The project schedule will serve as a guide for your team and reso.docx

The project schedule will serve as a guide for your team and
resources as they take actions to meet the project’s goals. You
need to both track and report everyone’s progress, and then take
care to make adjustments as changes or new obstacles arise
during the project development.
Stakeholder_LogSTAKEHOLDER REGISTERProject Name:
ACH Expansion into Mil WI
Project Objective: Communication and Porject Planning
Prepared by: Crystal Randolph
Sumitted to: Jim Young, Gloria Ryder, Sam RyderProject
Manager: Jim Young
Project Sponsor: Gloria and Sam Ryder
Date Prepared: 4/10/2018IDNameOrganizationRoleTitleContact
InformationCommunication
TypesCommunication
VehiclesStake In
ProjectInfluencePerspective Regarding ProjectComments0John
DoeFinanceFinancierManager000-000-0000
[email protected]Internal Status MeetingsE-MailHas low
interest in the project but has the responsibility of funding the
project. Is most critical during the initiation
phase.HighNeutralEXAMPLE1Jim YoungACHProject
ManagerProject Managerext-123 [email protected]Internal
Status Update Meetings
Team Building Meetingse-MailIs the cuurenty store manager,
He has moderate interst in the project .HighPositiveHis
responsibilities are to develop the project's undertakings and a
team leader and to assist to renovate the project of the exsisting
shops. He is well known for his coaching abilities and style. He
has formerly served as a functional department mananger, but
never as the project manager.2Jerry LawsonACHIT/PMProject

Team Memberext456 [email protected]Internal Status Upadate
Meetings Information Sharing Meetings.
Problem Solving Meetings.
Innovation Meetings.e-Mail and Video ChatsHas a high interest
in the project due to his IT/PM Experience. Important for the
maintenance of the gathering and undertaking of the project.
Oversight and venture administration procedures and
authoritative aptitudes .MediumPositiveEmployed as store
administrators, comprehendsday-to-day busniess frontline work.
He comprehends the custoemers viewpoint and the workers
point of view. Will be useful in the outline of the new
frameworks and set up of the new stores. Has helped grown new
stores and comprehends the qualities, shortcomings, openings,
and dangers. His experience will be basic in the achievement of
this new pursuit. Has 6 years working with the organization and
a degree in busniess management.3Sara JenkinsACHprocuement
and aquistionProject Team Memberext789
[email protected]Internal Status Upadate Meetings Information
Sharing Meetings.
Decision Making Meetings.
Innovation Meetings.e-MailHas a moderate interest in the
project and is most important to acquisition of property,
oversight,and assistance with the designing and electrical parts
of the new areasMediumPositiveLong residency with the
association. Also, has a fluctuated work history which will aid
various aspects of the association.Obtainment, acquisition,
designing and electrical building background. 4 years
tenure.4Melissa GrantACHbusiness analystProject Team
Memberext741 [email protected]Internal Status-Update
Meetings, Information Sharing Meetings.
Problem Solving Meetings.e-MailHas a high interest in the
project because of her business investigation and analysis ,
management of risks administration, quality control, and
development administration encounters. Basic for the
underlying building arranging, development, and advancement

stages. And additionally the center stages for risk and quality
affirmation help.highPositive6 years residency. Has a multitude
of risk management and quality assurance experince.5Mike
GreenACHTechnicianProject Team Memberext852
[email protected]Internal Status-Update Meetings, Information
Sharing Meetings.
Problem Solving Meetings.e-MailHas a moderate interest in the
project is a helpful part in the project area of human resource
management. will aid in some IT undertaking but most critical
to marketing and human resource responsibilities like
recruitment, social networking, and public
relations.MediumPositiveLong residency with the organization,
bring varied human resources management skills to the project
undertaking6Crystal Randolph-selfACHproject management
team memberProject Team Memberext963
[email protected]Internal Status-Update Information Sharing
Meetings.
Innovation Meetings. Meetingse-MailHas a high interest in the
project . Is important to every aspect of the project. Responsible
for the overall insight for the project. The management of all
funtional managers and team members of the
organization.HighPositiveProject -Task administration
background. Objective is to be the liason between CFO, CEO,
Project chief and project colleagues7Gloria
RyderACHCFOCompany Ownerext951 [email protected]Internal
Status-Update Meetings, Information Sharing Meetings.
Innovation Meetings.e-MailHas a high interest in the project as
Co-owner of the company, aids the project with many years as a
CFO and shares her administartive experiences and the
budgetary support. Money related understanding. Will help with
spending plan, determining, and
speculations.HighPositiveGloria has enormous finacial

