in the project to ensure the success of Macchina Peck.
Audience Message Communication Type Frequency Messenger / Medium Primary Responsibility
Management Project status Report As needed (at least bi-
monthly)
Face-to-face and e-mail Project Manager
Changes to people, processes,
and technology
Verbal and written
Benefits of project
Impact of Macchina Peck on
Peck Restaurant image/brand
Roles and responsibilities
(Executive Sponsor) How
Macchina Peck's benefits can
be leveraged to the rest of The
Company
Project Team Project status Weekly update report
(including summary)
and meeting
Weekly - meeting to be
held on Mondays
Written report (e-mail)
and face-to-face
Project Manager
Changes to people, processes,
and technology
Project team needs
Major project barriers and
recommended solutions
Future
Management
Teams
Project activities and key
decisions
Wrap Up Meeting and
written report
Once, at completion Face-to-face and
written update report,
physical copy and via
email
Project Management
Team
Resolution of issues that could
not be handled by project team
Major Milestones
Roles and responsibilities
Capabilities of new system
Other people
concerned
How the department is changing
(people, process, technology)
Presentation and live-
discussion / facilitation
Four times (once at
high-level early in the
project life and once
before soft-roll out,
once before Macchina
Peck opening, and
finally at the completion
of opening and handing
Macchina Peck over to
Restaurnt
Management)
Live session Project Management,
Sponsor
Benefits of project
Impact of the project on the
organization
Project objectives, scope,
timings
Project status Bi-monthly Project Management
Team
Communication Matrix - Macchina Peck

15. Macchina Peck 15
Table 3 -­‐ Staff Orientation Project Work Breakdown Structure
(WBS)

16. Macchina Peck 16
Chart 5 – Work Breakdown
Diagram 2 – Network Diagram

17. Macchina Peck 17
Chart 6 – Gantt Chart
Table 4 – Budget Breakdown

18. Macchina Peck 18
Chart 7 – ROI
Table 5 – Risk Assessment

19. Macchina Peck 19
Chart 8 & 9 -­‐ Gantt Chart Comparison with Goldratt Principle’s