BIZZY BEE WORKSTATIONS

BIZZY BEE WORKSTATIONS, LLC.

WAREHOUSE CONSTRUCTION PROJECT

PROJECT MANAGEMENT PLAN

Brandon Atkins, Project Coordinator

EXECUTIVE SUMMARY

Bizzy Bee Workstations is building a new warehouse for Banker Roofing Company. The old

shed that was used by the company is not big enough to handle the growing business. The

company has decided to build a new warehouse for the small business to house the materials that

Banker Roofing needs. The warehouse itself will be a state-of-the art customizable warehouse to

fit the needs of the roofing company. The warehouse will improve the client’s ability to handle

the constant growth of the company and make necessary changes to the warehouse. The project

has been approved by the owner and is in the planning phase of the project.

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PROJECT SELECTION

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PROJECT SCOPE

The scope of this project is to build a warehouse that is customizable for a growing roofing

company. The roofing company’s old shed is not big enough to handle the growing business and

therefore, they need additional space. The new warehouse will increase the size of the inventory

of the company in order to meet the demands of their customers/clients. The warehouse will have

a front office, a loading dock, isolation walls, and windows. The warehouse will be built in a

residential area, and have been properly zoned. The project consists of different contractors

working to meet the weekly milestones. The project will take one month and two days to

complete.

BUSINESS CASE

Deliverables

The following within the business case are listed as follows:

- The Warehouse should be completed within six months

- The Warehouse should be equipped to withstand hurricane force winds

- Custom security alarm and passcode access

- Must follow any city building codes

- Everyone must be updated on any changes to the project immediately (see

communications plan)

BUDGET

- The budget set for entire project will be $50,000 USD.

- $5,000 USD of the budget will be place in the contingency management plan.

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ENTERPRISE ENVIRONMENTAL FACTORS (EEF)

- Weather/Acts of God

o Weather can be a positive or negative EEF because it affects the process of the

project.

- Diversity

o Diversity will enhance the project because it will bring different inputs into the

project if we should run into any hang ups.

ORGANIZATIONAL PROCESS ASSETS (OPA)

- Plans/Structures from past construction will include the following:

o Using plans from the past reconstruction of additions to houses in the area can be

useful as a reference for future rebuilding plans.

o State building and construction guidelines

o Using other similar projects

PROJECT TEAM

The Bizzy Bee project will be overseen by the Project Manager, Executive leader of finance, and

Executive leader of legal affairs. These team leaders of each phrase of the project must report to

the Project Manager of the project that they are associated with then reciprocate instruction to

team members. PM will be in contact with client on a daily bases.

PROJECT SCHEDULE

The project will begin with the (1) construction of the framework of the game room, (2)

plumbing, (3) electrical & flooring, (4) painting, and ending with (5) installation and placement.

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COMMUNICATIONS PLAN

All team members will hold daily status report meetings. These meetings will be documented

and held at the beginning of each work day. Weekly meetings will be held with owners to

display progress in building and a cost analysis presentation (PMBOK, 2010). Any changes or

question concerning the projects will be handled through e-mail, video calls, or personal

meetings by team member and owners. Communication with contractor can be placed over

phone calls or in person visits to construction site.

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PROJECT CHARTER

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PROJECT DESCRIPTION

This project will be to customize a warehouse for a growing roofing company. The warehouse

will have and office, loading dock, customized wall, and windows. The warehouse will be built

in a resident area, and have been properly zoned. The project consists of different contractors

working to meet the weekly milestones. The project will take one month and two days to

complete.

- Project Start date: April 20, 2015

- Project Finish date: May 22, 2015

BUSINESS CASE

The warehouse will be functional for the increase of roofing work. Its holding capacity is up to

50 people with its size up to 35,000 square feet. This warehouse will meet the demands of the

client’s growing business in terms of roofing, siding, customize roofing, gutters, and sunroofs.

The requirements for this project are:

- Building a new warehouse

- Building a dock

- Customize walls and cabinets

- Windows

- Building an office space

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ASSUMPTIONS

The Bizzy Bee Company will design and build the Banker Roofing company warehouse. The

project manager and team members will organize and execute the project from start to finish.

The Bizzy Bee Company will provide the manpower and resources to complete the project.

Bizzy Bee Company will give its full corporation and full customer service to get the project

completed.

CONSTRAINTS

The constraints for this project are:

- Bad weather(acts of God)

- Not enough Money

- Not meeting Milestones

- Not hiring enough manpower

- Not staying within Budget

RISKS

The following risks for this project would be:

- Injures of employees

- Financial windfalls

- Insufficient resources

- Loss of interest by the customer and/or stakeholders

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PROJECT DELIVERABLES

The deliverables for this project are as follows:

- Pluming – 04/20/2015 – 04/22/2015

- Concrete – 04/23/2015 – 04/24/2015

- Steel beams – 04/27/2015 - 05/1/2015

- External Walls – 05/04/2015 – 05/08/2015

- Windows – 05/11/2015 – 05/13/2015

- Electrical – 05/14/2015 - 05/19/2015

- Internal Walls – 05/19/2015 – 05/22/2015

Each deliverable will be delivered on time, every time unless subject to change. That is when the

scheduling will come into play for this project.

PROJECT MILESTONES

The following are project milestones that will highlight each completed task for this project

Milestone Date Milestone Name Milestone Description

Phase 1: Concept

- Team Formation- Warehouse Location- Inspection- Approval by Project Team

- Selecting team members and placing them in designated positions

- Find a location to place the company’s warehouse

- Follow all state and city guidelines and requirements

- Everyone is in agreement with the selection made

Phase 2: Planning - Warehouse Design- Find Employees- Inspection- Approval by Project Team

- Designing the layout of the custom shed

- Research candidates that possess the qualities and skills needed in our company


- Everyone is in agreement with

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the selection made

Phase 3: Execution

- Warehouse Construction- Employee Selection- Inspection- Approval by Project Team

- Implicating warehouse design through construction

- Selecting and Training candidates that meet the requirements for the company



Phase 4: Monitor/ Control Operations

- Receiving/Completing orders- Project Review- Approval by Project Team

- Ensuring every step of the production flow is steady, precise, and with high quality


- An assessment of the project by team members and the project manager

Phase 5: Closing

Project manager handover to team members

- Everyone is in agreement with the project’s outcome

- The project manager well turn over the company to its owners so it can maintain functionality

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PROJECT ROLES AND RESPONSIBILITIES

The project roles and responsibilities are listed as follows:

Name Role Responsibilities

Burt Allen Project Manager - Plan and Execute Project

Brandon Atkins Project Team Member/Risk Management Team Lead

- Lead the risk management team to ensure risk identification, analysis and mitigation.

Kathy Kennedy Project Team Member/Testing Lead

- Plan and complete testing in all stages of testing.

- Maintain traceability to requirements to ensure that all requirements are tested.

- Responsible for testing tools

Martina Benjamin Project Team Member/Project Director

- Responsible for securing spending authority and resources for the project

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STAKEHOLDER ANALYSIS

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ENTERPRISE ENVIRONMENTAL FACTORS

- Economy:

o The economy determines the success of our project by giving us a forecast of how

business will be in the future. If the economy is booming, our business will be in

surplus. If not, the business will have to execute a contingency plan.

