course material

1. (Mt) – Can I have assistance with creating a Work Breakdown Structure
Project Management Plan: Quebec City Store OpeningThis template of a project
management plan contains instructions to project managers as well as basic examples of
how to complete this document. The italicized text in square brackets clarifies the
objectives and context for the information requested in the document and gives further
instructions to project managers.When completing this project management plan template,
(1) modify all existing text to fit the specifics of your project and (2) delete all instructional
information that appears in brackets. (3) Your project management plan and all appendices
will be submitted as two files: one MS Word document using this template and one MS
Project file that your team creates. You will need to export any elements drafted using MS
Excel to include as appendices in this document.1. IntroductionFor the first time, Terrapin
Construction Supply Inc. (TCS) is looking to expand its business operations into
international territory; TCS will build a new home improvement store building in Quebec,
Canada. This project involves designing and constructing the building, a garage, parking
lots, and functional landscaping, as well as preparing the site and laying the store’s
foundation. Our team has also been tasked with obtaining the appropriate licenses and
permits, as well as hiring staff and training personnel. The store must also be stocked with
inventory and outfitted with proper shelving and fixtures, and a marketing plan must also
be implemented. The purpose of this Project Management Plan for the Quebec City Store
Opening is to serve “not simply [as] a schedule of work or assignments; rather, it
encompasses a multitude of information about how aspects of the project will be carried out
and overseen as they overlap,” (“Project Management Plan”, n.d.). The Quebec City Store
Opening Plan is being prepared for all project stakeholders, including the project sponsor,
senior leadership, and the project team.2. Executive Summary of Project CharterFor the
purpose of this Project Management Plan (PMP), Maryland Creative Solutions (MCS) will
assign a project team to make project management decisions in a retail store development
for Terrapin Construction Supply, Inc. (TCS). Chief Executive Officer (CEO) Latoya Green, is
spearheading TCS’ upcoming expansion into underserved international markets and will
open in 10 months in Quebec City, Canada where the land has already been acquired.This
team will plan and execute store construction by stocking inventory and staffing prior to the
grand opening. This plan will be carried out through a project charter authorizing the
project manager to begin work on the project and a stakeholder management plan that
develops appropriate management strategies to effectively engage stakeholders throughout
the lifecycle of the project. A Work Breakdown Structure (WBS) & Gannt chart will be

2. utilized to define the scope, estimate costs, allocate resources, manage risk and create
critical project paths. A risk register is provided for project managers with a specific list of
risks identified, clearly stated and assessed as to their importance to meeting project
objectives. Finally, a project cost estimates that will authorize the project’s budget and
manage its costs is outlined.This PMP formally documents all the activities needed to open
this new store in time; demonstrate mitigation factors that could influence total cost
estimate to include Human Resource Management (HRM), Risk Management and
Procurement Plan, while still keeping the stakeholders informed and making them a
consideration through involvement. It is recommended that TCS recognize the critical paths
of the project as well as the importance of the various key stakeholders by identifying
mitigating measures against the identified risks and remaining proactive to prevent delays
and economic mishaps to successfully execute this project.3. Scope ManagementWork
Breakdown Structure[Discuss the project’s Work Breakdown Structure as created in your
MS Project file (.mpp)]4. Schedule/Time Management[Provide estimated start and end
dates for the project and include any other important dates from your Gantt chart. Provide
the Gantt chart in the same MS Project file (.mpp) as the WBS. Be sure to identify the critical
path in the Gantt chart. Discuss how you will minimize or avoid delays for tasks on the
critical path.]MilestonesThe table below lists the key milestones for this project, along with
their estimated completion timeframe. [If the list of milestones is too long to insert here in
the document, include them as an appendix.]MilestoneEstimated completion
timeframe[Provide milestone benchmarks, for example: project approved to
proceed.] [Provide timeframe for completion, for example: one week after project is
authorized.][Add as many rows as needed.]5. Cost/Budget Management[Provide a summary
of the project’s total cost, referencing factors that could influence that estimate. Include the
project cost estimate as an appendix.]6. Quality Management[Not required.]7. Human
Resource Management[Provide a summary of hiring, training and staffing plans here.