understanding and insight . Has a full investment within the
company due to her ownership. She personally handels the
bugets, scope and allocation of resources. Her analysis are
finacially driven.8Sam RyderACHCEOCompany Ownerext753
[email protected]Internal Status-Update Information Sharing
Meetings.
Innovation Meetings. Meetingse-MailHas a high interest in the
project. Is the owner of the company.The project is a vision and
a log-term mission. Has enormous administrative background
experience. Responsible for finacial backing of the project. Has
SVP experience. A specialist in marketing ad advertising. Also
responsible for oversight of the project with emphasis
marketplace anaylsis and promoting of the new locationsand
devloping growth opportunities.HighPositiveAs owner of the
company Sam bring his own perspective to the scope of the
project undertakings. He has enormous experince with
marketing and sales and his resposibilites will be more
promotionally driven. Together, Sam and Gloria's experience
will aid in the succes of the company. However, because they
have different ideas their liason Crystal will apply both of their
experiences and ideal to a SWOT analysis, and addtional project
planning tool such as a decisin tree to determine the best course
of action is for successful completion of the project
undertakings.
• ID: A unique ID number used to identify the stakeholder
within the stakeholder analysis log.
• Name: This column should be populated with the name of the
identified stakeholder.
Organization: This column shold be populated with information
about what organization the stakeholder represents. It could be
an internal division, external company, vendor, etc.
Role: This Column should be populated with informations that
identifies the role the stakeholder plays for the project. Could
be power user, customer, sponsor, development manager, etc.

• Title: This column should be populated with the title of the
identified stakeholder.
• Contact Information: This column should be populated with
the contact information of the identified stakeholder.
• Communication Type: This column should be populated with
the type of communication that the identified stakeholder needs
to receive.
• Communication Vehicle: This column should be populated
with the type of delivery vehicle that will be used to deliver the
communication to the identified stakeholder. This could also
indicate the stakeholders' preferred communications vehicle.
Stake in Project: This column should be populated with
information that descibes the stakeholder's interest in the
project and what phase of the project the stakeholder has the
most interest.
How much influence: This column should be populated with
information describing the amount and type of influence the
stakeholder has on the project.
Classification: This column should be populated with
information related to the type of stakeholder. Positive,
Negative,Neutral, etc.
• Comments: This column should be populated with any
additional comments.
DropDown_ElementsCommunication TypesCommunication
VehiclesInternal Status MeetingsE-MailExternal Status
MeetingsPhoneTeam Lead MeetingsFaxQuick Stand-Up
MeetingsMeetingConference CallsHardcopy Paper
Project Charter
V 2.0
Project Charter

Project Name
The Milwaukee Move
Project Number
1
Project Team
Jim Young, Jerry Lawson, Sara Jenkins, Melissa Grant, Mike
Green, and Crystal Randolph
Prioritization
1
Owner(s)
Sam Ryder, Gloria Ryder
Start Date:
4/3/2018
Scheduled Completion Date:
5/10/2018
Mission/ Purpose
This project will aim towards understanding new markets,
making a transition from a 1 city to a multicity company, as
well as the startup and longevity of ACH in a new location. At
the end of this project we will have successfully opened and
created revenue at our new ACH location in Milwaukee
Wisconsin. We want to take the time to learn more about the
local economy, clientele, and how to make an across state
transition. This will ensure that our later moves into other cities
are successful. Strategically this move although close will allow
us to understand how to make ACH successful in a new
location. Upon completion we will know what worked well, and
what didn’t so we can continue our goals of making ACH a

nationwide company. This is a small part of a much larger
project. This first project will allow us to understand and build
a stronger foundation to continue to grow our brand and stores
all of the US.
This task will point towards seeing new markets, making a
progress from a 1 city to a multicity organization, and
additionally the startup and life span of ACH in another area.
Toward the finish of this venture we will have effectively
opened and made income at our new ACH area in Milwaukee
Wisconsin. We need to set aside the opportunity to take in more
about the nearby economy, customer base, and how to make a
crosswise over state progress. This will guarantee that our later
moves into different urban areas are fruitful. Deliberately this
move albeit close will enable us to see how to make ACH
effective in another area. Upon fruition we will comprehend
what functioned admirably, and what didn't so we can proceed
with our objectives of making ACH an across the nation
organization. This is a little piece of a considerably bigger
venture. This first undertaking will enable us to comprehend
and assemble a more grounded establishment to keep on
growing our image and stores the majority of the US.
SOW: Project
Description and Project Product
This project will generate the information needed to make a
successful transition from a one state operation to a multicity
operation. It will also create a roadmap for later growth
opportunities. This project will allow us at ACH to understand
all of the different aspects of creating a new location out of our
own state of origin. Understanding the different markets,
clients, marketing strategies, laws, regulations, and customs.
Through our skilled team we will create numerous plans and
understand how we will make ACH transition into a new
location. Upon completion we will have negotiated the best