- Politics:

o Politics affect the project by mandating different requirements for building.

Without these requirements we will not be able to complete the project. Politics

also affect the company by regulating policies so that it can be legalized to build

on the particular piece of property.

ORGANIZATIONAL PROCESS ASSETS

- State Building and Construction Guidelines

o Previous experiences from the project manager: The Project Manager has had

prior knowledge and experience about the type of project that we are conducting.

The Project Manager will help us in formulating the stakeholder by sharing this

knowledge with us to complete the analysis.

LIST OF STAKEHOLEDERS

- Internal Stakeholders

o Owner: The owner of the Banker Roofing Company has two goals. These goals

are to fulfill the company’s vision and make a profit. The Banker Roofing

Company’s vision is to give the best quality to customer standards. Owners

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influence the initiation and execution of the project. Impact of those influences

the flow of the project and gives the final approval on any parts of the project.

o Management: Management helps keep team members focused on company vision

and goals. If the team is not on task the project and company will not be

successful. Management influences the execution phase of the project.

Management is valued for the success of the company and maintaining

procedures and protocol.

o Team Member/ Workers: Teams Members provide labor and organization for the

company. These team members influence the execution of the project. Without

team members, none of the task will be completed and will be unable to continue

through the process. Team members could affect the quality and success of the

project.

- External Stakeholders

o Sponsors: Sponsors are responsible for funding the project, making a profit, and

supporting the company. Sponsors donate resources (money, other connections,

supplies, etc.) to the company in efforts to support the company. Sponsors

influence the initiation and execution phase of the project. Sponsors can affect the

overall quality of the project without their help.

o Clients: Clients provide business and receive services from the company. Clients

are the main critics for the company and also help with promotions. These Clients

influence the production of the product and profit. Clients can affect the long term

success by not returning or referring future cliental.

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o Competitors: Competition gives the company leverage to make a profit and offer

versatility to the customer. Competitors also give the company a standard to up

hold. The influence that competitors give the company is to create a free

enterprise economy. They can affect the company by lower their prices or buying

out our company creating a monopoly.

STAKEHOLDER TABLE AND CHARTS

The Stakeholder Analysis Table displays all the attributes of each stakeholder individually. From

the project documents web site, the table explains the goals, influence, impact, strengths,

weaknesses, and win/win strategies for each (Piscoco, 2015). The details of the table helps us

clearly forecast and anticipate our stakeholder motives.

Stakeholder Goals Influence Impact Strengths Weaknesse

s Win/Win Strategies

Owners

Fufill companies

vision, make a profit

Owners influence

the initation and

execution of the project

Owners affect the

flow of the project and

give the final

approval

In control of the project

and company ,

stand to make the greatest profit

Full libitity and

responbility for the

project, loss of

investment and money

Statisfty companies vision with the most

efficient plan to complete project

Sponsors

Funding for the project,

make a profit,

support company

Sponors influence

the initation and

execution of the project

Sponors affect the quality of the project

Sponsors have

newtorking capabilites to generate money for

the compnay

Loss of investment,

loss of crediblitity

and deformation

.

Give them a precentage of the

profit and featured advertising

Clients

Provide buisness and

receive product

Clients influnce the production of product & profit

Clients affect the longterm success

Can control the

company’s makert of viabilty

none

Provide great serivce and quality with the product worthy of their investment

Workers/ Team

Members

Provide labor and

organization for the

Workers influence

the execution of

Workers affect the

quality and success of

Create products for

the company,

Workers do not have control or imput into

The company should pay them fairly to

reiceve great quality of work out of them

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company the project the project make profit the company

COMMUNICATIONS PLAN

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PURPOSE

The overall objective of a Communications Management Plan is to promote the success of a

project by meeting the information needs of project stakeholders. The Bizzy Bee

Communications Management Plan (CMP) defines the project’s structure and methods of

information collection, screening, formatting, and distribution and outline understanding among

project teams regarding the actions and processes necessary to facilitate the critical links among

people, ideas, and information that are necessary for project success.

The intended audience of the Bizzy Bee CMP is the project manager, project team,

project sponsor and any senior leaders whose support is needed to carry out communication

plans. The Communication Plan “includes the processes required to ensure timely and

appropriate generation, collection, distribution, retrieval, and ultimate disposition of project

information. The Project Manager (Project Management Institute, 2008).” This plan also covers

scheduled written and oral communications, responses to unsolicited requests for information,

the frequency of the scheduled communications, and the person responsible for the information.

COMMUNICATIONS PLAN

The objective for an effective communications plan is to effectively communicate with different

team members throughout the project while requesting feedback from the stakeholder/client and

provide expert input on each deliverable to ensure that the deliverable is correct and approved by

the project manager and the client. Also, the team must utilize the technology for communication

including e-mails, teleconferencing, videoconferencing, and communication software. Finally,

the team must report any information that they find on the warehouse.

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COMMUNICATIONS MANAGEMENT APPROACH

Communications will be managed as an internal project deliverable. All communication actions

will be specifically identified in the “Work Breakdown Structure (WBS)” (Project Management

Institute, 2008). The communications process will begin formally with the publication of this

plan. The Project Manager’s role is to organize, implement, and control the published

communications plan throughout the project. The Project Manger must ensure that the

implementation of the plan involves the client stakeholder and all team members.

PRIORITIES AND CONSTRAINTS

The most important initial communications priority will be generating support from the

stakeholder. The client already has stated that the project will proceed on with budget set at

approximately $200,000 USD to build a warehouse. Once the warehouse’s site is selected and

approved, ongoing communications with a local contractor must take place to maintain support

and mitigate any potential risk through the building of the warehouse (Project Management

Institute, 2008).

COMMUNICATIONS REQUIREMENTS

The communications requirements describes the roles and responsibilities of each member.

- Project Director

o The project director is responsible for implementing and monitoring the

communications plan. He reports to the project manager on all matters related to

this plan. The project director will report personally on the communications plan

at each end-of-phase meeting and at other times as described in the “Work

Breakdown Structure (WBS)” (Project Management Institute, 2008).

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- Project Mangero The project manager is responsible for external communications and is the only

manager that is authorized to speak with the stakeholder (the client). The PM is

also responsible for approving that work activities meet established acceptability

criteria and fall within acceptable variances. The PM will be responsible for

reporting project status in accordance with the communications management plan.

The PM will evaluate the performance of all project team members and

communicate their performance to functional managers. The PM is also

responsible for acquiring human resources for the project through coordination

with functional managers. The PM must possess the following skills:

leadership/management, budgeting, scheduling, and effective communication

(Piscopo, 2015).

- Risk Manager

o The risk manager is responsible for mitigating, monitoring, assessing, and

controlling the risks of the project. The risk manager must use the risk

management card and a risk management plan that will be used throughout the

project to ensure that everyone working on the project will not be subjected to

injuries or death. The risk manager will then report to the project manager and to

find new risks throughout the project.

- Quality Control Manager

o The QCM is responsible for the quality of the project and to see whether the

warehouse is of exceptional standard that is set by the stakeholder. The QCM can

test the product, record any defects, and report them to the PM. The QCM must

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follow the ISO: 9000 (Davis & Goetsch, 2013). The QCM must implement any

quality control management standards that is set by the PM.

COMMUNICATION METHODS

The Project Director is to report to the Project Manager by providing updates on the project.

