Arrow Consulting PMP

December 10, 2013 Project Management Plan Page 1

Arrow Consulting

Project Management Plan

Version 3.0

December 10, 2013

Presented by: Kirsten Rivera, Project Manager

December 10, 2013 Assumption and Constraint Log Page 2

ASSUMPTION AND CONSTRAINT LOG

Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013

ID Category Assumption/Constraint

Responsible Party

Due Date

Actions Status Comments

01 Planning Only 24 construction workers are necessary

Project Manager

N/A Closed

02 Executing Build phase includes cleaning the facility after construction is complete

Project Manager

N/A Open

03 Planning Construction workers are paid wages based on average salary of construction workers in Colorado Springs according to indeed.com

Dirk Perrier N/A Closed

04 Planning Grand opening prep includes training and setting up materials

Jill Overstreet

N/A Open

05 Planning Materials will be ordered or purchased at local hardware store as needed. For example, paint it not needed initially and so it will be purchased when necessary.

Construction workers

N/A Pending

07 Planning/ Executing

A store build-out usually takes 120 days.

Everyone Involved

Jan. 15 Open

08 Executing Completion date: Feb 1

Everyone involved in project

Feb. 1 Closed


09 Executing Jill Overstreet will help with the initial store stocking.

Jill Overstreet

N/A Pending

10 Planning Retail product line will be delivered two weeks prior to grand opening The retail product line must be displayed throughout the store in a way that is easy for customers to find what they want and consistent with other stores in the country

Marketing Department

Jan. 18 Pending

11 Executing Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings, shelving, and so on, and can help with store build-out as well.

Jake Peterson

N/A Open


The budget for the project will be between $1.5 and $2 million.

Project Manager

Feb. 1 Closed


Procurement of TI connection takes 30-45 days and will have on going costs of $3,000 per month

IT Manager: Ricardo

Jan. 21 Pending


Running Ethernet cable throughout the building will take 16 hours at $100 per hour

IT Manager: Ricardo

Sept. 18 Closed


Purchasing router, switch, server, and rack will cost $17,000

IT Manager: Ricardo

Pending


Installing router and testing connection will take 8 hours and cost $78 per hour

IT Manager: Ricardo

Pending



Installing switch will take two hours and cost $78 per hour

IT Manager: Ricardo

Pending

18 Planning/Executing Installing server and testing it will take six hours at $84 per hour

IT Manager: Ricardo

Pending

19 Planning/Executing Web team will add new store location and phone number to lookup function on the internet site which will take two hours and cost $96 per hour

IT Manager: Ricardo

Pending

20 Planning/Executing Interviews for store positions will take place before the 22nd when shelves need to be stocked

Jill Overstreet

Jan. 16-19 Open

December 10, 2013 Inter Requirements Traceability Matrix Page 5

INTER-REQUIREMENTS TRACEABILITY MATRIX


ID Business

Requirement Priority Source ID Technical Requirement Priority Source

KHCS-1001

Cable Vendor High

WBS KHCS-

10011 Electrical lines run and dry-wall work in

progress High WBS

KHCS-1002 TI Connection High WBS KHCS-

10012 Build-Out Complete High WBS

KHCS-1003 Build-Out Begins High WBS KHCS-10013 Install and Test Hardware High WBS

KHCS-1004 Sign Lease High WBS KHCS-10016 Order Retail Products High

Activity List

KHCS-1005 Signed Contract High WBS KHCS-

10017 Hire Retail Products and Stock Shelves High Activity

List

KHCS-1006 Ethernet Cable Run High Activity

List KHCS-10018 Build-out behind Schedule High

Activity List

KHCS-1007 Build-Out Started High Activity

List KHCS-

10019 Store Installation not completed High WBS

KHCS-1008 Build-Out Work In

Progress High Activity

List KHCS-

10020 Store Opening High Activity

List

KHCS-10021 Cabling Work Check High

Activity List KHCS-1023 Store Shelf Installation High

Activity List

KHCS-10022 Build-Out Work Check High

Activity List KHCS-1024 Order Retail Products High

Activity List

December 10, 2013 Statement of Work Page 6

MILESTONE LIST

Project Title:

50th Kitchen Heaven Store in Colorado Springs & Grand-Opening Celebration

Date Prepared: 12/10/2013

Milestone Milestone Description Type

Hold stakeholder meeting Project charter kickoff meeting Project management

Identify property for store Find appropriate Colorado Springs property for store

Property

Kickoff meeting held with key project team members

Marking project planning stage completion, and start of executing stage

Project management

Sign procurement documents Product

Sign lease Property

Gomez contract signed Staffing

Ethernet cable run Construction

Purchase router, switch, server, and rack

For equipment room and four POS terminals

Construction

Install switch Construction

T1 cabling installed Construction

Build-out started Construction

Hardware installed and tested Dependent on T1 connection Construction

Independent inspection Contracted independent inspector performs inspection prior to city and county inspections

Construction

Personnel hired Staff hired for new store Staffing


Receive shipments of products

Have all products needed in stock for grand opening shipped to store

Product

Shelves stocked Products are stocked on shelves in store

Product

Build-out finished Construction

Add new store location and phone number to website

Added to the lookup function Marketing

Hold grand opening celebration

50th store opening celebration for community, including chef demonstrations

Marketing

Hand off ongoing operations Jill Overstreet’s team will oversee ongoing operations

Project management


STATEMENT OF WORK

Time and Materials

Client’s name Kitchen Heaven

Client’s administrator Dirk Perrier, VP of Marketing

Project name 50th Kitchen Heaven Store in Colorado Springs & Grand-Opening Celebration

Engagement duration 6 months

Begin date August 1, 2013

End date February 1, 2013

Schedule of rates

Item description Delivery schedule (Business days)

Cost (estimate)

Labor Payroll every 14 days (8.57 pay periods for 120 day project)

$15.00/hour, per person $1,200.00/pay period, per person $10,284.00/per person for 120 day project $246,816.00 for 24-man construction crew

Materials Pay as you go $200.00/sq. ft. $500,000.00 for 2,500 sq. ft. retail space

Furnishings/Shelving $100,000 approx. budget

Inventory Stock

Contractor Payroll every 14 days (8.57 pay periods for 120 day project) Upfront fees paid immediately

$45.00/hour $3,600.00/pay period $30,852.00 for 120-day build project

Lease, Monthly Rent Approx. every 30 days, beginning when lease is signed (around one month into project)

$13.00/sq. ft. per year $2,708/month rent $13,540.00 for 5 months of the project

Festivities Costs


Payment terms

Phase Completion date Payments due

Administrative/Planning Feb. 1, 2013 Consulting fees paid bi-monthly, beginning with pay period for August 1-15

Build Jan. 1, 2013 Payment 1: Sept. 1, 2013

Furnishing/Stocking Jan. 31, 2013 Payments made as needed, made from and recorded in facilities and retail products budgets

Grand Opening Prep and Execution

Feb. 1, 2013 Payments made as needed, made from and recorded in marketing budget


Statement of Work

Assumptions

● Only 24 Construction workers are necessary

● Construction workers are paid wages based on average salary of construction

workers in Colorado Springs according to indeed.com.

● Build phase includes cleaning the facility after construction is complete

● Furnishing/Stocking includes shelving, seating, setting up cash registers,

gathering materials to run store (for example, shopping carts), and stocking the

shelves with product and setting up displays.

● Grand Opening Prep includes training and setting up materials.

● Materials will be ordered or purchased at local hardware stores as needed. For

example, paint is not needed initially and so it will be purchased when necessary.

Change management process

Any major change to the scope will need to be verified by all of the stakeholders to make

sure that it is approved. The project manager first will decide if they think the change is

necessary and they will then approach all stakeholders and make sure they approve the

change. If there is just a scope revision it will be brought to the attention of the project sponsor

for refinement first, and then considered for approval by the stakeholders. Scope changes will

be anticipated and budgeted for accordingly.

Engagement related expenses

All expenses incurred as a cost of doing business for the project will be received, and

reviewed by the Project Manager before being passed to the sponsor for approval. The sponsor

is responsible for all expenses identified in the budget.

Professional services agreement

Once the project is complete, there will be a two month transitional phase in which the

project manager will help with any upgrades or maintenance. After this two month phase the

building will be under full ownership and responsibility of Kitchen Heaven.


Acceptance and authorization

The terms and conditions of the Professional Services Agreement apply in full to the services

and products provided under this Statement of Work.

IN WITNESS WHEREOF, the parties hereto each acting with proper authority have executed this

Statement of Work, under seal.

Dick Perrier_______________________________ Kirsten Rivera___________________________ Full Name Full name

VP of Marketing, Kitchen Heaven_______________ Project Manager, Arrow Consulting__________ Title Title

__________________________________________ ______________________________________ Signature Signature

August 1, 2013______________________________ August 1, 2013_________________________ Date Date

December 10, 2013 Project Charter Page 12

PROJECT CHARTER

Project Title: 50th Kitchen Heaven Store in Colorado Springs & Grand-Opening Celebration

Project Sponsor: Dirk Perrier Date Prepared: August 1st, 2013

Project Manager: Kirsten Rivera, Arrow Consulting Projected Customer: Kitchen Heaven

Project Purpose or Justification:

Purpose: To open a new store in Colorado Springs on February 1, 2013. Justification: Company data concludes that the Kitchen Heaven consumers have incomes of more than $150,000 a year. The Colorado Springs area is home to a large number of people with that income. Currently, there is no Kitchen Heaven in the area, but there appears to be a demand for one. Additionally, sales are up, and Kitchen Heaven’s new line of ceramic cookware is selling well, which indicates that Kitchen Heaven is in a good financial position to open a new store.

