MGMT404 - FINAL PROJECT

TEAM B: Matthew Atkins, Denise Banda, Katie Barbour, Winston Barratt, Jessica Beach,
Gagandeep Bedi
February 26, 2015
DeVry University
Professor Allen Gray

SYCAMORE STREET COFFEE
2015 Growth Plan
Page 2 of 42
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY......................................................................................................................................... 3
2. PROJECT CHARTER ............................................................................................................................................... 4
3. PROJECT SCOPE STATEMENT.......................................................................................................................... 11
4. WORK BREAKDOWN STRUCTURE / PROJECT SCHEDULE (.MPP FILE) .............................................. 24
GNATT CHART................................................................................................................................................................ 29
5. RISK MANAGEMENT PLAN ................................................................................................................................ 29
RISK REGISTER .............................................................................................................................................................. 29
6. PROJECT SCHEDULE AND BUDGET WITH ASSIGNED RESOURCES ..................................................... 34
7. COMMUNICATIONS MANAGEMENT PLAN................................................................................................... 39
REFERENCES................................................................................................................................................................... 42

2015 Growth Plan
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1. Executive Summary
The coffee shop business is one all too familiar with mainstream America. From Starbucks and
Dunkin Doughnuts to your local corner coffee shop there are few differences between business
models. With the coffee business in the United States constituting a multibillion business there is
plenty of customers to serve. While the coffee business has remained basically the same for several
decades, there is one facet of the industry that has not yet been tapped. The self-service completely
customizable coffee shop represents a revolutionary approach to the way in which consumers view and
enjoy their coffee experience. To engage in a way to experience coffee differently presents an
opportunity to take market share from companies such as Starbucks. Creating a unique business model
and unforgettable store atmosphere, Sycamore Street Coffee has the ability to become a dominant
force in the coffee service business.
By creating an unparalleled customer service experience and a unique atmosphere which will enhance
the senses of our customers we will be effectively able to capture significant market share from our
competitors and drive revenues. Within 3 years of opening it is our goal to be the number one coffee
shop within the Chicago metropolitan area. Chicago offers a diverse demographic and vast urban
population for which Sycamore Street Coffee to begin its operations.
From our risk management planning process we have created contingency plans for any roadblocks
which my hinder Sycamore Street Coffee’s grand opening and our development of operations. With
credit financing via Northern Trust Corporation, we have secured the necessary financing to
considerably grow our business model in the first two years of operations. A review of the local
market and competitors within the River North District of Chicago shows little coverage from local
coffee shops. This creates a highly profitable situation for Sycamore Street Coffee as we construct our
first self-service coffee shop for all of Chicago to enjoy.
In preparation for the development of our business model we have formed an in-depth project charter,
scope statement, work breakdown schedule, budget, risk register, and communication plan for our
company. This documentation will help us secure future financing, attract investors, and help our
company develop a truly devoted culture of workers as we look toward the future to be the most
known self-service coffee company in America. Our estimations, planning, and budgeting indicates a
planned opening date of September 1, 2015.

2015 Growth Plan
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2. Project Charter
Project Charter: Sycamore Street Coffee
Project Name Sycamore Street Coffee Project
Number
Group B
Project Team Matthew Atkins, Denise Banda, Katie Barbour,
Winston Barratt, Jessica Beach, Gagandeep Bedi
Prioritization Immediate
Owner(s) Sycamore Street Coffee Corporation Start Date: Jan 5, 2015
Scheduled
Completion
Date:
Sept. 1, 2015
1. Mission/
Purpose
The purpose of this project is to create a concrete plan for Sycamore Street
Coffee’s first store located in Chicago. Our project aims to have all
responsibilities and tasks efficiently organized in order to plan the opening of
our business strategically and on schedule. Effective leadership and a highly
skilled team will ensure that all tasks are delegated appropriately and that all
work is completed with the highest degree of excellence. Strategically
located in the center of Chicago, Sycamore Street Coffee will rapidly
establish itself as known brand in the coffee shop industry. This will prove to
our investors and competitors that Sycamore Street Coffee is determined to
be mainstream in American culture. Our unique ability to achieve all
objectives will develop an unparalleled corporate culture and create a place
that is desirable for many to work. Creating a positive corporate culture is
essential to productivity and success. Sycamore Street Coffee will be
positioned to offer its customers value and a business model yet seen in the
industry.
Project
Description and
Project Product
Introduction & Background
The coffee shop business is a multibillion business with significant
opportunities in a virtually monopolized industry. Starbucks has a huge
portion of the market share of coffee shops within the United States with
virtually no competition. This creates a unique opportunity for a company
with a different business model which can take market share from Starbucks.
By offering our customers value and a unique new coffee experience this can
be done effectively in all parts of our business model.
Technical Description of Project

2015 Growth Plan
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Sycamore Street Coffee is a locally owned and operated coffee shop located
in the River North area of Downtown Chicago. Sycamore Street Coffee
prides itself on delivering the highest level of customer satisfaction to its
customers while offering a coffeehouse experience unparalleled in the
industry. To set ourselves apart from the competition, we offer complete
customization and self-preparation of each cup of coffee. In house ground
coffee beans paired with unique flavors, crèmes, and desserts will provide a
taste to customers that is unforgettable. In a market with steep competition
from rivals such as Starbucks, it is imperative that our brand stay original and
offer a one of kind experience. Our 24 hour business model provides
customers the ability to enjoy our products at any moment during the day.
This in effect will help sales from competitors that are normally closed.
Offering a wide selection of teas and dessert drinks will be essential to
attracting late night customers. By having moderate pricing that is
competitive to Starbucks we will be able to use the highest quality
ingredients while still maintaining high gross margins. The interior
atmosphere of Sycamore Street Coffee will be relaxing, calming, and inviting
for customers to stay for extended periods of time in order to fully enjoy their
experience. Work meetings, college study groups, and friend gatherings will
be encouraged in order to maintain a healthy flow of customers and a vibrant
atmosphere. Sleek modern décor with live warm fireplaces accompanied
with classical music will be very inviting to our client base.
Timeline
Our timeline for opening Sycamore Street Coffee’s first shop is scheduled
for September 2015. In order to obtain financing for our operations a strict
timeline must be prioritized to ensure we are ready to open at the beginning
of September 2015. To ensure success and that all financing, licensing,
operations, and construction is in order we have advised a monthly timeline
for this year in order to meet objectives. Our timeline is as follows:
January 2015: Business Charter & Proposal Completed
February 2015: Financial Analysis for investors complete
March 2015: Meet with engineers regarding proposed design
April 2015: Meet with real estate agents to find location
May 2015: Financing Secured, Begin Construction, Sign Lease
June 2015: Begin Marketing Campaign
July 2015: Begin training management and crew workers, purchase
all necessary equipment
August 2015: Heavy advertising campaign for open, Install all
necessary equipment, Construction Completed, Hiring/Training
Complete
September 2015: Ready for Open September 1st

2015 Growth Plan
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2. Objectives • Become selected as the "Best New Coffee Shop in the area" by the
Zagat Restaurant Guide within the first 3 months of operation. This
will be ascertained by offering unique value, experience, and
unparalleled customer service.
• To aspire for quality, character and excellence in all Sycamore Street
Coffee delivers. We will achieve this objective by providing the
highest level of customer satisfaction and delivering a corporate
culture of excellence.
• To serve the best quality and most interesting varieties of coffees,
teas, espresso drinks and accompaniments at all times to everyone.
High quality coffee products and fresh food will ensure this objective
is met.
• Strive to treat our customers respectfully as our guests; to offer our
guests service that is prompt, efficient, friendly, and relaxed. Highly
trained and well selected employees will uphold the values of
Sycamore Street coffee.
• Turn in profits from the business operations and maintain a 65%
gross margin. Obtaining the objective of high gross margins will be
achieved by good pricing, cost savings, and extensive financial
budgeting.
Business Need The purpose of this coffee shop is to bring a new atmosphere and availability
to the Downtown Chicago area. Our unique business model offers a service
unlike any other coffee shop. This shop will allow people to enjoy the
comfort of a hot beverage, baked goods, and welcoming atmosphere at any
time of the day. By being a self-service shop, no one will be excluded from
the availability. By offering a space for poetry readings will also bring
culture and new talent to the area as well. Culture and energy has proven to
be a vital success story in chains such as Starbucks and Potbelly. By inviting
culture within the store, people are attracted to use these types of stores as
gathering places with friends. This contributes to greater sales and
significantly benefits the bottom line. With Starbucks controlling a
significant portion of the market share for coffee shops, there is significant
profits to be made for a company that can set itself apart for them. The
unique ability for customers of Sycamore Street Coffee to make their own
lattes will attract customers from miles around to enjoy our originality and
one of a kind atmosphere. Sycamore Street Coffee Corporation will gain

2015 Growth Plan
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market share from Starbucks and enjoy the accrual of profits as the business
model expands. We want to offer customers a new one of kind experience
while delivering high quality coffee and unparalleled customer service.
Milestones
Project Deliverables Target Date Responsibility
Project Charter Approved Jan. 20, 2015 Project Manager
Project Stakeholders Approve Feb. 1, 2015 Project Manger
Project Plan Completed Feb. 4, 2015 Project Manager, Team Leader
Project Plan Approved Feb. 28, 2015 Project Manager
Project Team Assembled Mar. 15, 2015 Team Leader, Project Manager
Project Plans Initiated Mar. 30, 2015 Team Leader, Project Team, Project
Manager
Financing Obtained May 1, 2015 Project Manager
Project Plans Completed Aug. 1, 2015 Project Manager
Customer Acceptance of plan Aug. 15, 2015 Project Manager, Team Leader
Project Completion/Closeout Sept. 1, 2015 Project Manager
Budget With a planned $700,000 business line of credit, Sycamore Street Coffee will
have sufficient capital to complete construction, develop their business
model, buy inventory, hire staff, and develop operations in the Fiscal Year
2015. Furthermore, their line of credit offers sufficient capital to finance

2015 Growth Plan
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growth expansion and maintain healthy account balances to may fixed and
variable costs.
Estimated Labor $45000
Estimated Materials $250,000
Estimated Contractors $80,000
Estimated Equipment and
Facilities
$112500
Estimated Travel $10000
Total Estimated Cost $417,580
User Acceptance
Criteria
Milestone Deliverable Acceptance Criteria
Project Charter approved Completed Charter; all team
members inputs included.
Charter has been approved by:
Stakeholders, Design Team,
High level members of the
project team.
Project Stakeholders approved
the project
Financial/Business Portfolios
and Stakeholders analysis
submitted.
Stakeholders have reviewed
Financial breakdowns and
submitted all their inputs.
Project plan completed Projects Final Draft Team members; finance,
design, safety, legal have
finalized all documents with
signatures.
Project plan approved A Statement Of Work has
been issued, with performance
requirements.
SOW (Statement Of Work)
has all the necessary
signatures and notaries.
Project team assembled Project has been staffed by
qualified personnel.
All team members are fully
aware of their task and
obligations to the project and
Work Break Down Structure.
Project plans initiated Work Authorization has been
given by Legal Authority.
Form must include all
signatories.
*(see attached template)

