WILDERNESS LEADERSHIP INSTITUTE NORCAL RETREAT …kevinhofstra.com/documents/WLI_Project_Notebook.pdf · 1 WILDERNESS LEADERSHIP INSTITUTE NORCAL RETREAT PROJECT NOTEBOOK 26 November

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WILDERNESS LEADERSHIP INSTITUTE

NORCAL RETREAT

PROJECT NOTEBOOK 26 November 2007

Vicki Binstock

Chad Brodel

Sara Shisler

Kevin Hofstra

Justin Ulland

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Table of Contents

Executive Summary ..............................................................................................3 Project Management Areas

Integration Management (C. Brodel) ..........................................................6 Scope Management (C. Brodel)...............................................................10 Time Management (R. Binstock)..............................................................22 Cost Management (K. Hofstra).................................................................25 Quality Management (J. Ulland)...............................................................28 Human Resources (S. Shisler).................................................................37 Communications (S. Shisler)....................................................................52 Risk Management (R. Binstock)...............................................................57 Procurement (K. Hofstra) .........................................................................63

Lessons Learned ................................................................................................67 References .........................................................................................................68 Appendices

Appendix A - WBS001 - NorCal Retreat WBS .........................................69 Appendix B - TM002 - Schedule Gantt Chart ..........................................70 Appendix C - TM003 - Network Diagram..................................................70 Appendix D - TM004 - Schedule Calendar..............................................70 Appendix E - QM001 - Documentation Procedures .................................71 Appendix F - HR002 - Position Descriptions ............................................72 Appendix G - HR003 - Candidate Assessment Form...............................83 Appendix H - CM001 - Communications Matrix .......................................84 Appendix I - CM006 - Non-Disclosure Agreement ...................................87 Appendix J - IN005 - Project Work Order Process ...................................88 Appendix K - QM014 - NorCal Relevant Regulations Checklist ...............90

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Definitions and Acronyms

Term / Acronym Definition CDR Critical Design Review CEC California Energy Commission, Consumer Energy Consel CPM Critical Path Method FIRO-B® Fundamental Interpersonal Relations Orientation-Behavior™ FFP Firm Fixed Price ICC Integrated Change Control IPR Interim Progress Review IPT Integrated Project Team IPRS Interim Progress Reviews ISO International Standards Organization MBTI® Myers Briggs Type Indicator NDA Non-Disclosure Agreement NorCal Northern California O&M Operations and Management PDR Preliminary Design Review PDM Precedence Diagramming Method PIP Process Improvement Plan PM Project Manager PMBOK Project Manager’s Body of Knowledge PMO Program Management Office PWA Project Work Authorization RBS Resource Breakdown Structure SOW Statement of Work USGBC United States Green Building Counsel WBS Work Breakdown Structure WLI Wilderness Leadership Institute

Table 1: List of definitions and acronyms used in this document

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Executive Summary

“Natural Instincts: Understanding the inherent leadership qualities in each of us by developing leadership, followership, and teamwork traits in an open-environment setting to reach our full

potential.”

WLI Philosophy In 2007, the Wilderness Leadership Institute (WLI) was established to fill a market niche for executive management training. The WLI’s focuses would be two-fold:

• To educate, train, and mentor business managers in a wilderness setting, looking to the natural environment in a safe setting for experiential data

• To further the advancement of “Green” construction, management, and philosophy by building managerial retreats with minimal impact to the natural environment and its inherited resources

As a test case for validating these philosophies, the WLI desires to build, outfit, staff, and operationalize the first of many wilderness retreats focused on these ideals in Northern California (NorCal). This area was chosen for its proximity to business centers in Sacramento and San Francisco, the California Energy Commission’s extensive support (to include subsidies and tax benefits) of U.S. Green Building Counsel (USGBC) and Consumer Energy Counsel environmental initiatives, moderate year-round temperate climate, and accessibility to staff and resources. Lessons learned from the project development will be captured by WLI management in the hopes of replicating the process in additional areas in support a typical franchise-development model. Taking these mission objectives and the WLI’s vision, the WLI’sNorCal project strives to define, design, physically build, outfit, staff, and prepare an environmentally friendly NorCal retreat for operational use in eighteen months from date of initial project start. It will be built of 50% recycled materials, subsist on 50% alternative power, provide leadership training for 200 students per annum with an overall budgeted operations and maintenance cost (to include salaries) of $5,000,000 per annum, and focus on a curriculum of self- and team-based leadership, followership, and teamwork-based training in support of the WLI’s key tenets of leadership, followership, and teamwork education.

Thinking Green Thinking green is more than a philosophy. For a project to receive the desired ISO 14000 certification, as well as the state-sponsored USGBC “Green Seal”, every aspect of the project development, from design, construction, outfit, and operations must closely be linked to the statues and regulations of these federal and state commissions. Thinking Green cannot be an afterthought. And while the WLI could have chosen to build the wilderness retreat without capturing these philosophies, we at WLI believe the effort would be hypocritical to the institute’s vision and mission.

Curriculum

Figure 1: WLI Program Tenets: Given a firm foundation of environmental education, equal provision of training in the areas of leadership, followership, and teamwork, students will optimize their ability to grow at a personal level.

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At the heart of the program is a curriculum that blends the traditional classroom approach with a more novel, natural setting. Supporting the idea that personal growth must be an internal adventure, psychological traits and habits will be baselined through batteries of approved tests (to include to include the Myers Briggs Type Indicator® (MBTI®) Step II, Fundamental Interpersonal Relations Orientation-Behavior™ (FIRO-B®) assessments, and California Psychology Inventory™ 260 and 434 tests, among others), and classroom discussions, team-based activities, and outdoor experiences will help positively enforce suggestions for improvement. Perceived-stressful situations, to include a two-day “survival” activity will be performed as a “capstone” to the week-long curriculum. Sustaining the journey will be a highly-experienced staff of psychologists, naturalists, and staff support to ensure that the students have a value-added, safe experience before being released back to their daily lives.

Project Plan Intended to be a repeatable effort compatible with Green Building initiatives, focus will be made on documentation and processes early in the project lifecycle. Following the initial setup, separate contracts will be used to support design and implementation of the project directives. A strong parternship will be developed with contractors using future projects as an incentive. The three phases of the project each have their own deliverables, as defined in the following sections;

these items include the physical structure, curriculum guides, Green Building certification documentation, O&M and staffing plans, and supporting documentation. The cost of the project is estimated at $2,772,005. However, architectural design, documentation, and planning developed for this effort can be used for follow-on WLI initiatives, representing cost-savings in the long run. Benefits and exemptions from the State of California allow for additional savings should the Green Building efforts be followed. The WLI project execution team will consist of the founders of the company. By nature, WLI is small in size and efficient by design, therefore it is expected that individuals will hold multiple positions during development. A single PM will run the program, and the Project Engineer will serve as the deputy. The Executive Staff make-up both the Design Phase and Development Phase teams. Due to the evolutionary nature of project development, the staff consistency will change over time. Initially, the team will focus on project plan development by the Executive Staff. Following completion of that plan, the staff will shift to more development oriented roles, to include field managers, curriculum developers, and contracts administrators (among others). Ideally, following completion the same team will move on to other WLI retreat initiatives.

Figure 2: WLI NorCal Project Timeline: The project lifecycle will follow a traditional development model, with emphasis on process formulation and an 18-month delivery.

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Figure 3: WLI NorCal Project Cost Profile The project cost profile will start off steep due to the land purchase required. The cost profile will then level out and peak again at the end of the project, just prior to initiating operations, in order to support the hiring and training of personnel to operate the site. Crystal Ball statistical analyses reveal conservative and best practices. Initial risks for the program are low, but are being tracked using multiple methods. Current risks focus on the clarity of methodology for compliance with the various Green initiatives, as well as site identification and a program-level strict development timeline. Once complete, the WLI NorCal Retreat will act as a vanguard for future WLI efforts. By blending the philosophies of the institute itself with environmentally friendly design and building practices, a facility that supports its associates’ ideals will provide the perfect opportunity for business managers searching for training opportunities that are just a little bit different.

