Running Head: DEFINING THE PROJECT SCOPE 1 DEFINING THE PROJECT SCOPE 6 Defining The Project Scope Project case review Trillo Apparel Company (TAC), an apparel design manufacturing company located in Albuquerque, New Mexico which is a profitable business for quite some time is planning on expanding a warehouse in District 4 ten miles away from the current storage in order to increase its profit margin by $1 million per year product revenues to meet the current demand due to the expanded production capacity. The company has a total 3000 workers in its four districts. This year the company has set the following priorities to make it move forward: Increase Sales and Distribution in the East, Improve Product quality, Improve Production in District 4, Increase Brand Recognition and Increase Revenues. District four warehouse expansion project is estimated to take four months; furthermore, bids were received from contractors to build the new office space and production floor along with signed contracts for work. Once both the county and city have passed new construction, work can begin. Building the product level work benches can occur at any time before the move occurs. These company production days are from Monday to Saturday. Scope of the District 4 Production Warehouse Move project Project scope is a combination of all that is required to complete the project successfully, and it has included project objective, goals, justification, product acceptance criteria, project constraint, assumptions, risk assessment and description (Tsai, Huang & Wann, 2014). The success a project should have SMART goals in that they are specific, measurable, agreed upon, realistic and timely. According to the Trillo Apparel Company project case provided the company project scope is inclusive of the following: The company goal is to expand its warehouse in district four 10 miles away from the current one. This project has deliverables whereby after completion of this project the company will reap a profit of $1million per year. Some of the technical requirements of this project are that bid must be made by prospective contractors in time, the contractors will gain the necessary permits and schedule city and county inspections, but these tasks need to be identified separately due to the length of time it can take (Butler et al. 2015). The project milestone is that the new warehouse is ready with enough space and has a shipping department. District four warehouse project will have constraints such as the current warehouse requires renovation to accommodate the operations; the new warehouse is far with 10 miles from the current. This project faces a risk of costing the company $250,000 in lost revenues In case of a week down time. Limits that this project face is that the time for completing it is four months only, the contractors will gain the necessary permits and schedule city and county inspections, but these tasks need to be identified separate ...

1. Running Head: DEFINING THE PROJECT SCOPE 1
DEFINING THE PROJECT SCOPE 6
Defining The Project Scope
Project case review
Trillo Apparel Company (TAC), an apparel design
manufacturing company located in Albuquerque, New Mexico
which is a profitable business for quite some time is planning
on expanding a warehouse in District 4 ten miles away from the
current storage in order to increase its profit margin by $1
million per year product revenues to meet the current demand
due to the expanded production capacity. The company has a
total 3000 workers in its four districts. This year the company
has set the following priorities to make it move forward:
Increase Sales and Distribution in the East, Improve Product
quality, Improve Production in District 4, Increase Brand
Recognition and Increase Revenues. District four warehouse

2. expansion project is estimated to take four months; furthermore,
bids were received from contractors to build the new office
space and production floor along with signed contracts for
work. Once both the county and city have passed new
construction, work can begin. Building the product level work
benches can occur at any time before the move occurs. These
company production days are from Monday to Saturday.
Scope of the District 4 Production Warehouse Move project
Project scope is a combination of all that is required to
complete the project successfully, and it has included project
objective, goals, justification, product acceptance criteria,
project constraint, assumptions, risk assessment and description
(Tsai, Huang & Wann, 2014). The success a project should have
SMART goals in that they are specific, measurable, agreed
upon, realistic and timely. According to the Trillo Apparel
Company project case provided the company project scope is
inclusive of the following:
The company goal is to expand its warehouse in district four 10
miles away from the current one. This project has deliverables
whereby after completion of this project the company will reap
a profit of $1million per year. Some of the technical
requirements of this project are that bid must be made by
prospective contractors in time, the contractors will gain the
necessary permits and schedule city and county inspections, but
these tasks need to be identified separately due to the length of
time it can take (Butler et al. 2015). The project milestone is
that the new warehouse is ready with enough space and has a
shipping department. District four warehouse project will have
constraints such as the current warehouse requires renovation to
accommodate the operations; the new warehouse is far with 10
miles from the current.
This project faces a risk of costing the company $250,000 in
lost revenues In case of a week down time. Limits that this
project face is that the time for completing it is four months
only, the contractors will gain the necessary permits and
schedule city and county inspections, but these tasks need to be

3. identified separately due to the length of time it can take.
Project scope document of Trillo Apparel Company
The figure below is a scope document of the company
Trillo Apparel Company project scope document
Project title
Project number
Project manger
Project anticipated start date
sponsor
Date prepared
Project risk level
Completion date
Team member
1. Chief executive officer
2. Chief it manager
3. Administrative assistant
4. Project manager
5. Chief operational officer
6. Chief Accountant
7. District four manager
Project purpose
The main purpose and objective of this project is to expand a
warehouse in district four which will increase the profit margin
by$1million per year.
Background
Trillo Apparel company has been profitable over years and due
to the increased capacity of the demand of the product there is
need to expand the company on district four.
This step will increase the profit of the company by $1 million
every year.