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Customer acceptance of plan Business Plan Business Plan has been
amended to include any
changes to the project
Project completion/closeout Project Completion
Documents
Initiation/Implementation
activities and modifications
are complete.
The outcome of the Project is
documented along with and
AAR (After Action Report)
High-Level
Project
Assumptions
• The selected building will meet all City of Chicago Commercial
Zoning Ordinances.
• With the exception of minor repairs, the building will be ready for
commercial use.
• A building permit will be obtained for minor repairs.
• Building materials will be available for needed building repairs.
• Any safety and health inspections will be passed.
• A business license will be obtained by “Sycamore Street Coffee”.
• New coffee house equipment will be available for purchase.
• There will be candidates available for staffing the business.
• Parking will be available to customers.
• Security services and cameras will be installed for customer and
employee safety.
High-Level
Project
Constraints
• Commercial Zoning Ordinances regulating the building design,
electric, etc.
• The contingency of passing any electrical, structural, and safety
inspections of the building
• The contingency of passing a food and health inspection from the
Department of Health
• The budgeted amount for opening Sycamore Street Coffee
• Any deadlines and opening day of the business
• The building occupancy limit may restrict customers
• The building square footage may reduce availability of equipment
• The ease of access for customers to reach the building
• Crime rate’s effect on security and commercial insurance
• State and county business licensing
• City of Chicago recycling and waste ordinance
• City of Chicago fire codes and regulations
Exclusions and
Boundaries
Competition within the Chicago metropolitan area presents a significant
amount of direct and indirect competition. Our business model may be limited
by unprecedented competitors. Direct competition comes from other locally

2015 Growth Plan
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owned coffee shops and our mainstream competitor Starbucks. The boundaries
for our business model may be limited to our growth expansion plans. Due to
unforeseen regulator roadblocks, possible exclusions may include:
-The customer interface of coffee machines due to sanitation regulations
-The number of barista machines due to fire code and space availability
-Size of bathrooms due to space availability
-The use of in house food preparation due to regulations, food may possibly
have to be brought in from vendors
-The expansion plans for 5 more stores within 3 years may be scrapped due to
success or failures
-Our signage may not meet The City of Chicago signage codes
-24 hour operation may not be feasible in terms of revenue and labor costs
-Parking access and distance from subway and commercial buildings may
limit business. Our market research in the coming months will verify its
validity
Major Risks • Finding investors in high risk industry
• Project charter is approved by stakeholders with exception of budget
cut
• Budget cut can affect the length of the projects closeout
• Equipment/technology availability-e.g., electrical flow to rental or
easily operable machinery for customers..
• Obtaining a team with correct knowledge to build coffee shop and see
the project through
• Local competitor working on offering similar services and
introducing sooner
• Changes in project requirements
• Not enough budgeted for marketing
• Cut corners to meet deadline
• Permits and inspections postponed by City of Chicago
• Failure to achieve customer base
• Failure to maintain adequate financing
KEY STAKEHOLDERS
Project Manager
Authority Level
Matthew Atkins

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Project Core Team Denise Banda
Katie Barbour
Winston Barratt
Jessica Beach
Gagandeep Bedi
Subject Matter
Experts (SMEs)
(What resources will
you need with
special expertise?)
Consulting and accounting auditing by Deloitte
Financial risk management and banking services provided by Northern
Trust Corporation
APPROVALS
3. Type Name 4. Signature 5. Date
Project Manager Approval Matthew Atkins Jan. 18
2015
Customer/Sponsor Approval
3. Project Scope Statement
Project Scope Statement: Sycamore Street Coffee
Project Name Sycamore Street Coffee Project
Number
Group B
Project Manager
Team B:
Matthew Atkins
Denise Banda, Katie Barbour, Winston
Barratt, Jessica Beach, Gagandeep Bedi
Prioritization Immediate
Owner Sycamore Street Coffee Corporation

2015 Growth Plan
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6. Statement of
Work—Project
Description and
Project Product
Project Description
The purpose of this project is to create a concrete plan for Sycamore Street Coffee’s
first store located in Chicago. Our project aims to have all responsibilities and
tasks efficiently organized in order to plan the opening of our business strategically
and on schedule. Effective leadership and a highly skilled team will ensure that all
tasks are delegated appropriately and that all work is completed with the highest
degree of excellence. Strategically located in the center of Chicago, Sycamore
Street Coffee will rapidly establish itself as known brand in the coffee shop
industry. This will prove to our investors and competitors that Sycamore Street
Coffee is determined to be mainstream in American culture. Our unique ability to
achieve all objectives will develop an unparalleled corporate culture and create a
place that is desirable for many to work. Creating a positive corporate culture is
essential to productivity and success. Sycamore Street Coffee will be positioned to
offer its customers value and a business model yet seen in the industry.
The coffee shop business is a multibillion business with significant opportunities in
a virtually monopolized industry. Starbucks has a huge portion of the market share
of coffee shops within the United States with virtually no competition. This creates
a unique opportunity for a company with a different business model which can take
market share from Starbucks. By offering our customers value and a unique new
coffee experience this can be done effectively in all parts of our business model.
Sycamore Street Coffee is a locally owned and operated coffee shop located in the
River North area of Downtown Chicago. Sycamore Street Coffee prides itself on
delivering the highest level of customer satisfaction to its customers while offering
a coffeehouse experience unparalleled in the industry. To set ourselves apart from
the competition, we offer complete customization and self-preparation of each cup
of coffee. In house ground coffee beans paired with unique flavors, crèmes, and
desserts will provide a taste to customers that is unforgettable. In a market with
steep competition from rivals such as Starbucks, it is imperative that our brand stay
original and offer a one of kind experience. Our 24 hour business model provides
customers the ability to enjoy our products at any moment during the day. This in
effect will help sales from competitors that are normally closed. Offering a wide
selection of teas and dessert drinks will be essential to attracting late night
customers. By having moderate pricing that is competitive to Starbucks we will be
able to use the highest quality ingredients while still maintaining high gross
margins. The interior atmosphere of Sycamore Street Coffee will be relaxing,
calming, and inviting for customers to stay for extended periods of time in order to
fully enjoy their experience. Work meetings, college study groups, and friend
gatherings will be encouraged in order to maintain a healthy flow of customers and
a vibrant atmosphere. Sleek modern décor with live warm fireplaces accompanied
with classical music will be very inviting to our client base.
Our Product

2015 Growth Plan
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By offering a unique experience to our customers we can guarantee a successful
business model. Our customers will have the ability to utilize self-service espresso
machines to customize their own lattes. Pricing will be simplified based upon cup
size and espresso output. Since the customer will have the ability to create a latte
that is as sweet or strong as they like, they will experience a cup of coffee they have
never been able to have before. A creation of their own, a wonderful customization
enables our customers to enjoy whatever their heart desires. The customer will
begin with the cup size of their choice. Then they will move on to decide house
coffees, espresso drinks, iced coffee blends, hot teas, and cold tea drinks. There will
be a unique dedicated machine for each product. After the customer decides their
product, they will then have a variety of flavor choices. This can range from dark
roast coffee beans, to imported Ethiopian coffee, to herbal teas. The possibilities are
endless and our customers will be amazed at the unique flavors they will be able to
discover. From there their choices of milks, sugars, sweeteners and endless flavors
with certainly please their appetite. Whipped crème, chocolate, caramel, toppings
available as well. Perhaps the most unique feature for Sycamore Street Coffee will
be our pricing. To avoid confusion and escalate customer orders, their will only be
a flat pricing across the board for coffee, tea, and iced coffee drinks. This will
ensure a simplified menu, effortless transactions, and less confusion for our
customers. If our cashiers had to ask for every single ingredient the customer put in
their coffee, then this would create communication barriers and many
inefficiencies. In house baked goods will be also available. The offerings will give
our customers a variety of choices. For our coffee and drinks the prices will be low
enough to attract customers from our competitors but high enough to maintain
healthy gross margins. Perhaps our greatest proposition to our customers will be an
unprecedented 30 cent refills on all drinks. This will keep our customers coming
back for more and will enable them to stay at our stores for longer periods of time.
Our market research has indicated that 58% of customers that stay at Starbucks
locations for more than 45 minutes end up purchasing another item before they
leave. If we can attract social crowds, business workers, and students, Sycamore
Street Coffee will become a high growth company in the near future. Our value
proposition to our customers, the utilization of the best ingredients, and a simplified
ordering and payment process will ensure complete success in our business model.
Our Team
The entire project team is dedicated to the success of Sycamore Street Coffee
Corporation. To ensure success each member is assigned to a specific duty
regarding the opening of our business. Matthew Atkins is assigned to finance and
assumes the role of project manager. Denise Banda is assigned to inventory
ordering and deliveries. Katie Barbour will be assigned to marketing, real estate and
property management. Katie’s property management tasks will also consist of all
permit approvals. Winston Barratt will be assigned to Technology and equipment.
Jessica Beach will be assigned to furnishing and interior. Finally, Gagandeep Bedi
is assigned for team training, scheduling, and interviewing. All of human resource
development, processes, and onboarding will be handled by Mr. Bedi. By

2015 Growth Plan
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delegating all tasks appropriately we will ensure a prompt, organized, and efficient
opening of Sycamore Street Coffee’s first store.
Matthew Atkins: Project Manager, Director of Finance
Denise Banda: Inventory & Logistics Director
Katie Barbour: Marketing Director & Property Management
Jessica Beach: Operations Director
Winston Barratt: Technology Director
Gagandeep Bedi: Human Resource Director
Financing
All corporate banking for Sycamore Street Coffee will be conducted thru Northern
Trust Corporation. Northern Trust will provide us with basic banking services,
credit card processing, savings accounts, employee payroll accounting solutions,
and wealth management. Northern Trust will provide corporate financing in our
$700,000 revolving line of credit to start the business. This is made possible by
Northern Trust purchasing a 50% stake in our corporation to securitize our debt.
Deloitte Corporation will provide internal auditing, accounting services, and year
end accounting audits for our company. Furthermore they will provide consulting
business solutions as we grow and elevate our business model.
Marketing
All of our marketing initiative will consist of website creation, paper advertising,
and the use of social media. In effort to lower cost, all marketing initiatives will be
conducted in house. This will include the creation of a Facebook page, Yelp
account, and our own company website. As time progresses and revenues begin to
flow we then will move to more aggressive marketing.
Inventory
Our coffee suppliers will be directly from companies such as Intelligentsia Coffee
& Tea, Peet’s Coffee & Tea, and Green Mountain Coffee Corp. For our baked good
selection we will actually purchase local goods from vendors to create exquisite
pastries and desserts. Our in house bakers will create one of kind baked goods for
our customers daily. Keeping our suppliers local will save cost and reduce the need
for access inventory space.
For kitchen small wares, miscellaneous equipment, and other items we will utilize
The Web Restaurant Store online. They have fast shipping and very competitive
pricing. For office supplies, we will utilize quill.com to fulfill any necessary orders.