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Integration Management

Project Integration Management focuses on process and activities needed “to identify, define, combine, unify, and coordinate the various processes and project management activities within the [five] Project Management Process” (PMBOK, p. 77). It includes, but is not limited to, the following seven processes (PMBOK, p. 78-79):

• Developing a project charter • Developing preliminary project scope statements • Developing a project management plan • Directing and managing project execution • Monitoring and controlling project work • Integrating a change control process • Closing a project

Initiate

Develop Project Charter The Wilderness Leadership Institute (WLI) Program Management Office (PMO) hereby authorizes WLI’s NorCal Retreat Project, the first of a series of leadership academies focused on providing the modern-day executive with management training in a safe, remote, outdoors environment. Robert Kois, WLI Vice President, will act as executive sponsor for the project. The team has appointed the lead Project Manager (PM), with the authority and responsibility to Plan, Execute, Monitor & Control, and Close the project. The PM is responsible for the delivery of the WLI Project Notebook to the Vice President on the 26nd of November, 2007 for initial approval, and will keep the executive leadership informed of project progress, critical milestone accomplishment and satisfaction, as well as scope changes or adjustments to the functional requirements set as needed. The executive management staff shall include Renae Binstock (Cost and Risk Management Lead), Chad Brodel (Scope Management Lead), Sara Shisler (Human Resources and Communication Lead), Kevin Hofstra (Procurement and Time Management Lead), and Justin Ulland (Quality Management and Integration Lead) under PM control. Finance, Human Relations, Schedule adjustment thresholds shall be determined by the executive management staff and approved by the lead PM no later than the date of initial delivery of the project plan. Following that date, the individual area leads described above shall approve sub-threshold adjustments. Situations that break threshold must be reviewed on an item-by-item basis by the executive management staff in accordance with the established processes and procedures.

Figure 4: WLI Program Tenets: Given a firm foundation of environmental education, equal provision of training in the areas of leadership,followership, and teamwork, students will optimize their ability to grow at a personal level.

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Develop Preliminary Project Scope Statement The mission of the Wilderness Leadership Institute’s Northern California (NorCal) Retreat supports the institute’s mission, with the primary motivation “to build better leaders using unconventional methods in a safe wilderness environment”. In concert with this philosophy, the institute professes the following vision:

“Natural Instincts: Understanding the inherent leadership qualities in each of us by developing leadership, followership, and teamwork traits in an open-environment setting to reach our full

potential.” The goal of the WLI NorCal Retreat Project is to define, design, physically build, outfit, staff, and prepare an environmentally friendly NorCal retreat for operational use in eighteen months from date of initial project start. It will be built of 50% recycled materials, subsist on 50% alternative power, provide leadership training for 200 students per annum with an overall budgeted operations and maintenance cost (to include salaries) of $5,000,000 per annum, and focus on a curriculum of self- and team-based leadership, followership, and teamwork-based training in support of the WLI’s key tenets defined in Figure 4.

Plan

Develop Project Management Plan This notebook incorporates the ideals and philosophy expressed in the Third Edition of the Project Management Body Of Knowledge (PMBOK) as published and copyrighted by the Project Management Institute, and conforms to the structure defined by that text, where appropriate. Given the aggressive nature of the project schedule, a tailored development process will be followed to ensure satisfaction of the project’s requirements in the time allotted with the resources available. The format of this notebook will follow the nine PMBOK Knowledge Areas. During the planning phase of this project, the NorCal Retreat will be defined through each of these critical areas:

• Integration Management • Scope Management • Time Management • Cost Management • Quality Management • Human Resources Management • Communication Management • Risk Management • Procurement Management

The planning stage of the program will begin with the program kickoff on the 2nd of January 2008, following project plan approval by the vice president of WLI. Executive management, key stakeholders, and pre-identified suppliers, cost area subject matter expertise, and state and local agencies. At that agency, key milestones schedules will be reviewed, and the list of deliverables (associated with the key elements of the work breakdown structure) will be made public. Integrated Product Teams (IPTs) will also be instantiated to incorporate the appropriate talents for assistance in working out the details necessary before preliminary design review, scheduled for one month from date of the kick-off. A final critical design review will be held on the 1st of June to conclude the planning phase of the project.

Execute

Direct and Manage Project Execution Following the planning cycle, the PMO-appointed PM lead will be responsible for the direction and management of project execution, to include the building, outfit, staffing, and preparation of

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the facility for operational turn-over on the 15th of March 2009 (based on the current schedule). During this period of time, work will be performed in accordance with the Work Breakdown Structure defined in the scope section of this document, schedules will be maintained in accordance with the procedures and philosophies outlined in the cost section, and schedule will be controlled by the control processes detailed in the time management section. Additionally, all other notional procedures, methodologies, and project support mechanisms will follow the ideals and practices outlined in this notebook. Configuration control will maintain the integrity of documentation, as discussed in the communication section of this project notebook. WLI will document the work that it conducts through a work authorization process. The Project Work Authorization, or PWA will be completed for any project work that takes more than 1 day to complete or is expected to account for expenditure of more than $500 of the project budget. This Process is described in IN005, Project Work Authorization Process.

Monitor and Control

Monitor and Control Project Work The WLI NorCal PM shall be ultimately responsible for the execution of the project plan, with the designated assistance of the executive staff and their supporting areas of expertise. As mentioned previously, he/she will monitor progress and performance of individual sections and provide status checks to the vice president on a to-be-determined schedule. It is critical to note for a project of this scope and time length that the careful balance of procedures, process, and performance must be maintained; process for the sake of process bogs down the system, while un-vectored development cannot but lead to issues prior to integration. The WLI NorCal Retreat PMO will take careful effort at tailoring traditional PM processes in order to suit the situation at hand. All areas of the project must logically be monitored for compliance with the Project Notebook Management Plan. Given the hard deadline of project completion in one year’s time and the selection of funding for a single fiscal year, time and cost shall be considered independent invariants. Scope, Quality, and Risk shall thus be managed accordingly to ensure the optimum solution as dependent variables. The Quality Management team will ensure metrics are established for each knowledge area to measure progress; Regular Interim Progress Reviews (IPRS) will check the status of each area to ensure compliance. And while the executive board at PMRs will have the ability to leverage leins and generate action item work-off plans, the demanding schedule requires that the project not be allowed to pass major milestones without compliance. Supporting this project philosophy, the integrated master schedule shall be of paramount importance. Following the creation of program networks (typically using ADM/PERT methods), the critical path shall be identified and used as a guideline for decisions made to support time variances. Crashing the schedule will only be performed when absolutely necessary, and when budget allows, as per the requisites of the Integrated Change Control Process (see below). While Time Management is penultimate to project completion, budget management is also a critical thread. Given the $5,000,000 annual budget for operations and the set up and development costs, WLI expects development payoff to be obtained in five years time. Working together with the Quality Management team, root cause analysis will be performed to investigate and identify problem areas quickly. The PM-withheld 10% contingency reserve will be used, when necessary, to ensure project success, at the PM’s discretion. Risk Management shall be supported by the Risk and Opportunity Management board, with the charter to distribute necessary risks while overseeing mitigation plans for each knowledge area.

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It is critical to note the distinction of the terms risk, uncertainty, and opportunity in establishing a risk management process. Risk, according to Meredith & Mantel in Project Management: A Managerial Approach, can be defined using heuristic methods only when a complete set of outcomes can be probabilistically measured. Uncertainty comes if the decision maker’s information is not complete (Meredith & Mantel, p. 64). Uncertainty and an expected “the probability of each and every state of nature and thus of each and every outcome” can be established. Opportunity is defined separately to ensure that the typical trend of identifying risks as situations with negative outcomes can be overcome. While possibly redundant, a true risk process should identify both positive and negative actions for mitigation. Quality Management is often overlooked in short timetable projects; it cannot, however, be overlooked. Given the high standards of quality set by the WLI organization, ensuring that the PMO balances customer expectations with design implementation to both deliver the right thing and deliver the thing right is critical to project success.

Integrated Change Control The WLI NorCal Integrated Change Control Board (NorCal ICC), made up of the executive staff, will be responsible for the configuration management of documentation and deliverable items. Following the design and concept development phase of the project (initiation), all documentation will be base-lined and assigned a configuration control number by the ICC. Following this point, changes to documentation must be vetted through the board on an as-needed basis. Again, time is the most critical driver for the program, as available project funding is only one year in length. As such, the control of time and scope are paramount to all other project elements. Thus, all requests for additional time (as defined by slips or gains to the integrated master schedule, cost in excess of 5% of proposed budget, and any additional changes to scope and quality must be brought before the board for approval.

Close Project

Close Project Exit criteria for the project depend upon satisfaction of the following: Contract closure and definition to include necessary fee submission processes. All contracts must be closed in accordance with terms contract structure, to include acceptance of deliverables and closure according to the PMO processes and procedures. Performance based contracts shall be treated as legal binding documents.

• Functional Requirements Check-off performed by an independent validation and verification team as chosen by the vice president of WLI. All requirements established in the functional requirements baseline will be reviewed, as well as necessary deliverables in each of the necessary project knowledge areas.

• Formal acceptance of the NorCal Retreat Facility by the operational staff, following two months of post-delivery test and acceptance checkout. This includes all necessary federal, state, and local agency inspections necessary to perform business service operations at the facility.

• PMO submission of the Project Performance Result to the WLI vice president, to include individual and team assessments of members for suggested input into the next performance review cycle.

• Successful archiving of critical project documentation, to include project lessons learned. All documentation will be archived in accordance with WLI policies with the anticipation of using these library documents for future instantiations of WLI retreat developments in other geographic areas.

Only when each of these has been satisfactorily completed can the program manager release the executive team to other projects.