Project Description:

The 50th Kitchen Heaven store, located in Colorado Springs, will open February 1 with a grand-opening celebration. The project will involve: procuring the property, negotiating the lease, procuring the shelving and associated store furnishings, getting a contractor on the job, and preparing the 50th store festivities in collaboration with the marketing department.

High-Level Requirements:

- Property will be located in Colorado Springs, in an affluent area - The new store should occupy from 1,500 to 2,500 square feet of retail space - Use local contractors for the build-out - Store will carry full line of products from utensils to gourmet food items - Grand opening celebration for 50th store opening - Store is open in time for the Garden and Home Show conference in Colorado Springs, in early February - Offer new line of gourmet food products - Have classroom space in back of store for cooking demos and classes


High-Level Risks:

- Project management risks (improper schedule and resource planning, poor project planning, and improper or poor project management disciplines or methodologies) - Technical, quality, and performance risks (unproven technology, complex technology, changes to technology anticipated during the course of the project, and unrealistic performance goals) - Organizational risks (resource conflicts because of multiple projects occurring at the same time in the organization; scope, time, and cost objectives that are unrealistic given the organization’s resources or structure; and lack of funding for the project or diverting funds from this project to other projects) - External risks (new laws or regulations, labor issues, weather, changes in ownership, and catastrophic risks) - Market competition - IT risks (TI line availability and installation, contractor availability for Ethernet installation, POS and server hardware availability) - Facilities risks (desirable location in the right price range, contractor availability for build-out, availability of fixtures and shelving) - Retail risks (product availability, shipment dates for product)


PROJECT CHARTER

Project Objectives Success Criteria Person Approving

Scope:

New Kitchen Heaven store in Colorado Springs

Opens on-time, at/under budget

Dirk Perrier

Time:

Six months to completion Completion date: Feb. 1 Dirk Perrier

Cost:

$2 million Project cost </= $2 million Dirk Perrier

Summary Milestones Due Date

Procure property August 14

Negotiate lease August 14

Procure shelving and store furnishings

January 16

Run Ethernet cabling at property September 20

Finish build-out January 16

Hire personnel February 1

Stock shelves February 1

Prepare grand-opening celebration February 1


PROJECT CHARTER

Estimated Budget:

$2 million

Stakeholder(s) Role

Dirk Perrier VP of Marketing, Project Sponsor

Jake Peterson Facilities

Jill Overstreet Director of Retail Products, Ongoing Operations

Ricardo Stakeholder

Gomez Construction Build-out contractor

Arrow Consulting Project Consultants

Colorado Springs community members New store audience

Kitchen Heaven Marketing Department Grand Opening Celebration planners

Project Manager Authority Level - Medium

Staffing Decisions:

- Jill Overstreet will help with the initial store stocking - Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings, shelving, and so on, and can help with the store build-out as well - Ricardo will serve as lead for IT and build-out processes and management - Gomez Construction will oversee the build-out - The Kitchen Heaven Marketing Department will plan the Grand Opening Celebration for the 50th store


PROJECT CHARTER

Budget Management and Variance:

Activity cost estimates were created, including basis of estimates, using the following: - Parametric estimates (Ricardo) - Analogous and parametric estimates (Jake) - Reserve analysis including contingencies for unplanned changes in involving vendor

deliveries (Jill) - Assumptions made about vendor deliveries and availability of the T1 and assumptions

made regarding when lease payments begin - The range of possible estimates is stated as plus or minus 10 percent

Since the project occurs fairly quickly, only two funding requirement periods are needed

Technical Decisions:

Key stakeholders will be responsible for monitoring and controlling the technical aspects of their respective expertise – for example, the Director of Retail Products will ensure that incoming products are up to specification, and will handle any concerns of unacceptable quality.

Conflict Resolution:

Conflicts should be brought to the attention of the Project Manager first, who will either escalate the issue up to the appropriate level (applicable stakeholder or Project Sponsor), or will address and work through the issue with the person(s) bringing it forth.

Approvals:

_________________________________ _________________________________

Project Manager Signature Sponsor or Originator Signature

Kirsten Rivera______________________ Dirk Perrier________________________

Project Manager Name Sponsor or Originator Signature

August 1, 2013 _____________________ August 1, 2013_____________________

Date Date

December 10, 2013 Change Management Plan Page 17

CHANGE MANAGEMENT PLAN


Change Management Approach:

Changes involved in the project scope, schedule, or baseline will be documented in order to maintain accurate and reliable performance measurement baselines. All processes impacted as a result of changing project variables will mean revisiting Planning and Executing processes as needed, as well as updating the project scope to reflect these changes.

Definitions of Change:

Schedule change: A schedule change is usually the result of a revision to the project scope, activity estimations, or an update in the project baseline. A delay in the schedule can significantly impact the project outcome if there is little variance/float in the schedule. In fact, it can even change the critical path.

Budget change:

A budget change may result from incorrect estimating techniques, predetermined budgets that had little flexibility, schedule changes (such as crashing), changes in suppliers, failure to provide procedures to review and revisit cost estimates made during the planning phase of the project, etc.

Scope change:

A scope change requires changes to the project scope as defined by the WBS. Depending on the nature of the scope change, there may need to be updates to a variety of documents such as, project objectives, costs, quality measurement controls, performance measurements baselines, or even schedule revisions. In the event in which a scope change is not documented properly, the project requirements may not align with the desired deliverables.

Project document changes: Project document changes may occur throughout the project. It is important that all the stakeholders are aware of such changes and that the project manager is informed and required to sign off on them. For a change to occur, it must first pass through the change control board who meet periodically. Requests for change are always submitted in writing and are detailed to prevent confusion. Documentation will be submitted in a change request form and then processed by the Change Control Board (CCB). The CCB will then track, approve, or deny proposed changes.

December 10, 2013 Change Management Plan Page 18

CHANGE MANAGEMENT PLAN

Change Control Board:

Name Role Responsibility Authority

Dirk Project Sponsor Attend CCB meetings

Provides input and asks questions regarding proposed changes.

Main Character Project Manager Determine impacts Makes final decision on the approval process by signing off on the change request.

Change Control Process:

Change request submittal

October 8th: (APPROVED) Jill submitted a change request regarding the costs associated with the purchasing of retail products from the new gourmet supplier, as their prices are higher than the original vendor. This affects the project budget, but not by too much. October 13th: (APPROVED) Ricardo submitted a change request regarding the purchase of an upgraded version of the company’s current operating system. Ricardo is in charge of upgrading the company’s operating systems in all the stores. Buying the new hardware with the upgraded operating system preinstalled would save time and energy for his future project.

Change request tracking

Gomez - T1 connection issues because the phone company is not returning calls about hardware

Change request review

October 13th: Ricardo’s new operating system questions were answered and approved. Chapter 10: Jill’s cost change request has been approved because her first contracted vendor went out of business, the second vendor failed to meet quality control standards, and her current vendor charges higher retail prices for their gourmet cookware. This change approval doesn’t significantly impact the project budget, but will still require revisions in the cost/budget related documents.

Change request disposition

Chapter 10: Ricardo’s change request was submitted in writing through the change control system. Chapter 10: Jill’s change request was submitted through a cost change request to the CCB

December 10, 2013 Communications Management Plan Page 19

COMMUNICATIONS MANAGEMENT PLAN

Project Title: New Kitchen Heaven Retail Store Date Prepared: October 27, 2013

Stakeholder Information Method Timing or Frequency Sender

Dirk Perrier (555) 456-7654 [email protected]

Email, Phone, & Meetings

Weekly & as important updates or changes occur

Project Manager

Jake Peterson (555) 324-5644 [email protected]



Project Manager

Jill Overstreet (555) 385-4677 [email protected]



Project Manager

Jill Overstreet's Group Same as above Email & Phone Weekly & as important updates or changes occur

Project Manager

Leasing Agent (555) 853-4575 Email & Phone When necessary Jake Peterson

Marketing Department (555) 456-7654 [email protected]

Email & Meetings Initial meeting with weekly correspondences following

Dirk Perrier

Colorado Springs Community N/A Through marketing

N/A Marketing department

Garden and Home show conference attendees N/A Through garden and home show

N/A Jill Overstreet

Famous chefs whose cookware will be featured in store

TBD Email Notifications Jill Overstreet

Grand opening caterers (555) 505-6575 Phone Weekly & daily the week prior to the event

Jill Overstreet

Local chefs featured at grand opening (555) 366-4575 Email and Phone A few reminders leading up to event

Jill Overstreet

mailto:[email protected]



December 10, 2013 Communications Management Plan Page 20

Assumptions Constraints

Only 24 construction workers are necessary

payroll every 14 days (8.57 pay periods for 120 day project)

$15.00/hour, per person $1,200.00/pay period, per person $10,284.00/per person for 120 day project

$246,816.00 for 24-man construction crew

Construction workers are paid wages based on average salary of construction workers in Colorado Springs according to indeed.com

$15.00/hour, per person

Wages could potentially increase

Build phase includes cleaning the facility after

construction is complete Build phase may take longer due to this and could hold up other aspects.

Furnishing/Stocking includes shelving, seating, setting up

cash registers, gathering materials to run store (for example shopping carts), and stocking the shelves with product and setting up displays

The storefront look must be consistent with all of the other 49 stores throughout the country. This will need to be approved and signed off by someone in the Marketing department.

Grand opening prep includes training and setting up

materials The building and everything must be complete for this step to happen.

Materials will be ordered or purchased at local hardware

store as needed. For example, paint it not needed initially and so it will be purchased when necessary.

Materials may end up costing more by using this method.