2015 Growth Plan
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Equipment & Installation
All point of sale equipment, internet, surveillance, cameras, and computer systems
will be installed by Lenovo Business Solutions. Although there is high cost
involved, this will ensure a well capable IT network that runs efficiently.
Furthermore, the ability to access their service technicians around the clock will
enable us to run a 24 hour operation virtually uninterrupted.
Kitchen equipment will be installed by local contracts to save on cost and will be
conducted during the latter part of the construction phase. This will give us plenty
of time to test all equipment to ensure it is working properly. For our coffee
machine installation, we will pay the manufacturer to install and show us how to
operate the machines. Since these machines are the lifeblood of our operation, we
must fully understand every aspect of them.
Staff/Management
Our human resource director will conduct all employee training in order to save
money and create a unique culture for our brand. Training will begin well in
advance of our open to ensure a staff that is professional, hard-working, and
dedicated. Having a fully prepared staff will ensure a smooth opening in the first
weeks of operation. Deloitte’s consulting team will review our human resource
department as part of their operations audit to ensure that we are operating
efficiently.
Real Estate & Design
Inland Real Estate owns the selected spot we have chosen to lease. The terms of
contract is a 5 year lease and allows us to completely modified the current space to
suit our needs. Jacobs Engineering has created our blueprints for design and
conduced the surveying of the structure to determine if all of our necessities will be
met. Our design will feature recycled materials that are environmentally friendly
and cost effective. Tishman Speyer will conduct the construction for our design and
will provide ongoing modifications and renovations as necessary.
Project Deliverables
Deliverable Provisions Delivery Date Quantity
Business Proposal Outline for all deliverables
January 30,
2015 1
Financial Analysis
Prepare financial analysis and model for
investors
February 20,
2015 1

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Interior Design Begin design of interior March 30,2015 1
Lease Agreement Sign Lease for Coffee Shop April 14, 2015 1
Marketing Proposal Present tangible marketing items-5 sources April 1,2015 1
Coffee shop
furniture Furniture delivered for interior/exterior May 1,2015 60 pieces
Bathroom Appliances, mirrors and paper holders May 1,2015 10 items
Kitchen appliances Food Storage, Cooking, Preparing, May 1,2015 20 items
Coffee, Tea
appliances Coffee appliances, Tea appliances May 1,2015 10 items
Office furniture Office furniture delivered May 15,2015 10 items
POS System Cash handling equipment delivered May 15, 2015 3 Units
Engineering Install all electrical appliances May 15,2015 2 people
Pluming Install all bathroom appliances May 15,2015 1 person
Training Begin training employees July 1,2015 15
City license Food/beverage, occupancy license August 1,2015 2
Fire Marshall
Approval Building approved and inspected August 2, 2015 1
Non-perishables
items Paper goods, kitchen, dining, office August 15,2015 300 units
Utensils Forks, Knifes, Spoons, and all kitchen utensils August 15,2015 200 total
Perishable items Food, coffee beans, tea leafs, creamer August 23,2015 100 units
Store Managers Employed and training complete
August 24,
2015 2
Store Staff Employed and training complete
August 25,
2015 15

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Project Objectives
• Become selected as the "Best New Coffee Shop in the area" by the Zagat Restaurant Guide
within the first 3 months of operation. This will be ascertained by offering unique value,
experience, and unparalleled customer service.
• To aspire for quality, character and excellence in all Sycamore Street Coffee delivers. We will
achieve this objective by providing the highest level of customer satisfaction and delivering a
corporate culture of excellence.
• To serve the best quality and most interesting varieties of coffees, teas, espresso drinks and
accompaniments at all times to everyone. High quality coffee products and fresh food will
ensure this objective is met.
• Strive to treat our customers respectfully as our guests; to offer our guests service that is
prompt, efficient, friendly, and relaxed. Highly trained and well selected employees will
uphold the values of Sycamore Street coffee.
• Turn in profits from the business operations and maintain a 65% gross margin. Obtaining the
objective of high gross margins will be achieved by good pricing, cost savings, and extensive
financial budgeting.
• Effectively gain market share from local coffee shops and nearby Starbucks locations within 1
sq. mile of our location
• Maintain monthly labor costs at 22% of sales including all hourly employees and management
• Attract private equity firm investment by pitching our plans and ideas for expansion to local
investors
• Long term goal to payoff $700,000 credit line within 5 years of operations
• Develop a unique and unparalleled corporate culture that creates a new standard for the entire
service industry. Customers and employees will enjoy a unique opportunity to experience
amazing customer service unmatched in the industry
Project Assumptions
• The selected building will meet all City of Chicago Commercial Zoning Ordinances.
• The selected location will provide an adequate customer base.
• With the exception of minor repairs, the building will be ready for commercial use.
• A building permit will be obtained for minor repairs.
• Building materials will be available for needed building repairs.
• Any safety and health inspections will be passed.
• A business license will be obtained by “Sycamore Street Coffee”.
Project Assumptions Continued
• New coffee house equipment will be available for purchase.
• There will be candidates available for staffing the business.

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• A training program will be in place for newly hired employees.
• Adequate inventory will be available for the opening.
• Public Parking but not reserved parking will be available to customers.
• Security services and cameras will be installed for customer and employee safety.
• Sycamore Street Coffee will establish itself as a Subchapter S corporation
• Sycamore Street Coffee will have its corporate name copyrighted
• Sycamore Street Coffee will have its custom latte names trademarked
• Sycamore Street Coffee will be the first in the industry to demonstrate its business model
separating itself from its competitors
Project Constraints
• Commercial Zoning Ordinances regulating the building design, electric, etc.
• The contingency of passing any electrical, structural, and safety inspections of the building
• The contingency of passing a food and health inspection from the Department of Health
• The budgeted amount for opening Sycamore Street Coffee
• Any deadlines and opening day of the business
• The building occupancy limit may restrict customers.
• The lot size may restrict future expansions
• The building square footage may reduce availability of equipment
• The ease of access for customers to reach the building
• Crime rate’s effect on security and commercial insurance
• State and county business licensing
• City of Chicago recycling and waste ordinance
• City of Chicago fire codes and regulations
• Availability of funding for emergency generator in the cases of power outages
• Parking Availability
• Location is a far distance from subway
• Location is far from heavy foot traffic on weekends
Exclusions

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• Exclusions to Sycamore Street Coffee include the following:
• Limited outdoor seating due to sidewalk space
• Single person bathrooms due to space constraints
• No preferred or dedicated parking spaces
• No loyalty rewards program until our brand is established due to high marketing costs
• High cost marketing initiatives will not be considered due to budget limitations
• None of our beverages will have similar names to Starbucks Brand drinks in order to avoid
copyright infringement and to keep our brand completely unique and original
• Our absolute maximum financing for the entire project budget is $700,000
• Company website will remain simple in order to market our business while simultaneously
lowering marketing costs
• Menu will not include specialty drinks only Fiji bottled water and our Coffee products. This
simplifies our business model and reduces the need for access refrigeration space
• Due to space limitations we will not stock pile a large amount of inventory. Therefore, just in
time inventory strategy must be utilized by our managers.
• To lower labor cost and avoid micromanagement, the store will have only one general manager
and one assistant manager
• Our coffee cups and product bags will not be custom branded in order to lower product cost.
After 6 months of operation, we will then consider customized branding.
Acceptance Criteria
Appearance
Guest
Comment
Was the appearance of the coffee shop inviting?
Was the coffee shop's location accessible?
Was parking readily available?
Dining
Was the dining area relaxing?
Did the dining area provide plenty of seating?
Were the pastries complimented by the drinks available?
Did the dining area look clean and free of empty dishes and trash?
Were the food and beverages served as required/expected?
Were any of the products served under cooked or over cooked?
Were the bathrooms clean and fully stocked?
Was the dining area fully stocked with utensils, condiments, mugs, glasses?
Does the coffee shop feel spacious?
Staff
Was the staff presentable?
Was the staff courteous and helpful to all you needs?
Product Use

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Were the appliances (coffee/tea maker) easily operable?
Were the instructions provided for each appliance easy to follow?
Was the description for the coffee of your choice accurate to what you experienced?
Was the description of the tea of your choice accurate to what you experienced?
Product Quality
Is the coffee hot?
Is the coffee good quality?
How does the coffee quality taste in comparison to our competitors?
Does the taste of our coffee leave a lasting impression?
Does our coffee experience meet and exceed your
expectations?
Marketing
How did you learn of the coffee shop?
Where you aware of the opening date?
Are you aware of the group gatherings at the coffee shop?
Entertainment
Does the coffee shop relate to your personality?
Did the coffee shop provide enough reading material?
Was the music appealing?
Was the culture of the store lively and vibrant?
Was the Wi-Fi easily accessible?
Technical Requirements
Licenses and Permits for Sycamore Street Coffee Corporation
The first technical requirement that is needed in order to open the coffee shop will be to contact
the city of Chicago to make sure that the building we choose is zoned properly for a coffee
shop. The types of permitting we will need for the business includes – zoning, inspections,
recurring inspections, and the Chicago Restaurant Tax. Zoning is important aspect of any
business and is done to ensure the safety, health, and protection of the general public. We can
check the zoning by looking up the address we select in the interactive zoning map that is
provided. Also, we can speak to a Business Affairs and Consumer Protection consultant (City,
2015).
Next, we have to file for a RFE license. This is a Retail Food Establishment. To acquire this
license we have to provide the name of our business, address, square footage, lease of property,
Illinois Business Tax number, Federal Employers Identification Number, Chicago Department
of Public Health Sanitation certificate, business registration information, and a photo ID. Many

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of these are explained below on how to acquire. There is a few we have to pay at the time of
acquiring the application, which is depended on square footage.
If the building is 0 to 4,500 sq. ft. the fee is $660.00.
If it is 4,501 to 10,000 then the fee is $880.00.
If the building is over 10,001 sq. ft. the fee is $1,100.00
(City, 2015).
In order to acquire a building permit for the renovations we are making we must contact the
Chicago Department of Buildings. They must inspect the building after we have submitted the
license application, but before we receive the license. We have to make sure that upon
inspection the building meets all new health, building, and fire code in order to pass. Even if
our building was previously a food establishment, codes could have changed (City, 2015).
Also, before we can acquire a business license, we must pass the public health inspection. This
focuses on food handling, product temperature, personal hygiene, maintenance, and pest
control. By this time, we need to have a rough menu put together for the health inspector as
well. Lastly, when we go to hang a sign for the company, we need to contact the Business
Affairs and Consumer Protection. They will grant us the Grant of Privilege Permit. Also, we
will need one addition permit for the sideway dining we will be offering. This permit is called
Sidewalk Café Permit. It runs from the season of March 1 to December 1 (City, 2015).
At the time of sending in our application for business, we will automatically be registered for
the Chicago Restaurant Tax. This tax is .25%. Also, we will need to comply with state and
federal compliance and are susceptible to recurring inspections throughout operation (City,
2015).
Equipment
The first type of equipment we will need for the coffee shop with be espresso equipment. The
type of coffee making I recommend getting for the business is called a Coffee Art Touch IT
with Fine steam. This espresso machine gives the ability to make cappuccinos, lattes,
macchiato, and coffee. It has an automated cleaning system, which will help with maintenance.
Lastly, with this type of machine we can offer two types of milk for the customers (Schaerer,
2013). I suggest we purchase two of these machines in order to keep customers moving and for
an easy flow of people. The average price of this machine is $16,800.00 to $18,400.00,
depending on exact specifics (Peach Suite, 2015).
An oven will be needed for baking the baked goods for the store. There should not be a high
volume of baked goods that we need to produce, so I am thinking that a Bakers Pride 55” triple
deck electric bake oven provided through Webstaurantstore.com, and will best support our