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Scope Management

Project Scope Management focuses on processes required “to ensure that the project includes all the work required, and only the work required, to complete the project successfully”. In other words, “project scope management is primarily concerned with defining and controlling what is and is not included in the project”. It includes, but is not limited to, the following five processes (PMBOK, p. 103):

• Scope planning • Scope Definition • Creating a Work Breakdown Structure (WBS) • Scope verification • Scope control

Plan

Plan Scope While the WLI NorCal retreat project will be the first project undertaken by the institute as part of the WLI Retreat Initiative, the goal of the project is for it to be a repeatable venture. As such, particular care is made at defining not only the scope of the project, but the process of defining the scope as well as the lessons learned from the effort in order that the documentation defined here could become a template for future work. Site-specific aspects of the project will be identified early in the design process. With the thought of consistency in mind, the Work Breakdown Structure (WBS) for the program has been designed with a top-down perspective keeping consistency and repeatability in mind. Those aspects that are unique to the NorCal project should only occur at the component-level of the effort. Templates for documentation related to state/local environments will be established in order to allow for smooth transition of the effort to future retreats as part of the initiative. The first step in planning the scope of the project focuses on the development of a hierarchical process for identifying the critical tasks required to complete the effort. At first, this was established at a very high level of granularity, and focused on executive and expert brainstorming to identify not only key deliverables, by necessary measures of accomplishment and key constraints and assumptions that must be vetted in order for that event to happen. Each of these actions were then collated into a central action plan that details the dependencies between the various project tasks as well as the responsible parties for accomplishing them.

Action Plan, WLI NorCal Retreat Project ( sample ) Action

# Action Responsible

Party Estimated

Time Duration

(wks)

Precedents/ Pre-

requisites

Accomplishment Criteria

1. Facilities Construction PM 58 1.1 Facility Design OUTSOURCED 6 - PM-approved

design 1.2 Building Contract Procurement 6 1.1 Contract ATP 1.3 Construction Procurement 52 1.1, 1.2 Contract Closure 1.4 Legal Rqmts Legal Team 18 1.1, 1.2 Approved

documentation …

Table 2: Sample Action Plan

Assumptions were tabulated and tracked by the risk management group through internal processes and approved at the WLI NorCal ICC.

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The generation of the WBS and the planning of scope will follow a five-step process identified in Meredith & Mantel’s Project Management Text as follows (Meredith & Mantel, p. 257-262):

1. Using information from the action plan, list the task breakdown in successively finer levels of detail. The top down approach is critical to identifying common cross-retreat components at the higher levels and site-specific requirements at the lower component levels.

2. For each work package, identify the data relevant to the WBS, to include vendors, durations, needed equipment or materials, special specifications, etc., and linking responsible personnel and staff to each task through linear responsibility matrices (to include responsible parties, support parties, necessary groups to notify of status, as well as sign-off or approval parties).

3. For sake of consistency between sub-project groups, affected intra-project individuals or organizations, in conjunction with defining the linear responsibility matrices, should review all work package information. This helps avoid overlaps, duplication of effort, and conflicts between contracted work during the tight schedule.

4. For purposes of pricing the project and determining profit and loss, the total project budget should consist of four elements: • Direct budgets from each tasks (as described in the action plan and WBS) • Indirect cost budget for the project, to include general and administrative overhead costs,

marketing costs, potential penalty charges, and other expenses not attributable to particular tasks

• A project “contingency” reserve for unexpected situations • Any residual, to include profit or other funds that may be returned to the WLI central budget

office 5. Schedule information and milestone events should be aggregated into an integrated [project]

master schedule. Once underway, the PM will be ultimately responsible for the sign-off of individual work elements, work packages, tasks, and actions through oversight and the Integration Change Control board. While customers shall be granted access to internally vetted documents and deliverables following their approval at the ICC, it should be noted that the project does not focus on a spiral-development philosophy; rather, conclusion on or before the three-year point is paramount to intermediary deliveries. However, it is the desire of the NorCal executive management to produce all critical design documentation prior to the critical design review in order to populate the central NorCal libraries with the necessary mechanism for developing additional WLI retreats as soon as possible. From a marketing perspective, the American businessperson is faced with a plethora of options for leadership training. As such, identifying a market niche is a critical mechanism for ensuring project success. A cursory trade and market analysis revealed that most leadership academies and retreats are so similar is scope and set-up that particular distinction between them is not always possible. Curriculums differ, but a classroom experience setting bound the majority. We at the leadership institute have been drawn to the company by the very nature of the ideals expressed in its mission and vision statements; furthermore, it is the opinion of the executive staff that building a series of retreats to those set of ideals will attract a sufficient number of middle- and upper-management customers that want to share this vision. As such, the WLI plans to focus on a quality venture rather than a quantity-based service mechanism. It is critical to note, however, that the motivation of a wilderness retreat is not a completely novel idea; several organizations, most notably the Outdoors Wilderness leadership Schools (http://www.owlsadventures.com/), the National Outdoors Leadership School (http://www.nols.edu/), the International Wilderness Leadership School (http://www.iwls.com/), WildernessLeadership.com (http://www.wildernessleadership.com), and several others. Ironically, many focus on two aspects – the traditional class-room based leadership training in a remote, natural setting, and leadership training for those in the outdoor recreation and education industry. Very few have tackled the philosophy of blending the two to construct a leadership academy that uses nature as a vehicle for building leaders from executive management stock.

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Ideally, the WLI Retreat Initiative will take the lessons learned from both wilderness retreats and classroom-based initiatives to identify the best aspects of each. One task for the Scope Management team will be the continual tracking of these lessons learned and act as a voice to the WLI ICC should changes in scope be required to better fill a market niche.

Define Scope The preliminary scope statement expressed in the Integration section above has been repeated below for convenience. Its general philosophy will be expanded in this section to finer granularity.

Project Scope Statement As discussed above, the overall goal of the WLI NorCal Retreat Project is to define, design, physically build, outfit, staff, and prepare an environmentally friendly NorCal retreat for operational use in two-year’s time from date of initial project start. It will be built of 50% recycled materials, subsist on 50% alternative power, provide leadership training for 200 students per annum with an overall budgeted operations and maintenance cost (to include salaries) of $5,000,000 per annum, and focus on a curriculum of self- and team-based leadership, followership, and teamwork-based training in support of the WLI’s key tenets defined in Figure 1.

Project Background and Motivation “Look deep into nature, and then you will understand everything better” – Albert Einstein Founded in 2007, WLI focuses on the philosophy that nature can provide direction to even the most complicated of human machinations. In terms of leadership development, the instinctual concepts that nature provides, as well as the relatively stressful situations that subsistence in the wild require of individuals logically lead to the development of tools and traits that can be applied to the corporate world. Self-confidence gained through recognizing the necessity of establishing trust with oneself and others is crucial to personal growth. The challenge then becomes ensuring that this internal journey can be performed in a safe, injury- and retribution-free environment. WLI relies heavily on the teaching faculty, tri-certified as registered psychologists, first-responder medical assistants, and nature survivalists to support not only an extensive self-respective curriculum, but those undesired medical situations that may occur in the wild. WLI strives to place safety paramount to all other actions; however, it will be prepared should a mishap actually occur. WLI believes that highly trained faculty is essential to program success. Class sizes will be limited; WLI will focus on quality education vs. high quantity throughput. This will allow each group of students to be given the best possible support with a teacher-to-student ratio no greater than 5:1. Priori to arrival, students will perform a battery of psychometric tests, to include the Myers Briggs Type indicator® (MBTI®) Step II personality profiler (http://www.myersbriggs.org/), the Fundamental Interpersonal Relations Orientation-Behavior™ (FIRO-B®) assessment (http://www.cpp.com/products/firo-b/index.asp), multiple California Psychology Inventory™ profiles (to include both traditional 260 and 434 assessments), among others. For a full list of tests performed, please reference the curriculum guide in the appendix. Peer surveys will also be collected in order to help perspective students pre-identify areas possibly requiring extra attention. Throughout the weeklong exercise, each student will be evaluated by a personal psychologist and given a taped personal evaluation at the end of the week with the expectation of identifying personality traits in action for support in improving leadership, followership, and teamwork skills. It is the expectation of the WLI staff that the tapes, provided in confidentiality to the students, will be a lifelong reminder of this point in time during their personal journey. “Study nature, not books” – Louis Agassiz In 1964,the 88th Congress of the United States passed into law the Wilderness Act, focused “to establish a National Wilderness Preservation System for the permanent good of the whole people, and for other purposes” (Wilderness Act, preamble). Section 4 goes into detail to define the use of these public lands in support of recreational, educational, and other activities. Adjuncts to the law later specified stipulations

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to support the environmental protection of these lands to ensure they would be available for future generations of Americans to enjoy. However, state, local, and private lands, unless completely surrounded by federal lands supported by this act (and designated as “in-holdings”, are not held to the same regulations. It is the opinion of the WLI that private corporations should support the philosophies of this act and other federal and state preservation programs. As such, the WLI NorCal retreat will be built with minimal impacts to the surrounding natural environment. It will be built of 50% recycled materials, and be architecturally designed in a manner that not only supports but also mimics the surrounding environment. Through the use of solar power, it will subsist on 50% alternative means, at the expense, if necessary, of not being capable of providing power 24-hours per day. WLI believes the personal journey comes from interactive experiences, not PowerPoint™ presentations. “Live in Northern California once, but leave before it makes you soft.” -- Baz Luhrmann Careful selection of the site will come only after extensive investigation; ideally, the site selected for the NorCal facility will blend the following:

• Proximity to support functions • Proximity to customer client base • Perception of remoteness and austerity • On-site well • South-facing view (for satellite connections, solar power)

With this in mind, the NorCal team proposes to start the investigation in one of three counties in Northern California, each within two hours of both Sacramento and Reno: Nevada County, Yuba County, and Sierra County. Apart from having large tracts of land for sale at negotiable prices, these areas provide proximity to appropriate infrastructure and support structures.