Specific measurements, metrics, and standards are to be developed in accordance with the “ISO

9001:2000 standard described in the Quality Management Plan (Project Management Institute,

2008).” The Project Manager will then communicate with the Testing Team Leader to see if the

warehouse is built to the specifications of the measurements and to communicate any necessary

changes to the warehouse.

Licensing will be handled through the “Project Management Office (PMO)” (Project

Management Insitute, 2008). The project manager must have his licensed renewed every two

years prior to working on a project to ensure eligibility to work on a project. Also, it is requried

that outside vendors and contractors go through licensing requirements set by the local and state

Project Management Office. Finally, the project management license must be located within the

office of the Project Manager.

The key stakeholder in this project is Banker Roofing Company. They are responsible for

their own licensing to operate in state as a business. They must have an LLC business license in

order to operate and conduct business with Bizzy Bee Workstations. Also, Bizzy Bee

Workstations must also obtain the same license in order to conduct business.

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COMMUNICATIONS MATRIX

The communications matrix is a visual representation of the communication requirements for

this project. Each category gives a detailed outline of what is to be delivered and the medium.

Communication Type

Objective of Communicati

onMedium Frequency Audience Owner Deliverable Format

Kickoff Meeting

Introduce the project team

and the project.

Review project objectives and management

approach.

Face to Face Once

Project Sponsor

Project TeamStakeholders

Project Manager

AgendaMeeting Minutes

Soft copy archived on

project. SharePoint site

and project web site

Project Team

Meetings

Review status of the project with the team.

Face to Face

Conference Call

Weekly Project Team Project Manager

AgendaMeeting MinutesProject

Schedule


project SharePoint site


Technical Design

Meetings

Discuss and develop technical

design solutions for the project.

Face to Face As Needed Project

Technical Staff Technical LeadAgendaMeeting Minutes




Monthly ProjectStatus

Meetings

Report on the status of the

project to management.

Face to Face

Conference Call

Monthly PMO Project Manager

Slide updatesProject

schedule




Project Status

Reports

Report thestatus of the

project including activities,

progress, costsand issues.

Email Monthly

Project Sponsor

Project TeamStakeholders

PMO

Project Manager

Project Status ReportProject

Schedule




Communications Matrix, taken from the Communications Plan by Mark Piscopo (2015), Project Management Docs website (Piscopo, 2015)

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PROJECT SCOPE STATEMENT

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PROJECT SCOPE

Once the land has been surveyed, Bizzy Bee Workstation is responsible for all contractors that

will be involve in the building of the new Banker Roofing warehouse. Bizzy Bee will hire the

contractors for the plumbing, concrete, building structure, external & internal walls, windows

and electrical work. The project will start April 20, 2015 and finish July 1, 2015. The plumbing

will be the first deliverable followed by concrete, building structure, external walls, windows

installation, electrical installation and internal walls installation. These deliverables have

schedule deadlines that need to be met before the next deliverable can start.

PROJECT SCOPE PURPOSE

The purpose of the project is to build a customizable warehouse for a growing roofing

company. The warehouse will have and office, loading dock, customized wall, and windows.

The warehouse will be built in a resident area, and have been properly zoned. The project

consists of different contractors working to meet the weekly milestones. The project will take

two months and eighteen days to complete.

- Project Start date: April 20, 2015

- Project Finish date: July 01, 2015

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PROJECT ACCEPTANCE CRITERIA and SCOPE STATEMENT

The acceptance criteria for this project is to have every deliverables completed and inspected by

the deadlines throughout the project. Each manager must have their deliverables ready to review

by the Project Manager. Once the Project Manager gives the green light on the deliverable, then

the manager can move forward to the next milestone. The project must be within budget. The

stakeholder is responsible for any change in the budget that will require more financial support.

Finally, the preliminary scope statement is to ensure that each deliverable is of quality and have

met the requirements for the project.

- Pluming – 04/20/2015 – 04/24/2015

- Concrete – 04/27/2015 – 05/06/2015

- Steel beams – 05/01/2015 - 05/13/2015

- Roof – 05/18/2015-05/22/2015

- External Walls – 05/25/2015 – 05/30/2015

- Havoc – 06/01/2015-06/06/2015

- Electrical/Cable – 06/08/2015-06/17/2015

- Windows – 06/18/2015 – 06/20/2015

- Internal Walls – 06/23/2015 – 06/29/2015

- Final Inspection – 06/30/2015-06/30/2015

- Turn key over to client – 07/01/2015-01/01/2015

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PROJECT EXCLUSIONS

In this project, the Bizzy Bee Workstations will not perform any of the following:

- Installation of cable/phone/internet

- The installation of Banker Roofing equipment

AT&T, the company that is contracted by Banker Roofing Company, will install the

cable, phone and internet per request of the client. The client has already made the decision from

the beginning of the project in a company briefing meeting. Finally, the Banker Roofing

Company will install the equipment that is needed for their business.

PROJECT CONSTRAINTS

The following constraints are as follows:

- The project will not continue after the planning phase without a building permit.

- Regular communication with the local contractors is required to maintain support for the

project.

- A fixed date for the completion of the warehouse

- Low probability that extra funding could be located if unexpected weather extends the

project.

Bizzy Bee workstations has developed a comprehensive project plan that will allow it to

oversee the conceptual development, design, approval, construction, testing, and handover of the

new warehouse. The project plan will maximize the probability of completing the facility as

designed, on time, and on budget. The plan will make any necessary changes to the project per

request of the client via a change request form. The change request form must be submitted and

approved by the project and then delivered to the rest of the managers on the team.

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ASSUMPTIONS

The assumptions for the project are as follows:

- The project start-up in April 2015 and completed in July 2015 are fixed milestones

- A suitable location will be acquired in a timely manner.

- The investor will be satisfied with the design of the warehouse

- Contractors of sufficient size and expertise are available

- Delivery of all equipment is within the time allotted

- All permits and permissions are secured within the time allotted

- The weather during Phases 3 and 4 remains within normal seasonal parameters

- The trail run reveals no major problems

Bizzy Bee Workstation believes that these assumptions are reasonable. If any of the

assumptions prove otherwise, there could be an impact on project cost, time and/or quality. A

risk analysis, as described previously, has been completed, and mitigated with proper action.

These are applicable and will be undertaken to minimize these impacts.

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PROJECT AUTHORITY and MILESTONES

The project authority and milestones are outlined in a chart with a description of each.

Project Authority Milestones

Plumbing Plumbing will begin immediately after the building’s foundation, framework, and exterior is installed. It will take two days.

ConcreteThe concrete foundation will be laid down before any of the construction of the warehouse begins. In order for it to be accepted, the land must be surveyed and the foundation as well to ensure stability. This will take one day to complete.

Steel beams The steel beams will take five days to build, inspect, and complete.

Roof Roofing will begin immediately after the installation of the steel beams and it will take five days.

External walls The external walls will begin once the steel beams are installed and inspected in order for the team to begin construction on the roof.

Havoc The air condition will begin once the external walls are installed and inspected in order for the team to begin construction of internal walls

Electrical InstallationThe electrical installation will begin once the steel beams (five days), roofing (five days), external walls and havoc (immediately following the steel beams and roofing) are installed and will be installed by Entergy Electrical Company.