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baking needs. They are around $18,600.00 and we will only need one of them. Also, a
refrigerator will be needed as well. I have chosen the Avantco CFD-2RR 54” Reach in
Refrigerator for $1,959.00, which is offered through Websturantstore.com.
We would have to install a water softener for the whole business as a way to make sure the
equipment stays clear of minerals and build up. The company, I suggest we contact, would
Culligan. They have a wide variety of water softeners for different types of businesses. Also,
the company has been in business for over 75 years and has more than 180 dealers. By
installing a water softener will not only save the equipment, but it will also reduce utility bills
and labor/maintenance costs (Culligan, 2015).
Software/Security
The software that will work best with our business is called the Coffee Shop Manager HQ 3.0.
This program allows for the security of transactional sales, a menu, inventory, and labor
information on a central reporting system. Also, the already built in technology of this program
will allow us the ability to expand to more coffee shops as we grow in the future (Coffee,
2014).
This software offers several different types of programs and registers, but I feel the best fitting
for the company would be Mocha Touchscreen Package. This system includes:
• Coffee Shop Manager POS Software
o Menu Preparation
o Training
o Initial Month of Support Included
• Coffee Shop Manager Back Office
• Pioneer 15" Touchscreen Terminal with OEM licensed Windows 7
• Electronic Cash Drawer
• Additional Drawer Insert
• Integrated Magnetic Credit Card Reader
• Thermal Receipt Printer
The package is priced at $4195.00, and will also cover all operation programs needed for the
manager to keep track of things (Coffee, 2014).
For hardware we will utilize for the front of house point of sale system and the back of house
office is the Lenovo Think Server TS430. Additional monitors and hardware will be installed
by Lenovo Business Solutions.
In terms of security, I feel it would be best to go through a company like ADT, than to try
covering our own system. ADT offers protection against burglary, theft, and fire. An added

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bonus to this company is inventory temperature control, climate management, and small
appliance control. This system would allow us the ability to control every aspect of the
business as well as remain safe with 24/7 monitored security (ADT, 2015). We would have to
call them once we have acquired our building and have them inspect what type of set up to
install and give us a pricing based on that.
Furniture
The last thing we are in need of for the business is going to be furniture. For this, I suggest we
stay local and go to a store called American Hospitality Furniture and Wholesale Interiors, both
based in Chicago. They provide furniture for restaurants, hotels, and commercial. For the
outside seating, we should go for something comfortable but weather resistant. The Cape Cod
style from American would work best. They are a good look, modern, and very unique. A
perfect fit for the Chicago life style. We would need roughly 16 chairs for the seating of 8
people outside.
For the inside chair, we need several different types of chairs. I would say Baxton Studio
Halifax Beige Linen chairs for around the fire place from Wholesale. They offer a more
comfortable feel for those that are wishing to stay a while and read. The normal tables need
something that is a bit more resilient to coffee stains and busy flow. The chair that would work
best is the Midtown Diner Chair from American. It still has a high end feel, yet goes well with
the other chairs by the fire place. Lastly, we should place a nice couch by the fire place as well,
just to add a home feeling. I would suggest a Baxton Studio White Le Corbusier Petite Sofa
from Wholesale.
Lastly, we need tables. American Hospitality offers many different types of table tops and
bottoms. Therefore, I would find it in our best interest to go to the store and have them pull
together some samples for us to all agree on.
Dishware
The dishware we want to keep simple and along the lines of how the furniture is. Therefore,
Carlisle Kingline Melamine Dinnerware available on Webstaurantstore.com would be the best
fit for the cafe. We can get 9” plates that come in cases of 48 at $63, and discuss how many we
think will be needed right off the bat and color, once we decide on décor. They also offer
different types of trays that I think would be beneficial to get as well, just to add ease to
customers.
Miscellaneous
We will need some wire and solid shelving as well for storage in the back for baking. The best
type would be a Cambro Camshelving Unit with 5 shelves. They are $509 a piece and 4 will be
essential to begin.

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The last technical things we should need for the business would the small things needed for
baking, all the perishables, disposables items, and so forth. All of these items can be found on
Webstaurantstore.com and will help guide us through what things we still need as well.
APPROVALS
Type Name Signature Date
Project Manager Approval
Matthew Atkins Jan. 25, 2015
Customer or Sponsor
Approval
4. Work Breakdown Structure / Project Schedule (.mpp file)
WORK BREAKDOWN SCHEDULE
Task Name Duration Start Finish
Sycamore Street Coffee
Corporation
308 days? Fri 1/2/15 Tue 3/8/16
Business Charter Created 14 days Fri 1/2/15 Wed 1/21/15
Team task assignments 3 days Fri 1/2/15 Tue 1/6/15
Financial Planning &
Investment
45 days? Fri 1/2/15 Thu 3/5/15
Aquire Financing 30 days Fri 1/2/15 Thu 2/12/15
Create Articles of
Incorporation
5 days Fri 1/2/15 Thu 1/8/15
Create financial projects 30 days Fri 1/2/15 Thu 2/12/15
Create investor presentation 30 days Fri 1/2/15 Thu 2/12/15
Meet with investors 1 day Fri 1/2/15 Fri 1/2/15
Budget Analysis 45 days Fri 1/2/15 Thu 3/5/15
Research Costs 45 days Fri 1/2/15 Thu 3/5/15
Break/even analysis 45 days Fri 1/2/15 Thu 3/5/15
Net present value 45 days Fri 1/2/15 Thu 3/5/15
Develop budget 45 days Fri 1/2/15 Thu 3/5/15

2015 Growth Plan
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Banking 1 day? Fri 1/2/15 Fri 1/2/15
Create corporate bank
accounts
1 day? Fri 1/2/15 Fri 1/2/15
Deposit funds 1 day? Fri 1/2/15 Fri 1/2/15
Establish business credit line 1 day? Fri 1/2/15 Fri 1/2/15
Credit card processing 1 day? Fri 1/2/15 Fri 1/2/15
Inventory 116 days Wed 4/1/15 Wed 9/9/15
Office Supplies 20 days Mon 6/1/15 Fri 6/26/15
Furniture 92 days Sat 4/11/15 Sat 8/15/15
Prepare specifications 10 days Mon 4/13/15 Fri 4/24/15
Prepare evaluation criteria 10 days Mon 4/13/15 Fri 4/24/15
Evaluate vendor responses 10 days Mon 4/13/15 Fri 4/24/15
Purchase furniture 90 days Mon 4/13/15 Fri 8/14/15
Provide facilities 60 days Mon 4/13/15 Fri 7/3/15
Issue purchase order 1 day Mon 8/3/15 Mon 8/3/15
Hardware 60 days Fri 5/1/15 Thu 7/23/15
Prepare specifications 1 day Fri 5/1/15 Fri 5/1/15
Prepare evaluation criteria 1 day Fri 5/1/15 Fri 5/1/15
Evaluate vendor responses 1 day Fri 5/1/15 Fri 5/1/15
Purchase hardware 1 day Fri 5/1/15 Fri 5/1/15
Issue purchase order 1 day Fri 5/1/15 Fri 5/1/15
Software 30 days Wed 4/1/15 Tue 5/12/15
Prepare specifications 1 day Wed 4/1/15 Wed 4/1/15
Prepare evaluation criteria 1 day Wed 4/1/15 Wed 4/1/15
Evaluate vendor responses 1 day Wed 4/1/15 Wed 4/1/15
Purchase software 1 day Wed 4/1/15 Wed 4/1/15
Issue purchase order 1 day Wed 4/1/15 Wed 4/1/15
Inspections 3 days Tue 8/25/15 Thu 8/27/15
Prepare acceptance testing 3 days Tue 8/25/15 Thu 8/27/15
Condu ct acceptance tests 3 days Tue 8/25/15 Thu 8/27/15
Prepare revisions from
acceptance tests
3 days Tue 8/25/15 Thu 8/27/15
Provide prepared facilities 3 days Tue 8/25/15 Thu 8/27/15
Conduct site visit and
reference checks
3 days Tue 8/25/15 Thu 8/27/15
Customer Service 45 days Tue 6/30/15 Mon 8/31/15
Conduct training 45 days Tue 6/30/15 Mon 8/31/15
Acceptance testing 45 days Tue 6/30/15 Mon 8/31/15
Prepare acceptance criteria 45 days Tue 6/30/15 Mon 8/31/15
Conduct acceptance tests 45 days Tue 6/30/15 Mon 8/31/15
Prepare revisions from
acceptance tests
45 days Tue 6/30/15 Mon 8/31/15
Food 94 days Fri 5/1/15 Wed 9/9/15
Prepare specifications 30 days Fri 5/1/15 Thu 6/11/15
Prepare evaluation Criteria 30 days Fri 5/1/15 Thu 6/11/15