Project Objectives The central objective of this project is to design, develop, build, and prepare for operational use the first WLI Retreat in Northern California. Success criteria depend on the on-budget delivery of the project requirements to the WLI Operations team on or before three years from contract authorization to proceed. Given an estimated $5,000,000 per annum operational and maintenance budget (to include salaries), the program is expected to break even 5 years from inception. While the WLI NorCal facility will be unique in its development path (acting as the first in the series), WLI intends the model to be repeatable in future retreats across the United States.

Product Scope Description In addition to critical design and process documentation, the primary product of the project will be a self-sustaining NorCal retreat facility. Ideally, the site will be some 50 acres in size, focusing architecturally on a central, modern facility for staff, cooking, and training capabilities as well as multiple guest lodges/cabins organized within walking distance of the main hub. Careful emphasis will be made for the program to be environmentally friendly. As such, the complex will attempt to run on 50% solar power via a California Energy Commission (CEC) approved on-grid system, ideally taking advantage of multiple state tax credits ($2.80 rebate/watt) as a “Green Building” initiative (http://www.usgbc.org). Further support for the Green Building Initiative, will result in the adoption of the five central tenets of architecturally designing and building a complex to green standards for eventual ISO 140000 certification and LEED-capable benchmarking (http://www.consumerenergycenter.org/work/green.html):

1. Green is a building philosophy, not a building style – architecturally, the program can still blend in with nature and be considered a green asset.

2. Thorough planning – programmatically, a “green” philosophy cannot be an afterthought. 3. Sustainable buildings aren’t necessarily more expensive or complicated – culturally, WLI

respects and understands the necessity to environmentally plan for the future 4. An integrated approach is critical – philosophically, green methodology must be linked to each

effort, from site selection to architectural design to building materials. 5. Minimizing energy consumption is the central goal and the organizing principle – holistically,

green philosophy must be inherent to each activity at the WLI NorCal retreat facility

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In order to achieve this goal, several critical milestones are required, even before architectural development begins: Economics and Environment, Pre-Design, Site Issues, Building Design, Construction Process, Operations and Maintenance, and Issues and Trends (http://www.consumerenergycenter.org/work/green.html). At each stage, documentation and reviews by the US Green Building Council are required in order to hit later ISO or Green Seal certification. In addition to the green buildings, several challenge and team building courses will be developed to test leadership aptitude and provide teamwork-building activities, very similar to courses operated and maintained by US military programs. In each, certain obstacles are presented to the team with various supplies and possible limiters. For example, a superstructure representative broken bridge may have to be traversed using various provided ropes, wooden boards, and buckets in ten minutes or less. All team-members must cross the obstacle; however, one member will be assigned a fake injury, like a broken leg. In each case, the team must choose a leader, develop a plan, and implement it as quickly as possible. Spotters and observers will monitor the event and provide after-action reports. As always, safety will be of paramount importance during the activity. If possible, a simple structure will cover the challenge course for adverse weather conditions. The facility site must have open, cleared areas to support access to solar panels, a heliport for evacuation, should the unintended occur, as well as group areas for team-building bon-fires. Landscaping will be minimal to ease maintenance costs, but will be well kept. Generators will be on-site for emergencies. Communications will occur via satellite capabilities, should cell-phone coverage not be possible from the site location. Additionally, access to a more austere, but close-proximity “survival” area for the final project will be critical to ensuring lessons learned can be applied in a safe environment. A team of dedicated personnel will support the operations and maintenance of the facility. While this will be discussed in further detail in the HR section of this document, a notional staff should include the following positions. Note that it is possible for single individuals to manage multiple jobs; also, many of these functions (to include IT support, marketing, and legal counsel) may be sub-contracted to save on costs. While not finalized, an in-city (Sacramento) support office may be leased to support these efforts.

• Teaching Staff (8-10): o Counselors/psychologists o Training staff

• Support (4-5) o Site lead o Admin/logistics o Site maintenance o Cook Staff o Cleaning Staff o Medical, first responder lead o Safety lead o Weather lead o IT support o Marketing support o Legal counsel

Figure 5: Team- building Challenge Courses Sample challenge courses performed in a safe environment are excellent tests of team dynamics and leadership aptitude.

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The current plan supports a weeklong curriculum, supporting a Sunday afternoon arrival and check-in, local classes and instruction Monday through Wednesday, and a team project “survival” session extending from Thursday to Friday evening. After a team-building bon-fire on Friday night, the students will have feedback sessions with their individual psychologists on Saturday before checking out that afternoon. This gives the support staff nearly 24 hours to prepare for the next group. With this aggressive schedule, it is the current opinion of the PMO that the faculty in teaching and direct-support positions may work on shifts, supporting every other class.

Sunday • Arrival, Introductions • Team Dinner

Monday • Class Sessions • Indoor team activities

Tuesday • Class Sessions • Outdoor team activities

Wednesday • Class Sessions • Challenge Course

Thursday • Survival Friday • Survival

• Bon-fire Saturday • Psychologist, team, peer evaluations

• Closeout

Table 3: Typical Schedule

Upon occasion, the retreat may be capable of sponsoring guest speakers, although this will not be determined as the norm. WLI relies heavily on the multi-talents of its faculty and support staff to keep the program running smoothly. Continuous improvement models will ensure that lessons learned are captures and development improvements follow the evolution of the program over time. One of the key necessities during early design is the ability for the site, facility, curriculum, and atmosphere to grow, expand, and adjust with time. Ideally, the program will run for five weeks on and one week off; during that last week, adjustments and extended maintenance will be performed. Two areas of the project require special attention: contingencies and legality. While safety is of paramount importance, a natural environment setting carries additional risks. Counselors and docents will be first-responder certified, and the main site will support expanded first-aid facilities. Should evacuation be necessary, a heliport will be available to take injured to the nearest medical facilities. All participants are expected to be in good health, and will sign disclosure forms prior to arrival to ensure minimal legal repercussions in the unlikely case of death or injury. In order to maintain a strong legal standing with the state, the WLI has chosen to support continual legal counsel, with a focus on state and local regulations as well as personal legal support. Additionally, contingency planning should address weather constraints. Apart from survival, all activities should be capable of being performed in indoor or enclosed facilities. Legal support will guide regulations on money-back returns should not all activities be feasible do to errant circumstances.

Project Requirements An extended list of functional requirements is available upon demand. Prior to CDR, these functional requirements will be broken down into more atomic, testable, verifiable, and acceptable system-level and sub-system-level requirements. In summary, the WLI NorCal Retreat will be designed by architects familiar with the ISO 14000, US Green Building Commission, and CEC regulations, and will be built and outfitted by contractors experienced with outdoor recreation projects. The facility will meet with all applicable federal, state, and local standards, regulations, codes, and requirements. Curriculum development and faculty staffing will be supported through state accreditation processes. Training (train-the-trainer), maintenance, logistics, contingency, curriculum, safety, marketing, and support plans will be developed for the site lead, faculty, and support staff to ensure safe, consistent operations at the facility. The facility will be capable of supporting classes of twenty students per week for five weeks continuously for at least six months of the year. The project will support CEC Green Building principles, and all

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activities, to include the challenge courses and “survival” will be performed under guiding safety principles.

Project Boundaries The WLI NorCal Retreat project will include all site identification, financing, architectural design, contracted building, outfitting, staffing, and documentation (training, maintenance, logistics, contingency, curriculum, safety, marketing, and support plans) necessary for sustained operations. It will not include additional issues uncovered through the course of the project (unless those are approved through the certified ICC process, support for changes to the program, physical facility following delivery, or adjustments to the various plans and materials detailed above. Additionally, no support for training following the initial check-out period, marketing, legal counsel, or contingency support will be given following product hand-over to the operational staff.

