V 2.0 Project Scope Statement Project Name Coffee Shop & More… Project Number Project Manager Robert C Williams III Prioritization Owner(s) Robert C Williams III Statement of Work—Project Description and Project Product The mission of the project is to provide the customers with coffee with the best quality and taste so that they not only keep coming to the shop but also bring their friends hence capturing large market share in town. The project is therefore inclined to achieving the objectives of the company by making the ambience of the shop comfortable for customers and always ensuring that the customers get quality coffee. This idea of a coffee shop is a project of its own. The project is going to create coffee of great taste and great quality. Therefore, the main product of the project is coffee. At a high level, some of the things I plan to do are opening of new branches, diversification by offering different kind of pastries, installation of Wi-Fi internet access where clients can access internet through their laptops and tablets and adoption of a coffee culture where she incorporated the Italian coffee culture and the Starbucks model where clients can relax as they take their coffee. Therefore, the high level deliverables are opening of other branches, provision of different pastries, and installation of Wi-Fi internet access and incorporation of Italian coffee culture. Project DeliverablesAmong the project deliverables are opening of new branches, diversification by offering different kind of pastries, installation of Wi-Fi internet access where clients can access internet through their laptops and tablets and adoption of a coffee culture where I will incorporate the Italian coffee culture and the Starbucks model where clients can relax as they take their coffee Project Objectives To provide different kinds of coffee pastries with great taste and pocket friendly prices. To extend the business into the neighboring towns within the first year of operation. To attract people of different cultures by incorporating their cultures in the shops and striving for high quality coffee all the time. Project Assumptions The high-level project assumptions is that the people from shopping malls, restaurants, workplaces and offices find the coffee shop as the most preferred place for relaxation. Project ConstraintsThe major limiting factor to effect the high-level project goal of making the shop the most preferred place for relaxation is the high capital needed to install such facilities as TV screens, internet access and state-of-art music system. Exclusions The boundaries of the project cover the provision of all varieties and tastes of coffee, and all the facilities that make the shop comfortable and worth going to. The other things like snacks, which go a long with coffee, will also be included. The rest of the hard foodstuff will be excluded. Acceptance Criteria Among the minimum success criteria are meeting the best quality stan ...

1. V 2.0
Project Scope Statement
Project Name
Coffee Shop & More…
Project Number
Project Manager
Robert C Williams III
Prioritization
Owner(s)
Robert C Williams III
Statement of Work—Project Description and
Project Product
The mission of the project is to provide the customers with
coffee with the best quality and taste so that they not only keep
coming to the shop but also bring their friends hence capturing
large market share in town. The project is therefore inclined to
achieving the objectives of the company by making the
ambience of the shop comfortable for customers and always
ensuring that the customers get quality coffee. This idea of a
coffee shop is a project of its own. The project is going to
create coffee of great taste and great quality. Therefore, the
main product of the project is coffee. At a high level, some of
the things I plan to do are opening of new branches,
diversification by offering different kind of pastries, installation
of Wi-Fi internet access where clients can access internet
through their laptops and tablets and adoption of a coffee

2. culture where she incorporated the Italian coffee culture and the
Starbucks model where clients can relax as they take their
coffee. Therefore, the high level deliverables are opening of
other branches, provision of different pastries, and installation
of Wi-Fi internet access and incorporation of Italian coffee
culture.
Project DeliverablesAmong the project deliverables are opening
of new branches, diversification by offering different kind of
pastries, installation of Wi-Fi internet access where clients can
access internet through their laptops and tablets and adoption of
a coffee culture where I will incorporate the Italian coffee
culture and the Starbucks model where clients can relax as they
take their coffee
Project Objectives
To provide different kinds of coffee pastries with great taste
and pocket friendly prices.
To extend the business into the neighboring towns within the
first year of operation.
To attract people of different cultures by incorporating their
cultures in the shops and striving for high quality coffee all the
time.
Project Assumptions
The high-level project assumptions is that the people from
shopping malls, restaurants, workplaces and offices find the
coffee shop as the most preferred place for relaxation.
Project ConstraintsThe major limiting factor to effect the high-
level project goal of making the shop the most preferred place
for relaxation is the high capital needed to install such facilities
as TV screens, internet access and state-of-art music system.
Exclusions