Cable The cable will be installed once the havoc is completed and is inspected. The cable will be installed by Nu-Comm Cabling Company

Windows Once the foundation and the construction of the warehouse is up, the windows will be installed before the electrical installation.

Internal walls The internal walls will be installed immediately after the external walls and the electrical installation.

The milestones will follow one after each other in sequence. Some milestones will not happen

until one milestone is completed. Also, delays are expected as some milestones may require

additional time such as the installation of the electricity and the internal walls along with

insolation. Finally, each milestone will be inspected and approved by the project manager.

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ROLES and RESPONSIBILITIES

The roles and responsibilities of each team member are described in the chart below. Each is

given a detailed description of what team member’s roles are and their initial responsibilities.

Name Role Responsibilities

Burt Allen Project ManagerPlan and Execute Project

Brandon Atkins Project Team Member/Risk Management Team Lead

Lead the risk management team to ensure risk identification, analysis and mitigation.

Kathy Kennedy Project Team Member/Testing Lead

- Plan and complete testing in all stages of testing.- Maintain traceability to requirements to ensure that all

requirements are tested.- Responsible for testing tools.

Martina Benjamin Project Team Member/Project Director Responsible for securing spending authority and resources for the project

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ACTIVITIES LIST AND SEQUENCE

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DEFINE ACTIVITIES

The following in the project activities list are inputs to the project. These inputs include:

- Scope Baseline

o The scope baseline of the project activities list describes the deliverables,

constraints, and assumptions that are documented in the project scope baseline

(Project Management Insitute, 2008). The scope baseline of the project activities

list is when once the land has been surveyed, Bizzy Bee Workstation will begin

work on the building of the new Banker Roofing warehouse. The project will start

April 20, 2015 and finish July 1, 2015. The plumbing will be the first deliverable

followed by concrete, building structure, external walls, windows installation,

electrical installation and internal walls installation. These deliverables have

schedule deadlines that need to be met before the next deliverable can start.

- Enterprise Environmental Factors

o Weather: can affect the activities list by delaying or speeding up the process of

the activities being conducted. The weather can also affect the productivity of

contractors by missing deadlines causing a deficit in the project budget. Weather

may also cause the project to crash. If this occurs, the contingency fund should be

able to cover those extra expenses.

o Suppliers: can affect the activities list by not delivering the materials needed to

build the warehouse. This could cause delay and the timing of the particular

activity will decrease the overall quality of the project. Suppliers could interfere

with project deliverables and throw the project of track. Causing the project

manager to redefine the scope of the project and make change orders.

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- Organizational Process Assets

o State/City Polices and Guidelines: This can affect the activities list by delaying

certain activities concerning zoning and planning. If this is not followed, then

there will be fines occurring. In addition, if the zoning was done incorrectly, then

the activities list will be updated. This will ultimately cause Banker Roofing

Warehouse to waste unnecessary funds and time.

o Owners/Sponsors: It can affect the activities list by withholding funds and the

rearrangement of activities. Owners could rearrange activities due to the

availability of supplies or equipment, time, or money. Sponsors could become

uninterested and simply pull out of the project. Causing tension on the budget

affecting the project drastically.

DEFINE ACTIVITIES: TOOLS and TECHNIQUES

- Decomposition

o The technique of decomposition is to define activities by breaking down prats of

the part into smaller, workable activities. The activities for each part of the project

are listed below. Bizzy Bee Workstations will initiate the project by working on

the plumbing of the warehouse. Plumbing should begin on April 20 and ending

the project with the internal walls of the warehouse on May 22.

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- Plumbing

o Plumbing Installation: placement of a functioning sewer system for the building

- Concrete

o Pouring concrete: It will be for the foundation of the warehouse and it will also be

used to create the parking lot for the warehouse in order to facilitate the vehicles

of employees, customers, and suppliers.

- Steel Beams

o Placement of infrastructure: the steel beams will be placed to uphold and secure

the warehouse.

- External Walls

o Placement of External Walls: building the extremities of the warehouse to protect

supplies and employees.

- Windows

o Installing Windows: creating spaces for ventilation and safety exits of the

warehouse.

- Electrical

o Installing electrical outlets: placement of sockets and wiring for accessibility to

any tools or items that require electricity.

- Internal Walls

o Construction of Internal Walls: creating protection for all insulation, ventilation,

and electrical wiring.

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STANDARD ACTIVITY LIST

The Activity List includes the activity name, detailed description of the work to be performed,

and may include the project team members who are responsible for the work. Great care must be

taken to provide as much detail as possible in describing the scope of work for each activity so

the project team members involved can gain a thorough understanding of the activity (Piscoco,

2015). Below is the activities list that was created from using a template provided by

Activity List

Project: Multi-Purpose Warehouse for Banker Roofing Company Date: 04/15/2015

Activity ID No. Activity Name Description of Work Responsibility

1001 Plumbing installation

This activity consists of installing water pipes into the ground and throughout the warehouse. Ensuring that the warehouse will have assessable water and sewage outlets (toilets).

Contractor is responsible for this activity

1002 Create base of the warehouse

This activity consists of creating the foundation of the warehouse, made with concrete, by creating the base of the warehouse. Which includes the flooring, steps, and inclines, shipping and receiving decks.


1003 Create parking lot for the warehouse

This activity consists of pouring concrete to create a parking lot for customers and employees


1004 Placement of infrastructure This activity includes installing steel beams and securing a solid foundation for the warehouse


1005 Placement of External WallsThis activity includes creating the outside frame of the warehouse, insulation of the warehouse, and creating the space for windows


1006 Installing Windows This activity consist of installing and securing weather proof windows


1007 Installing electrical outlets This activity consist of installing wiring, socket outlets(telephone, internet, plugs, etc.), and


1008 Construction of Internal WallsThis activity includes the paneling of the internal walls of the warehouse and covering of electrical wiring


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PROJECT SCHEDULE AND WORK BREAKDOWN STRUCTURE

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PROJECT SCHEDULE

“As a minimum, the project schedule will include a planned start date and planned finished date

for each activity. If resource planning is done at an early stage, then the project schedule would

remain preliminary until resource assignments have been confirmed and scheduled start and

finish dates are established. A project target schedule may also be developed with a defined

target start and target finish for each activity. The project schedule may be presented in summary

form, sometimes referred to as the master schedule or milestone schedule, or presented in detail.”

(Project Management Insitute, 2008)

In this project schedule, the start and finished times are described in detail in the activities

list and the project scope statement. These will outline what will happen and the time that it will

happen in charts. The suggested sequence is that once a milestone is cleared, then another

milestone will follow immediately afterwards. At times, the milestone sequence will not happen

or may happen before the current milestone is happening as a way to further progress the project.

- Project schedule network diagrams

o A diagram was created to in order to visually communicate the phases that the

project will go through.

o Some of the phases are connected and show a relationship between the different

processes and phases. Each phase follows one after another.

o Some processes are connected to each other in order to show that one phase

cannot start until the current phase is completed. The diagram is located on the

next page.