Project Deliverables The following specific deliverables will be audited for completeness by central WLI management and tested, verified, and/or validated (depending on the make-up of the deliverable) at project hand-off in order to close the project:

• NorCal Site Selection: Documentation in support of this deliverable will identify the trade studies and methodology used to select the appropriate site, to include environmental impact studies, logistics plans, and supportability metrics. Contingency plans (supported by text in the operations and maintenance plan) will provide impact statements on weather, fire, and evacuation necessities.

• Facility Architectural Design: Architectural diagrams of the main complex, housing, and grounds will be required prior to CDR before construction begins. In accordance with Green Building and ISO 14000 standards that support the US Green Building Council regulations and CEC standards, the facility will include solar-power and environmentally friendly system integration. The WLI central management office will review the plan for consistency to institute practices and standards and approve it.

• Contractor Selection Plan: Documentation in support of this deliverable will identify the appropriate contractor teams necessary for the construction, outfit, operations, and maintenance of the NorCal retreat facility. Sole-source justifications, if required, will be provided to ensure best-practice acquisition efforts are supported. All permitting and associated costs are the responsibility of the contractor, and will be explicitly detailed in statements of work and associated contract procurement documents.

• Constructed NorCal Retreat Facility: Following acceptance of the architectural design plans, contracted construction will build the facility to the listed requirements for check-off, testing, and verification at project closure. It will be built within eighteen months to support project completion in three-years time.

• Project Financing Plan: While the effort will be funded from venture capital and institute funds, a financing plan is still necessary to identify any incentive that can offset the investments of the institute. Options include CEC Buydown and federal Green Building initiative tax benefits and cash-back credits, partnership and grant opportunities from organizations and companies, tied-in electrical grid pay-back programs, and sponsorship mechanisms from corporations searching for new leadership training capabilities.

• Federal/State/Local Requirements: Documentation supporting this deliverable will first identify all applicable federal, state, and local standards, regulations, and codes and identify requirements for satisfying those mechanisms. Necessary documents will be collected for the project library. Additionally, this initiative will support the required medical training and certification required for the staff to be certified first-responders. This plan will be reviewed at CDR to ensure that construction can begin without fear of hold-ups later on in development.

• Facility Inspection/Acceptance: This deliverable will ensure that the completed construction project meets all applicable federal, state, local, and PMO-instated functional requirements prior to delivery and hand-over of the facility

• Green Building & ISO 14000 Certification: In addition to federal, state, and local requirements, documentation supporting this deliverable will investigate the requirements for the Environmental

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Management Standard (ISO 14000) and Green Building “Green Seal” certification. In support of the financing plan, other complementary programs may be investigated that would result in financial and operational benefit to the retreat facility in support of the principles and philosophies of the WLI.

• Operations and Maintenance Plan: This overarching document will include training, maintenance, logistics, contingency, curriculum, safety, marketing, legal, medical, and support plans required for operations and sustainment of the NorCal facility. It will also include documentation supporting the inspection processes required to maintain certification and acceptance with Green Building, ISO 14000 initiatives, and federal, state, and local requirements, as well as staffing plans, continuous improvement, quality assurance, risk mitigation, configuration control, exemplary multi-cultural and non-allergenic cuisine menu options, and emergency action plans in support of the overarching contingency management plan.

Product Acceptance Criteria Acceptance criteria for the NorCal retreat facility will be drafted by the WLI NorCal PMO and approved by the management of central WLI at the Preliminary Design Review

Project Constraints The project currently falls under two areas of constraints; Funding:

Funding has only been identified for three years of development, with no present capability to secure additional resources. All additional resources must be obtained through the PMO using the methodology described in the project financing plan.

Green Initiative: Designing and constructing a certified green building is not a casual decision. Should this requirement be placed at priority, other activities will be held subordinate to the milestones, decision authority, documentation, and regulations instated by federal and state initiatives in support of environmentally friendly projects.

Project Assumptions Critical project assumptions focus on the necessity to cater the development process to the larger WLI retreat initiatives. As such, activities critical to local NorCal development, while critical, are held subordinate to general philosophy and design that may be applicable to multiple retreat initiatives. Additionally, the following must hold true:

• A similar design can be used at additional WLI facilities, resulting in efficiencies of design and development over time.

• The program staff must be independently driven and multi-talented. Cost efficiency relies on these individuals to not only believe in the WLI philosophies, but be capable of supporting multiple jobs simultaneously (counselor, medical first responder, etc.). Support staff, in particular, will require multi-tasking on a time-intensive schedule.

• Success of the program rests on a prioritized list of ideals, first of which is the adherence to Green Building philosophies. These activities will be held paramount to all others.

• Consistent funding and resources support, as per the initial WLI directive, will be maintained across the three years of development.

• WLI management will work hand-in-hand with the WLI NorCal PMO throughout the process to ensure that decisions made by the PMO are in alignment with the institute’s directives.

• Contractors required for development and delivery will be available when needed.

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Initial Project Organization The team will follow an alpha model, being small in size and efficient by design. Individuals may hold multiple positions. A single PM will run the program, although a deputy may be assigned to ensure appropriate expectation management with the institute. The staff should be project-oriented in nature for the NorCal project, vice functional across multiple WLI project initiatives. Due to the evolutionary nature of project development, the organization chart in Figure 6 represents an evolutionary process. Initially, the team will focus on project plan development by the executive staff, detailed in blue. These roles follow the PMBOK knowledge areas and are chartered with the development of a project plan. They are discussed in detail in the human resources section of this document.

Following sign-off of the project plan, those individuals will transition to the development roles detailed in the green area. These are discussed in further detail in the human resources section of this project notebook. Ideally, this team will be disbanded or moved on to other retreat projects following sign-off and acceptance of the project deliverables.

Initial Defined Risks While no specific risks have been identified prior to the completion of the risk section of the project notebook, initial risk and uncertainty areas across cost, schedule, and technical performance focus on aspects of the Green Building certification process.

Scope Mgmt

Cost Mgmt

Time Mgmt

CommMgmt

HR Mgmt

QA Mgmt

Risk Mgmt

Procurement, Contracting Mgmt

PMO Executive Staff

Project Controller

Contracts Admin

Project Engineer

Mfg Engineer

Support Services Mgr

Curriculum Development

Field Engineer

Deputy PM

Design Phase

Development Phase

PM

WLIVP

PMO Executive Staff

Figure 6: Initial Organization Chart Current org chart detailing both staff functions (design phase)

and development functions (development phase)

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Cost Risk: Cost risk for the program is currently minimal, as funding has been secured for the following three years of development. However, uncertainties are currently present about the impacts of supporting a full Green Building venture, considering economical payoff for green activities may not occur for several years. More stringent California state regulations may also lead to unanticipated costs. Mitigation plans focus on the careful allotment of contingency resources as well as careful observation of cost-impacting trends. Schedule Risk: The current three-year schedule presents moderate risk, primarily as a function of the desire to support Green Building principles. Perception of bureaucracy in the California CEC process has lead to an initial concern over the ability to begin construction on time following the initial “pre-development” CEC and US Green Building Council activities. Performance Risk: Initial technical risks also stem from the development of a certified Green Building. Coupled with schedule, the design and construction of a Green facility increases technical risk. Due to the nature of the construction as a non-commodity-based activity, careful monitoring of the development and construction is critical to ensuring that technical hurdles do not become cost, schedule, or performance impacts.

Scheduled Milestones Current milestones focus on the three stages of the project lifecycle: Project design, Project Development, and Project Closure. Additional details will be provided via the WLI NorCal Retreat Integrated Master Schedule. Project Design:

Project Notebook Sign-off: Sign-off and acceptance of the project plan by WLI VP sponsorship will occur prior to project kick-off. (22 November 2007)

Kick-off: Kickoff defines the initial start of the program and the receipt of funding from the project sponsor. Executive management, key stakeholders, and pre-identified suppliers, cost area subject matter expertise, and state and local agencies. At that meeting, key milestones schedules will be reviewed, and the list of deliverables (associated with the key elements of the work breakdown structure) will be made public. (2 January 2008)

Preliminary Design Review (PDR): The PDR will review current design progress and will respond to the question, “Will the PMO be ready to leave the design stage following Critical Design Review”. Risk areas will be identified, and initial schedules and documentation will be reviewed. The PMO PM has decision authority to continue, with WLI management support. (1 March 2008)

Critical Design Review (CDR): The CDR acts as the exit milestone for the first phase of development. All plans, documentation, and contracting mechanisms must be in place. It responds to the question, “Is the PMO ready to begin architectural design, construction, and outfitting of the facility, to be completed in three years time?” (1 June 2008)

Project Development: Interim Progress Review (IPR): The PM, at CDR, will set interim progress review dates with

intermediary milestones, to possible include architectural design completion, construction start, construction completion, green documentation completion, etc. The frequency and scope of these reviews will be at the PMs discretion.

Project Closure: Project Acceptance: The PM will support the closure of the project be ensuring the following:

• Functional Requirements Check-off performed by an independent validation and verification team as chosen by the vice president of WLI. All requirements established in the functional requirements baseline will be reviewed, as well as necessary deliverables in each of the necessary project knowledge areas.