least, designed and moved into our new location, created a
successful marketing plan, staffed and trained all employees,
turned a profit, and continued create a demand for ACH leading
into creating our second location.
This undertaking will produce the data expected to make a
fruitful progress from a one state task to a multicity activity. It
will likewise make a guide for later development openings. This
task will enable us at ACH to see the majority of the diverse
parts of making another area out of our own condition of root.
Understanding the diverse markets, customers, showcasing
systems, laws, directions, and traditions. Through our gifted
group we will make various plans and see how we will influence
ACH to change into another area. Upon consummation we will
have arranged the best slightest, planned and moved into our
new area, made a fruitful showcasing plan, staffed and prepared
all representatives, turned a benefit, and proceeded with make
an interest for ACH driving into making our second area.
Objectives
The objective of this project is to get a new ACH location up
and running and create a demand of new locations. In order to
make this a reality we must find the best location, educate
ourselves on the area, demographic information, consumer
wants, needs, and demands, best marketing strategies, social
media aspects, and design features. We will need to measure our
growth. Setting benchmark goals and progress goals will allow
us to see where we are at. Also, tracking our sales, social media
buzz, and profits is an additional way to track our progress. We
will also want to follow our project management plan to ensure
that each step is met and accomplished. During and at
completion notes should be taken on each step so these;
successes, opportunities, threats, and weaknesses can be used
when we are developing other locations.

The target of this venture is to get another ACH area up and
running and make a request of new areas. With a specific end
goal to make this a reality we should locate the best area,
instruct ourselves on the zone, statistic data, buyer needs,
needs, and requests, best showcasing methodologies, online
networking angles, and configuration highlights. We should
gauge our development. Defining benchmark objectives and
advance objectives will enable us to see where we are at.
Likewise, following our business, online networking buzz, and
benefits is an extra method to keep tabs on our development.
We will likewise need to take after our task administration
intend to guarantee that each progression is met and achieved.
Amid and at culmination notes ought to be made on each stride
so these; victories, openings, dangers, and shortcomings can be
utilized when we are creating different areas.
Business NeedThis project will play a pivotal role in making the
goal, mission, and vision of ACH become a reality. Watching
the success of ACH within Chicago has inspired not only the
CEO and CFO but all of the staff and employees. They’re
growing loyal customer base is promoting this development and
they not only have the staff but the product to make this growth
a reality. There are many things we will gain from this project.
If successful we will have a roadmap of what to do in the rest of
the states in the USA. This project will be a guide to show us
what works well and what doesn’t for future ventures. The
potential growth opportunities, profits, and potential expansion
opportunities are endless. Each ACH location will have the
same framework but each may differ slightly, depending on the
demographics and clientele of the area they serve. We need to
research the demand needs and wants in order to customize
certain features of each ACH store, to tailor what will work best
in that specific area. The overall way of doing business, the
moto, goals, mission, and vision will all stay the same. These
things are working well for ACH and we look to bring those

positives to all of the stores in the future. There is a huge
financial and business reason to take on this project. If
successful we can not only expand to Madison Wisconsin, but
we can continue to grow to large and small cities alike all over
the USA. The corporate and franchise opportunities are vast.
This project is beneficial to the owners of this company not
only because this was a goal of our CEO but because the
potential profits of expanding an already booming company are
endless. Using the existing models to bring more ACH stores
nationwide to increase profits and sales.
This undertaking will assume a critical part in making the
objective, mission, and vision of ACH turn into a reality.
Viewing the achievement of ACH inside Chicago has enlivened
the CEO and CFO as well as the majority of the staff and
representatives. They're developing faithful client base is
advancing this improvement and they have the staff as well as
the item to make this development a reality. There are numerous
things we will pick up from this undertaking. On the off chance
that fruitful we will have a guide of what to do in whatever
remains of the states in the USA. This task will be a manual for
demonstrate to us what functions admirably and what doesn't for
future endeavors. The potential development openings, benefits,
and potential extension openings are interminable. Each ACH
area will have a similar structure however each may vary
somewhat, contingent upon the socioeconomics and
demographic of the zone they serve. We have to look into the
request needs and needs keeping in mind the end goal to redo
certain highlights of each ACH store, to tailor what will work
best in that particular zone. The general method for working
together, the moto, objectives, mission, and vision will all stay
the same. These things are functioning admirably for ACH and
we hope to convey those positives to the greater part of the
stores later on. There is a colossal budgetary and business
motivation to go up against this undertaking. On the off chance
that fruitful we can extend to Madison Wisconsin, as well as we