3. The boundaries of the project cover the provision of all
varieties and tastes of coffee, and all the facilities that make the
shop comfortable and worth going to. The other things like
snacks, which go a long with coffee, will also be included. The
rest of the hard foodstuff will be excluded.
Acceptance Criteria Among the minimum success criteria are
meeting the best quality standards in terms of production and
taste and ensuring that the customers fill the shop to the
capacity all the times. High level of hygiene and cleanliness has
to be met in the shop by maintaining outstanding cleanliness all
the times.
Technical Requirements
Among the features of the product is high taste. The product
should also be natural, meaning that there should be no other
additives apart from sugar that is used for sweetening. It must
be served in very clean mugs all the time.
APPROVALSType NameSignatureDate
Project Manager Approval:
Robert C Williams III
Customer/Sponsor Approval:
_1451687880.doc
PAGE
3

4. Billiejo Gregory
Billiejo Gregory
Grand Canyon University Lehman
Course ENG 358
02 February 2014
Grammar Worksheet Part1
Part I: Sentence Modifiers
Directions: In a separate document, revise the following
sentences that contain either dangling or misplaced modifiers.
Note: There will be more than one way to fix these sentences.
1. Hurrying out the door, the door latch ripped a hole in my
jacket.
2. The curtains are pretty bright in the baby’s room.
3. After taking some medicine, my stomach settled down.
Part II: Sentence Modifiers
Directions: In a separate document, identify each underlined
phrase as a participial, appositive, or absolute modifying
phrase.
1. Between the sharp, loud crashing of cymbals, he pounded the
bass drum, its deep thud resonating through the stadium.
2. The guitarist followed the beat, strumming the chords
rhythmically.
3. A means to an end that will help you develop ideas for your
paper, this classroom activity is both fun and productive.
4. A slender animal with long legs, the cheetah is built for
speed.
5. Charging forward, the bass guitarist hit a series of quick, low
notes.
6. Legs wobbling, I struggled to stand up as the physical
therapist rushed over to help.

5. 7. My wife watched from her chair, offering love and
encouragement.
8. Most universities require two courses in first-year
composition, English I and English II.
9. He grabbed my hands to steady me, both of us shuffling
toward the treadmill.
10. The students reading the highest number of pages during the
break received a free book as an award.
Part III: Sentence Coordinators Answer Key
Directions: Using conjunctions and appropriate punctuation, fix
sentences that have grammatical problems (such as run-on
sentences or problems with parallel structure) and combine
shorter sentences to make them longer. Some options for
conjunctions are “and,” “but,” “or,” “if,” “until.” Some types
of punctuation are , : ; —.
1. He saw the accident, it happened very quickly.
2. They wanted to renovate their home, it had old paint and
worn carpet.
3. All of my favorite foods have high levels of salt, sugar and
fat, I have a difficult time cooking healthier versions.
4. They enjoy running a four-mile circuit. They usually run in
the mornings before work.
5. He usually exercises in the morning. She prefers to go to the
gym at night.
6. I did not know what to plan for my students next. I read
through their drafts to make some decisions about tomorrow’s
in-class activities.
7. Our textbook is engaging, informative, and you can read it
quickly.
8. Today I will grade several papers, develop a new assignment,
and be gathering material for my latest research.
9. I pulled an all-nighter working on my term paper. The next
day, I needed some coffee to stay awake.

6. 10. Tom and Morgan usually eat dinner together. They don’t eat
dinner together when one of them has to work late.
11. The Utah Jazz are a basketball team with a great history.
They have had trouble winning a championship.
12. I got a thank you note from a student she said she learned a
great deal from the assignments we did.
Part IV: Identifying form classes
Directions: Identify the class of every word in the following
sentences. Place your labels below the words: noun (n), verb
(vb), adjective (adj), adverb (adv), determiner (det), auxiliary
(aux), qualifier (qual), preposition (prep), conjunction (conj),
expletive (exp), particle (part), pronoun (pro). Remember:
Some words can serve as members of different classes,
depending on how they are used.
1. Scholarships can help a student, but they may not cover the
full cost of a degree.
2. We waited until they arrived.
3. If time is of the essence, is it not rather important?
4. Smart phones have made texting a standard form of
communication.
5. Do not answer the questions until I start the timer.
6. We are cold in this weather, but we will not be cold forever.
7. My parents did not arrive on the plane; they drove here from
their hotel.
8. Experience shows us that we must always reflect on our
teaching.
9. A number of students show up to class and expect us to
provide an informative lesson.
10. Give me a dime, and I will give you ten pennies.
11. If you have two fives, I can give you a ten.
12. He always allows children to express their creativity in his
classes.