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• Formal acceptance of the NorCal Retreat Facility by the operational staff, following two months of post-delivery test and acceptance checkout. This includes all necessary federal, state, and local agency inspections necessary to perform business service operations at the facility.

• PMO submission of the Project Performance Result to the WLI vice president, to include individual and team assessments of members for suggested input into the next performance review cycle.

• Successful archiving of critical project documentation, to include project lessons learned. All documentation will be archived in accordance with WLI policies with the anticipation of using these library documents for future instantiations of WLI retreat developments in other geographic areas.

Fund Limitations No funding limitations are anticipated, as funding has been secured for three years of development. However, additional requirements, scope changes, and development impacts must be funded through additional financing means, to include tax benefits, company sponsorship, and other philosophies outlined in the project financing plan and the cost management section of the project notebook.

Cost Estimate The initial cost estimate will be provided as part of the cost management section of the project notebook. The project sponsor has identified current funding, implying a build-to-cost model of development. The program office, through practices detailed throughout the financing plan and the project notebook, must secure additional funding as necessary. Prior to project kick-off, site surveys will be conducted to detail specific cost implications of site location. The PMO staff will also initiate investigations into Green Building principles and procedures, and perform interviews with various architects to begin the trade and market study analysis of the impacts of adhering to US Green Building Council and CEC regulations. In accordance with the project goals, the WLI NorCal retreat facility must be designed, constructed, outfitted, and staffed within three years time to operate with a $5,000,000 per year annual budget. It is expected to turn a profit in five-years time.

Project Configuration Management Requirements Project Configuration Management requirements will follow the plan outlined to support the Integrated Change Control Board, as follows. The WLI NorCal Integrated Change Control Board (NorCal ICC), made up of the executive staff, will be responsible for the configuration management of documentation and deliverable items. Following the design and concept development phase of the project (initiation), all documentation will be baselined and assigned a configuration control number by the ICC. Following this point, changes to documentation must be vetted through the board on an as-needed basis. Again, time is the most critical driver for the program, as available project funding is only one year in length. As such, the control of time and scope are paramount to all other project elements. Thus, all requests for additional time (as defined by slips or gains to the integrated master schedule, cost in excess of 5% of proposed budget, and any additional changes to scope and quality must be brought before the board for approval.

Project Specifications Project specifications will focus on two areas:

• Green Building Council, CEC, and ISO 140000 regulat ions: As detailed above, adherence to green initiatives cannot be taken lightly, as minimizing energy consumption must be a central goal and the organizing principle behind the project (http://www.consumerenergycenter.org/work/green.html). Care must be taken in all aspects of project design to ensure compliance with the following (not all-inclusive)

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• American Society of Heating, Refrigerating, and Air-Conditioning Engineers (ASHRAE) Energy Efficient Design of New Buildings - 90-1-1989 specifications (http://www.ashrae.org)

• American Society for Testing and Materials Green Building Standard Activities (series of works and standards) (http://www.astm.org)

• The Construction Specifications Institute Environmental Standards (http://www.csinet.org) • Leadership in Energy and Environmental Design (LEED) Benchmark Recommendations

(http://www.usgbc.org) • American National Standards Institute ISO 14000 requirements, CEC regulations, and US

Green Building Specifications (http://www.ansi.org) • Federal, State, and Local regulations: Adherence to all applicable federal, state, and local

construction, uniform building, design, management, union, environmental, legal, and associated requirements must be performed. Closure criteria will support testing and evaluation of the adherence to these regulations as part of check-off and final delivery.

Approval Requirements The CEC defines, for the state of California, the necessary approval requirements in support of the above regulations and standards required to obtain the state green seal as well as ISO 14000 certification. Deliverables associated with this project will support these efforts. It is critical to note that the adoption of green building practices must begin with selection of the architectural firm, and follow through design and implementation. Green regulation approval cannot be an afterthought.

Create WBS The Work Breakdown Structure is attached below; details are provided in the appendix. Note that it follows the deliverables required for project acceptance and completion as the 2nd-level efforts.

Monitor and Control

Verify Scope Verification and acceptance of aspects of the WBS and the project scope will be performed by the ICC’s signoff of those activities at regular board meetings. Again, ideally this process can be expanded to figure retreat development projects. Following the completion of each deliverable, the PM will provide both items and necessary documentation (if applicable) to the approval authority (the customer, in this case, is represented by the WLI NorCal facility operations staff). Should the PM be the approver, the individual lead will provide the same to the PM. Final check-off and delivery will be performed in accordance with the steps and procedures outlined in the project closure milestone.

Control Scope While the PM is ultimately responsible for the control of project scope, he or she may opt to delegate the monitoring of that process to the Integrated Change Control Board. As such, the ICC will be held responsible for the control of scope from a system-level perspective. Cost changes cost in excess of 5% of proposed budget, and any additional changes to scope and quality must be brought before the board for approval. Following impact assessment by the ICC, the PM will communicate the nature and effects of the change to the project sponsor, and recommend a viable solution. While the project sponsor does have veto authority, the PM is held responsible for the viable implementation of solution efforts. Following the change, all applicable documentation shall be updated as needed and in accordance with configuration control mechanisms.

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Time Management

Project Time Management focuses on the processes required to “accomplish timely completion of the project”. It includes, but is not limited to, the following six processes (PMBOK, p. 123):

• Activity definition • Activity sequencing • Activity resource estimating • Activity duration estimating • Schedule development • Schedule control

Plan

Define Activities The activities of the WLI project shall be established using the WBS, project scope statement, and project management plan that we earlier developed in their respective knowledge areas. Since this is the first of many WLI projects, activity definition must be performed using decomposition because expert knowledge and organizational process assets have not yet been established. Project work packages will be established from WBS activities and deliverables and then further decomposed into fundamental activities for sequencing and scheduling. For example, the facility design process can be broken down into subtasks of assessing feasibility of green design, investigating green architectural firms, choosing the most appropriate firm and signing contract, performing the actual design, approving the final design, and assessing the construction needs. Each of these subtasks can then be further broken down if consisting of additional elements. Since this is the first WLI project undertaken, the project manager will be given additional flexibility in planning by utilizing rolling wave planning. This type of planning will be used for activity definition as a way of obtaining insight into activity duration and resource needs prior to establishing definite metrics, since the activity has not been performed before. The process of rolling wave planning allows the PM to create a continuously detailed schedule that only extends a couple weeks in advance. By focusing on the upcoming tasks, the projections can be much more detailed and prevent inaccurate metrics from have too great of an effect on the project outcome. Risks and milestones will still be projected through the end of the project duration, but the near-term will be over emphasized to allow flexibility and ensure quality. The process of activity definition will produce an activity list that will be the basis for the project schedule. The activities will be closely coupled to the scope statement to ensure that only activities that are explicitly required by the project scope are performed. Each activity will contain specific attributes that include a description, identification of predecessors, identification of successors, listing of constraints, resource requirements, and any assumptions. For example, the site acquisition activity is the process of acquiring the physical property for the WLI. The site acquisition is proceeded by project funding, succeeded by facility design, is constrained by property that is a wilderness location and relatively close to a major airport, requires funding and contracting, and assumes that a suitable site can be found within the project budget. From the activity list a set of milestones will be established that determine scheduling and are used for project monitoring and control. For example, the construction of the facilities much be performed prior to Thanksgiving 2008. Any changes to the scope statement that are discovered will be immediately brought to the ICC for approval.

Sequence Activities Activity sequencing for the WLI project will be established from the activity list and correlated to the milestones using Microsoft Project 2003. Precedence Diagramming Method (PDM) will be used to establish the sequencing of each activity. The project schedule network will be constructed using activity nodes and arrow dependencies. Scheduling network templates were used for activity sequencing by performing industry research on construction projects of similar scope and their sequencing logic was

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used as a template for the WLI project. A network diagram has been constructed using the Activity on Node (AON) technique and is included as an appendix. AON scheduling technique was used for this project because a dynamic programming algorithm can then be used to determine the critical path and activity sequencing. Precedence sequences for the network diagram are based on the following dependencies:

• Finish-to-Start • Finish-to-Finish • Start-to-Start • Start-to-Finish

Estimate Activity Resources Since the WLI project budget will be tightly constrained, activity resource requirements will be established for the WLI project in close collaboration with the cost estimation process. This is critical in a unique project in which the resource levels necessary may be dependent on the cost of the activity. For example, if the construction of the ropes course becomes labor intensive, its resources may need to be scaled back in order to reduce the overall cost. Resources will be based upon the project management plan, resource availability, and the activity attributes. This flexibility ensures overall project success at the expense of sub-optimal activity completion assurances. Estimated resource levels are determined using published resource information, resource estimation software, and expert judgment of the WLI project team. Since this is the first project of this type that the project team has accomplished, contract advisors or the expert knowledge of our subcontractors needs will provide much of the resource. For example, green building architects, because of their expert knowledge, will determine the amount of labor necessary for solar panel installation. The WLI resource usage estimates will be entered as activity attributes in Microsoft Project. This includes not only the manpower associated with projects but also includes the physical resource usage. The resulting resource breakdown structure (RBS) is a listing of personnel requirements grouped by functional and arranged in a hierarchical structure. This RBS document has been attached as an appendix. Once the RBS and the activities list have been created, they can be correlated in order to establish the resource calendar for the sequencing and scheduling of resources.