A store build-out usually takes 120 days. Completion date: February 1st

Jill Overstreet will help with the initial store stocking. Retail product line will be delivered two weeks prior to grand opening The retail product line must be displayed throughout the store in a way that is easy for

customers to find what they want and consistent with other stores in the country

Jake Peterson will provide supplies for the stores that

aren’t retail products, such as store furnishings, shelving, and so on, and can help with store build-out as well.

Retail product line will be delivered two weeks prior to grand opening

The retail product line must be displayed throughout the store in a way that is easy for customers to find what they want and consistent with other stores in the country

The budget for the project will be between $1.5 and $2 million.

Things may end up costing more than expected.

Glossary of Terms or Acronyms

TBD: To Be Determined N/A: Not Applicable

December 10, 2013 Cost Management Plan Page 21

COST MANAGEMENT PLAN Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013

Level of Accuracy: Units of Measure: Control Thresholds:

Round costs to Hundreds, plus or minus 10%

Hours Dollars

Plus or minus 10%

Rules of Performance Measurement:

Parametric and analogous estimating techniques will be used. Reserve analysis will be used to include contingencies for unplanned changes involving vendor deliveries. Budget will be determined using cost aggregation.

Cost Reporting and Format:

A cost report will be produced twice throughout this project in a written format. One report at the half and the other one at the end of the project.

Process Management:

Estimating costs Labor: $246,800; Materials: $500,000; Furnishing: $100,000; Contractor: $30,800; Lease, Monthly Rent: $13,540 for 5 months Activity 1: $3000 per month; Activity 2: $1600; Activity 3: $17,000; Activity 4: $624; Activity 5: $156; Activity 6: $504; Activity 7: $192

Developing the budget Aggregate activity costs: $23,076 Total costs (including labor, materials, rent, etc): $914,216

Updating, monitoring and controlling

Every month

December 10, 2013 Bottom-Up Cost Estimating Page 22

BOTTOM-UP COST ESTIMATING WORKSHEET


WBS

ID Labor

Hours Labor Rates Total Labor Material/Supplies Equipment Indirect

Costs Reserve Estimate

1.2 240.0 $12.5/hour $3000 $3000

1.3 16.0 $100/hour $1600 $1600

1.5 960.0 $15.00/hour, per person $1,200.00/pay period, per person $10,284.00/per person for 120 day project

$246,816.00 for 24-man construction crew

$246,816

2.1 Router, switch, server, and rack

$17,000

2.2 16.0 Router install = $78/hour Switch Install = $78 Server Install = $84

$624 for router

installation/testing $156 for switch installation $504 for server

installation/testing

$1284

2.3 2.0 $96/hour $192 $192

3.1 Retail Products $500,000

3.2 400.0 $9 per hour for 40 hour for 10 employees

$3600 $3600

3.3 400.0 $9 per hour for 40 hour for 10 employees Training personnel $20

$4,400 $10,000

December 10, 2013 Activity Cost Estimates Page 23

ACTIVITY COST ESTIMATES


WBS ID

Resource Direct Costs Indirect Costs

Reserve Estimate Method Assumptions/ Constraints

Additional Information

Range Confidence Level

1.1 Leases,

contractors Lease, Contractors

Paperwork $2704 Expert

Judgment/Analogous When lease

payment begins plus or

minus 10%

High

1.2 Contractors, IT

Personnel Procurement

costs $3000 Expert

Judgment/Analogous When lease

payment begins Takes 30 to

45 days to procure

plus or

minus 10%

High

1.3 Ethernet Cable,

Cable installers Labor Ethernet

ports, any specific hardware

$1600 Parametric plus or

minus 10%

High

1.4 Contractors, Gomez

Contractors Expert Judgment/Analogous

plus or minus

10%

High

1.5 Construction workers

Labor Tools, Snacks

$15 per hour $246,816 total cost

Expert Judgment plus or minus

10%

High

2.1 Management approval to

purchase equipment

Router, switch, server, and rack

for the equipment room

$17,000 Expert Judgment plus or minus

10%

High

2.2 Construction workers, IT Personnel

Labor Tools, Snacks

$624 for router installation/testing $156 for switch

installation $504 for server installation/testing

parametric plus or minus 10%

High

2.3 IT Personnel Labor Tools, Snacks

$192

parametric plus or minus 10%

High


3.1 Management

approval to purchase retail products

Retail products $500,000 Expert Judgment plus or

minus 10%

High

3.2 Workers for the store, need laborers to stock

shelves

labor $9 per hour for 40 hour for 10 employees $3600 total cost

Expert Judgment plus or minus 10%

High

3.3 Store management,

HR personnel, general store staff

Training, labor $4,400 Expert Judgment plus or minus

10%

High


COST ESTIMATING WORKSHEET

Project Title: New Kitchen Heaven Retail Store


Parametric Estimates

WBS ID Cost Variable Cost per Unit

Number of Units Cost Estimate

2.1 - Procure T1 Connection Monthly

Payments 3000 1-1.5 3000-4500

2.2 - Run Ethernet Cable Throughout Building

Hourly Wage Rate

100 16 hours 1600

2.3 - Purchase the Equipment Purchases Variant Router, Switch, Server, Rack, Service Terminals

17000

2.4.1 - Installations of Equipment (Router and Test Connection

Hourly Wage Rates

78 8 624

2.4.2 - Install Switch Hourly Wage Rate

78 2 156

2.4.3 - Install Server and Test Hourly Wage

Rate 84 6 504

2.5 - Testing and Adding Location and Phone to lookup function

Hourly Wage Rate

96 2 192

Analogous Estimates

WBS ID

Previous Activity Previous Cost

Current Activity Multiplier Cost Estimate

1.1 None None Procure Lease 2704

1.2 Procure Lease 2704 Procure T1 Connection 3000

1.5 Procure T1 Connection 3000 Pay Construction workers 15 per hour 246,816 total

cost

3.1 Pay construction workers 15 per hour 246,816 total

cost

Management approval for purchasing equipment

17, 000

3.2 Management approval for purchasing equipment

500,000 Workers for the store, need laborers to stock shelves

$3600 total cost

3.3 Workers for the store, need laborers to stock shelves

$3600 total cost

Store management, HR personnel, general store staff

$10,000

December 10, 2013 Cost Baseline Page 26

COST BASELINE



December 10, 2013 Human Resource Management Plan Page 27

HUMAN RESOURCE MANAGEMENT PLAN


Roles, Responsibilities, and Authority

Role Responsibility Authority

1. Project Sponsor

2. Project Manager

3. Construction Manager

4. Retail Products Manager

5. Facilities Manager

6. Marketing Team

7. IT Manager

1. Sign off on important documents, work with project manager

2. Coordinate project team, manage deadlines, communicate between all stakeholders

3. Oversee build-out of store

4. Oversee ordering, receiving, and stocking of products for store

5. Oversee ordering, receiving, and setup of store furnishings

6. Oversee planning and execution of grand-opening celebration

7. Oversee building, installing, and testing of technology

1. High

2. High

3. Moderate

4. High

5. High

6. Low/Moderate

7. High



Project Organizational Structure



Staffing Management Plan

Staff Acquisition Staff Release

External resources to needed to run Ethernet cable, procure a T1 line, and purchase routers

and switches.

Personnel to staff new store.

Local chefs for cooking demonstrations at grand-opening celebration.

Resource Calendars

Key project staff - including Jill Overstreet, Jake Peterson, Ricardo, and Gomez Construction -

are available for substantial time commitment to this project to ensure project deadline is

achieved.

Training Requirements

Personnel hired to staff new store will need two weeks training with Jill Overstreet and team.

Rewards and Recognition

Project manager takes key project staff to lunch once per month to foster team unity and

communication.

Project manager rewards those resources occupying the roles listed at the beginning of this Plan

with $100 gift cards to [nice Colorado Springs restaurant] for holiday gift.

Upon completion of project, key project staff are awarded 20 hours PTO, to schedule at their will.

Upon completion of project, project sponsor sends company-wide email announcing success of

project, and includes his gratitude to key project staff by name.



Regulations, Standards, and Policy Compliance

- Lease terms will be negotiated with agent.

- Inspections of site will be performed by independent contractor hired by New Heaven, as well

as by city and county inspectors.

- Procurement of external resources will be under a time and materials contract.

- IT equipment specifications and gourmet product and cookware line specifications are

documented in Quality Management Plan.

Safety

Gomez construction is responsible for ensuring safety standards are upheld by and for its

contractors at all times at Kitchen Heaven’s site.

December 10, 2013 RACI Chart Page 31

RACI Definitions:

R esponsibility = person or role

responsible for ensuring that the

item is completed

A ccountable = person or role

responsible for actually doing or

completing the item

C onsulted = person or role whose

subject matter expertise is required

in order to complete the item

I nformed = person or role that

needs to be kept informed of the

status of item completion

Dirk

Per

rier

Proj

ect M

anag

er

Jake

Pet

erso

n

Jill O

verst

reet

Rica

rdo

Ram

irez

Shell

y

City

Inspector

Inde

pend

ent I

nspe

ctor

CCB

INITIATE

Project Initiator R A C I I

Project Objective R A C I

Project Charter A I C C

PLANNING

Furnisih, Shelving, StoreSupplies I A R I I

Retail Products I A A R I

IT Equipment I A C I R

Store Build-Out I A R I C

Grand Opening A R I A C

IT Task Risk I R I I C

Facilities Risk I R C C I

Ratail Risk I R C C I

Project Costing I R C C C

IT Installation and Switches I A I I R

IT Testing I A I I R

Hire Store Personnel I A R R I

Human Resource Needs I A R R I

EXECUTING

Building and Cabling I A R C R

I T hardware I A A C R

Store I A R R C I

Cable Vendor I A I I R

IT Connection Status I A I I R

Sign Lease I R C C C

Intial Retail Product Calls I A C R I

Website Announcement I A C C R

Forecast I R C C C C

Project Inspection I A A A A I

Website Announcement I A C C R

Forecast I R C C C C

IT Quality control and testing I A I I R I

Store Project Quality Status I A I R I I R

MONITOR & CONTROLLING

Contract Payment I A C C C R R

Site Inspection I A A C I I

Each Project Monitoring I A R R R I

Project Updates I R A A A

IT Quality control and testing I A I I R I

Store Project Quality Status I A I R I I R

Change Request I A A A A A R

CLOSING

Project Closeout R A C R I

Porject Ends I A A R I

Final Closing R A A A A

December 10, 2013 Roles and Responsibilities Page 32

ROLES AND RESPONSIBILITIES


Resource Role Description

1. Project Sponsor: The project sponsor has the authority to assign resources and enforce decisions regarding the project, and is a stakeholder.