7. 13. He can be so hilarious that he can have his audience in
stitches.
14. Everyday people are usually courteous.
When my brother looks up that book, we hope we can purchase
it online
Risk Management Plan
Version 6: 06/28/11 Page 1 of 6
Project Name: DAS Network Build-out
Project Description Summary: This project is to provide a build
out of the DAS Network
in Chicago. It requires new building infrastructure,
negotiations with the City of Chicago, and coordination
with various suppliers and vendors.
Project Manager: DeVry Faculty
Date: May 22
nd
, 2005 Revision Number: 1
a. Risk Identification
I have made a list of all areas that might cause project delays or
failure with their
respective outcomes (see numerical list below). The five risks I

8. have chosen as key risks
are bolded below and appear in the Risk Assessment Table in
question “b”
1) Delay or denial of final franchise agreement with the city –
this could
cause the project to stop or require negotiation with another
entity (e.g.,
ComEd).
2) City site permitting process to cumbersome and requires
longer than 72 hours
per submission for standard configurations – this could expand
the commercial
launch date significantly.
3) Carrier/Customer Delay in License Agreement – This could
delay or prevent
the capital funding required to begin construction and
significantly impact the
entire timeline.
4) Lack of Infrastructure Availability – This is the lack of
connectivity and
transport points within the city owned infrastructure which will
require the
identification of a new path or the installation of new
infrastructure. This will
increase cost and project completion time.
5) Delays in construction due to city operational events – City
operations,

9. construction, road repair and maintenance, water main breaks,
parades, sports
events, conventions. These can all cause changes in the
construction and
installation schedule.
6) Labor Unions – Chicago is a union labor intensive
environment. We will be
utilizing both skilled and unskilled labor to perform the
construction and
installation tasks. There may be an issue on tasks that are
scheduled to be
performed by specialized labor that utilizes non-union
employees.
7) OEM Equipment availability – the DAS equipment that we
utilize is specialized
fiber-optic repeater equipment that is manufactured and shipped
from Sweden.
Any delays due to customs or manufacturer inventory shortfalls
will delay the
project timeline.
8) Power plant installation issues – commercial power to all
network elements is
provided by ComEd. This entity is notorious for introducing
delays in fulfilling
orders for commercial power connections in the outside plant
network.
9) Coverage Shortfalls – Once the equipment is installed and
commissioned for

10. operations coverage testing is completed. If the coverage does
not meet the
design specification ClearLinx will be required to correct and
rectify at it’s cost
and there are potential time delay risks.
10) Fiber Optic Network installation quality failures – the fiber
cable network must be
optimized and tested following installation to meet a specific
signal level. If the
level is not met ClearLinx will be required to re-splice new
fiber points to ensure
they achieve the proper quality level.
Risk Management Plan
Version 6: 06/28/11 Page 2 of 6
11) Base Station Hotel Tandem Connectivity issues – this risk is
realized if the local
LEC (SBC) has any capacity or interconnect shortfalls between
their service wire
center and the Base Station Hotel.
12) Carrier interoperability and compatibility issues –
performance problems that
result during the integration of the WSP’s equipment to the
DAS network.

11. 13) Weather issues – could cause construction delays.
b. Risk Assessment
The following is an assessment of these risks in terms of the
probability of project
occurrence and the negative cost impact of project outcomes.
Risk analysis attempts to
quantify the severity of the impact of an identified risk event,
sometimes its probability,
and its sensitivity to change.
RISK SCORING MATRIX
Defined Conditions for Risk Management Analysis
Project
Objective
Relative or Numerical Scales
Very Low - 1 Low - 2 Moderate - 3 High - 4 Very High - 5
Cost
Insignificant
Cost Increase
< 5% Cost Increase
5-10% Cost
Increase
10-20% Cost