Include hiring, training, and staffing costs for the store within the project cost estimate
appendix.]8. Stakeholder Management PlanThe purpose of a stakeholder management plan
is to reduce the risk of miscommunication and missed deadlines that can cause a negative
impact. It also provides the interest and expectations of each stakeholder that plays a key
role in the opening and maintaining of the Quebec City Store. The stakeholder management
plan consists of customers, government officials, and contractors that provide minimum to
high influence based on their role. The benefits of a stakeholder management plan include
an understanding of needs and concerns, roles, and objectives clearly defined, and regular
cadence for communication. The stakeholder management plan for the Quebec City Store
opening consists of twenty-two stakeholders ranging from CEO to neighboring businesses
and residents, all of which play a role in maintaining success in the store once it has opened.
Often, organizations do not take into account all influencing factors that are involved with
the opening of a new business. Not only are CEO’s or sponsors involved in the decision
making, but also local government agencies and residents within close proximity of the new
business location, as they help maintain success for the future. Key stakeholders involved
with the critical decision making and execution of store opening include Project Sponsor,
Project Team Top Management, and Project Team (Internal Customer). The project sponsor

3. is responsible for the successful execution of the store opening by having a 100% influence
on the decision making (Ranängen, 2015).9. Risk ManagementA Project Risk Register was
completed to identify any potential risks that may threaten the timely completion of
opening a new TCS store in Quebec, Canada. “Risk registers at a minimum… list the types of
risk, probabilities, potential impacts on the project, and projected responses to such risk,”
(“Project Risk and Risk Register”, n.d.). The first risk is the language difference between our
staff here and Quebec’s population; while English is our primary language, most individuals
living in Quebec speak French. This language difference could increase the likelihood of
miscommunication which could render a lack of productivity. Thus, this is a high level risk if
left uncontrolled. To prevent this problem, our team proposes the hiring of bilingual staff
(in America and Canada), not only to accommodate French-speaking staff in Quebec, but the
customers served at TCS as well. When controlled, the risk rating falls to medium. An
oversaturated market is also another risk associated with opening the new store. There are
at least two dozen hardware or home improvement stores in Quebec’s city limits, so there is
a high level of pre-established competition. The risk of this occurring is high, but our team
proposes strong marketing campaigns and community outreach teams. These tools will
allow us to identify short-comings of the existing hardware and home improvement stores
in the area, and work to provide unique offerings to consumers, thus reducing the risk
rating to low. Another risk that we have established as having a ‘high’ rating is the fact that
we need a large, multi-faceted, multi-lingual team in a short period of time. Project staff may
not be able to quickly fill the positions needed to successfully fulfill all aspects of the project
like design, construction, inventory stocking, and retail operations. However, if we can
outsource these tasks to other companies that are already operating in or near Quebec, we
can lower this risk rating to medium.10. Procurement Plan[Discuss the important
procurements needed for the project (e.g., construction contract).]Appendices:Project
CharterStakeholder Management PlanProject Risk RegisterProject Cost EstimateProject
Management Plan Approval [This page is provided for example only. No signatures are
required.]The undersigned acknowledges they have reviewed the Quebec City Store
Opening Project Management Plan and agree with the approach it presents. Changes to this
Project Management Plan will be coordinated with and approved by the undersigned or
their designated representatives.Signature:Date:Print Name:Title:Role:Signature:Date:Print
Name:Title:Role:Signature:Date:Print Name:Title:Role:ReferencesProject Management Plan.