2. Project Manager: The project manager is responsible for managing the project processes and applying the tools and techniques used to carry out the project activities. The project manager coordinates and communicates between the functional managers and project sponsor, as well as other project stakeholders.

3. Construction Manager: The construction manager is the project vendor overseeing the build out of the new retail store. The construction manager coordinates his team of builders to meet contractual obligations, including completion of build out on schedule in terms of project timeline. He also coordinates with the facilities manager and IT manager.

4. Retail Products Manager: The retail products manager is responsible for overseeing

the selection, ordering, and receiving of all retail products for the new store. She is also involved with ensuring a smooth transition of project into her team’s operational care at end of project.

5. Facilities Manager: The facilities manager is responsible for overseeing selection, ordering, and receiving of all furnishings for the new store that are not retail products. He also coordinates with the IT manager and construction manager.

6. Marketing Team: The marketing team is responsible for planning and executing the grand-opening celebration for the new retail store.

7. IT Manager: The IT manager is responsible for overseeing the purchasing, installation, and testing of all technical equipment for the new store. He also coordinates with the facilities manager and construction manager.


Authority

1. Project Sponsor: The project sponsor has a high level of authority, has ultimate decision-making power, and holds a high degree of power and influence in the project.

2. Project Manager: The project manager has a high level of authority, and is recognized as the main contact for questions and issues related to the project. The project manager reports to the project sponsor, and works collaboratively with the functional managers involved in the project.

3. Construction Manager: The construction manager has moderate authority, because he has a high level of authority over his team but low-level authority in the context of project decision making.

4. Retail Products Manager: The retail products manager has a high level of authority, as she is responsible for all decision making with regards to store retail products.

5. Facilities Manager: The facilities manager has a high level of authority, as he is responsible for all decision making with regards to store furnishings.

6. Marketing Team: The marketing team has a low-to-moderate level of authority in the context of the project, as it coordinates grand-opening celebration activities and plans with the project manager and functional manager stakeholders.

7. IT Manager: The IT manager has a high level of authority, has he is responsible for all decision making with regards to technology needs for the store.

Responsibility

1. Project Sponsor: The project sponsor is ultimately responsible for overseeing the project at a high level, ensuring that the project meets deadlines, and financial and other requirements.

2. Project Manager: The project manager is responsible for meeting stakeholder expectations, including the expectations of the project sponsor. The project manager is additionally responsible for managing the project team, their team of consultants, and adhering to the PMI standards and code of ethics.

3. Construction Manager: The construction manager is responsible for communicating with the project manager and functional managers involved in the project who are concerned with the build out. The construction manager is responsible for the conduct of his team.

4. Retail Products Manager: The retail products manager is responsible for ensuring the store retail products meet stakeholder expectations.

5. Facilities Manager: The facilities manager is responsible for ensuring the store furnishings meet stakeholder expectations.


6. Marketing Team: The marketing team is responsible for ensuring the grand-opening

celebration meets stakeholder expectations.

7. IT Manager: The IT manager is responsible for ensuring the store technology meets

stakeholder expectations.

Qualifications

1. Project Sponsor: The project sponsor’s qualifications for overseeing this project were determined by Kitchen Heaven executive leadership.

2. Project Manager: The project manager is qualified for this project based on past project successes from previous employment.

3. Construction Manager: The construction manager is qualified to serve on this project because this vendor has been engaged with Kitchen Heaven on three of the last five projects, to great success.

4. Retail Products Manager: The retail products manager is qualified to work on this project due to her experience and her role as manager of ongoing operations for this store once the project has been successfully completed and closed.

5. Facilities Manager: The facilities manager is qualified to work on this project due to his successful supervision of eight previous store build outs.

6. Marketing Team: The marketing team is qualified to work on this project based on past event coordination success for other Kitchen Heaven store openings.

7. IT Manager: The IT manager is qualified to work on this project based on past success overseeing technical processes and needs for past store opening projects.


Requirements

1. Project Sponsor: The project sponsor is required to be accessible by the project manager for decision making and other needs, and will communicate necessary project information to the project manager as the need arises.

2. Project Manager: The project manager is required to document project processes and outcomes according to agreements with project stakeholders, and is required to lead project team, including fostering communication between project stakeholders.

3. Construction Manager: The construction manager is required to meet contractual obligations, and to communicate issues and questions to project manager and the necessary functional managers.

4. Retail Products Manager: The retail products manager is required to fulfill project expectations assigned to her to the best of her abilities, and to communicate problems and limitations to meeting these expectations to the project manager as they arise.

5. Facilities Manager: The facilities manager is required to fulfill project expectations assigned to him to the best of his abilities, and to communicate problems and limitations to meeting these expectations to the project manager as they arise.

6. Marketing Team: The marketing team is required to execute a grand-opening celebration for the new retail store on Feb. 1.

7. IT Manager: The IT manager is required to fulfill project expectations assigned to him to the best of his abilities, and to communicate problems and limitations to meeting these expectations to the project manager as they arise.

December 10, 2013 Team Operating Agreement Page 36

TEAM OPERATING AGREEMENT


Team Values and Principles

1. Good communications

2. Good Documentation

3. Meet deadline

4. Deliverable

5. Meet quality status

Meeting Guidelines

1. Deadline are important and should be met by everyone

2. Once a week meeting for project update and change notification

3. Extended meetings when necessary

4. Each member would give briefs on the progress and what need to be addressed

Communication Guidelines

1. Verbal and written

2. Project documentation update

3. Check regular email every for update

Decision-Making Process

Responsible parties include the Project Manager, Stakeholders and any team member who is

concerned

December 10, 2013 Team Operating Agreement Page 37

TEAM OPERATING AGREEMENT

Conflict Management Approach

Use meeting and change management as well as Alternative Conflict Resolution methods.

Signature: Date:

Dirk Perrier, project sponsor 12/10/13

Kirsten Rivera, project manager 12/10/13

Jake Peterson , construction and facilities manager 12/10/13

Jill Overstreet, retail products and marketing manager 12/10/13

Ricardo Santiago, information technology manager 12/10/13

December 10, 2013 Team Member Performance Assessment Page 38

TEAM MEMBER PERFORMANCE ASSESSMENT


Technical Performance – Ricardo Santiago

Scope Exceeds Expectations

Meets Expectations

Yes

Needs Improvement

Comments:

IT Cable Install by Ricardo’s team

Quality Exceeds Expectations

Meets Expectations

Yes

Needs Improvement

Comments:

Install

Schedule Exceeds Expectations

Meets Expectations

Yes

Needs Improvement

Comments:

Cable Install and Lease

Cost Exceeds Expectations

Meets Expectations

Yes

Needs Improvement

Comments:

Project Cost



Interpersonal Competency

Communication Exceeds Expectations

Yes

Meets Expectations

Needs Improvement

Comments:

Project Communication

Collaboration Exceeds Expectations

Yes

Meets Expectations

Needs Improvement

Comments:

Very collaborative other team members

Conflict Management Exceeds Expectations

Meets Expectations

Yes

Needs Improvement

Comments:

Good at conflict resolution

Decision Making Exceeds Expectations

Meets Expectations

Yes

Needs Improvement

Comments:

Firm decisions

Leadership Exceeds Expectations

Yes

Meets Expectations

Needs Improvement

Comments:

Good Leadership

Strengths

Communication, documentation and project execution

Weaknesses

Negotiations and enforcing deadlines



Areas for Development

Area Approach Actions

Negotiations project Be firm Strong negotiations deals needed

Ramp-up time Improvement Negotiate better deadlines and

enforce it

Additional Comments

N/A

December 10, 2013 Process Improvement Plan Page 41

PROCESS IMPROVEMENT PLAN


Process Description

Conduct Procurements process for obtaining responses to bids and proposals from potential vendors, selecting a vendor, and awarding the contract for the construction of Kitchen Heaven store.

Process Boundaries

Process Starting Point

Determine store location.

Process Ending Point

Award construction contract.

Inputs

Lease RFP Cost Baseline Qualified Sellers List References

Previous Work

Outputs

Agreement Selected Seller Resource Calendars Change Requests PMP Updates

Project Document Updates

Stakeholders

Process Owner: Jake Peterson

Other Stakeholders Dirk Perrier Jill Overstreet Ricardo Bryan (Ricardo’s team lead) Marketing Department Stakeholder


PROCESS IMPROVEMENT PLAN

Process Metrics

Metric Control Limit

1.

Estimated Time from Begin Buildout to Complete Buildout (days)

1.

Acceptable: 120 days Upper Control Limit: 132 days Lower Control Limit: 108 days

2.

Contract Procurement Time, including negotiation (days)

2.