4. The project is unique in that the new warehouse is spacious and
has a shipment department.
Deliverables
$1million profit every year, new market niche, improved brand
quality, production and increased sales and distribution in the
east.
Stakeholder
The various groups of people that may affect the project are;
donors, county and city government, project manager, product
customers and accountants.
Resource requirements: Time frame of the project is 4 months,
the estimated cost of this project is $ 777000, human resource
required are mechanical engineer, electrical engineers, plumbers
,carpenters and earth movers operators.
REFERENCES
Butler, J., Klute, M., Silvestris, L., Mans, J., & Contardo, D.
(2015). CMS Phase II upgrade scope document (No. CERN-
LHCC-2015-019).
Tsai, J. Y., Huang, Y. T., Ko, C. H., & Wann, C. H. (2014).
U.S. Patent No. 8,785,285. Washington, DC: U.S. Patent and
Trademark Office.
Running head: PROJECT TEAM AND STAKEHOLDERS
MANAGEMENT ESSAY 1
PROJECT TEAM AND STAKEHOLDERS MANAGEMENT
ESSAY 5
Project Team and Stakeholders Management
Project Interaction and Communication
This project is formed of boundaries and hierarchal divisions

5. that define the flow of work and information from one section
to the other. The circulation of information between all the
stakeholders that are consisted in the project is determined by
the level of bonding and relationship that exists between each
party. Likewise, some determinates re used to regulate the level
of communication and interactions. For example, understanding
g of member roles and responsibilities will provide a clear
distinction and also direction of the need for interaction with
other members of the project team. Moreover, the tools and
strategies adopted by each project team will equally regulate the
level of interaction and also the way of communication within a
project.
The structure of communication in this project will first
involve every member of the project management team and also
other stakeholders to the project. The stakeholders’ roles also
are specified and every member of the project team and the
team manager is deemed responsible for meeting every demand
of the external stakeholders as well as the internal stakeholders.
After enhancing such level of understanding among every
stakeholder to the project, there will be given a forum channels
that will help steer the communication and interaction levels
within the project .These forums will be through the
organization of events that build up relationship and bonding
between project managers and team members. Also there will be
organization of events that enhances trust between each
stakeholder of the project, e.g., team building and vocational
training.
Issue to consider in project Team formation
Team formation is one of the key matters that will determine the
success of the project. In team composition, some aspects are
considered for the benefit of the whole project delivery. One of
the major issues is cohesiveness and understanding. Most of the
team members in the project have sufficient skills, and they

6. have different strategies that they are well off than the others.
In most cases, they are expected to prefer their way of doing
work against the other members of the team. This might end up
into team conflict; therefore, when forming a project team,
evaluation on the team member skills is done and team members
will be chosen on their dependency in order to enhance team
cohesion and understanding
Another issue to consider will entail the formation process.
Different stages are involved in the team formation process
(Kerzner, 2013). These stages include forming, storming, and
norming, performing and adjourning. Every team development
stage needs to be well established to evaluate the ability and the
weaknesses of a team before fully involving it into a given task
within the project. If this process is assumed it may lead to the
failure of the team.
Situational Factors that may affect project team Performance
The first factor that may affect the level of team performance is
the rise of conflicts. Team conflicts may arise as a result of
inefficiencies during team development cycle. Such a conflict
may be as a result of work sharing, communication and poor
interaction with the team members. If in any case team
members are not well bounded, they will have a less
understanding on how to cohesively work as a group towards
achieving group performance. It will also require the team
members to have the spirit of one accord which is usually
enhanced through the building of work relationship. The
relationships will be developed during the prior stages of team
formation and hence require every member of the team to be
involved in the team formation or development process (Cheng
et al., 2016). Other issues that will inhibit poor team
performance include insufficient resources, change of
management and poor time management within the group and
during the execution cycle.