(n.d.). Document posted in University of Maryland University College MBA 670 2198 online
classroom, archived at: https://leocontent.umuc.edu/content/umuc/tgs/mba/m…Project
Risk and Risk Register. (n.d.). Document posted in University of Maryland University College
MBA 670 2198 online classroom, archived at:
https://leocontent.umuc.edu/content/umuc/tgs/mba/m…Appendix 1: Project
CharterProject Charter: Quebec City Store Opening BackgroundThe purpose of this project
is to create a project management plan that documents activities for (TSC). This will help
Terrapin Supply Company (TSC), which is a home improvement supply market, by
expanding to international markets. By opening a retail store in Quebec City, Canada it will
reach a broader range of consumers, increase sales and give other
opportunities.Goals· To expand in underserved international markets· To open the

4. first international store in Quebec City, Canada· To increase sales and appeal to an
international markets· Make the company more diverse· Get competitive advantage by
expanding to a place where their competition does not operate, and gives an advantage to
the company· Increasing brand recognition, which is part of becoming an international
brand and being known everywhere around the world.ScopeThe end result would be to
open a successful retail store in Canada with an increase in sales. In addition, reach new
consumers. Then continue to build the brand recognition by expanding to other countries
outside the U.S. to become a company that sells products that many countries know and
love.Key StakeholdersClientTerrapin Supply CompanySponsorLatoya GreenProject
ManagerLatoya GreenProject Team MembersChyna LylesTitayshia HarringtonStephanie
ForsytheMarie YuilleMarianne WebbProject MilestonesThe project will start after
completion of project management plan in two weeks, which is October 29, 2019. The
project will end in approximately 10 months from the start date. The milestones will be to
become familiar with project management concepts, project charter, stakeholder
management plan, work breakdown and Gantt chart, create risk register, and project cost
with the end result of finishing the project management plan. The charter can be
maintained by focusing on completing the milestones and set goals, while still taking into
consideration the risk and constraints that the project may run into. Project BudgetFor the
estimated total budget, I feel Terrapin Supply Company would need 2 million dollars. The
estimated total includes the development of the store, paving the parking lot, and any other
structural building, licensing fees, permit costs and paying staff, inventory and any other
costs for a new location. Some fees for architectural services would be roughly 5-10% of
the total amount. A fee for building permit is $17,000 for new construction and for 110,000
square foot, the store cost approximately $9,500. The average cost per square foot of a
retail store, is roughly $104 per square foot, which would total $11,440,000. This cost
would include included delivery, labor, framing, glass, finishes, drywall, plumbing, fixtures
and hvac, stone, tiles etc. For roofing cost the total would be $440,000-550,000, the price is
$4-5 per square. Next, you need to have parking lots, and you would need around 330
spots, with paving included, the total would be $115,500. For inventory to be added to the
store for a month and be fully stocked it would cost $522,591. Finally staffing a new store,
you have to include how much you will pay employees, which includes the hourly rate for
sales associate of $11 per hour and managers with $20 per hour. Another expense that
would need to be considered is taxation and marketing for the new retail store.Constraints,
Assumptions, Risks, and DependenciesConstraintsPotential factors that may impact project
delivery or completion are weather, finances, building, the property the store will be built
onAssumptions· That the consumer will like and buy the companies products.· Sales
will increase because of the expansion· That the brand will become more well knownRisks
& Dependencies· Reputation Risks, when expanding internationally the truth is you don’t
know how your brand will do and how consumers will view your store or if they will like
the merchandise. · Intense Competition, when going into a new market, you don’t know
your competition and how well they are doing. Your competition could hinder sales
because you are competing with well-known brands that have already been established in
the area.· Another risk is failure to comply with Laws. A new retail store may face issues

5. with things like lease agreements, business license, advertising and more. This may cause a
closing of the store or just a bad reputation.· Weather is another risk for the building of
the project. Weather can’t always be predicted and that is something that needs to be
factored in when building· Differences in cultural and economic conditions with U.S. and
other countries can cause barriers.· To successfully complete this project all steps need
to efficiently be handled and checked numerous times to limit potential problems.Approved
By:Latoya Green Latoya Green Latoya
Green_____________________ _____________________ _____________________Chief Operating
Officer Chief Financial Officer Project Manager Appendix 2: Stakeholder Management
PlanProject Stakeholder Management Plan:Quebec City Store OpeningProject Title:Quebec
City Store OpeningDate Prepared:10-22-2019Name/Position/Contact
InformationRoleStakeholder’s Particular InterestExpectationsInfluenceClassificationLatoya
Green, CEOProject SponsorFull DisclosureSuccessful project execution of store
opening100% of decisionVery ImportantTCS‘ President, Vice President, Directors, Division