Acceptable: 14 days Upper Control Limit: 15.4 days Lower Control Limit: 12.6 days

3. Vendor Weighted Score (out of 60)

3. Acceptable: 53 Upper Control Limit: 58.3 Lower Control Limit: 47.7

Targets for Improvement

Metric Current or Target?

Acceptable Upper Lower

Estimated Time from Begin Buildout to Complete Buildout

Current 120 days 132 days 108 days

Estimated Time from Begin Buildout to Complete Buildout

Target 108 days 118.8 days 97.2 days

Contract Procurement Time, including negotiation

Current 14 days 15.4 days 12.6 days


Contract Procurement Time, including negotiation

Target 12.6 days 13.86 days 11.34 days

Vendor Weighted Score

Current 53 58.3 47.7

Vendor Weighted Score

Target 56 61.6 50.4

Process Improvement Approach

Current Process:

Intended Future Process:

December 10, 2013 Procurement Management Plan Page 44

PROCUREMENT MANAGEMENT PLAN


Procurement Authority

Ricardo – Drafted procurement statement of work for IT deliverables

Jill – Drafted procurement statement of work for Gourmet & Cookware lines purchases

Roles and Responsibilities:

Project Manager

1. Ricardo

2. Jill

3. Jake

4. Gomez

Procurement Department

1. IT

2. Inventories

3. Furnishings

4. Build-out

Standard Procurement Documents

1. Procurement statement of work 2. Fixed-Price Contract 3. Time and Materials Contract 4. Lease Agreement

Contract Type

Fixed-Price Contract: Purchase of routes & switches will be accomplished through fixed-price

contract

Time & Materials Contracts: Human Resources for running Ethernet cable procuring the T1 line.

Procurement Assumptions and Constraints

Assumptions: The lease will signed by the end of the week.

Constraints: The lease must be signed by the lease signing date.

December 10, 2013 Procurement Management Plan Page 45

PROCUREMENT MANAGEMENT PLAN

Integration Requirements

WBS The WBS and WBS dictionary identify the deliverables and describe the work required for each element of the WBS. Procurement of the resources necessary to complete these deliverables by the due date is the purpose of

this plan.

Schedule The schedule influences the procurement process and vice versa because they are both dependent on timing. Availability of resources can significantly impact the outcome of the project. For example, a contract being canceled or failing to procure a seasonal product or service could cause delays later in

the project.

Documentation The documentation process involves a procurement document. The document must (1) state the description of the work requested, (2) include the contract SOW, and (3) an explanation of how the seller should format

their responses.

Risk The risk register is a useful tool in determining the types of goods or services trying to be procured. Integrating risk into this process is essential to maintaining appropriate levels of risk as defined by the organization’s policies, the stakeholders’ risk appetite, and other external environmental factors. Tool used to procure resources in regards to risk may include: (2) Perform a Make or Buy Analysis, (2) Market Research, and/or (3) Contract

Types

Performance

Reporting Throughout the project lifecycle, there will be a need to track and evaluate the progress being made in the various procurement processes. The use of performance metrics will be used in order to insure that the schedule and risk levels are aligned with the WBS and WBS dictionary.

Performance Metrics

Domain Metric Measurement

Statistical Sampling of Supplies Ordered from

Vendors

Cost of quality will help determine if the procured resources are at an adequate level of quality. Acceptable levels of quality may be found in

the quality management plan.

Jill ran into issues procuring the gourmet food supplies due to an external and internal failure cost of quality. The first vendor went out of business and the second vendor sold too low of quality supplies for the

grand opening.

December 10, 2013 Source Selection Criteria Page 46

SOURCE SELECTION CRITERIA


1 2 3 4 5

Criteria 1 Purchase Price Purchase Price

Purchase Price

Purchase Price

Purchase Price

Criteria 2 Delivery Cost

Delivery Cost Delivery Cost Delivery Cost Delivery Cost

Criteria 3 Financial Capacity Financial Capacity Financial Capacity Financial Capacity Financial Capacity

Criteria 4 Production Capacity Production Capacity Production Capacity Production Capacity Production Capacity

Criteria 5 Overall Cost Overall Cost Overall Cost Overall Cost Overall Cost

Weight Candidate 1 Rating

Candidate 1 Score

Candidate 2 Rating

Candidate 2 Score

Candidate 3 Rating

Candidate 3 Score

Criteria 1 .10 3 .3 2 .2 1 .1

Criteria 2 .10 2 .2 3 .3 1 .1

Criteria 3 .10 2 .2 1 .1 3 .3

Criteria 4 .10 1 .1 3 .3 2 .2

Criteria 5 .60 3 1.8 1 .6 2 1.2

Totals 1 11 2.6 10 1.5 9 1.9

December 10, 2013 Quality Management Plan Page 47

QUALITY MANAGEMENT PLAN


Quality Roles and Responsibilities

Role Responsibilities

1. Project Manager ➔ Documenting stakeholder expectations and consensus quality management objectives at a project-level that supports the implementation of the PMP.

➔ Utilizing the expertise of the project staff to determine the procedures necessary to achieve the target level of quality.

➔ Ensuring stakeholders endorse quality objectives stated in the QMP.

➔ Understanding the stakeholders’ roles in project success. ➔ Working with the stakeholders early in the project lifecycle to

determine needs, and refining those requirements in light of constraints.

➔ Considering the cost/benefit of all quality improvements.

2. Project Staff ➔ Delivering a quality product.

➔ Performing an active role to ensure quality objectives are clearly

articulated and that the stakeholder understands the essential

professional standards, laws, and codes which must be

incorporated into the project.

➔ Monitoring the quality of their work.

➔ Keeping the commitments for completion of their portion of the

project as documented in the QMP.

3. Jill Overstreet ➔ Monitoring the quality of her work and the work of her staff.

➔ Serving on an independent review team, when appropriate.

4. Ricardo ➔ Monitoring the quality of his work, and the work of his staff.

➔ Serving on an independent review team, when appropriate.

December 10, 2013 Quality Management Plan Page 48

QUALITY MANAGEMENT PLAN

Quality Planning Approach

What Define quality on the project and how quality will be measured

When Planning

Processes Develop Project Management Plan Define Scope Collect Requirements Develop Project Team Estimate Activity Resources Estimate Activity Durations Estimate Costs

Quality Assurance Approach

What Determine if measurement of quality is appropriate by evaluating overall performance on a regular basis to insure the project will satisfy customer quality expectations

When Executing, Monitoring & Controlling

Processes Perform QA

Quality Control Approach

What Monitor specific project products to determine if they meet performance measurement thresholds defined in the quality management plan

When Executing, Monitoring & Controlling, Closing

Processes Perform QA Manage Communications (lessons learned meetings) Close Project or Phase (lessons learned meetings)

Quality Improvement Approach

What Increase the effectiveness and efficiency of the project when corrective actions such as Change Requests are identified. Changes to the QMP and the PMP may be required

When Planning, Executing, Monitoring & Controlling

Processes Develop Project Management Plan Perform Integrated Change Control

December 10, 2013 Quality Metrics Page 49

QUALITY METRICS


ID Item Metric Measurement Method

1 Project Schedule Time Schedule Performance Index (SPI) =

Earned Value ÷ Planned Value

2 Budget Cost Cost Performance Index (CPI) = Earned Value ÷ Actual Cost

3 Project Schedule Resources Amount of hours overspent per

installations/construction

4 Change

Management Scope Number of Change Requests

5 Quality Management Quality Number of defects fixed per user acceptance test

6 Project Schedule Action Items Number of action items behind schedule for resolution

December 10, 2013 Requirements Management Plan Page 50

REQUIREMENTS MANAGEMENT PLAN

Project Title: New Kitchen Heaven Retail Store Date: 12/10/13

Collection

Store property must be located in Colorado Springs, CO. Store must open February 1, 2014 to coincide with Garden and Home Show conference

in Colorado Springs. The store should have between 1,500 and 2,500 square feet of retail space. Local contractors should be used for the build-out. Project requires team to sign a lease within 14 days. Store must offer new line of gourmet food products. Store must have classroom space in back of store for cooking demos and classes. Project must cost less than $2 million. Jill Overstreet needs 14 days to hire personnel and stock shelves. Signed lease Order T1 connection Ethernet Cable Run Contract with Gomez Build-Out Install and Test Hardware Order Retail Products Hire Retail Products and Stock Shelves Grand Opening

Analysis

There is an overlapping relationship between these requirements. If there is to be a change to any of the requirements it must be reported to the Project

Manager with a plan of action moving forward.

Categories

Building and Cabling Store Budget Human Resources Schedule Products

Documentation

Requirements are to be documented and monitored in the Requirements and Traceability Matrix

Prioritization

Ordinal prioritization (high, medium, low)

December 10, 2013 Requirements Management Plan Page 51

REQUIREMENTS MANAGEMENT PLAN

Metrics

These requirements will be traced in hours.

Traceability Structure

Requirements will all have a priority level, category, source, and objective and will be organized this way in the traceability matrix.

Tracking

These requirements will be tracked by weekly progress reports given to the Project Manager and necessary stakeholders.

Reporting

Progress of the requirements will be tracked on and reported on a weekly basis. The project manager must be notified when tasks are completed and if they are

running behind schedule.

Validation

Once a requirement is completed the project manager must be notified and will validate that the requirement is completed to the proper standard and that it is okay to move onto that party’s next requirement.