can keep on growing to huge and little urban areas alike
everywhere throughout the USA. The corporate and
establishment openings are huge. This venture is gainful to the
proprietors of this organization not just on the grounds that this
was an objective of our CEO but since the potential benefits of
growing an effectively blasting organization are interminable.
Utilizing the current models to convey more ACH stores across
the country to expand benefits and deals.
Milestones
The milestones will be; the date the lease is signed this will be
within 1 month of the project beginning, the dates the marketing
strategies are deployed this will be within 2 months of the
project starting, the date the design features are implemented
this will be within 2.5 months of the project starting, the date
we hire and train new employees this will be within three
months of the project starting, the date we fully equip and stock
the new ACH location within 3 months, and the date we open
this will be within 6 months of the project starting. Once we are
open the milestones are all about profits, the day we turn a
profit within 2 months of the store opening, the day we double
it within 4 months of the store opening, and the day we are able
to grow into another store from those profits within 1 year of
the project opening.
The breakthroughs will be; the date the rent is marked this will
be inside 1 month of the task starting, the dates the promoting
procedures are conveyed this will be inside 2 months of the
undertaking beginning, the date the plan highlights are executed
this will be inside 2.5 months of the venture beginning, the date
we contract and prepare new workers this will be inside three
months of the task beginning, the date we completely prepare
and stock the new ACH area inside 3 months, and the date we
open this will be inside a half year of the undertaking
beginning. When we are open the breakthroughs are about
benefits, the day we turn a benefit inside 2 months of the store
opening, the day we twofold it inside 4 months of the store

opening, and the day we can develop into another store from
those benefits inside 1 year of the task opening.
Budget
The estimated budget for this project is 650,000.
Estimated Labor
130000
Estimated Materials
130000
Estimated Contractors
124000
Estimated Equipment and Facilities
124000
Estimated Travel
60000
Total Estimated Cost
650000
User Acceptance Criteria
Minimum success criteria will be; progress, schedule adherence,
budget adherence, sales, and profit. The project will be
measured by weekly and monthly matrix. Progress should be
tracked. The project manager should be keeping track of each
area and properly documenting. Sales will be tracked as well as
marketing by their respective departments. They will set daily
and weekly goals and provide coaching if these aren’t met.
There will be research into what isn’t work and how to fix it if
these numbers are met. The project owners will receive weekly
progress reports. These will not only give updates on each area

of the development but also provide budget figures as well.
These will consistently be measured and prepared through data
driven results and outcomes.
Least achievement criteria will be; advance, plan adherence,
spending adherence, deals, and benefit. The venture will be
estimated by week by week and month to month framework.
Advance ought to be followed. The task chief ought to monitor
every territory and appropriately reporting. Deals will be
followed and also showcasing by their separate offices. They
will set every day and week after week objectives and give
training if these aren't met. There will be look into what isn't
work and how to settle it if these numbers are met. The task
proprietors will get week by week advance reports. These won't
just give reports on every territory of the advancement yet in
addition give spending figures too. These will reliably be
estimated and arranged through information driven outcomes
and results.
High-Level Project Assumptions
Assumptions for this project are that ACH will be able to open a
new location in Madison Wisconsin and they will be able to
emerge into this new market and make a profit. ACH is under
the assumption that they will be able to make high sales, make
profits, and build a new customer base. ACH is choosing to
open their new location in a close city to its current successful
stores but enough distance where many won’t know what it is.
Chicago its city of origin is a much more popular city, but the
new city is also very similar. It is a major city, it has colleges,
major business and corporate headquarters, it has a high level of
millennials, they also have access to Lake Michigan which
promotes tourism. They will have to compete with larger major
chains such as Starbucks and Dunkin Donuts which they are
used to competing against as they are also located in Chicago.
They will also have smaller competitors with similar formats as
well. Having the success of their Chicago locations will allow
them to set themselves aside from other small local coffee shops

and cafés.
Suppositions for this undertaking are that ACH will have the
capacity to open another area in Madison Wisconsin and they
will have the capacity to rise into this new market and make a
benefit. ACH is under the suspicion that they will have the
capacity to make high deals, make benefits, and construct
another client base. ACH is opening their new area in a nearby
city to its current effective stores yet enough separation where
numerous won't comprehend what it is. Chicago its city of
starting point is a significantly more well known city, yet the
new city is additionally fundamentally the same as. It is a
noteworthy city, it has universities, significant business and
corporate central command, it has an abnormal state of recent
college grads, they likewise approach Lake Michigan which
advances tourism. They should rival bigger real chains, for
example, Starbucks and Dunkin Donuts which they are
accustomed to going up against as they are additionally situated
in Chicago. They will likewise have littler contenders with
comparable arrangements also. Having the achievement of their
Chicago areas will enable them to set themselves beside other
little nearby bistros and bistros.
High-Level Project ConstraintsGetting a local business license,
passing food and beverage inspections. Understanding the
demand in each of the different areas of Madison will also be
important. Some areas may be higher concentrated due to the
demographics, others may not be as highly concentrated but
may not have a demand. Finding the perfect location can be
difficult. Understanding the surrounding area, parking, crime,
demographics, income level, preferences are all areas that need
to be considered. Building, contracting, and construction
permits are also processes we will have to go through as well.
Reviewing and researching the different local ordinances and
local state and county laws and taxes. Getting a neighborhood
business permit, passing sustenance and drink reviews.
Understanding the request in every one of the diverse zones of
Madison will likewise be vital. A few zones might be higher