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Figure 1 Work Breakdown Structure of the Bizzy Bee Workstation Multi-Purpose Warehouse Project

37

PROJECT PROCUREMENT AND ACQUISITION

38

PURPOSE OF PROCUREMENT

The overall purpose of procurement regulations is to ensure that Bizzy Bee Workstations gets the

highest quality of desired goods and services at the best price possible. Furthermore, the

regulations are aimed at streamlining the process of procurement while maintaining adequate

controls. These procurement procedures apply to all staff involved in the procurement process

and to all types of procurement. In the event of a particular item not being available for the

company, an alternative vender will be available to assist Bizzy Bee Workstations.

THE PROCUREMENT COMMITTEE AND SEPERATION OF DUTIES

The Bizzy Bee Workstations procurement committee are a group of individuals who have

expertise in their designated field. Each individual will select the best product or service for the

project and it will be approved by Burt Allen, Martina Benjamin, Brandon Akins and Kathy

Kennedy. The committee shall meet when there is need to deliberate on issues pertaining to

procurement. The key terms of reference for the committee shall be to:

- Award venders

- Approve orders

- Award contracts

- Approve variation of contracts conditions

The separation of duties will include the person who orders an item from a vendor, the

person who inspects the item that was bought from the vendor and approves it, the person who

accepts the items for the store, the person who authorizes payment, and the storage of the item.

All items must be in good condition to be used for the project and must be maintained by the

warehouse manager.

39

PROCUREMENT PLANNING

Procurement planning is part of the annual budgeting process. Each department head is

responsible for planning his/her project’s estimated procurement needs on an annual basis

through the use of the annual procurement plan (APP). The procurement officer will use the APP

to plan for requisitions. It is crucial that the procurement committee discuss the APP at the

beginning of each year and as need may arise within the year. The APP will also require the final

approval of the project coordinator, who will share it with the executive director for comments

before approval.

PROCUREMENT REQUISITION (PR)

Each specific procurement procedure process shall be initiated by procurement requisitions to the

procurement officer from the requesting department and must show detailed specifications and

requirements for the item(s) being requested. They should also indicate that the item is budgeted

for. The PRs allows the departments flexibility within the overall annual plans regarding

specifications, exact quantities, delivery dates, etc. They are also used to cater for un-planned or

emergency procurement. The PR form will show the following:

- The items required

- The number of items needed or quantities

- The delivery dates and locations

- Accounting information

- Whether procurement is within APP/budget or emergency or unplanned

- The signature of the preparing person

- The department head

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All requisitions must be signed by the departmental heads or designate, who should ensure

that the item(s) are in APP or should seek authority to procure as per policy. Any persons

designated to authorize requisitions in acting capacity must have the authority given in writing

clearly stating the period authorized.

CONTROLS ON PROCUREMENT

Goods and services will only be procured within approved budgets except in case of

emergencies, which has to be approved by the executive director. In addition to being

responsible for preparing the APP/budget, the department heads should ensure that the

procurement throughout the year remains within the budget. Each requisition should reference

the APP line bearing the item or requisition, and if need, be attached to the page of the APP

where such line is contained. The financial officer shall assist the procurement officer in

conducting periodic checks on procurement activities to ensure that they conform to APPs, donor

procurement requirements, and Bizzy Bee Workstations policies and procedures.

It is the responsibility of the person who signs the local purchase order (LPO) to verify that

the following have been, done whether or not he/she actually collects the goods concerned, in

which:

- That the correct quantity has been received and signed

- That the quality and price of goods is as agreed

- That all goods delivered have been securely and inventory records appropriately updated

- That the delivery note is checked, signed, and forwarded to the financial officer to await

the invoice

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Purchases under petty cash must not exceed the maximum amount established and

documented by the accountant/cost estimator.

THE PROCUREMENT PROCESS REPORT

Upon receipt of requisitions, the procurement officer will first verify that the requisition is

properly approved according to the signing authority. He/she will then enter the requisition

details into the procurement report worksheet. After this, he/she will begin the process of

sourcing for the goods. The procurement report worksheet is updated to reflect requisition as

they are received. It also includes information on status of each procurement requisition,

complete with expected delivery date. This is to be submitted to the Project Management Office

(PMO) on a monthly analysis.

VENDOR SELECTION AND CRITERIA

Careful selection of vendors should be done to ensure that best possible price, quality and

delivery time available within the markets is obtained. A list of suitable vendors for each type of

goods and services, based on letters of introduction and past performance, shall be maintained.

This will make the process of vendor identification much faster. The vendor list shall be

reviewed and updated periodically to ensure that current known factors are taken into

consideration. Once the previous year’s list of vendors has been updated and approved by the

procurement committee, procurement of goods, and services can be effected.

Vendor selection for inclusion on the list of pre-qualified vendors will take place once per

year and will be done by the procurement committee. The following set of criteria is essential for

deciding on choice of vendors:

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- Price and quality of goods or services

- Availability of goods/services within the required delivery time

- After sale services, including availability of parts/supplies

- Bidder’s previous records of performance and service

- Ability of bidder to render satisfactory service in this instance

- Financial stability of the vendor

- Availability of bidder’s representatives to call upon and consult with

- Payment terms, warranties offered, and ability to provide samples.

LOCAL PURCHASE ORDERS (LPO) WITH VENDORS

The LPO is a contract with vendors should include all information regarding the goods and

services being procured as well as standard terms of delivery, payment and arbitration in case of

dispute. If contracts are precise and clear, possibilities of disputes will be reduced and Bizzy Bee

Workstations will stand far greater chance of receiving the goods and services as expected. Upon

selection of a vendor, a legally binding contract or work order should be drawn-up for the goods

and services in question and signed by both parties prior to procurement. Detailed specifications;

quantities, unit prices, delivery deadlines, locations, and payment schedules must be specified in

such contracts.

ORDER FOR RECURRING REQUISITION

Procurement of a recurrent nature, i.e. where the same goods and services may be issued several

times a year, one vendor may be selected for a period of up to one year. In some cases,

particularly for services, contracts for the goods or services can be drawn up once, which may

then be reference every time those goods or services are required without requiring separate

43

quotations and contracts on each occasion. In other cases, particularly for regularly purchased

goods, vendors can be selected once, but separate contracts drawn-up on each occasion the

vendors are used.

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CERTIFING DELIVERY OF GOODS AND SERVICES

The procurement process cannot be completed without certification of the goods and services

that have been procured and acknowledged by Bizzy Bee Workstation’s satisfaction. The

procedure for receiving goods and services is therefore important in ensuring that vendors have

entirely met their obligations. Once Bizzy Bee Workstations has certified the goods and services

to their satisfaction, it has little further resources to complain about a vendor’s performance. This

is where the payment can be made for the goods and services sold to Bizzy Bee Workstations.

APPOINTING AND PAYING CONSULTANTS

Consultant services will be required for a job for which the required technical expertise will be

considered when there is no one that possess the knowledge of the job. Also, a consultant will be

required for a job that is not ongoing and does not require a full time staff. Once the consultant is

hired, the procedure will be followed and observed. The decision to hire the services of a

consultants shall be taken by the executive director in liaison with the heads of the various

departments in consultation with the board of directors. The project manager shall send invitation

to specific appropriate consultant(s) requesting for proposal for the consultancy by a stated date.

The proposals received shall be reviewed by a panel composed of the various heads of

department, and, the ensuing recommended name shall be submitted to the executive director

who shall discuss with the Bizzy Bee Workstations executive committee. The terms of reference

for the consultancy shall be mutually agreed upon and the financial officer shall be involved in

the negotiation of financial aspects of the terms. The contract agreement shall be signed by both

parties before commencement of the consultancy assignment.