December 10, 2013 Risk Management Plan Page 52

REQUIREMENTS TRACEABILITY MATRIX


Requirement Information Relationship Traceability

ID Requirement Priority Category Source Objective WBS Deliverable Metric Validation

KHCS-1001

Signed Lease High Building and Cabling

Dirk Perrier Phase 2 yes hours complete

KHCS-

1002 Order T1

Connection High Building and

Cabling Activity List Phase 2 yes hours complete

KHCS-1003

Ethernet Cable Run

low Building and Cabling

Activity List Phase 2 yes hours complete

KHCS-1004

Contract With Gomez

high Building and Cabling

Activity List Phase 1 yes hours complete

KHCS-

1005 Build-Out high Building and

Cabling Activity List Phase 1 yes hours complete

KHCS-1006

Build-Out Complete

high Building and Cabling

Activity List Phase 1 yes hours Not complete

KHCS-1007

Instal and Test Hardware

high Hardware Activity List Phase 1 yes hours complete

KHCS-

1008 Order Retail

Products high STORE Activity List Phase 3 yes hours Not complete

KHCS-10010

Hire Retail Products and Stock Shelves

high STORE Activity List Phase 3 yes hours Not complete

KHCS-

10011 Grand

Opening high STORE Activity List Phase 3 yes hours Not complete


REQUIREMENTS DOCUMENTATION



ID Requirement Stakeholder Category Priority Acceptance Criteria Validation Method

KHCS-1001 Signed Lease Dirk Perrier Building and Cabling

High Signed within 14 days Signed lease document

KHCS-1002 Retail Product Line

Dirk Perrier Store High Delivered 14 days prior to opening

Inventory receipt and confirmation

KHCS-1003 In-Store

Classroom Dirk Perrier Building and

Cabling High Completed by grand opening Approval by Dirk

KHCS-1004 Project Cost Dirk Perrier Budget High Project is completed at or below $2 million budget

Written Confirmation from Accounting

KHCS-1005 Jill’s Time Requirement

Jill Overstreet Building and Cabling

Medium Jill has 14 days to to hire personnel and stock shelves

Hiring and stocking completion notification

from Jill


RISK MANAGEMENT PLAN



Methodology

The Risk Management Plan will be used to define, monitor, and control risks throughout the project. Defining risk will be accomplished through identifying the risk attitudes of the organization and its

stakeholders using techniques such as: 1. Regular documentation reviews 2. Gathering information

3. Checklist analysis 4. Assumptions analysis 5. Diagramming

6. Strengths-weaknesses-opportunities-threats (SWOT) analysis 7. Expert judgment

After risks have been identified and properly documented in risk register, a qualitative analysis will be

performed by utilizing a risk probability impact matrix and a risk data quality assessment. Once the risks have been evaluated from a qualitative perspective, a quantitative analysis will be performed to determine the overall impact of these risks. The quantitative analysis will look at:

1. Possible outcomes and probabilities 2. Identify risks that need the most attention 3. Identify realistic and achievable schedule, cost, or scope targets

4. Determine the best project management decisions possible when outcomes are uncertain Quantitative analysis of risks will be performed by gathering data from probability distributions, performing various modeling techniques (such as EMV, decision tree, simulation, or sensitivity) and

documented on the risk register. Once this part of the process has been completed, developing a risk response plan will be necessary to determine which actions to take for the risks that have the highest probability of occurring and highest impact to the project. Strategies are developed in the risk response

plan process to address negative and positive risks, as well as contingency plans.

Role and Responsibilities

Ricardo - Risks associated with IT tasks Jill and Jake - Risks related to store stocking and furnishings

Risk Categories

IT Risks (Account ID: 1000’s): 1. T1 line availability and installation. Risk ID: 1001. Risk Score: Very Low 2. Contractor availability for Ethernet Installation. Risk ID: 1002. Risk Score: Medium

3. POS and server hardware availability. Risk ID: 1003. Risk score: Medium Facilities (Account ID: 2000’s):

1. Desirable location in the right price range. Risk ID: 2001. Risk score: High

2. Contractor availability for build-out. Risk ID: 2002. Risk score: Low 3. Availability of fixtures and shelving. Risk ID: 2003. Risk score: Low

Retail (Account ID: 3000’s): 1. Product availability. Risk ID: 3001. Risk score: Medium 2. Shipment dates for product. Risk ID: 3002. Risk score: Low


Risk Management Funding

Contingency reserves will need to be accounted for based on the likelihood and impact of a risk in relation to the remaining balance of the reserve account. The reserve account should include all the quantified risks in order to maintain an accurate budget.

Contingency Protocols

Contingency protocols help determine alternative methods of dealing with certain risks. When a risk event occurs, the contingency plan reserve strategy will be in place for that particular event. This protocol may include setting aside funding, resources, and adding project time to the project schedule.

In the development of each contingency protocol, it is important to consider the impact the contingency will have on the project.

Frequency Timing

Risk management documents will be reviewed and evaluated when a risk becomes an issue, needs to

be modified, or a new risk has been identified. Documents associated with risk must be monitored and updated to accurately reflect the projects current risks every couple of days, or as needed.

Stakeholder Risk Tolerance

Stakeholder risk tolerances change throughout the life of the project, new risk tolerances will be

documented in this section. In the interview with Ricardo, the risk tolerance for the T1 Line Availability and Installation became a higher priority as Ricardo identified that a risk of delay could postpone the T1 line for up to 3 to 4

months, with a low possibility of it being 6 months.

Tracking and Audit

Once risks have been identified, they will need to be subsequently tracked throughout the remainder of the project. Tracking the risks will start by referencing the frequency timing section in the Risk

Management Plan to ensure that the risks are still applicable to the current project. To determine if risks are still relevant, an audit of the risks will be done by assessing the pending deadlines and current project resources.


RISK MANAGEMENT PLAN

Definitions of Probability

Very high

When the probability of an event is from 80%-100%

High


Medium


Low


Very low


Probability Impact Matrix

Very High .64 .48 .32 .16 .04

High .48 .36 .24 .12 .03

Medium .32 .24 .16 .08 .02

Low .16 .12 .08 .04 .01

Very Low .04 .03 .02 .01 .0025

Very High High Medium Low Very Low

Definitions of Impact Objective

Scope Quality Time Cost

Very High .8 Product Not

Usable More than 18%

increase More than 18%

increase

High .6 Unacceptable quality

13%-18% increase

13%-18% decrease

Medium .4 Significant impact requiring customer

approval to proceed

7%-12% increase 7%-12% decrease

Low .2 Few components impacted

Less than 6% increase

Less than 6% increase

Very Low .05 No significant

impact No significant

impact No significant

impact

December 10, 2013 Risk Register Page 57

PROBABILITY AND IMPACT MATRIX



Very High:

.8

.04

.16 .32 .48 .64

High

.6

.03 .12 .24

.36 .48

Medium

.4

.02 .08 .16 .24 .32

Low

.2

.01 .04 .08 .12 .16

Very Low

.05

.0025 .01 .02 .03 .04

Very Low: .05 Low: .2 Medium : .4 High: .6 Very High: .8

December 10, 2013 Risk Register Page 58

RISK REGISTER


Risk ID Risk Statement Probability Impact Score Response

Scope Quality Schedule Cost

1001 T1 Line .2-.4 Low Mitigation

1002 Contractor Availability: Ethernet Installation

.4-.6 Medium

1003 POS and Server Hardware Availability

.4-.6 Medium

2001 Desirable location in Price Range

60% High Loss of $1.3 Million Expected

Income per year

2002 Contractor Availability for

build out

.2-.4 Low

2003 Availability of fixtures and shelving

.2-.4 Low

3001 Product availability 40% Medium 125000 Loss

3002 Shipment dates for

product

.4-.6 Medium

December 10, 2013 Schedule Management Plan Page 59

SCHEDULE MANAGEMENT PLAN


Schedule Methodology

The methodology is based on Schedule Net-work analysis, Milestone Charts.

Schedule Tools

Project Management Software : Microsoft Project; Cost of Quality; Reserve analysis; Vendor bid Analysis; Group decision - making techniques Excel

Level of Accuracy Units of Measure Variance Thresholds

95%

Hours +/- 5%

Schedule Reporting and Format

Schedule baseline and the reporting format is Milestone Method in time, Finish-to-start (FS)

Process Management

Activity identification Activity List; Project Schedule Plan with analogous estimating and rolling wave planning.

Activity scheduling Milestone Chart and schedule compression

Estimating resources Activity list; Leads and lags

Estimating effort and

duration Expert judgment based on Top - down Techniques and Days for

duration were used

Updating, monitoring and controlling

Project documentation updates .This would be done on share drive Project Plan

December 10, 2013 Activity Duration Estimates Page 60

ACTIVITY DURATION ESTIMATES

Project Title: 50th Kitchen Heaven Store in Colorado Springs & Grand-Opening Celebration


WBS ID Activity Description Effort

Hours Duration Estimate

1.0 BUILDING AND CABLING

1.1 Sign Lease 8 Days by 8hrs of work

1.2 Order T1 Connection 360 Days by 8hrs of work

1.3 Ethernet Cable Run 16 Days by 8hrs of work

1.4 Contract With Gomez 16 Days by 8hrs of work

1.5 Build-Out 960 Days by 8hrs of work

1.6 Build-Out Complete 0 Days by 8hrs of work

2.0 IT HARDWARE

2.1 Purchase Hardware 112 Days by 8hrs of work

2.2 Install and Test Hardware 24 Days by 8hrs of work

2.3 Add Store to Website 8 Days by 8hrs of work

2.4 It Tasks Complete 0 Days by 8hrs of work

3.0 STORE

3.1 Order Retail Products 120 Days by 8hrs of work

3.2 Hire Retail Products and Stock Shelves

112 Days by 8hrs of work

3.3 Train Store Personnel 16 Days by 8hrs of work

3.4 Grand Opening 16 Days by 8hrs of work

3.5 Project Closeout 40 Days by 8hrs of work

3.6 Project Ends 0 Days by 8hrs of work

December 10, 2013 Activity Attributes Page 61

ACTIVITY ATTRIBUTES

Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013 Date Prepared: 10/22/2013

ID: 30100 Activity: Sign Lease

Description of Work: Complete leasing by signing lease contract for retail space.