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Evaluate vendor responses 30 days Fri 5/1/15 Thu 6/11/15
Purchase Goods 30 days Thu 7/30/15 Wed 9/9/15
Provide facilities 7 days Wed 7/1/15 Thu 7/9/15
Issue Purchase order 1 day Sun 8/30/15 Sun 8/30/15
Operations 64 days Fri 1/2/15 Wed 4/1/15
Aquire Facility 64 days Fri 1/2/15 Wed 4/1/15
Research local real estate 60 days Fri 1/2/15 Thu 3/26/15
Meet with real estate agents 21 days Sun 2/1/15 Fri 2/27/15
Find suitable locations 30 days Sat 2/14/15 Thu 3/26/15
Conduct market research to
find best possible location
45 days Sun 1/11/15 Thu 3/12/15
Sign Lease 1 day Wed 4/1/15 Wed 4/1/15
Engineering 22 days Sun 1/25/15 Tue 2/24/15
Meet with Jacobs Engineering 7 days Sun 1/25/15 Mon 2/2/15
Review blueprints 14 days Sun 2/1/15 Wed 2/18/15
Approve designs 5 days Wed 2/18/15 Tue 2/24/15
Equipment 60 days Sun 3/15/15 Thu 6/4/15
Purchase espresso machines 60 days Sun 3/15/15 Thu 6/4/15
Purchase kitchen appliances 60 days Sun 3/15/15 Thu 6/4/15
Purchase Furniture 60 days Sun 3/15/15 Thu 6/4/15
Purchase bathroom fixtures 60 days Sun 3/15/15 Thu 6/4/15
Purchase lighting fixtures 60 days Sun 3/15/15 Thu 6/4/15
Purchase sanitation equipment 60 days Sun 3/15/15 Thu 6/4/15
Purchase kitchen smallwares 60 days Sun 3/15/15 Thu 6/4/15
Purchase misc. items 60 days Sun 3/15/15 Thu 6/4/15
Human Resources 74 days Mon 6/1/15 Thu 9/10/15
HR Paperwork 29 days Sat 8/1/15 Thu 9/10/15
ID Cards 30 days Sat 8/1/15 Thu 9/10/15
Government Tax Forms 30 days Sat 8/1/15 Thu 9/10/15
Applications Completed 30 days Sat 8/1/15 Thu 9/10/15
Background Checks 30 days Sat 8/1/15 Thu 9/10/15
Drug Screening 30 days Sat 8/1/15 Thu 9/10/15
Time Off Requests 30 days Sat 8/1/15 Thu 9/10/15
Termination Papers 30 days Sat 8/1/15 Thu 9/10/15
Employee Benefits 7 days Mon 6/1/15 Tue 6/9/15
Health Insurance if they
work more than 32 hours per week
7 days Mon 6/1/15 Tue 6/9/15
401K 7 days Mon 6/1/15 Tue 6/9/15
Employee Relations Hotline 7 days Mon 6/1/15 Tue 6/9/15
Employee Recognition
Awards
7 days Mon 6/1/15 Tue 6/9/15
Discounted Coffee 7 days Mon 6/1/15 Tue 6/9/15
Lunch Breaks 7 days Mon 6/1/15 Tue 6/9/15
Paid Holidays 7 days Mon 6/1/15 Tue 6/9/15
Training 10 days Tue 8/18/15 Mon 8/31/15

2015 Growth Plan
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POS 2 days Wed 8/19/15 Thu 8/20/15
Espresso Making 3 days Fri 8/21/15 Tue 8/25/15
Machine Operation 2 days Tue 8/25/15 Wed 8/26/15
All Drinks 2 days Thu 8/27/15 Fri 8/28/15
Baked Goods 2 days Thu 8/27/15 Fri 8/28/15
Customer Service 2 days Fri 8/28/15 Mon 8/31/15
Safety 2 days Fri 8/28/15 Mon 8/31/15
Security 2 days Fri 8/28/15 Mon 8/31/15
Management 48 days Wed 7/1/15 Fri 9/4/15
Recruiting 14 days Wed 7/1/15 Mon 7/20/15
Interviews 7 days Wed 7/1/15 Thu 7/9/15
Accelerated Training 14 days Sat 8/1/15 Wed 8/19/15
Teamwork building 7 days Wed 8/19/15 Thu 8/27/15
Conflict Resolution 7 days Thu 8/27/15 Fri 9/4/15
Technology/IT 133 days Sun 2/1/15 Wed 8/5/15
Establish Bids for IT work 31 days Sun 2/1/15 Fri 3/13/15
Lenovo Business Solutions 30 days Mon 2/2/15 Fri 3/13/15
IBM 30 days Mon 2/2/15 Fri 3/13/15
VMWare 30 days Mon 2/2/15 Fri 3/13/15
Symantec Corporation 30 days Mon 2/2/15 Fri 3/13/15
Purchase Equipment 17 days Wed 7/1/15 Thu 7/23/15
Cisco Surviellence
Equipment
17 days Wed 7/1/15 Thu 7/23/15
Lenovo Tablets 17 days Wed 7/1/15 Thu 7/23/15
Lenovo POS System 17 days Wed 7/1/15 Thu 7/23/15
Printers 17 days Wed 7/1/15 Thu 7/23/15
Wiring 17 days Wed 7/1/15 Thu 7/23/15
Installation of all IT
equipment
7 days Tue 7/28/15 Wed 8/5/15
Lenovo Business Solutions 7 days Tue 7/28/15 Wed 8/5/15
Marketing 287 days Sun 2/1/15 Tue 3/8/16
Market Research 60 days Sun 2/1/15 Thu 4/23/15
Evaluate the area to see local
coffee shops
30 days Mon 2/2/15 Fri 3/13/15
Create suvery and needs
analysis from customers
30 days Mon 2/2/15 Fri 3/13/15
Research Advertising Cost 16 days Sun 3/1/15 Fri 3/20/15
Contact local papers 30 days Mon 2/2/15 Fri 3/13/15
Price print ads 30 days Mon 2/2/15 Fri 3/13/15
Research web design
companies
30 days Mon 2/2/15 Fri 3/13/15
Research yellow page
websites to establish fees
30 days Mon 2/2/15 Fri 3/13/15
Test Markets 51 days Sat 2/28/15 Fri 5/8/15
Distribute surveys/analyze
data
60 days Sun 2/1/15 Thu 4/23/15

2015 Growth Plan
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Analyze local coffee shops
further with new data
60 days Sun 2/1/15 Thu 4/23/15
Establish Social Media 21 days Sun 3/1/15 Fri 3/27/15
Establish a relationship with
a web design company
14 days Mon 3/2/15 Thu 3/19/15
Begin Facebook account 14 days Mon 3/2/15 Thu 3/19/15
Begin Twitter account 14 days Mon 3/2/15 Thu 3/19/15
Begin Yelp and Yellow
pages
14 days Mon 3/2/15 Thu 3/19/15
Establish Print Media 257 days Mon 3/16/15 Tue 3/8/16
Start running ads in Chicago
Tribune
180 days Wed 7/1/15 Tue 3/8/16
Hang posters in subways and
pass out flyers
7 days Wed 7/8/15 Thu 7/16/15
Design Logos 55 days Sun 2/1/15 Thu 4/16/15
Contact graphic designers
for ideas
14 days Sun 2/1/15 Wed 2/18/15
Research local art in the area
for ideas
45 days Sun 2/15/15 Thu 4/16/15
Design Signage 125 days Sun 3/1/15 Thu 8/20/15
Contact graphic designers
for development
4 days Sun 3/1/15 Wed 3/4/15
Price out prints 7 days Fri 5/1/15 Mon 5/11/15
Price out building neon sign 12 days Mon 3/2/15 Tue 3/17/15
Distribute signage 3 days Tue 8/18/15 Thu 8/20/15
Trail Run of Store Operations 1 day Mon 8/31/15 Mon 8/31/15
Store Opening 1 day Tue 9/1/15 Tue 9/1/15

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GNATT CHART
5. Risk Management Plan
RISK REGISTER
ID Risk Name Risk Description Impact
Probabili
ty
Risk
Ranking
Positive/
Negativ
e
Proactive Response Plan
Trigger
Event
Reactive Contingency Plan
1
FINANCE:
Insufficient
Financing
If we do not secure
necessary financing
for operations, then we
cannot complete the
project.
VH H Red Negative
Creating a successful investor
presentation for our creditors is
essential for obtaining financing.
Furthermore, creating accurate
financial projections and accurate
data collection is necessary for
complete and valid reports
Rejection of
our business
plans and
financial
models
Create more conservative
assessments and access other
groups of investors. By presenting
our presentation to multiple
investors we can ensure that
funding will be secured.
Start
Fri 1/2/15
Februar March April May June July August September Octobe
MGMT 404 WEEK 4 WBS
Fri 1/2/15 - Tue 3/8/16
Sycamore Street Coffee Corporation
Fri 1/2/15 - Tue 3/8/16
Busine
ss
T
e
Financial Planning &
Investment
Aquire Financing
Fri 1/2/15 - Thu
Budget Analysis
Fri 1/2/15 - Thu 3/5/15
B
a
Operations
Fri 1/2/15 - Wed 4/1/15
Engineering
Sun 1/25/15
Technology/IT
Sun 2/1/15 - Wed 8/5/15
Establish Bids
for IT work
Marketing
Sun 2/1/15 - Tue 3/8/16
Market Research
Sun 2/1/15 - Thu 4/23/15
Design Logos
Sun 2/1/15 - Thu 4/16/15
Test Markets
Sat 2/28/15 - Fri 5/8/15
Resear
ch
Establish
Social
Design Signage
Sun 3/1/15 - Thu 8/20/15
Equipment
Sun 3/15/15 - Thu 6/4/15
Establish Print Media
Mon 3/16/15 - Tue 3/8/16
Inventory
Wed 4/1/15 - Wed 9/9/15
Human Resources
Mon 6/1/15 - Thu 9/10/15
E
m
Management
Wed 7/1/15 - Fri 9/4/15
Purchas
e
In
st
HR Paperwork
Sat 8/1/15 - Thu
Trai
nin
T
r
S
t
Today

2015 Growth Plan
Page 30 of 42
2
FINANCE: Low
Revenues
If our company fails to
attract customers and
generate revenue, then
we will not be able to
sustain operations.
VH H Red Negative
Advertising more and promoting
the business can help ensure that
we create a customer base.
Marketing is essential to attracting
customers which will in return
create revenues. A unique and
unparralled experience will attract
customers
Customers do
not show up
to generate
revenues.
Revitalize our marketing plan to
attract customers. Conduct market
research to better understand our
customer base. Utilize television,
billboard, and social media to find
more customers.
3
FINANCE: High
Gross Margins
If we have higher than
expected gross
margins, then we can
pay off debt.
L L Green Positive
Correct financial planning
combined with cost savings, low
food cost, low labor cost will
create a situation where gross
margins will be significantly
higher.
End of
quarter
financial data
If gross margins are much higher
than expected, we can use the
extra money to pay off debt and to
help finance future expansion.
4
FINANCE:
Private Equity
Investment
If a private equity firm
invests in our
company, then we can
expand the company.
VH VL Yellow Positive
To attract private equity
investment our company must
adhear to high standards and
create a brand for ourselves.
Furthermore, we must penetrate
our market and have proper
financial analysis and planning.
Excellent
sales
performance
and growth
potential
If we were to receive private
equtiy investment, our company
will expand to new locations
rapidly.
5
FINANCE: IRS
Audit
If the IRS audits our
accounting records,
then we could face
fines if they are not
accurate.
VL VL Green Negative
IRS may randomly audit our
accounting books at any time. To
prevent any risk, we must ensure
accurate record keeping, check
images, documentation of
spending, and tax receipts.
IRS Audit
after yearly
tax returns
are submitted
Keep sufficient books and
accounting practices so that the
IRS will have a clean audit of our
company.
6
FINANCE: High
Labor Costs
If labor costs are
unexpectantly high in
relation to sales, then
we will not have an
accurate budget for
labor.
M M Yellow Negative
To prevent high labor costs our
managers must ensure that all
employees are being utilized
100%. Furthermore, they must
schedule their crew appropriatley
to cover the store during busy and
slow times.
High labor
costs in the
end of the
week sales
report.
Coach managers on effective
labor management.
7
FINANCE: Low
Interest Rates
If the interest rates on
our revolving line of
creditlower, then we
are able to pay if off
quicker.
M M Yellow Positive
By having sound financial
statements, sufficient assets, and
low liabilities this can help secure
financing at low interest rates.
Securing
Financing
By keeping a low debt to equity
ratio we will receive credit at low
rates. Continued low rates for our
business will lower lending cost
and increase our ability to expand.
8
INFORMATION
TECHNOLOGY:
System Breech
If someone gains
unauthorized access
into our data system,
then destruction or
disclosure of sensitive
information is
possible.
H H Red Negative
A vulnerability assessment that
will require the implementation of
additional measures as the become
available or when the budget can
accommodate it.
Intrusion
event or
other such
attack
Isolated Attack, secure sensitive
assets.
9
INFORMATION
TECHNOLOGY:
Inadvertent
mistakes
If there are errors in
the implementation of
Software/Technology,
the project would be
delayed.
M M Red Negative
Resource Loading should specify
the need for quality assurance.
Remissions
in Scope
Establish a finish-to-start
dependency
10
INFORMATION
TECHNOLOGY:
Interruptions in
service
If an unforeseen
disaster, either Natural
or Human error,
occurs, then the
project would be
delayed or canceled.
L L Red Negative
Draft a Disaster Preparedness Plan
with contact information for
Local, State and Federal
authorities.
Inclement
Weather;
Flooding/Po
wer Outage,
Construction
Mishaps
In the event of a Natural disaster
contact proper authorities, wait for
instructions, otherwise find
human source of disruption.
11
INFORMATION
TECHNOLOGY:
Scope Conflict
If there is a failure to
adhere to system
specifications and
guidelines during
installation of
Technology, then there
will be a project delay.
VL VL Green Negative
Project Scope/Charter must be
Cleary articulated to staff, demand
feedback from Team Members on
aspects of the Project that may not
be too clear.
Oversights
from
scheduling
conflicts
Adjust Schedule to accommodate
modifications
12
INFORMATION
TECHNOLOGY:
Malicious code
If worms, Trojans,
Phishing, Social
Engineering attempts
affect the system, the
hardware may need
replacement.
H H Red Negative
Run Systems Security checks
daily; Updates, Patches.
Lack of
System
Security
Measures or
Updates
Disrupt Service to prevent
problem from spreading, add
resources as needed
13
INFORMATION
TECHNOLOGY:
Outmoded
Technology
If the technology used
is outdated, then it will
not run as fast or have
the same capability of
newer technology.
M M Green Positive
Be ready to implement new assets
as they become available
Life of
Equipment
has run it's
course
Work with current assets to the
extent that it doesn’t not interfere
with work

