The USPS MPI Project involved upgrading mail processing infrastructure with high-speed networking and structured cabling. The Palatine plant project encountered challenges including complex site conditions, strict documentation requirements, scheduling work around operations, and failing inspections that led to delays and cost overruns. Poor communication, inaccurate reporting by the foreman, and dropping crew morale exacerbated issues until the project was completed with overtime, additional staff, and costing substantially over budget. The company ultimately lost money on the project and suffered low morale on other jobs.

1. Project Management
Case Study
USPS Mail Processing Infrastructure
Project (AKA-MPI Project)
Project segment name:
Palantine distribution processing plant –
Palantine, Illinois

2. Concept
 High speed data network to connect all
aspects of all types of mail sorting and
processing equipment networked together.

3. SOW
This statement of work defines the requirements
for upgrading the existing base band local area
network (LAN) wiring at mail processing plants
to meet current wiring standards for “USPS
structured wiring”. It includes pre-installation,
installation, and post installation activities
necessary for successful structured wiring
implementation. The USPS has named this
wiring effort the “Mail Processing Infrastructure
(MPI) program.

4. In a nutshell
 The project consisted of :
 Building out a new Data Center
 Multiple IDF’s (Intermediate Distribution
Cabinets)
 Installing the cabling infrastructure including
laser optimized 50/1.25 MM fiber optic
backbones
 Cat. 6 copper for horizontal distribution.

5. Design
The design was to be a zone wiring
topology. This was a “Davis Bacon”
project using CLIN coding for all cost
tracking and billing.

6. Design (continued)
• Fiber optic backbones would be run in conduit to
the distribution cabinets which had to be
elevated at 9 ft above the work floor so as to be
out of harms way of the flow of vehicles and
carts.
• Twelve Cat. 6 cables would then be run in
conduit from the IDF cabinets to zone boxes
located 18 ft AFF near the 2 lines of equipment
that it would be supporting.
• Six Cat. 6 cables would be run in conduit from
the zone box to the head end of the equipment
line.

7. Planning
The complexity of the project required that
a detail site survey needed to be
conducted as drawings could not verify
pathways around the many mechanical
systems in the plant.

8. Planning
A boom lift was rented and my foreman
and I spent more than a week scouring
the 32 foot high ceiling superstructure
documenting every conduit bend and
transition. We also had to come up with
very creative ways to hang the IDF
cabinets from the ceiling structure to the
specified 9 ft AFF height.

9. Planning
Analysis had to be made for every part and
piece of hardware to be installed. Each
part had to match a CLIN code as
specified by the USPS or payment for
that item would not be made. Careful
documentation had to be maintained.

10. Planning
 Storage was limited at this site so careful planning for
delivery of product had to be considered
 Contractor parking was also limited so transporting the
technicians to the site had to be accounted for.
 The plant operations were 24/7 so scheduling of work
around moving machinery needed to be defined.
 Travel expenses had to be calculated and accounted
for.
 Coordination of efforts with on site IT staff and facilities
maintenance dept.

11. Implementation
Deployment tasks:
• Materials had to be ordered.
• Equipment needed to be delivered to
site
• Technicians had to be recruited.
• Training of techs to USPS standards
and scope of work
• USPS safety standards had to be
adhered to.

12. Implementation
Management tasks:
• Track all progress
• Requests for information or
clarification.
• Schedule progress meetings
• Define milestones
• Prepare for USPS bi-weekly
inspections
• Execute work on punch list

13. Implementation
Labor:
• All technicians had to pass government
security clearances.
• 4 ten hour shifts were worked to reduce
travel expenses
• 90% of work was on lift equipment, safety
harnesses needed for each technician.
Sharing of equipment became problematic

14. Project starts to turn south
• Failing inspections or delay
• Rework causes more delay
• Poor communication channel between
USPS facilities personnel and contractors.

15. It gets worse
• Foreman tries to push techs
• Crew finds a way to skew progress
• Foreman reports skewed progress to
Project Manager
• PM didn’t verify work.
• Crew morale drops, production slows
• Foreman gets in over his head and tries to
give up.

16. Resolution
 Kick in overtime
 Recruit more technicians
 PM on site every day
 Start a second shift crew
 Deploy more equipment

17. Project wrap up
► Project was inspected on scheduled due
date
► Inspections failed
► Punch list and rework was completed within
two weeks
► Cost overruns were substantially beyond
budget

18. Conclusion
 Profit went out the window
 Company took a loss
 Disgruntled technicians left company
 Company morale is down on other
projects