Predecessors Relationship Lead or Lag Successor Relationship Lead or Lag

1.2 lead 1.0 lead

Number and Type of Resources Required: Personnel, Legal information

Skill Requirements:

Expert knowledge, legal knowledge

Other Required Resources:

Type of Effort: Time and meeting dead lines

Location of Performance: Real estate office, Colorado Springs, CO

Imposed Dates or Other Constraints: Must be completed by 1/15/2013.

Assumptions: Assuming everything will be on schedule

December 10, 2013 Activity Resource Requirements Page 62

ACTIVITY RESOURCE REQUIREMENTS



WBS ID Type of Resource Quantity Assumptions


1.1 Sign Lease 2 People

1.2 Order T1 Connection 2 People

1.3 Ethernet Cable & IT works 24 bundles + 8 Peoples

1.4 Cement 100 Bags

1.5 Build-Out 50 People

1.6 Ground work equipment 5 + 10 People

1.7 Purchase Hardware 6 People

1.8 Install and Test Hardware 15 People

1.9 Add Store to Website 3 People

1.10 IT Tasks Complete 3 People

2.0 STORE

2.1 Order Retail Products 4 People

2.2 All Other hardware and Equipment

5 People

2.3 All Other hardware and Equipment

7 People

Comments: The is based on what is needed and at low cost

December 10, 2013 Duration Estimates Worksheet Page 63

DURATION ESTIMATES WORKSHEET


Three Point Estimates

WBS ID Optimistic Duration

Most Likely Duration

Pessimistic Duration

Weighting Equation

Expected Duration Estimate

1.0 1360 1300 1400 (O + (4*ML) +

P) / 6

1326.67

2.0 144 140 160 (O + (4*ML) +

P) / 6

144

3.0 304 300 290 (O + (4*ML) +

P) / 6

299

December 10, 2013 Resource Breakdown Structure Page 64

RESOURCE BREAKDOWN STRUCTURE


1. Project

1.1. People

1.1.1. Quantity of Role 1: IT: 20 people

1.1.1.1. Quantity of Level 1: Build Out: 50 People

1.1.1.2. Quantity of Level 2: Store: 10 people

1.1.1.3. Quantity of Level 3: Interior and Exterior Decorations- 8

peoples

1.1.2. Quantity of Role 2: Closeout- 5 peoples

1.2. Equipment

1.2.1. Quantity of Type 1: Ladders, Stoves, Shelve, water filters

1.2.2. Quantity of Type 2: Lifts and Forklifts

1.3. Materials

1.3.1. Quantity of Material 1: Cement, IT and Electrical cables, paints and

wood

1.3.1.1. Quantity of Grade 1: Tables, Chairs, decorations

1.3.1.2. Quantity of Grade 2: Store retail items

1.4. Supplies

1.4.1. Quantity of Supply 1: 50 Shelves, 24 bundles of IT and electrical

Cables, 25 Tables and Chairs

1.4.2. Quantity of Supply 2: 20 tons retail supplies

1.5. Locations

1.5.1. Location 1: Kitchen Heaven Site

1.5.2. Location 2: Store front

December 10, 2013 Project Schedule Page 65

PROJECT SCHEDULE


Task Name Duration

(Days)

Start Date Finish Date Predecessors Resources

Names

Kitchen Heaven Project 178.25 Mon.

8/21/2013

Wed. 2/7/2014

BUILDING AND CABLING 152.5 Mon. 8/21/13 Mon. 1/15/14

Sign Lease 1 Mon.

8/21/2013

Mon.

8/21/2013

Jill, Project

Manager

Order T1 Connection 45 Mon.

8/21/2013

Mon. 10/2/13 Ricardo

Ethernet Cable Run 2 Mon.

9/18/2013

Tue.

9/19/2013

3 Ricardo

Contract With Gomez 2 Mon.

9/11/2013

Tue.

9/12/2013

3 Jill, Project

Manager

Build-Out 120 Wed. 9/20/13 Mon. 1/15/14 Contractor

Build-Out Complete 0 Mon. 1/15/14 Mon. 1/15/14 7

IT HARDWARE 17.5 Mon. 1/8/14 Wed. 1/24/14

Purchase Hardware 14 Mon. 1/8/14 Sat. 1/20/14 Ricardo

Install and Test Hardware 3 Sat. 1/20/14 Tue. 1/23/14 5,10 Ricardo

Add Store to Website 1 Tue. 1/9/14 Tue. 1/9/14 Ricardo

It Tasks Complete 0 Wed. 1/24/14 Wed. 1/24/14 11

December 10, 2013 Project Schedule Page 66

STORE 28.5 Mon. 1/8/14 Fri. 2/2/14

Order Retail Products 15 Mon. 1/9/14 Mon. 1/22/14 Jill, Project

Manager

Hire Retail Products and Stock

Shelves

14 Tue. 1/10/14 Mon. 1/29/14 Jill, Project

Manager

Train Store Personnel 2 Tue. 1/30/14 Wed. 1/31/14 11, 18 Jill, Project

Manager

Grand Opening 2 Thu. 2/1/14 Fri. 2/2/14 Jill, Project

Manager

Project Closeout 5 Fri. 2/2/14 Wed. 2/7/14 18 Jill, Project

Manager

Project Ends 0 Wed. 2/7/14 Wed. 2/7/14 19 Project Manager

December 10, 2013 Activity List Page 67

ACTIVITY LIST


ID Activity Description of Work


1.1 Sign Lease Signing the lease agreement

1.2 Order T1 Connection T1 cable procurement

1.3 Ethernet Cable Run Installation of the Ethernet cable

1.4 Contract With Gomez Signing the Contract

1.5 Build-Out Start of renovation and grounds work

1.6 Build-Out Complete When to complete the build out

2.0 IT HARDWARE

2.1 Purchase Hardware All hardware purchasing

2.2 Install and Test Hardware Installation activities

2.3 Add Store to Website Website development and testing

2.4 IT Tasks Complete when to complete IT stuff

3.0 STORE

3.1 Order Retail Products Retail stuff

3.2 Hire Retail Products and Stock Shelves workers for the store

3.3 Train Store Personnel Training activities

3.4 Grand Opening Preparations and activities for the grand opening

3.5 Project Closeout When the project closes out

3.6 Project Ends Time to complete and hand over

December 10, 2013 Scope Management Plan Page 68

SCOPE MANAGEMENT PLAN

Project Title: New Kitchen Heaven Retail Store Date Prepare: 12/10/2013

Scope Statement Development

Project objectives: Open 50th store by Feb. 1 in Colorado Springs Project Deliverables:

● Build out storefront, including shelving ● Retail product line will be delivered two weeks prior to grand opening ● Have grand opening party with cooking demos

Project Requirements:

● Sign lease within 14 days ● Offer new line of gourmet food products ● Have classroom space in back of store for cooking demos and classes

Constraints: Feb. 1 date will coincide with home and garden show Fund Limitations: Spend no more than $2 million on the project Assumptions:

● A store build-out usually takes 120 days ● Jill Overstreet will help with the initial store stocking ● Jake Peterson will provide supplies for the stores that aren’t retail products, such as

store furnishings, shelving, and so on, and can help with the store build-out as well. ● The budget for the project will be between $1.5 and $2 million

WBS Structure

Level 1: The Project: Building the New Store Level 2: Subproject or deliverables (demolition, design, bridgework, and paving) Level 3: Deliverable: (location, store build-out, furnishings, product) Level 4: Time and cost estimate (Constraints: February 1 date will coincide with home and garden show. Fund limitations: Spend no more than $2 million for the project. )


WBS Dictionary

Code of account identifier:

Description of the Work of the component:

1. Buildout and ground preparations 2. IT Work on Cable installations 2.1 Procure The T1 connection 2.2 Run Ethernet Cable Throughout the building 2.3 Purchasing of Routers, switches servers and racks 2.4 Installations of Switches, Routers and Racks 2.5 Testing and adding location and phone to lookup function 3. Personnel Hiring and Shelves stocking List Schedule Milestones:

Milestone 1: Construction and IT’s jobs - Ricardo’s Team done by Sept 20 Milestone 2: Build-out, Personnel Hiring by Jill’s Team done by January 26 Milestone 3: Grand Opening Preparation done by January 30 Organization responsible for completing the component:

1. Jake’s Team - General Construction of store Build-out, furnishing, Shelving installation and storage room 2. Jim’s team - Retail Product: Sign Lease, Gourmet Product, Cookware line and Store Stocking 3. Ricardo’s team - IT Equipment hardware Procurement, installation and Testing 4. Jim’s team - Grand Opening: refreshment and Chef’s Demos Cost Estimates:

Total Project cost: Estimate $ 1.5 to $2.0 million Addition $10,000 for Ricardo’s Team Contract or Agreement information Constraints and Assumptions:

1. February 1st date coinciding with home and garden show. Assumptions:

1. A store build-out usually takes 120 days. 2. Jill Overstreet will help with the initial store stocking. 3. Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings, shelving, and so on, and can help with the store build-out as well. 4. The budget for the project will be between $1.5 and $2 million.