2015 Growth Plan
Page 31 of 42
14
INFORMATION
TECHNOLOGY:
Technology/IT
Oversights
If there are system
vulnerabilities, then it
can lead to a need for
greater security
measures.
H H Yellow Positive
Maintain and Review Logs of all
Critical events.
Detection of
Suspicious
Activity
If all appropriate security
measures are in place
15
INFORMATION
TECHNOLOGY:
Routine IT
Security
assessments
If managers gain better
purview of the
effectiveness of
System
Countermeasures, then
they can take action
accordingly.
H H Yellow Positive
Ensure Contingency Reserves are
available to offset the cost of
additional Countermeasures
Systems
Disruptions
Convene Emergency meeting with
a detailed description of what
occurred and what the most
effective response should be
16
INFORMATION
TECHNOLOGY:
Stakeholder
If there are
stakeholders, then
confidence in
expectations grows
from “Crashing
Project” or “Fast
tracking”
L M Yellow Positive
Cost Estimation should include
accurate Breakdown of reserve
plans
Stakeholders
modifications
to Project
Scope
Adjust Project Scope and
Portfolios
17
INFORMATION
TECHNOLOGY:
Scope Reduction
If there are omissions
in specifications, then
there can be a
reduction in
vulnerabilities
L H Yellow Positive
Resource Loading should account
for possible changes to WBS
New
information
on System
Vulnerabiliti
es becomes
available
Resources should be ready to
make Schedule modifications
18
HUMAN
RESOURCES:
Employee
paperwork is
Critical for
opening the coffee
shop
If new hires do not file
their paper work, then
there will be a project
delay.
VH H Red Negative Must be collected in August
The store
will not open
on time
Collaborate with employees to
ensure paperwork is completed.
Force employees to fill out
paperwork at first meeting.
19
HUMAN
RESOURCES:
Coffee barista
must hold food
handler permits
If new hires do not
obtain their food
handler permits, then
they will not be
allowed to work
during store opening.
VH H Red Negative
The employee will not work till
they receive the certificate
The customer
service could
be sub-par.
The position would be posted as a
job opening.
20
HUMAN
RESOURCES:
Short staffed on
the opening day
If employees do not
show up to work
opening day, then the
store will be short-
staffed.
VH VH Red Negative The employee will get a warning
The customer
service could
be sub-par.
All the employee will have to
work harder to cover that barista
position
21
HUMAN
RESOURCES:
Background and
drug checks
If a third
party conducts
background checks on
new hire candidates,
then the checks may
cost more than the
budgeted amount.
VH M Yellow Negative
May be denied employment if
they don’t pass
The store
will not open
on time
Will have to pick the second
candidate off the short list.
22
HUMAN
RESOURCES:
Training Critical
for employees to
prepare the same
drinks and for
equipment
If the products are
made wrong, then it
will hurt business and
create bad public
relations.
M M Yellow Positive
One week of training on all coffee
drinks and food
If the
employee is
not trained,
there will be
no
consistency.
Will have to pick the second
candidate off the short list.
23
HUMAN
RESOURCES:
Training Critical
for manager
If managers are not
properly trained, then
they will not know
how to deal with
trouble employees.
M M Yellow Positive
Keep employee moral up,
organize operations, instill
teamwork, control payroll cost
and food cost.
Operations
become out
of control
Have direct oversight from
owners as the store opens up.
24
MARKETING:
Wrong name/logo
If customers do not
like our name/logo,
then they could be
mentally turned away
from our shop.
H VL Yellow Negative
1. Research the area we are
opening in and have the name tie
in. 2. Contact local artists to see
what the taste is of the area.
Passing out
flyers,
putting up
the business
sign.
Try to spin the name in a positive
manner.
25
MARKETING:
Survey
If customers are
unwilling to take the
survey for evaluating
other cafes, then we
will not get feedback.
L H Yellow Negative
1. We can explain how important
this is to the economy of the area.
2. Offer special offers to those
that participate.
Asking
people to
take the
survey.
Scout out cafes on our own and
develop an conclusion from there.
26
MARKETING:
Newspaper
If the local newspaper
reduces weekly
printing, then
advertising with the
newspaper is greatly
reduced.
L M Yellow Negative
1. Research the current
newspapers and see where they
stand on subscriptions. From
there determine best route.
Drop in
Subscriptions
Build more advertising through
the internet and not rely heavily
on the newspaper form of
advertising.

2015 Growth Plan
Page 32 of 42
27
MARKETING:
Wrong
Demographic
If we gear our
atmosphere and
advertising towards
the wrong customers
in the area, then the
project will not
succeed.
H VL Yellow Negative
1. Make sure we properly
evaluate the area. 2. Study other
local businesses to identify their
customer type.
Survey
information
being wrong
Make sure we place a lot of time
in evaluating the customers and
local business. Check outside
local area to see what else is in
area to advertise to.
28
MARKETING:
Market Saturation
If there are too many
coffee shops in the
area, then it can
become difficult to set
ourselves apart
H M Yellow Negative
1. Develop a theme to the café 2.
Offer special deals 3. Create
unique/original name that will be
remembered
Location of
café
We can offer special themed
nights with specially offered
coffee. We can also reassess our
décor to set ourselves apart.
29
MARKETING:
Dieting Trends
If we can't acquire
different types of
coffees to fit in with
specific diet fads, then
customers will not
come.
M M Yellow Negative
1. Stay on top of special diets
(Gluten free) 2. Talk to providers
and determine their ability to
acquire specific coffee types.
Local fads
change
Have multiple providers ready for
if things could change.
30
MARKETING:
Too Much
Advertising
If we put an
abundance of money
into advertising, then
there is a risk of losing
the money with no pay
off.
VH VL Yellow Negative
We can make sure our adds are
trendy, focused to the right
customers, and seasonal.
Lack of
information
Reevaluate customer base and
local area.
31
MARKETING:
Competition
If we develop a
competition with
another café, then we
would have the ability
to create free publicity.
M H Yellow Positive
1. We could advertise having
better coffee than another café. 2.
Offer better deals than another
café.
Opening/Loc
ation of café
We can feed off this free publicity
and possibly get a stronger
customer flow.
32
MARKETING:
Promotions
If we have the ability
to go along with new
trends and tastes, then
customers will want to
come to the shop.
H L Yellow Positive
1. Keep an eye on holidays,
weather trends.
Seasons/Holi
day change
Have providers ready and a
schedule set up to keep an eye on
trends. Also, watch what other
local businesses are doing.
33
MARKETING:
Special deliveries
If we invest in
deliveries to local
businesses, then we
can build rapport with
the local populous.
H H Red Positive
Advertise to local office building
the availability of deliveries of
coffee and donuts.
Advertising
strategy
If this does not work out with us,
we can pump up advertising and
special deals for locals.
34
INVENTORY:
Office furniture
cost is higher than
anticipated
If the cost of office
furniture is higher that
expected, then it could
increase budget.
L H Yellow Negative
1. Add task to WBS to research
all discounted furniture that meet
company needs. 2. Prevent
accounts being created that can
increase shipping cost.
Original
supplier is
expensive
If possible, have a backup supplier
in place.
35
INVENTORY:
Hardware need
for customer
drinks is difficult
to find
If the required
hardware for specialty
drinks are not found,
then the business
model becomes
irrelevant.
VH H Red Negative
1. Add activities to WBS to allow
members enough research is
provided on obtaining a operable
specialty drink machine. 2. Allow
enough time for the machines for
delivery. 3. Prepare schedule
phone calls to ensure the product
is in route for delivery.
Difficult to
find specialty
drink
machines.
If possible have a similar machine
bookmarked that will provide the
same service.
36
INVENTORY:
Delay in software
installation
If required software is
delayed, then training
is delayed
M VH Red Negative
1. Add steps to WBS to ensure the
installation date is guaranteed. 2.
Continue to follow up with
company as date approached to
ensure date is secured.
Installation
date is
cancelled
If possible have a back up
installation technician.
37
OPERATIONS:
Inspection extend
time frame to
pass.
If inspections of the
building take too long
to pass, then the
opening date can be
moved.
M VH Red Negative
1. Add tasks to WBS assigning
team members to specific
requirements needed to pass. 2.
Each team member is to provide a
list of completed requirements as
inspection date approach's.
Building
does not pass
inspections
If possible push opening date
down one month.
38
INVENTORY:
Abundance of
perishable
products on hand
If perishable products
do not sell before the
expiration date, then
the company will have
to take a loss.
M M Yellow Negative
1.Add task to WBS for managers
to follow on order amounts
allowed for perishable items to
avoid loss 2.Document customer
visits and amounts of product
used monthly.
Too much
perishable
product on
hand
If possible reduce sale prices to
remove product before expiring.
39
OPERATIONS:
Customer Service
If employees are
properly trained, then
customer service will
excel.
VH VH Red Positive
Allowing each employee to
understand the need for each
hardware piece and work with the
piece before opening day ensure
deliverance will run smoothly
Team
training
makes a
profit
Allow the positive risk to take
place by exploiting.
40
INVENTORY:
Food shortage
If an unexpectedly
large amount of
customers visit, then
the food supply will
decrease rapidly.
M VH Red Positive
1. Add steps to WBS if supply
should run low how to quickly
obtain more. 2. Documenting how
much supplies are used during the
week to prevent shortage in the
future.
Creating
relationships
with local
suppliers to
allow avoid
negative risks
Allow the risk to occur and place
steps to avoid negative risk from
occurring.