Managers (International Division), Sales VPProject Team Top ManagementFull
DisclosureSeamless opening of store according to budget100% of decisionVery
ImportantVP Legal DepartmentProject Team (Internal Customer)Full DisclosureProject
complies with the international and local Laws of Quebec City, CanadaHigh InfluenceVery
ImportantDirector, Human ResourcesResource Manager (Internal Customer)Some
InformationFully staffed employees for all open positionsSome InfluenceVery
ImportantDirector, FinanceFunctional Manager (Internal Customer)Some
InformationProject completed on budgetHigh InfluenceVery
ImportantName/Position/Contact InformationRoleStakeholder’s Particular
InterestExpectationsInfluenceClassificationManager, InventoryFunctional Manager
(Internal Customer)Some InformationFully stocked and functioning inventory at
openingSome InfluenceVery ImportantConstruction CompanyContractor(External
Customer)Some DisclosureComplete construction on time and on budgetHigh Influence on
TimelineVery ImportantArchitectSub-ContractorSome DisclosureComplete design and
approval of project diagramsHigh Influence in DecisionVery ImportantElectricianSub-
ContractorDisclosure of Building and Design RequirementsComplete design and
construction of electrical components.MinimumImportantRecruitment AgencySub-
ContractorDisclosure of open job requisitions and talent needsSourcing of talent for open
positions. Interviewing and hiring of open job requisitions.MinimumImportantVendors –
3000SuppliersSome DisclosureSupply TCS with products on timeHighVery
ImportantShoppersCustomersInterested in productsFavorable customer
experienceHighCanada Federal Government Regulatory BoardGovernmentInterested in TCS
meeting Canadian regulatory requirementsTCS meets or exceeds all regulations and
Canadian lawsHighImportantName/Position/Contact InformationRoleStakeholder’s
Particular InterestExpectationsInfluenceClassificationQuebec City Municipal And
ProvincialLocal GovernmentInterested in local job creation and tax revenueTCS will be a
positive contributor to the local community, generate jobs, and increase local tax
revenue.MediumLess ImportantLobbyistConsultantInterested in ensuring that TCS is able
to operate in the political and regulatory landscapeTCS will work with the lobbyist to

6. ensure that their needs are met.MediumLess ImportantSuppliersVendorInterested in
ensuring that TCS is stocked with supplies and that the quality and quantity meet the
demands of customersTCS will keep the vendor informed of supply and quality
requirements.MediumImportantMarketing VPFunctional Manager (Internal
Customer)Some InformationSuccessful marketing and promotion of new store drawing in
shoppersHigh InfluenceVery ImportantPaving Company for Parking LotSub-
ContractorSome DisclosureCompletion of parking lot to scale and on timeSome
InfluenceVery ImportantNetwork ConsultantsSub-ContractorSome DisclosureSeamless
implementation of all network systemsSome InfluenceImportantName/Position/Contact
InformationRoleStakeholder’s Particular InterestExpectationsInfluenceClassificationSite
SecuritySub-ContractorNo DisclosureCarry out protection of site perimeterNo
InfluenceLess ImportantNeighboring Businesses and ResidentsBusiness
Owners/CitizensNo DisclosureTCS can benefit from traffic in area businesses and use local
stores as vendors.MinimumLess ImportantChyna Lyles, Stephanie Forsythe, Marie Yuille,
Marianne Webb and Titayshia HarringtonPeersFull DisclosureHave a vested interest in the
project; be actively involved with the work of the project and develop our team’s capacity to
combine insight and foresight in order to continually deliver quality and value to our
customers; past, present, and futureHigh InfluenceVery ImportantWork Breakdown
Structure (WBS) and Gantt Chart [including critical path]Please see the MS Project
file.Appendix 3: Project Risk Register1. Potential riskImpact: What are the potential
consequences?Risk levels if left uncheckedLikelihoodConsequenceRisk
rating(uncontrolled)Dramatic change in US-Canadian dollar exchange ratesIncrease in
project cost and need for approvals2. Unlikely4. MajorMEDIs it possible to deal with the
risk? What is the method?Other controls or tools neededRisk levels with
controlsLikelihoodConsequenceRisk rating(controlled)Yes- mitigation. Project team will
monitor currency exchange situation during project.Coordinate with TCS finance for
assistance in monitoring exchange rates.1. Rare3. ModerateLOW2. Potential riskImpact:
What are the potential consequences?Risk levels if left
uncheckedLikelihoodConsequenceRisk rating(uncontrolled)Language difference, Quebec
City is a French speaking cityIncrease in miscommunications that affect business
operations. Lack of understanding can lead to lack of execution.3. Moderate4. MajorHIGHIs
it possible to deal with the risk? What is the method?Other controls or tools neededRisk
levels with controlsLikelihoodConsequenceRisk rating(controlled)Bilingual staff hirings to
accommodate staff and customers that only speak FrenchMust coordinate with hiring/HR4.
Likely2. MinorMED3. Potential riskImpact: What are the potential consequences?Risk levels
if left uncheckedLikelihoodConsequenceRisk rating(uncontrolled)Seasonal changes during
constructionConstruction may be slowed due to harsh winter conditions in Canada3.
Moderate3. ModerateMEDIs it possible to deal with the risk? What is the method?Other
controls or tools neededRisk levels with controlsLikelihoodConsequenceRisk
rating(controlled)Yes- transfer. Project team will move the impact of the risk to a third
party (insurance).Conduct an Environmental Impact Assessment (EIA) to ensure that the
environmental effects of the proposed development are properly considered.3. Moderate2.