12. Increase
> 20% Cost
Increase
Time
Insignificant
Schedule
Slippage
Schedule Slippage
<5%
Overall Project
Slippage
5-10%
Overall Project
Slippage
10-20%
Overall Project
Slippage
>20%
Scope
Scope
Decrease
Barely
Noticable
Minor Areas of
Scope Affected
Major Areas of

13. Scope Affected
Scope
Reduction
Unacceptable
to Client
Project End
Item is
Effectively
Useless
Quality
Quality
Degradation
Barely
Noticable
Only Very
Demanding
Applications Are
Affected
Quality
Reduction
Requires Client
Approval
Quality
Reduction
Unacceptable
to Client
Project End
Item is

14. Effectively
Unusable
Risk Management Plan
Version 6: 06/28/11 Page 3 of 6
RISK ASSESSMENT TABLE (using the above scoring matrix)
RISK EVALUATION
Risk Probability Cost Schedule Scope Quality Risk Score
Delay or denial of final franchise
agreement with the city
90% 2 5 5 4 14.4
Carrier/Customer Delay in License
Agreement
60% 2 5 3 1 6.6
City site permitting process to
cumbersome and requires longer than 72
hours per submission for standard
configurations

15. 20% 3 4 5 1 2.6
Lack of Infrastructure Availability 20% 5 5 2 1 2.6
Labor Unions 20% 5 5 1 1 2.4
Coverage Shortfalls 20% 4 4 2 1 2.2
Delays in construction due to city
operational events
15% 2 4 1 1 1.2
Power plant installation issues 10% 1 5 2 2 1.0
OEM Equipment availability 10% 1 4 2 1 0.8
Fiber Optic Network installation quality
failures
5% 2 2 1 5 0.5
Carrier interoperability and compatibility
issues
5% 2 2 2 2 0.4
Weather issues 5% 1 4 1 1 0.4
Base Station Hotel Tandem Connectivity
issues
5% 1 2 2 1 0.3

16. Risk Management Plan
Version 6: 06/28/11 Page 4 of 6
c. Risk Response
For each risk we have determined the action to be taken if the
risk should occur: accept,
shape, reduce, or transfer the risk. The following risk response
table identifies a brief
contingency plan for these risks. That is followed by a detailed
delineation of the two
risks with the highest expected values.
RISK RESPONSE TABLE
Risk event
Response:
Accept,
Reduce,
Share,
Transfer
Contingency plan Trigger

17. Who is
Responsible
Franchise Agreement Delay from the City Accept Redo
Schedule
reduce all slack
Agreement
incomplete by
Nov 1, 2003
Name
Carrier/Customer Delay in License
Agreement
Reduce Offer customer
incentives
Agreement
incomplete by
January 1 2004
Name
Lack of Infrastructure Availability Transfer Identify
replacement street
furniture
Failed
interconnect
inspection walks
Name

18. Labor Unions Reduce Negotiate terms
with local
Stop work on
construction
labor
Name
Coverage Shortfalls Share Cluster re-designs
and Node
placement
Failed Drive
Tests
Name
Contingency Plans for the Two Highest Risks
First Highest Risk - Franchise Agreement Delay from the City
The first highest risk to the project is the delay or denial of the
final Franchise
Agreement from the City to use the City owned infrastructure to
complete the build-
out of the DAS network. I feel the best contingency plan is to
immediately finalize
the negotiation of a Joint Use agreement with ComEd to share
available
infrastructure in the City public Rights-of-Way (ROW). This

19. has already been
investigated as an available resource. This appears to be the
only apparent available
contingency plan. The issue with using the ComEd ROW is each
network node
location will still need city permit approval. This approval will
subject to ClearLinx
using the standards already determined in joint use provisions
associated with
developing telecommunications within the city owned public
ROW. These provisions
will require additional standards and costs that were not
required in dealing directly
with the city as in the original infrastructure deal. This
contingency plan will require
the overall project plan to be expanded by at least 6 months.
This 6 month period
will allow the time required to complete the Joint Use
agreements with ComEd. It will
also allow ClearLinx to develop a work flow process to support
a “fast track” method
to getting network node and elements approved and permitted
through the city
permitting process. We feel that this is possible given the city
cannot politically
support anything other than a swift handling of the ClearLinx
permit submissions