focused because of the socioeconomics, others may not be as
profoundly thought but rather might not have a request. Finding
the ideal area can be troublesome. Understanding the
encompassing region, stopping, wrongdoing, socioeconomics,
pay level, inclinations are for the most part regions that should
be considered. Building, contracting, and development licenses
are additionally forms we should experience too. Exploring and
investigating the diverse nearby mandates and neighborhood
state and area laws and duties.
Exclusions and Boundaries
If proper planning isn’t in place there can be many different
boundaries that can hinder our success. Finding the available
location, finding an area where consumers will be interested in
our product. Competition would also be a boundary. This goes
hand in hand with location. There are many things that can be
on the excluded list as well. Your CEO, CFO, and stakeholders,
the time and cost, and the staff.
On the off chance that appropriate arranging isn't set up there
can be a wide range of limits that can upset our prosperity.
Finding the accessible area, finding a zone where buyers will be
keen on our item. Rivalry would likewise be a limit. This runs
as an inseparable unit with area. There are numerous things that
can be on the rejected rundown also. Your CEO, CFO, and
partners, the time and cost, and the staff.
Major Risks
There are risks whenever you’re opening a business and for us
opening a location in a different state can be daunting but with
proper preparation and planning we are ensuring success. A
delay of any kind whether it be with moving into the new
location, parts, supplies, materials, contractors, construction, or
permits can hinder the success of the project and set back the
time line. Incorrectly forecasting the projects plan, the lack of
involvement or participation from the necessary personnel.
Another risk can be lack of interest from the surrounding

community. This would be due to in proper planning and
research initially when finding the best location and doing
market research.
There are dangers at whatever point you're opening a business
and for us opening an area in an alternate state can be
overwhelming yet with appropriate arrangement and arranging
we are guaranteeing achievement. A deferral of any sort
whether it be with moving into the new area, parts, supplies,
materials, temporary workers, development, or grants can
obstruct the accomplishment of the venture and set back the
course of events. Mistakenly anticipating the ventures design,
the absence of contribution or investment from the fundamental
work force. Another hazard can be absence of enthusiasm from
the encompassing group. This would be expected to in
legitimate arranging and research at first when finding the best
area and doing statistical surveying
Work Breakdown Structure:
Project: ACH Move to Madison, Wisconsin
· 1.0 Project Management
· 2.0 Developing the structure
· 2.1 Location
· 2.2 Higher Designer
· 2.3 Higher Contractor
· 3.0 Start Work
· 3.1 Construction
· 3.1.1 Outside
· 3.1.2 Inside
· 3.2 Install materials, appliances, registers, accent features
· 3.3 Interior design
· 3.4.1 Add design touches
· 3.4.2 Organize
· 3.4.3 Clear
· 4.0 Higher staff
-Train staff
· 5.0 Market, social media blast, opening prep
· -6.0 Open

________________________________________
KEY STAKEHOLDERS
Project Core Team
Jim Young, Jerry Lawson, Sara Jenkins, Melissa Grant, Crystal
Randolph, Mike Green, Gloria Ryder, Sam Ryder
Subject Matter Experts (SMEs) (What resources will you need
with special expertise?)
Construction, local statistics and demographics, marketing
tools, consumer reports, staff that worked closely with the
opening and success of the current ACH locations.

Development, neighboring statistical measurements and
socioeconomics, advertising apparatuses, marketing
segmentation analysis, shopper reports, staff that worked
intimately with the opening and accomplishment of the current
ACH areas.
APPROVALSType NameSignatureDate
Project Manager Approval
Customer/Sponsor Approval
Crystal Randolph
PM600 un2 DB
4/12/18
Project Integration and Scope Management

· How do project management processes overlap with and
support success throughout the project phases?
Projects are, "What is anticipated or composed; an undertaking
that expected or conceived; a plan; an outline; an arrangement"
(Project, 2017). Project management overlaps in a wide range of
routes all through the venture procedures. At the point when the
undertaking is in actuality, there is steady movements in
business procedures and the task administration guarantees that
those movements are legitimately lined up with the objectives
of the venture. Managing a project likewise takes into
consideration quantifiable outcomes. These outcomes will aid
the general achievement in every one of the procedures in light
of the fact that there is an approach to track the advance to
ensure the task is moving the correct way. This likewise
discovers the subjects that need extra help or possibly another
method. Additional ways that managing a project is overlapped
into the task stages is the general learning encounters. Each
stage will have diverse learning openings and appropriate
undertaking administration will give a superior and more sorted
systematized course. The administration methodologies learned
through managing a project will likewise overlap into the task
stages. Permitting directors prepared and arranged with
strategies that will have the capacity to comprehend the
progressions, dangers, openings, and risks of a task, can ensure
project success.
· What is the difference between project processes and product
processes?
The project process covers a wide range of stages. The stages
within the project process frameworks the whole procedure.
While task administration is the genuine arranging and control
of the task, the administration of the group that was chosen for
the venture. Legitimate correspondence, obtainment, and in
conclusion the incorporation of the venture is accomplished
through the project process. These means shift from a product