7. Project Pitfalls to Watch Out
The major project pitfall to watch out is a change of the
environment. There is no well-defined, systematic process to
help and track and approve any change within the project
formation framework. There is a sense of rigidity in the project
design structure that creates a greater potential of incurring
more significant losses if any change may occur within the
project. This issue also follows with the dependents within the
project of whom their withdrawals will lead to a greater impact
on the management sector which may end up impacting on the
product and service quality of the project.
References
Cheng, J. C., Cheng, J. C., Venkataraman, V., & Venkataraman,
V. (2016). Analyzing
relationships between project team compositions and green
building certification in green
building projects. Built Environment Project and Asset
Management, 6(5), 449-461.
Kerzner, H. (2013). Project management: a systems approach to
planning, scheduling, and
controlling. John Wiley & Sons.
Running head: PROJECT TEAM AND STAKEHOLDERS
MANAGEMENT ESSAY 1
PROJECT TEAM AND STAKEHOLDERS MANAGEMENT
ESSAY 4
Project Team and Stakeholders Management Essay
Project Interaction and Communication
Kerzner (2013) states that a project is formed of boundaries and

8. hierarchal divisions that define the flow of work and
information from one section to the other. The circulation of
information between all the stakeholders that are consisted in
the project is determined by the level of bonding and
relationship that exists between each party. Likewise, some
determinates will regulate the standard of communication and
interactions. For example, understanding g of member roles and
responsibilities provides a clear distinction and direction of the
need for interaction with other members of the project team.
Moreover, the tools and strategies adopted by project team will
equally influence the level of interaction and the way of
communication within a project.
The structure of communication in this project will first
involve every member of the project management team and also
other stakeholders to the project. The stakeholders’ roles also
should be specified and every member of the project team and
the team manager should be responsible for meeting every
demand of the external stakeholders as well as the internal
stakeholders. After enhancing such level of understanding
among every stakeholder to the project, it will require providing
forums and channels that will help steer the communication and
interaction levels within the project (Kerzner, 2013). These
forums will be through the organization of events that build up
relationship and bonding between project managers and team
members. Also, an organization of events that enhances trust
between each stakeholder of the project, e.g., team building and
vocational training.
Issue to consider in project Team formation
Team formation is one of the critical matters that determine the
success of a project. In team composition, some aspects need
to be well considered for the benefit of the whole project
delivery. One of the major issues is cohesiveness and
understanding. Most of the team members in the project have
sufficient skills, and they have different strategies that they are

9. well off than the other, and in most cases, they will prefer their
way of doing work against the other members of the team
(Cheng at al., 2016). As a result, it ends up into group conflicts.
Therefore, when forming a project team, the project manager
should try to evaluate on the team member skills and choose
those who will likely depend on each other to enhance team
cohesion and understanding
Another issue to consider will entail the formation process.
Different stages are involved in the team formation process.
These steps include forming, storming, and norming, performing
and adjourning. Every team development stage should be well
established to be able to evaluate the ability and the weaknesses
of a team before fully involving it into a given task within the
project. At times, assuming of such development stages may
lead to team failure.
Factors that affect project team Performance
The first factor that affects the level of team performance is the
rise of conflicts. Team conflicts may arise because of poor
team development. Such a conflict is a result of work sharing,
communication and poor interaction with the team members. If
team members are not well bounded, they will have a less
understanding on how to cohesively work as a group towards
achieving group performance. It will also require the team
members to have the spirit of one accord which is usually
enhanced through the building of work relationship. The
relationships will be developed during the prior stages of team
formation and hence require every member of the team to be
involved in the team formation or development process (Cheng
et al., 2016). Other issues that inhibit poor team performance
include insufficient resources, change of management and poor
time management within the group.
Project Pitfalls to Watch Out

10. The major project pitfall to watch out is a change of the
environment. There is no well-defined, systematic process to
help and track and approve any change within the project
formation framework. There is a sense of rigidity in the project
design structure that creates a greater potential of incurring
more significant losses if any change may occur within the
project. This issue also follows with the dependents within the
project of whom their withdrawals will lead to a greater impact
on the management sector which may end up impacting on the
product and service quality of the project.
References
Cheng, J. C., Cheng, J. C., Venkataraman, V., & Venkataraman,
V. (2016). Analyzing
relationships between project team compositions and green
building certification in green
building projects. Built Environment Project and Asset
Management, 6(5), 449-461.
Kerzner, H. (2013). Project management: a systems approach to
planning, scheduling, and
controlling. John Wiley & Sons.
Project Management Case
You are working for a large, apparel design and manufacturing
company, Trillo Apparel Company (TAC), headquartered in
Albuquerque, New Mexico. TAC employs around 3000 people
and has remained profitable through tough economic times. The
operations are divided into 4 districts; District 1 – North,
District 2 – South, District 3 – West and District 4 – East. The
company sets strategic goals at the beginning of each year and
operates with priorities to reach those goals.Trillo Apparel
Company Current Year Priorities
· Increase Sales and Distribution in the East
· Improve Product Quality

11. · Improve Production in District 4
· Increase Brand Recognition
· Increase RevenuesCompany Details
Company Name: Trillo Apparel Company (TAC)
Company Type: Apparel design and production
Company Size: 3000 employees
Position
# Employees
Owner/CEO
1
Vice President
4
Chief Operating Officer
1
Chief Financial Officer
1
Chief Information Officer
1
IT Department
38
District Manager
4
Sales Team
30
Accountant
12
Administrative Assistant
7
Order Fullfilment
45
Customer Service
57
Designer
24
Project Manager
10