Estimate Activity Duration The duration of each WLI activity will be established according to the detailed activity list, the resource requirements, the resource calendar, and the project management plan. Activity cost estimates and project risk will also be considered when estimating activity duration. Parametric estimating will be used for duration estimation by breaking down the activities into a defined metric. This allows historical data statistics to be used to better estimate tasks that are well defined. For example, if we know the approximate cost for construction of log cabins in dollars per square foot, we can use this metric to estimate the cost of each of our residential cabins. Since the WLI project is dependant on some non-deterministic events such as the ability to achieve green building certification, three-point estimates will be used for each of the critical activities to ensure that risk is adequately considered. This will allow the duration estimate to capture the variability between the optimistic, most likely, and pessimistic duration values. This will ensure that estimates account for projects that have high risk or extremely long delays that can occur in the event of unlikely scenarios. For example, a three-point estimate can be used to calculate the estimated duration of the installation of a water purification in the event of an accessible spring (Optimistic – 20% likelihood – 2 days), well water (Most likely – 70% likelihood – 5 days), or no water source (Pessimistic – 10% likelihood – 10 days). In addition to using three-point estimation for activity duration estimates, reserve analysis will be used to ensure that adequate time has been budgeted in recognition of schedule risk. A contingency reserve of approximately 5% of the project duration will be allocated to ensure that activity duration overruns do not delay the overall project completion. The flexibility associated with a contingency reserve are closely tied to the rolling wave planning that was earlier used to define the activities. Thus if the installation of the

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solar panels was delayed the contingency reserve planning would enable the cabin construction process would not delay other facility construction tasks.

Develop Schedule The WLI scheduling baseline will be developed according to the activities list, resource requirements, duration estimates, and the network diagram as described in earlier project tasks. Schedule network analysis using dynamic programming algorithms within Microsoft Project will be used to establish the schedule from the network diagram. A schedule model will establish the network and analytic techniques will determine the optimal scheduling algorithm. The scheduling path that the WLI project will use for activities will be determined using the critical path method (CPM). The critical path will be determined using the list of activities, the duration, and the dependencies. Additional parallel paths have been determined in order track where efficiencies could possibly be achieved by pruning a critical branch into a non-critical sub-path. of the find out where slack may exist. For example, site acquisition and facility design are project activities that run in parallel and have similar costs that may be interchanged in the event that some activity durations change. Crashing will be used if it will expedite a critical process and lead to an overall cost savings. Possible task reordering or resource reallocation can also be examined to move resources from an activity with extra slack to those that are on the critical path. The PM will devote additional time to facility design rather than site acquisition in order to reduce the critical path without causing adverse effects to non-critical paths. In order to reduce the overall risk of the WLI project, resource leveling will be used to even out the critical points of resource allocation across the duration of the project. By having resources more evenly distributed the project is able to reduce costs by lowering the number of people involved with the project. Rather than hiring multiple contractors to perform facility construction on all buildings at once, a single contractor will perform the work in phases. This reduction in manpower will decrease HR costs and contract negotiation. This also gives workers more security in their position and creates workers that have a vested interest in the success of the project. The scheduling process will also use a project calendar to determine the resource usage. Facilities construction will not be performed in the winter months because of adverse conditions and holidays will be allocated a non-resource usage days to prevent the need for additional holiday pay.

Monitor and Control

Control Schedule The WLI project schedule will be controlled by creating a schedule management plan that establishes monitoring statistics and performance metrics to determine any deviation from the schedule baseline. Performance reports will track the progress of critical scheduling items. Earned value will be used as a method for tracking project progress and for estimating future durations. Since rolling wave planning and reserve analysis are used as a replacement for expert knowledge or historical data the earned value method will establish a model that help in determining the project progress. Variance analysis will be used during the monitoring process to identify if target dates are unlikely to be achieved and allow for corrective action in the event of deviations. This analysis will also be helpful in determining project time performance. A schedule change control system will be put into place. In addition a performance measurement program will track progress to determine if a change is necessary. Any deviation from the scheduling baseline must be formally accepted through the ICC. For example, if it is determined that the duration of the electrical installation would take an additional day if terminated at the community center the benefits and drawbacks of this modification would need to be reviewed by the Integrated Change Control committee prior to modification.

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Cost Management Cost management of the NORCAL project focuses on the processes involved in planning, estimating, and controlling costs in order to determine the funding requirements and establish a baseline against which to monitor spending enabling the project manager to be proactive in managing the project. The principle areas of cost management include the following three major areas of consideration and planning:

• Cost estimating • Cost budgeting • Cost monitoring and control

Cost Estimating Estimated costs associated with the NORCAL project are broken down into three major categories: personnel, construction, and support costs. Analogous estimating was used to develop personnel costs to be incurred while a certain degree of bottom-up estimating was used was used to determine construction and support costs. Bottom-up estimating was accomplished using RS Means cost data for 2007. An example of this estimating technique is provided below. Personnel costs are based on the current industry mean for each position and duty description. The overall estimated costs are as follows:

Table 5: Estimated Costs by Category Estimating with RS Means Example of RS Means Cost Estimating….

Cost Budgeting The project budget is derived from the resource loaded WBS for the NORCAL project aggregated with the costs to maintain the base WLI staff who are, for duration of the NORCAL project, committing 100% of their time to this project. Table #.# shows the anticipated costs of the project by month rolled up to the third WBS level or higher as appropriate. Graph #.# illustrates how the budgeted costs are expected to fluctuate throughout the project with a steep climb in the beginning as land is purchased, major construction materials are ordered, and contracted labor kicks off. The costs quickly plateau out to a more steady operating level. This data reflects the budget baseline and reflects the funding requirements. The project team decided a ±20% contingency on costs is appropriate based on the risk analysis. This contingency is also reflected in the graph below.

Personnel $825,005Contracting $770,100Supplies, materials and other incidental expenses $486,400Land Purchase/Lease $690,500TOTAL $2,772,005

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$50,000

$150,000

$250,000

$350,000

$450,000

$550,000

$650,000

$750,000

Jan-08

Feb-08

Mar-08

Apr-08

May-08

Jun-08

Jul-08

Aug-08

Sep-08

Oct-08

Nov-08

Dec-08

Jan-09

Feb-09

Mar-09

Budgeted Cost

-20%

20%

Figure 7: Budgeted Cost Profile The project cost profile will start off steep due to the land purchase required. The cost profile will then level out and peak again at the end of the project, just prior to initiating operations, in order to support the hiring and training of personnel to operate the site.

Table 6: Budgeted Costs by WBS

Cost Monitoring and Control A Monthly Activity Analysis spreadsheet has been developed which contains the cost baseline established through the estimating process. This spreadsheet can be seen in Appendix #. It has been developed to be used by the WLI staff for any project they undertake. Activities are listed by WBS and schedule and cost estimates are associated with each. The project manager is responsible for updating this spreadsheet every month to reflect the status of each task to include the actual costs incurred against each activity. As the operating picture develops the project manager will be able to make appropriate

WBS Activity Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul- 12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-131.1 Project Financing $3,9001.2 Site Acquisition $2,500 $558,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,0001.3 Facility Design $3,500 $22,000 $2,0001.4 Long-Lead Procurement $1,0001.5 Contractor Selection $3,000 $3,0001.6 Build the Facilities1.6.1 Mobilize on site $50,000 $50,000 $50,100 $58,0001.6.2 Prepare Site $12,000 $9,0001.6.3 Build the cabins $10,000 $132,0001.6.4 Build the latrines $8,000 $15,5001.6.5 Build the workspace $20,000 $70,000 $130,000 $103,0001.6.6 Build the ropes course $10,000 $1,0001.6.7 Accept contractor work $8,000

1.7Establish Operations and Maintenance Plan $10,000 $7,500

1.8 Build the curriculum $65,000 $280,0001.9 Staff the program $42,000 $50,000 $200,0001.10 Prep for students $24,0001.11 WLI Kick-off Party $3,000

Salary of Project Team $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667 $41,667TOTAL $9,900 $580,000 $66,000 $60,000 $63,100 $80,000 $67,000 $228,500 $140,000 $121,000 $85,000 $59,500 $340,000 $210,000 $37,000

27

assessments as to whether the budget is ahead of or behind schedule. This spreadsheet provides earned value reports in graphical and data format. Figure #.# is a quick picture of what data is contained in this report. Green tinted columns are to be completed each month according to project status.