2015 Growth Plan
Page 33 of 42
from
occurring.
41
INVENTORY:
Local food
decreases deliver
charges
If local food is bought,
then it will decrease
the delivery charge of
large companies.
H H Red Positive
Sharing the positive risk of local
deliveries ensures the likelihood
the risk will take place.
Buying
locally will
decrease
delivery
charges
Share the risk with suppliers to
ensure the risk occurs.
42
OPERATIONS:
Self Serve system
limits employee
disruption
If employees are not
required to memorize
orders, then it will
eliminate errors in
customer orders.
VH VH Red Positive
1. Add steps to the WBS to ensure
employees have knowledge of
products and to combine products
for customer satisfaction. 2.
Continually train employees.
Self serve
removes
employee
error
Enhance the risk to occur by
added steps to WBS.
43
INVENTORY:
Office supply is
on sale
If the office supplies
are discounted, then it
will decrease the
budget need
M M Yellow Positive
If the positive risk occurs there
will be an active acceptance. The
risk can happen and nothing will
occur to stop it.
Finding
discounted
office
supplies
Actively accept the positive risk.
44
OPERATIONS:
Capacity Planning
If there is insufficient
capacity of the coffee
shop, then it could
reduce the number of
customers and reduce
their length of stay.
H H Red Negative
Ensuring there is a high enough
capacity in the coffee shop to
serve the customers and allow
them a lengthy stay.
A major
event in the
area that
attracts many
customers.
Possibility of expansion or
opening another location.
45
OPERATIONS:
Waiting Times
If the wait for coffee
to be made is
excessive, then
customers will choose
a different coffee shop.
M L Yellow Negative
Acquiring enough coffee makers
to keep up with a "rush" of
customers.
A sudden
rush of
customers.
Purchasing faster or more coffee
makers that can handle the rush of
customers.
46
OPERATIONS:
Equipment
Backorder
If there is a backorder
on equipment, then it
would delay the
opening of the store.
L L Green Negative
Order equipment with enough
time to prevent any delay if there
is a backorder.
Waiting until
last minute to
order
equipment
for the coffee
shop.
Having a secondary choice for
equipment to ensure there is
backup in case of a backorder.
47
OPERATIONS:
Natural Disaster
If a natural disaster
destroys the coffee
shop, then the project
would be forced to
cancel.
VH VL Yellow Negative
Invest in insurance that will
protect the business in the event of
a natural disaster.
A natural
disaster
affecting the
building.
Salvage what is possible to
salvage and assist emergency
workers by giving them coffee in
hopes the favor will be returned.
48
OPERATIONS:
Operational Costs
If there is an increase
in the cost of
operations for the
coffee shop; electricity
bill, security bill, rent,
etc, then the revenue
will be reduced.
M VL Yellow Negative
Have a second menu with higher
prices available to cover a higher
cost budget.
An increase
in operational
costs.
Increase the price of coffee,
eliminate the least popular flavor
options, attempt to lower other
costs without affecting the
customers.
49
MARKETING:
Additional
Customers
If local events bring in
additional people, then
it would cause a spike
in number customers.
H M Yellow Positive
Contact local event centers for
marketing opportunities at future
events.
A major local
event.
Contact local event centers for
marketing opportunities at future
events.
50
MARKETING:
Word of Mouth
If there is promotion
of the coffee shop by
positive "word of
mouth" from
customers, the number
of customers will rise.
H VH Red Positive
Ensure each customer has the best
possible experience while at the
coffee shop.
A great
customer
experience.
Thank each and every customer
and continue to provide the best
possible service.
51
OPERATIONS:
Equipment
Performance
If the performance of
the equipment is better
than advertised or
expected, the customer
satisfaction could
increase.
M VL Yellow Positive
Stock enough coffee and materials
to prevent a shortage until the
need is determined.
More or
faster coffee
production
by coffee
machines.
Adjustment to levels of coffee and
other materials in stock to account
for change.
52
OPERATIONS:
Supply Donations
If we receive
promotional donations
from vendors, then
customers can have
more options to
choose from.
H M Yellow Positive
Allow customers to make
suggestions of brand, type, and
flavor of coffee or tea that we
offer.
A
promotional
donation to
the coffee
shop.
Allow customers to sample (small
portions) the donated coffee for
free so they can choose what they
like best.
53
OPERATIONS:
Operational costs
If there is a reduction
in the cost of
operations for the
coffee shop; electricity
bill, security bill, rent,
etc, then the shop can
increase services
provided.
M VL Yellow Positive
Have a second menu with lower
prices available to cover a lower
cost budget.
A reduction
in operational
costs
Hold special events for customers,
and/or lower menu prices in order
to give back to the customers.

2015 Growth Plan
Page 34 of 42
6. Project Schedule and Budget with assigned Resources
I. PROJECT BUDGET
1) Our company utilized a bottom up costing method to determine the estimates for
project cost. We used this method because it was easier to research the cost for
individual departments and then allocate the necessary resources for each good or
service. By applying direct cost and indirect cost to each project activity, we are much
more accurately able to gauge our operational budget. This is a much more efficient
process that specifies costs rather than just allocating large sums of money to each
department. With each project member specializing in their area of expertise we are
accurately able to gauge a budget that will require less money for budget contingency.
This also enables the upper level managers to review the budget and allocate
additional costs if necessary.
2) BUDGETED COSTS
Pro Forma Business Budget
Expense Category Planned Expense Actual Expense Variance
Expense Allocation $5,000.00 $10,000.00 $(5,000.00)
Financing/Banking $14,000.00 $16,200.00 $(2,200.00)
Inventory
Furniture/Supplies $63,000.00 $63,140.00 $(140.00)
Food/Beverages $13,000.00 $12,000.00 $1,000.00
Marketing Expenses
Research $3,000.00 $4,200.00 $(1,200.00)
Print Media $3,000.00 $2,600.00 $400.00
Signage $17,000.00 $15,200.00 $1,800.00
Social Media $2,000.00 $1,400.00 $600.00
Other $2,400.00 $2,800.00 $(400.00)
Technology/IT
Equipment $10,000.00 $12,000.00 $(2,000.00)
Software $4,000.00 $4,500.00 $(500.00)
Installation $6,000.00 $7,700.00 $(1,700.00)
Other $200.00 $300.00 $(100.00)
Operations
Facilities $13,000.00 $15,200.00 $(2,200.00)
Engineering $25,000.00 $27,000.00 $(2,000.00)
Equipment Rent / Lease $142,000.00 $130,000.00 $12,000.00
Human Resources

2015 Growth Plan
Page 35 of 42
Paperwork $800.00 $1,100.00 $(300.00)
Training $4,000.00 $4,200.00 $(200.00)
Benefits $500.00 $900.00 $(400.00)
Management $8,500.00 $9,800.00 $(1,300.00)
Misc. $1,200.00 $1,600.00 $(400.00)
Total Expenses $337,600.00 $341,840.00 $(4,240.00)
3) Comparing the variance from our original planned budget to the actual expense budget
has concluded a $4240.00 difference in expenses from what was planned. The main
derivative from the variance is the allocation for extraordinary expenses. Furthermore,
obtaining financing and the costs associated with creating our financial analysis were
significantly higher than expected. Inventory and human resource expenses were
mostly in-line with estimates. Marketing research was marginally more expensive as
we decided to increase our reach for selected demographics. Technology and software
was significantly higher than estimates. Lenovo business solutions was able to
integrate our point-of-sale system with an energy efficient server rack which ended up
costing more than anticipated. On the contrary, this system will promote years of
energy savings which will benefit our bottom line. For operations we were able to save
$12,000 as our main equipment provider has offered to lease equipment instead of
purchasing. With total expenses around $341,000 we have the ability to utilize
significant leverage with our $700,000 credit line with Northern Trust. Furthermore,
lower cost enhances our ability to pay back debt and increase equity. With proper
financial planning, analysis, and negotiation Sycamore Street Coffee Corp. has secured
a solid financial foundation to begin operations.
4) Our finance department has decided that an allocation of $5000.00 is insufficient to
support emergency expenses during the opening of Sycamore Street Coffee.
Consequently, we have decided to allocate $10,000 in budgeting for contingency
spending. This contingency spending is sufficient to cover emergency spending for
supplies, inventory, marketing, or any sort of operational issues. Additionally, if any
additional spending is needed we can access our revolving credit line. We prefer to
utilize the budget contingency for spending because or credit line is to be used for
future expansion and growth. Sycamore Street Coffee will have a successful opening
and adequate resources to support continuing operations.
II. RESOURCE MANAGEMENT
1) Our resource assignment has concluded that each department has the necessary
resources to ensure that all tasks will be satisfied for the opening of Sycamore Street
Coffee Corp. The utilization of internal resources in Sycamore Street Coffee such as

2015 Growth Plan
Page 36 of 42
our directors and employees enables significant costs savings. For example, our
marketing department is conducting a significant amount of the advertising for our
company. This amounts to thousands of dollars in savings which is then allocated to
our designing and branding strategy. The outsourcing of informational technology
tasks and operational procedures helps ensure resources are not over allocated and that
our management team stays focused. Allocating internal and external resources
properly saves costs and ensures timely execution. Enough people and resources are
assigned to the project however there may be a slight over allocation in the marketing
department due to the usage of a marketing company. If there are any deficient
resources, we can utilize our budget contingency funding to pay for any necessary
expenditure. Allocation issues can be fixed as the project progresses on a case by case
basis for each department.
2) Managing the project team is essential for the company’s success. By having each
group member responsible for a department, we can ensure that everyone’s talents and
abilities are be sufficiently utilized. Each group member will be considered the
director of their department and then the project leader will be the guiding force for the
project’s completion. Daily communication from each team member is essential to the
success of the project. Any problems that group members encounter will be relayed to
the project manager for assistance. Departments include finance, human resources,
technology, inventory, marketing, and operations. To motivate the team, we will
utilize a bonus structure that will lead to quality work that is ahead of schedule. Group
members will be rewarded bonuses for meeting deadlines and delivering quality
results. Any deadlines that are beat by a week from the work breakdown schedule will
obtain a bonus which will be paid at the end of the year. Furthermore, incentives will
be given to the lowest labor cost percentages for respective departments at the end of
the year. This promotes efficient and quality motivated work from our departments.
Handling team conflicts will involve the direct intervention of the group leader. Using
the five methods to resolving conflict will be our guideline for dealing with workplace
conflict. We will maintain a work environment where teamwork is rewarded and
communication is collaborative between all departments of Sycamore Street Coffee.
3) The best organizational structure for our company is a functional structure. This
structure groups together people and departments that are performing similar tasks in
order to efficiently allocate the departments abilities throughout the whole
project/organization. There is no duplication or unused resources in this structure.
However, the main issue with this type of structure is the issue of departments
focusing too much on only their area of the project. In order to avoid this, we will
have weekly meetings of all department heads in order to assess each other’s
departments and resolve any issues that arise. Furthermore, active communication
between all group members to the project manager is essential to understanding any