MinorMED4. Potential riskImpact: What are the potential consequences?Risk levels if left

7. uncheckedLikelihoodConsequenceRisk rating(uncontrolled)Oversaturated local
marketHardware stores are abundant in Quebec City; potentially too much competition4.
Likely4. MajorHIGHIs it possible to deal with the risk? What is the method?Other controls or
tools neededRisk levels with controlsLikelihoodConsequenceRisk rating(controlled)Identify
short-comings of previously established hardware stores in the area to provide unique
offeringsStrong marketing and community outreach internal teams3. Moderate2.
MinorLOW5. Potential riskImpact: What are the potential consequences?Risk levels if left
uncheckedLikelihoodConsequenceRisk rating(uncontrolled)Licensing and permits may take
longer to acquire internationallyOperations may be slowed as proper licensing and permits
are required before starting3. Moderate4. MajorMEDIs it possible to deal with the risk?
What is the method?Other controls or tools neededRisk levels with
controlsLikelihoodConsequenceRisk rating(controlled)Yes – Mitigation. Project team will
keep open communication with the county to be proactive for any upcoming
changes.Ensure any necessary permissions and permits are in place at least 60 days before
work is slated to begin.1. Rare3. ModerateLOW6. Potential riskImpact: What are the
potential consequences?Risk levels if left uncheckedLikelihoodConsequenceRisk
rating(uncontrolled)Need for large, multi-faceted team is immediateProject staff may not be
able to quickly fill positions needed for design, construction, stocking, and retail
operations5. Near Certain4. MajorHIGHIs it possible to deal with the risk? What is the
method?Other controls or tools neededRisk levels with controlsLikelihoodConsequenceRisk
rating(controlled)May contract certain tasks out to established companies (e.g. design
company)3. Moderate3. ModerateMED7. Potential riskImpact: What are the potential
consequences?Risk levels if left uncheckedLikelihoodConsequenceRisk
rating(uncontrolled)Construction hazardsPotential injury and work-related lawsuits can
cause the store’s opening to be delayed3. Moderate3. ModerateMEDIs it possible to deal
with the risk? What is the method?Other controls or tools neededRisk levels with
controlsLikelihoodConsequenceRisk rating(controlled)Yes – transfer. Project team will
move the impact (and ownership) of the risk to a third party (insurance).Ensure there is
legislation affecting health and safety in design and construction that is covered under the
Health and Safety at Work Contractor Liability Insurance policy.3. Moderate2. MinorLOW8.
Potential riskImpact: What are the potential consequences?Risk levels if left
uncheckedLikelihoodConsequenceRisk rating(uncontrolled)Financial and economicBudget
overruns- the project exceeds its budget and endangers the financial health of the
company3. Moderate4. MajorHIGHIs it possible to deal with the risk? What is the
method?Other controls or tools neededRisk levels with controlsLikelihoodConsequenceRisk
rating(controlled)Yes – mitigation. Team will perform a preliminary assessment of funding
optionsUtilize the meticulous planning skills of the project manager, establish a realistic
budget with the financial team and proper coordination with the construction company.2.
Unlikely2. UnlikelyLOW9. Potential riskImpact: What are the potential consequences?Risk
levels if left uncheckedLikelihoodConsequenceRisk rating(uncontrolled)High import taxes
as well as feesHigher funding may be needed to import goods, materials, man-power, etc.5.
Near Certain3. ModerateHIGHIs it possible to deal with the risk? What is the method?Other
controls or tools neededRisk levels with controlsLikelihoodConsequenceRisk

8. rating(controlled)Goods and materials that are being imported could potentially be sourced
in Canada; assembly could occur in Canada instead of the U.S.Resources and man-power
available for assembly3. Moderate2. MinorLOW10. Potential riskImpact: What are the
potential consequences?Risk levels if left uncheckedLikelihoodConsequenceRisk
rating(uncontrolled)Higher wage requirement for staff (i.e. minimum wage is higher in
Canada)Higher funding may be required to accommodate staff5. Near Certain3.
ModerateHIGHIs it possible to deal with the risk? What is the method?Other controls or
tools neededRisk levels with controlsLikelihoodConsequenceRisk rating(controlled)May be
able to mitigate through prices of goods3. Moderate2. MinorLOWAppendix 4: Project Cost
Estimate