procedure. The product procedure will take after the life cycle
of that particular item and is accomplished by the 7 stages of
the process.
A product vision
A roadmap
A release plan
Sprints, or iterations
Daily meetings
Sprint reviews
The development teams holds a sprint retrospective
· Discuss the importance of these project documents, and why
they should be produced.
A project charter is imperative since the charter provides
approval to direct the undertaking. The record is ordinarily
given by the maker, otherwise the originator of the undertaking.
The Charter gives task directors also venture colleagues’
approval to utilize assets, scheduling, also financing from the
association. A project charter serves as "an archive delivered
from undertaking initiators or supporters that officially
approves the presence of a task also furnishes a venture director
with the expert to employ hierarchical assets to extend
exercises" (Project Management Institute, 2013, p. 552). This
archive is essential since it gives the legitimization, the
quantifiable, presumptions, partner list, endorsement
prerequisites, and the dangers as to the program in addition to
other things. The charter is critical for the project chiefs
because they can use it to appropriately start and appoint tasks
necessities within the entire project group. A SOW analysis
works as a comprehensive account conveying foundational data
with reference to why this undertaking is vital and why it might
be finished. This will enable the group to comprehend the goal
of the venture, giving every part and comprehension of why it is
imperative. These archives both are imperative to provide
guidance, inspiration, and foundation on the undertaking. They

take into consideration a more point by point guide of the five
W’s
· What 3 critical missions does the charter serve when it is
published?
3 primary missions of the charter give foundation to the project,
gives issue explanation, and provides the method of reasoning.
The three are critical with the goal that the task director and
venture colleagues comprehend why they are taking an interest
also what the undertaking needs to resemble.
· Why should every project have a work breakdown structure
(WBS)?
The WBS guarantee that the work is being finished on schedule
also project completion aligns to the time that was apportioned.
Likewise, to ensure that each segment has their obligations and
are getting finished legitimately. It additionally considers that
no single gathering or colleague to be swamped in light of the
fact that the undertaking is separated into fragments which are
reasonable for evey group and person.
References:
Project. (2017).In Merriam-Webster's online dictionary.
Retrieved from http://www.merriam-
webster.com/dictionary/project
Project Management Institute. (2013). A guide to the project
management body of knowledge (PMBOK guide) (5th ed.).
Newtown Square, PA: Author.
Crystal Randolph
4/27/2018
DB Un4

PM600
· Why is quality important in a project? Who should be in
charge of quality on any given project?
Quality is a noteworthy piece of an undertaking. The nature of
work, time, and commitment levels ought to be clarified,
comprehended, and estimated from the earliest starting point to
the end. The Project supervisor ought to be responsible for
clarifying the desires as to quality and ought to persistently be
estimating and investigating the quality. The association will
have a level of value that they anticipate and follow willingly
and this ought to be reflected in the project. The quality of the
work during the task and toward the finish of the venture will
help in the assurance if this undertaking was a win or not.
Diverse sorts of measurables can help the task supervisor
evaluate the nature of work in their worker's execution and
aptitude to comprehend the quality that is normal. Smart goal
objectives, reviews, measurements, and surveys would all be
able to help. Having the project team comprehend and
translation of what quality means is critical. Quality can
likewise give more. Collaboration help in appointment of tasks,
and checking cost are all part of quality
· Discuss how you would go about developing a quality
management plan for the course project you have been working
on. What quality assurance tools would you use? Why? How
would you measure and monitor quality control?
For the ACH venture I would build up a quality administration
arrangement which would assist in guaranteeing that the change
to Madison, Wisconsin and conceivably across the country
development went off at an indistinguishable caliber of value
from our underlying shops in Chicago. On account of the
achievement we had in the past we will expect to accomplish
that. We have elevated expectations for quality in all zones and
these must proceed all through the procedures. There are

various devices that we will use to guarantee quality.
Circumstances and end results charts will enable us to see
distinctive issues and make thoughts to tackle these issues.
Check records will give staff heading and clear desires. Control
graphs, histograms, and scatter charts; will help the undertaking
chiefs and the group see the progressions of the tasks life cycle.
· For your given course project, discuss how you would go
about obtaining the human resources needed to complete the
project (both material and people)?
For this specific project I would rely heavily on the influence of
Sam Ryder. This expansion is his goal and his vision. I would
have a set plan in place when we started the project that details
all aspects especially the assistance, documents, and
information from HR. So, when in the project when issues arise
that we need Human resources for we already have made them
mindful, the company has a written document explaining what
we need and the whys, also how worry is no concern related to
anything hindering our time schedule or need. According to the
Project Management Body of Knowledge (PMBOK), successful
project managers will have multiple areas of expertise (Project
Management Institute, 2005). One of this expertise must be
multitasking and forecasting. Seeing the issues that may arise a
head of time and planning for them. This will be a great way to
keep us on track and also make sure we have all the resources
we need to complete the project properly.
Project Management Institute. (2004). A guide to the project
management body of knowledge (3rd ed.). Newtown Square,
PA: Author.
Quality Management Plan
<Project Name>