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APPOINTING AND PAYING TEMPORARY STAFF

Temporary staff include locum, short-term project staff engaged for on-off tasks. The following

procedure shall be observed for engaging the services of temporary staff:

- The temporary staff is engaged by the executive director in liaison with the department in

need of the staff and the financial officer

- The letter of engagement is issued by the executive director stating the temporary status

of the employment and the agreed terms

- A temporary staff is expected to comply with all the policies of Bizzy Bee Workstations

while in the service of Bizzy Bee Workstations

- Payment shall be made at the end of the month along with the payroll of the regular staff

APPOINTING AND PAYING CASUAL WORKERS

Casual workers will be those engaged in project work especially manual work, for one to several

days. The following procedure shall be observed for engaging the services of casual workers:

- The casual workers are engaged by the heads of departments upon the approval of the

executive director

- A list of casual workers (name and identity numbers) shall be maintained by the head of

department stating the terms of reference for the casual worker

- The letter of authority for engagement of casual workers shall be issued by the executive

director to the head of department, stating the terms of reference for the casual workers

- Casual workers are expected to comply with all the policies of Bizzy Bee Workstations

while at their service

- Payment shall be made on a daily or weekly basis.

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PROCUREMENT PLAN FORMAT FOR GOODS

ItemDescription

MonthWhen Needed Quantity From Where

To Buy? Estimated cost

Plumbing 4in x 10ft. DWV plan end pipe April 21.74 x40 Home Depot $869.60

Plumbing JM eagle 3\4in. x 10 ft. PVC schedule 40

plain end pipeApril 2.69 x 60 Home Depot $161.40

Plumbing Fermco 2in. x 2 in. DWV flexible PVC

couplingApril 4.44 x 8 Home Depot $35.52

DURA 3\4 in. 40 PVC 90 degree elbow April 0.53 x 18 Home Depot $9.54

Steamline 1-1\2 in. PVC DWV Hub x HubP-Trap April 3.81 x 2 Home Depot $7.62

Dual-flush elongated toilet June 429.00 x 1 Home Depot $429.00

Delta Classic 4 in. 1 handle bathroom faucet chrome June 62.00 x 1 Home Depot $62.00

Delta foundation 2 handle side sprayer kitchen faucet

in chromeJune 79.00 x 1 Home Depot $79.00

Southwire 1 gang 20 cu. In. old work junction box June 1.96 x 7 Home Depot $13.72

Steel city 2 gang square electrical box June 2.04 x 11 Home Depot $22.44

Westington house 15.5 cu. In. new construction ceiling

fan st/ft barJune 7.25 x 5 Home Depot $36.25

JM eagle ½ in. x 10 ft PVC 40 conduit May 1.59 x 25 Home Depot $39.75

Southwire ½ in. liquidtite NM 90 degree fitting

connectorJune 2.76 x 40 Home Depot $110.40

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AFC cable systems 1 in. x 300 ft. flexible aluminum

conduitJune 291.00 x 4 Home Depot $1,164.00

Square D Homeline 30 AMP two Pole circuit May 8.65 x 3 Home Depot $25.95

Sqare D Home 20 amp single pole circuit May 3.72 x 6 Home Depot $22.32

200 amp 30 space 60 circuit indoor main plug on

breaker load centerJune 106.00 x 1 Home Depot $106.00

Concrete April 90.00 x 166 yards Ready Mix $15,000.00

Steel Beams May 1.25 per pound x 180 pounds Steel Inc. $33,750.00

16 in. x 8 in. x 6 in. Concrete Block May 1.21 x 450 Home Depot $544.50

Portland stone 18 in. x 18 in. glazed ceramic floor

andMay 0.78 x 3000 Home Depot $2,340.00

Silestone 2 in. Quartz countertop June 9.95 ft. x 12 ft Home Depot $119.40

Windows June 156.00 x 6 Home Depot $936.00

2 in x 4 in studs May 2.76 X 48 Home Depot $132.48

Dry wall June 13.98 x 100 Home Depot $1,398.00

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COST ESTIMATE AND BUDGET

49

COST ESTIMATE BUDGET

The cost estimate budget is outlined below. The build the warehouse, it will take $200,893 USD

to complete. The project must meet the budget and cannot go over or under. Finally, the project

will take longer to complete depending on how the budget is used and the project manager will

request additional funding (up to $10,000 USD) to complete the project.

Labor Cost

Plumbers $ 6,600.00

Electrician $ 8,400.00

Bizzy Bee Employees $ 111,585.11

Subtotal $ 126,585.11

Materials Cost

Plumbing $ 1,653.68

Concrete $ 17,884.50

Electrical $ 1,558.83Building Material

(Steel Beams, Tin Roof, Tools, etc.) $ 36,335.88

Subtotal $ 57,432.89

Machines Cost

Crane $ 15,000.00

Bulldozer $ 1,000.00

Backhoe $ 875.00

Subtotal $ 16,875.00

Total $ 200,893.00

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HUMAN RESOURCE PLAN

51

ROLES and RESPONSIBILIES

The roles and responsibilities are defined in this plan by the project manager. Each job that is

outlined within this plan will explain what the roles of employees are in this project. Candidates

that have applied for the listed positions must meet the requirements that the project manager is

looking for. Candidates are then selected by the project manager to work on the project. The

positions that are needed for this project are:

- Project Manager (PM), (1 position):

o The project manager is responsible for the overall success of the Warehouse

construction for the Banker Roofing Company. The PM must authorize and

approve all project expenditures. The PM is also responsible for approving that

work activities meet established acceptability criteria and fall within acceptable

variances. The PM will be responsible for reporting project status in accordance

with the communications management plan. The PM will evaluate the

performance of all project team members and communicate their performance to

functional managers. The PM is also responsible for acquiring human resources

for the project through coordination with functional managers. The PM must

possess the following skills: leadership/management, budgeting, scheduling, and

effective communication (Piscopo, 2015).

- Implementation Manager (IM), (1 position):

o The IM is responsible for the distribution, implementation, and monitoring of the

warehouse construction blueprints. The IM is responsible for working with the

HA and PM to ensure all designs are approved by the stakeholder. The IM will

report status to the PM in accordance with the project’s communications

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management plan. The IM’s performance will be evaluated by the PM and

communicated to the IM’s functional manager. The IM must be proficient in

managing the warehouse construction (Piscopo, 2015).

- Accountant – Cost Estimator (ACE), (1 position):

o The ACE is responsible for the budgeting of the project and also handling all

basic accounting activities of the company. The ACE handles all transactions

while posting them on the account ledger. Finally, the ACE balances the budget

for future projects and also is responsible for payroll and payments.

- Risk Assessment Manager (RM), (2 positions):

o The RM is responsible for mitigating, monitoring, assessing, and controlling the

risks of the project. The RM must create a risk management plan that will be used

throughout the project to ensure that everyone working on the project will not be

subjected to injuries or death. The RM will then report to the PM and to find new

risks throughout the project.

- Quality Control Manager (QCM), (1 position):

o The QCM is responsible for the quality of the project and to see whether the

warehouse is of exceptional standard that is set by the stakeholder. The QCM can

test the product, record any defects, and report them to the PM. The QCM must

follow the ISO: 9000 (Davis & Goetsch, 2013). The QCM must implement any

quality control management standards that is set by the PM.