SCOPE MANAGEMENT PLAN

Scope Baseline Maintenance

The scope baseline maintenance will be used to monitor the status of the scope of the project. The team will utilize the WBS Dictionary as a framework for the project and ensure that they perform only the work described in the WBS Dictionary. This is measurable by generating deliverables for each WBS element. Maintenance must be timely so that the project is not tracking obsolete or other goals unmentioned in the WBS Dictionary. If there is a scope change, the corresponding cost baseline and schedule baselines must be adjusted to reflect the changes. See Sections: 1. Scope Statement 2. The WBS 3. WBS Dictionary

Scope Change

Any major change to the scope will need to be verified by all of the stakeholders to make sure that it is okay. The project manager first will decide if they think the change is necessary and they will then approach all stakeholders and make sure they approve the change. If there is just a scope revision it will be left to the project manager’s best judgment whether or not the revision is necessary for the success of the project. Scope changes will be anticipated and budgeted for accordingly.

Deliverable Acceptance

Project Deliverables:

● Build out storefront, including shelving ○ The storefront look must be consistent with all of the other 49 stores throughout

the country. This will need to be approved and signed off by someone in the Marketing department.

● Retail product line will be delivered two weeks prior to grand opening ○ The retail product line must be displayed throughout the store in a way that is

easy for customers to find what they want and consistent with other stores in the country. This will need to be approved by…?

● Have grand opening party with cooking demos ○ Customers will be expecting cooking demos of high quality by people who

know what they are talking about. Is will be important to hire instructors with good experience and will be approved by the project manager as well as someone in the Marketing Department.


Scope and Requirements Integration

As requirements are collected, they will be documented in a way that describes how the requirements meet the business need for the project. However, before being included into the scope, they must be unambiguous, traceable, complete, consistent, and acceptable to stakeholders. Components of requirements documentation may include:

● Business requirements (project objectives, business rules, and guidelines of the organization)

● Stakeholder requirements (impact to other entities or organization areas, stakeholder communication and reporting requirements)

● Solution requirements (functional/nonfunctional, technology and compliance, support and training, quality)

● Project requirements (performance, safety, compliance, levels of service, acceptance) ● Transition requirements ● Requirements assumptions, dependencies, and constraints.

Requirements documentation may need to be updated to include any approved changes. Verification and integration of new or updated requirements into the WBS Dictionary must be accompanied with a signature from the project manager.

December 10, 2013 Project Scope Statement Page 72

PROJECT SCOPE STATEMENT


Product Scope Description

The 50th Kitchen Heaven store, located in Colorado Springs, will open February 1 with a grand-

opening celebration. The project will involve: procuring the property, negot iating the lease, procuring the shelving and associated store furnishings, getting a contractor on the job, and preparing the 50th store festivities in collaboration with the marketing department.

Project Deliverables

Storefront complete with shelving and other store furnishings, outfitted with retail product lines, with

classrooms at back of store. Grand-opening celebration with Colorado Springs community, including cooking demos with local chefs.

Project Acceptance Criteria

Storefront build out construction is complete and site passes independent, city and county inspections. Store furnishings are set up. > 90% of ordered retail products ordered are received and stocked on floor. > 90% of personnel needs are met and staff complete minimum two-week training.

At least three local chefs are secured for cooking demonstrations for grand-opening celebration. Other catering for event is ordered.

Project Exclusion

Site does not pass inspections.

Store furnishings are poorly crafted/unavailable. < 90% of necessary retail products are not physically in store by project completion date. < 90% of personnel needs are not met at least two weeks before grand-opening.

Local chefs are not located/booked for participation in grand-opening celebration. Catering is not secured for event.

Project Constraints

Spend no more than $2 million on project.

Complete project - have all deliverables completed by Feb. 1, 2014.

Project Assumptions

● A store build-out usually takes 120 days ● Jill Overstreet will help with the initial store stocking

● Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings, shelving, and so on, and can help with the store build-out as well. The budget for the project will be between $1.5 and $2 million

December 10, 2013 Stakeholder Management Plan Page 73

STAKEHOLDER MANAGEMENT PLAN


Stakeholder Unaware Resistant Neutral Supportive Leading

Dirk Perrier C

Jill Overstreet C/D

Jake Peterson C/D

Ricardo C/D

Gomez Construction Crew

C/D

Arrow Consulting Team

C/D

Marketing Team C D

C = Current level of engagement D = Desired level of engagement


Stakeholder Communication Needs Method/Medium Timing/Frequency

Dirk Perrier Inform Project Sponsor of completion of milestones, give updates on project progress, and consult for critical project decisions.

Face-to-face communication preferable, email or phone when necessary.

Weekly.

Jill Overstreet Receive frequent check-ins about progress of retail item acquisition and staffing, give updates on changes to project schedule/budget/scope in case they have residual effect.

Face-to-face primarily, email or phone secondarily.

At least every three days.

Jake Peterson Receive frequent check-ins about progress of store furnishings acquisition; give updates on changes to project schedule/budget/scope in case they have residual effect.


At least every three days.

Ricardo Receive frequent check-ins about progress of IT-related installations and testing, give updates on changes to project schedule/budget/scope in case they have residual effect.


At least every two days.

Gomez Construction Crew Because deadline constraint is critical to success of project, check in frequently about construction progress and issues that arise.

Telephone primarily, face-to-face secondarily.

Daily.


Arrow Consulting Team Update on all developments of project as they occur.


Daily.

Marketing Team Communicate changes to schedule/budget/scope that may impact grand-opening celebration, receive updates on celebration plans to ensure they meet stakeholder expectations.


Weekly.

Pending Stakeholder Changes

Madelyn was let go due to improper use of internet resource during work hours - need to find replacement stakeholder, two internal candidates are currently under consideration.

Stakeholder Relationships

There is a high level of trust and respect amongst the stakeholders involved in the new Kitchen Heaven retail store project, and thus communication is effective and team dynamics functional and positive.


STAKEHOLDER MANAGEMENT PLAN

Stakeholder Engagement Approach

Stakeholder Approach

Local Colorado Springs chefs Jill will reach out to local restaurants and cooking schools to inquire about chefs who are well-connected in the Colorado Springs community, to measure interest in participating in grand-opening celebration.

Colorado Springs community Marketing team will begin advertising grand-opening celebration and new retail store several months before Feb. 1 project completion date, to garner interest and excitement.

Grand-opening celebration vendors

Jill and her team, in conjunction with Arrow Consultants, will perform online search for caterers will positive online reviews. The top five candidates will be contacted by telephone and will be informed of Kitchen Heaven’s needs for the event, and if interested will receive an RFQ from Kitchen Heaven via email. The five vendors will submit seller proposals and the top three candidates will participate in a bidder conference with key project stakeholders who are invested in this area of the project.

Jill Overstreet’s team Two months out of project completion date, Project Manager and Arrow Consulting Team will begin meeting with Jill’s team to discuss transition of project management after Feb. 1.

Kitchen Heaven employees All employees will receive an email one month before project completion date from Project Sponsor announcing new store opening, including an invitation to grand-opening celebration.

December 10, 2013 Stakeholder Analysis Matrix Page 77

STAKEHOLDER ANALYSIS MATRIX

Power/Interest


Po

wer

Colorado Springs

community

Dirk Perrier

Stakeholders at

kick-off meeting

Jill Overstreet

Jake Peterson

Local chefs

Grand opening caterers

Jill Overstreet’s group

Garden and Home Show

attendees and overseers

General contractor

Leasing agent

Marketing Department

Interest

December 10, 2013 Stakeholder Register Page 78

STAKEHOLDER REGISTER Project Manager: Kirsten Rivera, Arrow Consulting Date Prepared: 12/10/2013

Name Position Role Contact Information Requirements Expectations Influence Classification

Dirk Perrier VP of Marketing Project Sponsor (555) 456-7654 [email protected]

Sign off on major project decisions

Moderate project involvement

High Important

Jake Peterson Facilities In charge of store furnishings

(555) 324-5644 [email protected]

Ordering and installation of store furnishings

High project involvement

High Important

Jill Overstreet Director of Retail Products

Initial store stocking, ongoing operations post-opening


Ordering and set-up of retail products, and hiring and training of store personnel


High Important

Jill Overstreet’s group

Retail Products Will take over ongoing operations of store

Same as above Claim ongoing operations of new retail store after project completion date


Moderate Semi-important

Arrow Consulting Team

Project consultants Assist project manager

[email protected] Project involvement over the life of the project



Ricardo IT Manager Oversees tech needs for new store


Ordering, installation, and testing of tech equipment for store


High Important

Stakeholders in attendance at kick-off meeting

Kitchen Heaven employees

Influence decision making

Approve project charter



Colorado Springs Elite Property Management

Leasing agent In charge of leasing actions

(555) 853-4575 Negotiate lease and secure leasing agreement



December 10, 2013 Stakeholder Register Page 79

Gomez Construction

General contractor

Responsible for build-out

(555) 883-2411 Construction of store


Moderate Important

Kitchen Heaven Marketing

Marketing department Will be involved with planning grand opening celebration

Local email address book (Outlook)

Planning and execution of grand-opening celebration


Low/Moderate Semi-important

Colorado Springs community

Citizens New retail store customers

N/A None Low project involvement

Low Low-importance

Garden and Home Show conferences attendees

Consumers Retail store target audience

N/A None Low project involvement

Low Low-importance

Grand opening caterers

Local businesses/business owners

Provide food at event

N/A Meet catering needs and expectations at grand-opening celebration

Low project involvement

Low Low-importance

Local chefs featured at grand opening

Community members/new store target audience

Provide cooking demonstrations

N/A Provide cooking demonstrations at grand-opening celebration

Low project involvement

Low Low-importance

Change Control Board

Kitchen Heaven employees

Responsible for approving changes to project management plan

Local email address book (Outlook)

Approve/deny changes to project plan



Arrow Consulting PMP

Documents

hourit manager

monthit manager

store positions

new store location

planningexecutinga store

initial store stocking

local hardware store

construction workersnapending