Company Name
Street Address
City, State Zip Code
Date

Table of Contents
Introduction2
Quality Management Approach2
Quality Requirements / Standards3
Quality Assurance4
Quality Control5
Quality Control Measurements6

Introduction
The Quality Management Plan is an integral part of any project
management plan. The purpose of the Quality Management
Plan is to describe how quality will be managed throughout the
lifecycle of the project. It also includes the processes and
procedures for ensuring quality planning, assurance, and control
are all conducted. All stakeholders should be familiar with how
quality will be planned, assured, and controlled.
The Quality Management Plan for the Loose Tube Fiber Cable
(LTFC) project will establish the activities, processes, and
procedures for ensuring a quality product upon the conclusion
of the project. The purpose of this plan is to:
· Ensure quality is planned
· Define how quality will be managed
· Define quality assurance activities
· Define quality control activities
· Define acceptable quality standards
Quality Management Approach
This section describes the approach the organization will use for
managing quality throughout the project’s life cycle. Quality
must always be planned into a project in order to prevent
unnecessary rework, waste, cost, and time. Quality should also
be considered from both a product and process perspective. The
organization may already have a standardized approach to
quality, however, whether it is standard or not, the approach
must be defined and communicated to all project stakeholders.

The quality management approach for the LTFC project will
ensure quality is planned for both the product and processes. In
order to be successful, this project will meet its quality
objectives by utilizing an integrated quality approach to define
quality standards, measure quality and continuously improve
quality.
Product quality for the LTFC project will be defined by the
company’s current standards and criteria for its fiber optic cable
family. The focus is on the project’s deliverable and the
standards and criteria being used will ensure the product meets
established quality standards and customer satisfaction.
Process quality for the LTFC project will focus on the processes
by which the project deliverable will be manufactured.
Establishing process quality standards will ensure that all
activities conform to an organizational standard which results in
the successful delivery of the product.
The project team will work with the Quality Group to define
and document all organizational and project specific quality
standards for both product and processes. All quality
documentation will become part of the LTFC Project Plan and
will be transitioned to operations upon the successful
completion of the project.
Metrics will be established and used to measure quality
throughout the project life cycle for the product and processes.
The Quality Group Manager will be responsible for working
with the project team to define these metrics, conduct
measurements, and analyze results. These product and process
measurements will be used as one criterion in determining the
success of the project and must be reviewed by the project
sponsor. Metrics will include:
· Schedule

· Resources
· Cost
· Process performance
· Manufacturing line utilization
· Material waste
· Product performance
· Attenuation
· Tensile strength
· Customer Satisfaction (as a result of field trials)
Quality improvements will be identified by any member of the
project team or quality group. Each recommendation will be
reviewed to determine the cost versus benefit of implementing
the improvement and how the improvement will impact the
product or processes. If an improvement is implemented the
project manager will update all project documentation to
include the improvement and the quality manager will update
the organizational documentation the improvement affects.
Quality Requirements / Standards
This section should describe how the project team and/or
quality group will identify and document the quality
requirements and standards. Additionally, there should also be
an explanation of how the project will demonstrate compliance
with those identified quality standards. The quality standards
and requirements should include both the product and processes.
Product Quality:
The product quality standards and requirements will be
determined by the project team and quality group. These
standards will primarily be based on the company’s documented
standards for all fiber optic cables. There may be product-
specific quality standards identified that are not currently part
of the documented organizational standards. In this case, the
quality group will review these newly identified standards and
incorporate them into organizational documentation if approved.
The project team will also document any newly identified

quality standards into the LTFC project plan and ensure
communication with all stakeholders.
As trial products are measured at pre-determined intervals, we
will know that the product is compliant with quality standards
once we achieve ten consecutive trial runs resulting of cable
which is 100% within acceptable quality control margins.
Process Quality:
The process quality standards and requirements will be
determined by the project team and quality group. Many of
these standards will be based on existing company process
standards. However, it is anticipated that there will be several
unique steps in the manufacturing of the LTFC product which
will require new quality standards. The LTFC project team will
work with the quality group to establish acceptable standards
and document these standards for incorporation into both
organizational process documents as well as the LTFC project
plan. These standards will be communicated to all project
stakeholders.
As trial products are created, the process metrics will be
measured and analyzed to determine the quality of the process.
Once the LTFC product meets quality compliance and all
process metrics fall within acceptable quality assurance
margins, we will achieve process compliance for the LTFC
project.
Quality Assurance
This section should explain how you will define and document
the process for auditing the quality requirements and results
from quality control measurements in order to ensure that
quality standards and operational definitions are used. This
section should also document the actual quality assurance
metrics used for this project.