2015 Growth Plan
Page 37 of 42
problems that may arise and issues between group members. Communicating on a
daily basis and having an environment of positive motivation will help ensure
operational efficiency, cost savings, and the guaranteed opening of Sycamore Street
Coffee Corporations first store on September 1, 2015.
PROJECT SCHEDULE & ASSIGNED RESOURCES
Task Name Duration Start Finish Predecessors Resource Names
Labor
Cost
per
Hour
Labor
Hours
Direct
Cost
Total
Indirect
Costs
Estimated
Total Cost
Sycamore Street
Coffee Corporation
308
days
Fri
1/2/15
Tue
3/8/16
Business Charter
Created
14 days
Fri
1/2/15
Wed
1/21/15
Sycamore
Street Coffee
40 20 800 0 800
Team task
assignments
3 days
Fri
1/2/15
Tue
1/6/15
Sycamore
Street Coffee
40 20 800 0 800
Financial Planning
& Investment
45
days?
Fri
1/2/15
Thu
3/5/15
Matthew
Atkins
Aquire Financing 30 days
Fri
1/2/15
Thu
2/12/15
finance
department
40 160 6400 500 6900
Budget Analysis 45 days
Fri
1/2/15
Thu
3/5/15
finance
department
40 200 8000 400 8400
Banking 1 day?
Fri
1/2/15
Fri
1/2/15
Northern
Trust Corp.
10 60 600 300 900
Inventory
143
days
Wed
4/1/15
Fri
10/16/15
denise
Banda
Office Supplies 20 days
Mon
6/1/15
Fri
6/26/15
OfficeMax 0 0 0 2400 2400
Furniture 92 days
Thu
6/11/15
Fri
10/16/15
Ethan Allen 0 0 0 27000 27000
Hardware 60 days
Fri
5/1/15
Thu
7/23/15
Lux Coffee
LTD.
23.00 480 11040 22000 33040
Software 30 days
Wed
4/1/15
Tue
5/12/15
IBM 150 10 1500 3000 4500
Inspections 3 days
Tue
8/25/15
Thu
8/27/15
City of
Chicago
0 0 0 700 700
Customer Service 45 days
Tue
6/30/15
Mon
8/31/15
Sycamore
Street
Coffee
0 0 0 0 0
Food 94 days
Fri
5/1/15
Wed
9/9/15
Sysco Foods
Inc.
0 0 0 12000 12000
Operations
110
days
Fri
1/2/15
Thu
6/4/15
Jessica
Beach

2015 Growth Plan
Page 38 of 42
Aquire Facility 64 days
Fri
1/2/15
Wed
4/1/15
CBRE
Realty
40 130 5200 10000 15200
Engineering 22 days
Sun
1/25/15
Tue
2/24/15
Jacobs
Engineering
200 120 24000 3000 27000
Equipment 60 days
Sun
3/15/15
Thu
6/4/15
Operations
Department
30 10 300 130000 130300
Human Resources 74 days
Mon
6/1/15
Thu
9/10/15
gagandeep
Bedi
HR Paperwork 29 days
Sat
8/1/15
Thu
9/10/15
HR
Department
20 40 800 300 1100
Employee
Benefits
7 days
Mon
6/1/15
Tue
6/9/15
HR
Department
20 30 600 300 900
Training 10 days
Tue
8/18/15
Mon
8/31/15
HR
Department
20 200 4000 200 4200
Management 48 days
Wed
7/1/15
Fri
9/4/15
HR
Department
20 480 9600 200 9800
Technology/IT
133
days
Sun
2/1/15
Wed
8/5/15
Winston
Baratt
Establish Bids for
IT work
31 days
Sun
2/1/15
Fri
3/13/15
IT
Department
0 0 0 300 300
Purchase
Equipment
17 days
Wed
7/1/15
Thu
7/23/15
IT
Department
0 0 0 12000 12000
Installation of all
IT equipment
7 days
Tue
7/28/15
Wed
8/5/15
Lenovo
Business
Solutions
120 60 7200 500 7700
Marketing
287
days
Sun
2/1/15
Tue
3/8/16
Katie
Barbour
Market Research 30 days
Mon
2/2/15
Fri
3/13/15
Marketing
Departmnet
30 120 3600 200 3800
Research
Advertising Cost
30 days
Mon
2/2/15
Fri
3/13/15
Marketing
Depratment
30 10 300 100 400
Test Markets 60 days
Mon
3/2/15
Fri
5/22/15
Marketing
Depratment
30 80 2400 400 2800
Establish Social
Media
14 days
Mon
3/2/15
Thu
3/19/15
Marketing
Department
30 40 1200 200 1400
Establish Print
Media
180
days
Wed
7/1/15
Tue
3/8/16
Marketing
Department
30 80 2400 200 2600
Design Logos 55 days
Sun
2/1/15
Thu
4/16/15
Chicago
Signs Inc.
80 40 3200 1800 5000
Design Signage
125
days
Sun
3/1/15
Thu
8/20/15
Chicago
Signs Inc.
80 40 3200 7000 10200
Trail Run of Store
Operations
1 day
Mon
8/31/15
Mon
8/31/15
Sycamore
Street Coffee
12 50 600 200 800
Store Opening 1 day
Tue
9/1/15
Tue
9/1/15
Sycamore
Street Coffee
12 80 960 200 1160

2015 Growth Plan
Page 39 of 42
7. Communications Management Plan
Sycamore Street Coffee
Communication Plan

2015 Growth Plan
Page 40 of 42
Overview
VERBAL COMMUNICATION
WHAT WHEN WHERE OWNER ATTENDEES
START OF WEEK
MEETING
MONDAY 7:30
AM
OFFICE MATTHEW
ATKINS
DENISE BANDA, KATIE BARBOUR,
GAGANDEEP BEDI, JESSICA BEACH, WINSTON
BARRATT
TEAM HUDDLE DAILY 8:15
AM
INSIDE THE
COFFEE SHOP
MATTHEW
ATKINS
PROJECT TEAM
STAFF MEETING
GOAL
ACCOMPLISHMEN
T
EVERY OTHER
TUESDAY
GOALS MET SET
BY CURRENT
MANAGER
BOARD ROOM
PHONE
DEPARTMENT
HEADS
TEAM
MANAGER
PROJECT TEAM MEMBERS
PROJECT TEAM MANAGERS
ALL TEAM MEMBERS IN ACTIVE PROJECT ARE
PRAISED VERBALLY FOR TASK COMPLETION.
PROGRESS
MEETING
MONDAYS 8
AM EVERY 3
WEEKS
CONFERENCE
ROOM
PROJECT
MANAGER
ENTIRE TEAM
CALLED
MEETINGS
WHEN
NECESSARY
TDB TEAM MEMBER
NAMED
PERSONNEL RELEVANT TO ISSUE DISCUSSED
INFORMAL
MEETINGS
WORKING
LUNCH/ONCE A
WEEK
STAFF LOUNGE TEAM
LEADERS
MEMBERS OF RESPECTIVE TEAMS

2015 Growth Plan
Page 41 of 42
SAFETY EVERY
MORNING 7:15
AM
WHEREVER
PRACTICAL
PROJECT
MANAGER/
DESIGNATED
SAFETY
LEADER
ENTIRE TEAM
WRITTEN COMMUNICATION
WHAT WHEN METHOD OF
DELIVERY
SENDER RECEIVER
END OF WEEK
PROGRESS EMAIL
FRIDAY 4:30
PM END OF
BUSINESS DAY
ELECTRONIC DENISE BANDA
(NOTE TAKER)
MATTHEW ATKINS,
GAGANDEEP BEDI, KATIE
BARBOUR, JESSICA BEACH,
WINSTON BARRATT
COMMUNICATION
BOARD
UPDATED
WEEKLY ON
MONDAY
MORNINGS
INFORMATION PRINTED ON
PAPER AND POSTED ON
THE COMMUNICATION
BOARD IN THE BREAK
AREA
DENISE BANDA
(NOTE TAKER)
ALL PARTICIPANTS
STATUS REPORT OF
DAILY
ACCOMPLISHED
END OF EVERY
DAY
E-MAIL PROJECT MANAGER
(INPUTS FROM TEAM
MEMBERS)
DEPARTMENT MANAGER
WEEKLY CHECK-IN EVERY FRIDAY
BY 1PM
E-MAIL TEAM MEMBERS DEPARTMENT MANAGER
ACTION ITEM LOG ONGOING E-MAIL SECRETARY ALL PARTICIPANTS
PROJECT STATUS EVERY 3
WEEKS
PAPER COPY TEAM MEMBERS PROJECT TEAM
STAKEHOLDER/
CUSTOMER
PROGRESS REPORT
AS SPECIFIED
IN
COMMUNICATI
ONS PLAN OR
EVERY 5
WEEKS
PAPER COPY PROJECT MANAGER STAKEHOLDER/CLIENTS/
CUSTOMERS
LESSONS LEARNED AFTER EACH
ITERATION OF
PROJECT
UPDATE PROJECT
SCHEDULE THEN E-MAIL
TEAM MEMBERS PROJECT TEAM/STAFF
SECURITY WEEKLY E-MAIL SECURITY
REPRESENTATIVE
ENTIRE STAFF

2015 Growth Plan
Page 42 of 42
REFERENCES
ADT Security Services (2015). Food and Beverage Solutions. Retrieved from:
http://www.adt.com/business/food-and-beverage-business-solutions
City of Chicago (2015). Inspections, Permitting, and Licensing. Retrieved from:
http://www.cityofchicago.org/city/en/progs/inspectionspermitting/retailfood.html
Coffee Shop Manager (2014). Coffee Shop Manager Enterprise Solutions. Retrieved from:
http://www.coffeeshopmanager.com/product/coffee-enterprise-solutions
Culligan (2015). Water Softeners. Retrieved from: http://www.culliganchicago.com/culligan-
products/culligan-water-softeners
Schaerer (2013). Self-Service Machines. Retrieved from:
http://www.schaererusa.com/equipment_detail.php?SmallID=0002.0002.0000.0000
Peach Suite (2015). Cappuccino/Espresso Machines. Retrieved from: http://www.peachsuite.com/246-
dfhtouch2milkfs/schaerer-usa-dfhtouch2milkfs-040390-00010eus-coffee-art-touchit-two-milk-finesteam-
dfhtouch2milkfs.html?gclid
Web Restaurant Store (2015). Commercial Restaurant Supplies. Retrieved from:
http://www.webstaurantstore.com/

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