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ENTERPRISE ENVRIONMENTAL FACTORS

The following enterprise environmental factors are:

- Organizational culture and structure – the organizational culture of Bizzy Bee

Workstations is one that is a hardworking, less stressful environment in which the

employees can talk to the managers and the managers can communicate with employees.

The managers can communicate with each other and collaborate with other employees in

different departments in order to create team synergy. Finally, the project managers and

team leaders can communicate with the stakeholder on updates to the project and whether

there are changes to the project.

- Existing human resources – these resources that the employees may include

communication, trade and technical skills, office administration, project management,

and construction management.

- Personnel administration policies – the personnel administration policies will consist of

employee reviews, stakeholder surveys, staffing and retention guidelines; and acquisition

and dismissal processes.

- Marketplace conditions – the marketplace conditions of the human resources plan may

include what each employee is capable of doing while maintaining a level of

professionalism and work ethic. Also, the marketplace for the warehouse storage industry

is stagnant to the point that no new business may be introduced; however, in the case of

Bizzy Bee Workstations, LLC, the company has been in business for over two years.

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STAFFING MANAGEMENT

Each department will manage its staff based on the managerial staff has set for the project and

must be followed at all times. The structure is hierarchical management in which the project

manager that everyone must answer to. The following managers are: project manager, risk

manager, quality control manager, accountant – cost estimator, and implementation manager.

Each manager will manage their own department according to their department’s guidelines.

PROJECT ORGANIZATIONAL CHART

The chart on the following page is a visual representation of the roles and responsibilities of each

manager that have been described in the roles and responsibilities section of the human resources

plan. Each manager is responsible for each task within this project.

55

The key is used in order to identify what the letter in each cell represents. For example, “A” in

the key stands for “Accountable for ensuring task completion/sign off” and “R” stands for

Project Manager

RiskManager

Implementation Manager

QualityControl

Manager

AccountingCost

Estimator

Worksite evaluation A R R C C

Materials Acquisition A R C C

Construction A R C

Quality Control A R C R

Risk Assessment A C R I

Implementation A C R C C

Conduct Training A

“Responsible for completing the work” etc. (Piscopo, 2015). The chart is easy to follow for

anyone working on the project.

Chart design taken from Human Resources Plan by Mark Piscopo (2015), Project Management Docs website (Piscopo, 2015)

Key:

R – Responsible for completing the work

A – Accountable for ensuring task completion/sign off

C – Consulted before any decisions are made

I – Informed of when an action/decision has been made

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TRAINING

There is currently no training scheduled with regards to the Warehouse Construction since the

organization has adequate staff with required skill sets. However, if training requirements are

identified, funding will be provided from the project reserve (Piscopo, 2015). Training will be

provided by the project manager as well as a warehouse construction expert hired by the

company to train the individuals on how to build a warehouse.

PERFORMANCE REVIEW

The project manager will review each team member’s assigned work activities at the onset of the

project and communicate all expectations of work to be performed. The project manager will

then evaluate each team member throughout the project to evaluate their performance and how

effectively they are completing their assigned work. Prior to releasing project resources, the

project manager will meet with the appropriate manager of each department and provide

feedback on employee project performance. The managers will then perform a formal

performance review on each team member (Piscopo, 2015).

REWARDS AND RECOGNITIONS

Although the scope of this project does not allow for ample time to provide cross-training or

potential for monetary rewards there are several planned recognition and reward items for project

team members.

- Upon successful completion of the Warehouse, a party will be held to celebrate the

success of each team member with the team members’ families present.

- Upon successful completion of the project, any team member who satisfactorily

completed all assigned work packages on time will receive a certificate of thanks from

the Project Manager.

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- Team members who successfully complete all of their assigned tasks will have their

photo taken for inclusion in the company newsletter.

- The company will provide free family movie tickets for the top two performers on each

project (Piscopo, 2015).

58

QUALITY PLAN

59

STANDARDS

Bizzy Bee Workstations is “an ISO 9000 certified company and is the standard used for all

project management contracts. ISO 9000 is responsible for quality management and all related

standards and was originally developed to unify national and international quality standards

throughout the world (Davis & Goetsch, 2013).” Bizzy Bee Workstations will also use state and

city building codes, fire safety standards, and workplace health and safety standards. By law, all

of these standards should be implemented and accounted for.

ORGANIZATIONAL STRUCTURE

The Banker Roofing Warehouse Project includes a quality team system within the project team.

The quality team will consist of the quality manager (Kathy Kennedy) and the quality supervisor

(design and construction team leader). The quality manager will handle all documentation of the

quality process. The quality supervisor will report any measures to quality management from the

construction site. These quality team members are available to the Project Manager to conduct

audits, quality assurance, and similar functions. The quality team is a subset from the formal

project team and can use the Project Manager for quality related issues. If this occurs, the quality

team will use formalities for contact expressed in the communications plan.

RESPONSIBILITIES

The project team will work with the quality team to define and document all organizational and

project quality standards for both product and processes. The processes include all activities

incorporated with the project. All quality documentation will become part of the Project Plan and

will be transitioned to Banker Roofing Company for operations upon the successful completion

of the project.

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QUALITY MANAGEMENT APPROACH

The quality management approach for the Banker Roofing Warehouse will ensure quality is

planned for both the product and processes. The project will meet all quality objectives by

utilizing an integrated quality approach to define quality standards, measure quality and

continuously improve quality. The quality management coordinator should enforce and oversee

that these measures are implemented.

Product quality for the Banker Roofing Warehouse project will be defined by the

company’s criteria for standard basic roof repair and reconstruction. The focus is on the project’s

deliverables such as: (following building codes, meeting set deadlines, etc.).Also, the standards

and criteria being used to ensure the product meet established quality standards and customer

satisfaction. These factors will help induce product quality for the company.

Process quality for the Banker Roofing Warehouse project will focus on the processes by

which the project deliverables will be manufactured. Establishing process quality standards will

ensure that all activities conform to an organizational standard. Resulting in successful delivery

of the product. Confirming all activities is completed with accuracy and safety.

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METRICS

Metrics will be set used to measure quality throughout the project for the product and

processes. The quality manager will be responsible for working with the project team to define

these metrics, conduct measurements, and analyze the results. These product and process

measurements will be used as the standard in determining the success of the project. Metrics will

include:

- Contract Review

- Cost

- Design Control

- Document Control

- Process performance(testing)

- Product performance(testing)

- Customer Satisfaction

Quality improvements will be identified by the quality management. Recommendations will

be reviewed to determine the how the improvement will impact the product or processes. If an

improvement is implemented the quality manager will update all project documentation to

include the improvement reviewed by the project manager.

62

RISK PLAN

63

PURPOSE OF THE RISK MANAGEMENT PLAN

A risk is an event or condition that, if it occurs, could have a positive or negative effect on a

project’s objectives. Risk Management is the process of identifying, assessing, responding to,

monitoring, and reporting risks. This Risk Management Plan defines how risks associated with

the Banker Warehouse project will be identified, analyzed, and managed. It outlines how risk

management activities will be performed, recorded, and monitored throughout the lifecycle of

the project and provides templates and practices for recording and prioritizing risks. The Risk

Management Plan is created by the project manager in the Planning Phase of the CDC Unified

Process and is monitored and updated throughout the project. The intended audience of this

document is the project team, project sponsor and management.