The quality assurance of the LTFC Project focuses on the
processes used in the manufacturing of the LTFC product. In
order to ensure quality, an iterative quality process will be used
throughout the project life cycle. This iterative process
includes measuring process metrics, analyzing process data, and
continuously improving the processes.
The LTFC Project Manager and the project team will perform
assessments at planned intervals throughout the project to
ensure all processes are being correctly implemented and
executed. Key performance metrics for the manufacturing of
the LTFC product include polyethylene (PE) waste, fiber waste,
and time per cable run for each phase of cable creation
(buffering, stranding, and jacketing). The established project
tolerances for these metrics are the organizational standards for
all other cable products. The table below provides the key
quality assurance metrics for the LTFC Project.
Process Action
Acceptable Process Standards
Process Phase
Assessment Interval
Fiber Tube Buffering
· < 20 feet fiber waste per tube
· < 0.5 lbs PR waste per tube
· < 8 minutes per linear km of buffer tube
Buffering
Daily or per run
Fiber Tube Stranding
· < 10 feet of waste per stranded core
· < 12 minutes per linear km of stranded core
Stranding
Daily or per run
Core Jacketing

· < 15 feet of waste per jacketed cable
· < 3 lbs PE waste per cable
· < 12 minutes per linear km of jacketed cable
Jacketing
Daily or per run
The quality manager will provide day to day quality
management and conduct process audits on a weekly basis,
monitor process performance metrics, and assure all processes
comply with project and organizational standards. If
discrepancies are found, the quality manager will meet with the
Project Manager and review the identified discrepancies.
The Project Manager will schedule regularly occurring project,
management, and document reviews. In these reviews, an
agenda item will include a review of project processes, any
discrepancies and/or audit findings from the quality manager,
and a discussion on process improvement initiatives.
Process improvement is another aspect of quality assurance.
Quality assurance reviews, findings, and assessments should
always result in some form of process improvement and, as a
result, product improvement. All process improvement efforts
must be documented, implemented, and communicated to all
stakeholders as changes are made.
Quality Control
This section describes how you will define and document the
process for monitoring and recording the results of executing
the quality activities to assess performance and recommend
necessary changes. Quality control applies to the project’s
product as opposed to its processes. It should include what the
acceptable standards and/or performance are for the product and
how these measurements will be conducted.
The quality control of the LTFC project focuses primarily on
the LTFC product and the acceptable standards and

performance. The quality performance standards for the LTFC
Project are in accordance with the organizational standards of
performance of all fiber optic cable products. However, there
are several project-specific quality standards which were
established specifically for the LTFC Product. All trial cables
which are produced will be submitted to the characterization
group for standard loose tube cable performance testing.
Additionally, all physical measurements will conducted on each
produced cable to ensure compliance with established quality
standards. The table below illustrates all performance and
physical quality standards for the LTFC Product:
Product
Physical/Performance Standards
Quality Assessment Activities
Assessment Intervals
6-36 fiber loose tube cable
0.75” +/- 0.01” diameter
> 300 N/m2 Tensile Strength
< 5% attenuation at 625nm wavelength
Lab and field testing
Per produced cable length
The project team will perform all physical measurements on
their trial cables. The characterization group will perform
attenuation testing and will provide the results back to the
project team within 3 business days after the test sample is
submitted. The quality group will ensure all physical and
performance standards are met for each trial cable, perform
audits, and assist the project team with creating or updating all
documentation related to product quality.
The Project Manager will schedule regularly occurring project,
management, and document reviews. In these reviews, an
agenda item will include a review of products, any

discrepancies and/or audit findings from the quality manager,
and a discussion on product improvement initiatives.
It is imperative to the success of the project that all of the
established physical and performance standards are met. By
doing so, the LTFC Project Team will ensure that the product
achieves the high level of customer satisfaction anticipated and
that future operational cable production will be in line with
budget and resource allocations.
Quality Control Measurements
This section should contain a sample or useable table/log to be
used in taking quality measurements and comparing them
against standards/requirements. These forms may be found in
many different styles or formats. The most important aspect of
this log is to provide documentation of the findings. If actual
measurements do not meet the standards or requirements then
some action must be taken. This may be done in regularly
scheduled project status meetings or as necessary throughout
the project lifecycle.
All LTFC Project products and processes must be measured and
fall within the established standards and tolerances. The below
logs will be used by the project and quality teams in conducting
these measurements and will be maintained for use as
supporting documentation for the project’s acceptance.
Quality Assurance Log
Trial #
Date
Process Measured
Required Value
Actual Measured
Acceptable? (Y/N)
Recommendation
Date Resolved

Quality Control Log
Cable #
Date
Item Measured
Required Value
Actual Measured
Acceptable? (Y/N)
Recommendation
Date Resolved

Sponsor Acceptance
Approved by the Project Sponsor:
Date:
<Project Sponsor>
<Project Sponsor Title>

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