20. Risk Management Plan
Version 6: 06/28/11 Page 5 of 6
given they were not able to provide approval directly. The
additional cost associated
with this contingency plan will be based on the tariff rates
associated with the Joint
Use Agreement for the use of ComEd poles, conduit and other
infrastructure. These
additional costs will be as follows:
1) The sum of all the infrastructure lease costs from ComEd.
2) The additional costs associated with the per node
construction permit approval
process from the city.
3) Any additional materials and installation costs associated
with moving the
network elements from the proposed City infrastructure to the
ComEd owned
infrastructure.
4) The additional costs associated with ComEd “make ready”
fees and ROW fees
based on PUC defined “Joint Use” costs.
5) The additional insurance and bonding requirements of
ComEd as the utility as
opposed to the original City insurance and bonding levels.

21. 6) The premium costs incurred by virtue that all work on utility
infrastructure must
be done by the utility or it’s subcontractors at ClearLinx’s cost.
Second Highest Risk - Carrier/Customer Delay in License
Agreement
The second highest risk to the project is the delay in the License
Agreement between
ClearLinx and the Customer (or the WSP). This delay in
negotiations can be the
results of price, feature functionality options or terms and
conditions in the contract.
If ClearLinx experiences these delays it will use its ability to
offer incentives to the
customer in order to complete and execute this agreement. The
ClearLinx DAS
network is a shared network and ClearLinx acts as a Neutral
Host Provider. This
means that ClearLinx will make this network available to
multiple service providers
on a shared cost basis. The incentive for the “first mover” is a
lower lease rate than
its competitors. ClearLinx require at least one executed
agreement with a WSP in
order to obtain access to its capital that funds the construction
build-out. ClearLinx,
as part of its contingency plan, will offer the first signing WSP
free rent for a
negotiated number of months in order to close the License

22. Agreement contract. This
agreement is critical to the project. Without at least one WSP
license agreement
executed prior to start of construction the project is in jeopardy
of failure. The
additional costs associated with this contingency plan are as
follows:
1) The additional time and lost revenue as part of the expanded
negotiation process.
This should include additional legal fees and any free services
provided as part of
the offering to the WSP.
2) Any additional network features or infrastructure cost
incentives that are
provided as part of the offering.
Risk Management Plan
Version 6: 06/28/11 Page 6 of 6
d. Risk Assessment Matrix
Each and all of the identified risks have been explained at the
beginning of this report.
The following Risk Assessment Matrix should support my
choice of “Franchise

23. Agreement Delay from the City” as the first highest risk factor.
5
Franchise
delay
4
Likelihood 3
Carrier
delay
2
Lack of
Infrastructure
Coverage
short
Labor
union
1
1 2 3 4 5
Impact

24. Project Priority
MatrixConstrainEnhanceAcceptScopeTimeBudget
Risk Scoring TemplateDefined Conditions for Risk Management
AnalysisProject ObjectiveRelative or Numerical ScalesVery
Low - 1Low - 2Moderate - 3High - 4Very High -
5CostTimeScopeQuality
Risk Mgmt Analysis TemplateRisk Management Analysis
TEMPLATERISK
EVALUATIONRiskProbabilityCostScheduleScope QualityRisk
Score
ksolheim:
Make sure to sort by Risk Score in DESCENDING order.Case
Wobbles30%23143.0Material out of spec20%12511.8NOTE:
This form will suffice for showing the RISKS, the Risk Scores
and the Order of Risks…
Risk Response TemplateRisk Response MatrixRisk
EventResponse*Contingency PlanTrigger Person Responsible*
= Eliminate, Mitigate, Share, Transfer, Accept
Risk Management Plan
Establish the project's priority matrix (constrain, enhance,
accept).
Identify a minimum of 10 project risks and when each will
occur in the project life cycle, and then determine their impact
and probability of occurrence.
Create a matrix similar to the attached example (Pinto, Figure
7.5 Classifying Project Risk), making sure that it is consistent
with your priority matrix.
Justify the use of your risk scoring matrix.
Assess your risks according to your matrix.

25. Rank the risks according to their total risk score.
Prepare the Risk Response Matrix for each risk—Risk,
Response, Contingency, Trigger, Responsible Person—Using
the Risk Management Analysis Template.
Deliverables:
Use the Risk Management Analysis Template spreadsheet (risk
management analysis template.xls), (there is a separate tab for
each portion of the risk management plan).