RISK MANAGEMENT PROCEDURE

- Process

o The project manager working with the project team and project sponsors will

ensure that risks are actively identified, analyzed, and managed throughout the

life of the project. Risks will be identified as early as possible in the project so as

to minimize their impact. The steps for accomplishing this are outlined in the

following sections.

- Risk Identification

o Risk identification will involve the project team, appropriate stakeholders, and

will include an evaluation of environmental factors, organizational culture and the

project management plan including the project scope. Careful attention will be

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given to the project deliverables, assumptions, constraints, WBS, cost/effort

estimates, resource plan, and other key project documents. A Risk Management

Log will be generated and updated as needed and will be stored electronically in

the project library.

RISK ANALYSIS

All risks identified will be assessed to identify the range of possible project outcomes.

Qualification will be used to determine which risks are the top risks to pursue and respond to and

which risks can be ignored.

- Qualitative Risk Analysis

o The probability and impact of occurrence for each identified risk will be assessed

by the project manager, with input from the project team using the following

approach:

- Probability

o High – Greater than 70% probability of occurrence

o Medium – Between 30% and 70% probability of occurrence

o Low – Below 30% probability of occurrence

- Impact

o High – Risk that has the potential to greatly impact project cost, project schedule

or performance

o Medium – Risk that has the potential to slightly impact project cost, project

schedule or performance

o Low – Risk that has relatively little impact on cost, schedule or performance

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Risks that fall within the RED and YELLOW zones will have risk response planning which

may include both risk mitigation and a risk contingency plan.

- Quantitative Risk Analysis

o Analysis of risk events that have been prioritized using the qualitative risk

analysis process and their effect on project activities will be estimated, a

numerical rating applied to each risk based on this analysis, and then documented

in this section of the risk management plan.

RISK RESPONSE PLANNING

Each major risk (those falling in the Red & Yellow zones) will be assigned to a project team

member for monitoring purposes to ensure that the risk will not “fall through the cracks”.

For each major risk, one of the following approaches will be selected to address it:

- Avoid – eliminate the threat by eliminating the cause

- Mitigate – Identify ways to reduce the probability or the impact of the risk

- Accept – Nothing will be done

- Transfer – Make another party responsible for the risk (buy insurance, outsourcing, etc.)

For each risk that will be mitigated, the project team will identify ways to prevent the risk

from occurring or reduce its impact or probability of occurring. This may include prototyping,

adding tasks to the project schedule, adding resources, etc. For each major risk that is to be

mitigated or that is accepted, a course of action will be outlined for the event that the risk does

materialize in order to minimize its impact.

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RISK MONITORING, CONTROLLING, AND REPORTING

The level of risk on a project will be tracked, monitored and reported throughout the project

lifecycle. A “Top 10 Risk List” will be maintained by the project team and will be reported as a

component of the project status reporting process for this project. All project change requests

will be analyzed for their possible impact to the project risks. Management will be notified of

important changes to risk status as a component to the Executive Project Status Report.

TOOLS AND PRATICES

A Risk Log will be maintained by the project manager and will be reviewed as a standing agenda

item for project team meetings.

RISK MANAGEMENT PLAN APPROVAL

The undersigned acknowledge they have reviewed the Risk Management Plan for the Banker

Warehouse. Changes to this Risk Management Plan will be coordinated with and approved by

the undersigned or their designated representatives.

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PROJET CLOSING PLAN

68

GENERAL PROJECT INFORMATION

Description

Project Name Banker Warehouse

Project Description Building a warehouse for a growing roofing company.

Project Manager Burt Allen, Brandon Akins, Martina Benjamin, Kathy Kennedy

Project Sponsor Nicolas Banker

General Comments The project was done on time. And the project will be handle to Mr. Banker

Baseline Actual Variance % Variance

Start Date [04/20/2015] [04/20/2015] [57 days] [100.0%]

Finish Date [07/01/2015] [07/01/2015] [57 days] [100.0%]

Hours [2432 hours] [2432 hours] [2432 hours] [100.0%]

Days [57 days] [57 days] [57 days] [100.0%]

Budget [$200,000.00s] [$200,000.00s] [$200,000.00s] [100.0%]

MANAGEMENT EFFECTIVENESS

The project was done on time and all milestones were suitable. The project was in budget range

and the stakeholder has been notify of all any change. The contractors at the weekly meeting

keep the project managers up to date. The management team made sure that the project was in

the time frame of the contact. The project was done according to the specific of the contract and

was approve with the stakeholder at the final inspection. The project will be handle to the

owner once this document have been sign off on.

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LESSONS LEARNED

We learned that the customer’s needs will change. We must strive to meet those needs of the

customer and have a plan in place. We must also have enough workers in place that will

complete the project from start to finish. The weather will change and some days it will work in

our favor which will then lead to project delays. This is where scheduling comes into play. The

project on occasion will be unmonitored and we must be able to solve common project problems

that affects us. The project management team started off with the compassion to start and finish

this job. There was times where communication was not understood, but we were able to come

together and solve the problem.

ADMINISTRATIVE CLOSURE

We have made sure the all inspection have been done and PASS. We have made sure that we

were within the project time frame. That every milestone was met and every adjustment the

client wanted was done. The project will have final walk through with the owner/stakeholder

before it will be turn over to Banker Roofing Company.

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CONTRACT CLOSURE

The project was done according to stakeholder recommendation. The project manager made sure

that every aspect of the project was on schedule and that everyone on the project was

communicating with one another. The contractor was keeping the project manager up to date

with any changes and milestones.

PROJECT CLOSE-OUT APPROVAL

The undersigned acknowledge they have reviewed the Project Close-Out Form and agree with

the approach it presents. Changes to this Project Close-Out Form will be coordinated with and

approved by the undersigned or their designated representatives.

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REFERENCES

Davis, S. B., & Goetsch, D. L. (2013). Quality Management For Organizational Excellence: Introduction to Total Quality 7th Edition . Upper Saddle River: Pearson.

Davis, S., & Goetsch, D. L. (2013). Quality Managmenet for Organizational Excellence: Introduction to Total Quality. Upper Saddle River: Pearson .

ITT Tech Virtual Library. (n.d.). Retrieved from http://myportal.itt-tech.edu/library/Pages/HomePage.aspx

ITT Technical Institute . (2015). ITT Technical Institute Virtual Library. Retrieved from http://myportal.itt-tech.edu/library/pages/homepage.aspx

Piscoco, M. (2015). Retrieved from Project Management Docs: http://www.projectmanagementdocs.com/project-documents/activity-list.html

Piscopo, M. (2015, May 1). Human Resources Plan. Retrieved from Project Management Docs: http://www.projectmanagementdocs.com/project-planning-templates/human-resource-plan.html

Project Management Insitute. (2008). A guide to project management body of knowledge (PMBOK Guide). (4th ed.). Newton Square, PA: Project Management Institute, Inc.

Project Management Institute . (2015). Project Management Body of Knowledge. Retrieved from Project Management Institute: http://www.pmi.org

Project Management Institute. (2008). Project Management Body of Knowledge. Newtown Square: Project Management Institute.

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