12. Maintenance
25
Operations
2500
Shipping Department
240
Total Employees
3000
Products: Various Apparel
Corporate Location: Albuquerque, New MexicoTAC
Organization Chart
District 4 Production Warehouse Move Project Details
The business has expanded considerably over the past few years
and District 4 in the East has outgrown its current production
facility. Because of this growth the executives want to expand
the current facility, moving the whole facility 10 miles away.
The location selected has enough room for the production and
the shipping department. However, the current warehouse needs
some renovation to accommodate the district’s operational
needs.
The VP of Operations estimates the production and shipping
warehouse move for District 4 will provide room required to
generate the additional $1 million/year product revenues to
meet the current demand due to the expanded production
capacity. Daily production generates $50,000 revenue so a week
of downtime will cost $250,000 in lost revenues.
The move must be completed in 4 months.
Mileage between the old and new facilities is 10 miles.
Bids have been received from contractors to build out the new
office space and production floor and have signed contracts for
work as follows:

13. Activity
Company Providing Services
Total Contract
Supplies
Time Needed
Pack, move and unpack production equipment
City Equipment Movers
$150,000
n/a
5 Days
Move non-production equipment and materials
Express Moving Company
$125,000
n/a
5 Days
Framing
East Side Framing & Drywall
$121,000
$125,000
15 Days
Electrical
Sparks Electrical
$18,000
$12,000
10 Days
Plumbing
Waterworks Plumbing
$15,000
$13,000
10 Days
Drywall
East Side Framing & Drywall
$121,000
$18,000
15 Days
Finish Work

14. Woodcraft Carpentry
$115,000
$15,000
15 Days
Build work benches for production floor
Student Workers Carpentry
$112,000
$110,000
15 Days
Production workdays are Monday through Saturday. The actual
move must be completed in 5 days for as little disruption to
production activities as possible. All contractors are on other
projects but have been booked in advance. The contractors will
gain the necessary permits and schedule city and county
inspections but these tasks need to be identified separately due
to the length of time it can take. Permitting and inspections can
take from one to three weeks, depending upon schedule and the
flexibility of the inspector. The new warehouse is empty and
can be accessed immediately. Framing cannot start until the
permits are received. Electrical and plumbing can begin as soon
as the framing is finished. Drywall cannot start until the
electrical and plumbing inspections are complete. After the
drywall is completed, final inspections will be completed by the
county and city. After both the county and city have passed the
new construction, finish work can begin. Building the product
floor work benches can occur at any time before the move
occurs.
Chief Executive
Officer
Chief Operating
Officer
Chief Financial
Officer
VP Sales &
Marketing

15. Chief Information
Officer
Executive
Assistant
VP
Operations
VP Customer
Service
Inbound Call
Manager
Outbound Call
Manager
Outbound Call
Team (20)
Inbound Call
Team (35)
IT
Manager
IT Staff
(37)
Sales Team
(30)
Accountants
(12)
District2
Manager
District 3
Manager
District1
Manager
District 4
Manager
D1 Operations
(500)
D1 Operations
(650)

16. D3 Operations
(450)
D4 Operations
(900)
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Administrative
Assistant
Order Fulfillment
(45)
Shipping
(50)
Shipping
(50)
Shipping
(50)
Shipping
(90)
Maintenance
(5)
Maintenance
(5)
Maintenance
(5)
Maintenance
(10)
Project Managers
(10)

17. VP
Design
Design Team
(24)
Trillo Apparel Company
Chief Executive
Officer
Chief Operating
Officer �
Chief Financial
Officer�
VP Sales &
Marketing �
Executive
Assistant�
Chief Information
Officer�
VP
Operations�
VP Customer
Service �
Inbound Call
Manager�
Outbound Call
Team (20)�
Outbound Call
Manager�
Inbound Call
Team (35)�
IT
Manager�
IT Staff
(37)�
Sales Team
(30)

18. Accountants
(12)�
District2
Manager�
District 3
Manager�
District1
Manager�
District 4
Manager�
D1 Operations
(500)�
D1 Operations
(650)�
D3 Operations
(450)�
D4 Operations
(900)�
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant �
Administrative
Assistant�
Shipping
(50)�
Order Fulfillment
(45)�
Shipping

19. (50)�
Shipping
(50)�
Shipping
(90)�
Maintenance
(5)�
Maintenance
(5)�
Maintenance
(5)�
Maintenance
(10)�
Project Managers
(10)�
VP
Design�
Design Team
(24)�
Trillo Apparel Company