Table 7: Example of monthly activity analysis repor t Summary of outputs as a result of monthly activity analysis: Planned Value (PV): Budgeted cost for the work scheduled Earned Value (EV): Budgeted amount for the work actually completed is calculated via the percent completion planned and the actual percent completion input each month multiplied by the budgeted cost Actual Cost (AC): The actual costs incurred against each activity are input each month. This data, derived directly from the monthly activity analysis, provides the cost variance (Earned Value – Actual Cost) and schedule variance (Earned Value – Planned Value) which are further converted to efficiency indicators to reflect the cost and schedule performance. The cost performance index (CPI) is the ratio of Earned value to the Actual Cost and the Schedule Performance Index (SPI) is the ratio of the Earned Value to the Planned Value. The project manager can quickly asses the project status by assessing these numbers. A value of less than 1.0 indicates an overrun of estimates or more than 1.0 indicates an under-run of estimates. Every quarter the Estimate at Completion (EAC) will be calculated and assessed using the CPI. This formula is:

EAC = AC + ((BAC – EV)/CPI) where BAC is the total budgeted actual costs.

PC

PM, PCProject Financing

Generate Funding Profile

1.1

1.1.1 0.0

Type of milestone

Original (previously

provided in PMP)Approved

Updated Budget

Actual (Amount spent to date per

task)

1/2/081

1

1/3/08

1/2/08 1/17/08

Number of Task,

subtask(s), or milestone.

Start Date (tasks only)

Original Planned

Completion Date (tasks

and milestones)

% Completion Planned

% Actual Completion Performer(s)

Task or Milestone Completion Criteria (to include cost and

performance metrics)

Approved Updated

Completion Date

Schedule Progress

Factor

0.0

Status of Progress in

Task or Milestone (G,Y,R)

Title of task, subtask or milestone.

Activity WBS Number

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Quality Management

Project Quality Management focuses on the processes and activities of the performing organization that “determine quality processes, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken”. It includes, but is not limited to, the following three processes, as well as the continuous improvement activities conducted throughout the organization, as appropriate (PMBOK, p. 179):

• Quality planning • Performing quality assurance • Performing quality control

This section of the document outlines the QM documents that will address all aspects of Quality Planning, Performing Quality Assurance, and Performing Quality Control. This document answers the question, “What reports need to be written to cover the project for project quality management?” In answering this question this document identifies which reports across all knowledge areas ensure that each aspect of the project is covered. It will address all aspects of Quality Planning, Performing Quality Assurance, and Performing Quality Control by considering each of those categories in the context of the 5 process groups. The report has major sections of Quality Planning, Performing Quality Assurance, and Performing Quality Control. Within each of those sections items relevant process groups of Initiating, Planning, Executing, Monitoring and Controlling, and Closing will be covered. Some of those sections will require additional QM documents in which case the QM documents are included here in the Appendices. This section is intimately connected with other knowledge area management plans and will reference to the relevant sections of reports for those other disciplines.

Quality Documents Overview QM000, NorCal Project Quality Management Plan

QM001, WLI Documentation Procedures

QM002, WLI Integrated Change Management Process

QM003, NorCal Suggested Project Improvement System

QM010, NorCal Quality Metrics

QM011, WLI Inspection Template

QM012, NorCal Deliverables Checklists

QM013, NorCal Site Selection Checklist

QM014, NorCal Relevant Regulations Checklist

QM015, WLI Contractor Selection Checklist

QM020, WLI Quality Audit Checklist

QM021, NorCal Quality Baseline

QM022, WLI Quality Templates

QM023, WLI Cost-Benefit Analysis Worksheet

QM024, WLI Statistical Methods

QM025, WLI Lessons Learned Template

Some of these documents have already been written, others are still in development. The documents that are written are included as appendices to this project notebook.

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Plan:

Quality Planning Inputs

Enterprise Environmental Factors Organizational Culture As this is the flagship project for WLI the project team needs to be conscious that this project will set the culture for the WLI organization. Many of the procedures used in this project will likely be carried on to future WLI projects and as such the project team should be conscious of the precedent set by their actions. The quality of their work on the NorCal project will determine to a large extent the future success of WLI as a whole. Governmental Regulations The project must be conducted according to all applicable regulations. There will be regulations at the National, State, County, and potentially City level which will need to be addressed. QM014, NorCal Relevant Regulations Checklist documents the relevant regulations and where they can be found. Infrastructure As WLI is developing the NorCal site as its first site, considerations should be given to the site as a capitol investment for future growth of WLI. The site will be existing capitol and resource for WLI when the next project is undertaken. Consideration should also be given in the site selection to sites with existing infrastructure. QM013, NorCal Site Selection Checklist will incorporate these considerations. Existing Human Resources WLI existing executive staff have considerable skills in the field of engineering and are experienced in management and human resources but may need assistance in other disciplines such as Legal. HR001, Human Resources Plan covers the HR needs for this project. As the NorCal facility is the first WLI facility there are no existing resources to use. WLI should consider when contracting for the NorCal site how the relationships developed at the contractor level might be leveraged in future site development. It may be advantageous for WLI to foster a pool of contractors with national capabilities so that in future site developments the WLI can use existing relationships with contractors. QM015, WLI Contractor Selection Checklist will document these and other considerations to be made when choosing contractors.

Personnel Administration The HR documentation will address key issues with hiring, firing, employee reviews, training records, etc. HR001, Human Resources Plan covers all aspects of human resources and personnel. Company Work Authorization System WLI will document the work that it conducts through a work authorization process. The Project Work Authorization, or PWO will be completed for any project work that takes more than 1 day to complete or is expected to account for expenditure of more than $500 of the project budget. This Process is described in IN005, Project Work Authorization Process. Market Place Conditions The background and motivation for this project is contained in SC001, Scope Management. It addresses the marketplace of which the NorCal project is positioned to take advantage and looks to the past and future of the leadership development market. Stakeholder Risk Tolerances The stakeholders have been identified in this project in the CM001 Comm Management Plan. RM001, Risk Management Plan will contain a section on stakeholder risk tolerance.

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Commercial Databases The WLI management team will make use of relevant industry databases in conducting the NorCal project. In particular the MLS will be used in finding and evaluating properties. The WLI management team also needs to be aware that the information from the NorCal project will serve as future information for the WLI. Project Management Information Systems The NorCal Project team will be using MS Project for scheduling. The main source of document storage and sharing will be the NorCal Project FTP Site.

Organizational Process Assets These are the internal processes and procedures that either exist as a part of the parent company or will be identified and put into place by the project management team.

Generally, they can be put into two different categories. The first category focuses on processes and procedures for conducting work. The second category touches on the corporate knowledge base for storing and retrieving information.

Processes and Procedures for Conducting Work • Organizational standard processes – These are all documented in official project documentation. • Standardized guidelines, work instructions, proposal evaluation criteria, and performance

measurement criteria - QM000, NorCal Project Quality Management Plan covers all the details of specific checklists, and covers where the relevant processes are documented.

• Templates – There are a number of templates that have been developed for the NorCal project. QM022, WLI Quality Templates, and IN005, Project Work Order Process are two examples of project documents which have or are templates to be used.

• Guidelines and criteria for tailoring the organizations set of standard processes to satisfy the specific needs of the project – As the NorCal project is the first project for WLI the NorCal processes will define the WLI processes as an organization.

• Organization communication requirements – Covered in CM001, Communication Management Plan

• Project closure guidelines or requirements – Covered in QM012, NorCal Deliverables Checklists and SC001, Scope Management.

• Financial control procedures – Covered in CS001, Cost Management Plan and also in IN005, Project Work Order Process.

• Issue and defect management procedures – Covered in QM011, WLI Inspection Template and QM012, NorCal Deliverables Checklists.

• Change control procedures – Covered by QM002, WLI Integrated Change Management Process. • Risk control procedures – Covered in RM001, Risk Management Plan • Procedures for issuing and approving work authorizations – Covered in IN005, Project Work

Order Process.

Corporate Knowledge Base • Process measurement database – The NorCal project will be the first so it is important to log the

information in the Project Work Orders to measure progress as well as to collect data for the future.

• Project files – All project files will be stored as part of the WLI database with the appropriate access permissions for staff, contractors, and the public.

Historical information and lessons learned – Through the Suggested Project Improvement process outlined in QM003, NorCal Suggested Project Improvement System lessons learned will be generated and recorded on the NorCal project. These lessons will help WLI to be successful in the future.

• Issue and defect management database – Covered in the processing of QM011, WLI Inspection Template and QM012, NorCal Deliverables Checklists

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• Configuration management knowledge base – QM001, WLI Documentation Procedures and QM002, WLI Integrated Change Management Process ensure that everyone involved in the project are working from the same revision levels of all official project documentation.

• Financial database – CS001, Cost Management Plan addresses how the project data will interface with the WLI financial database.

Project Scope Statement This is a major input because it documents deliverables, the project objectives that define requirements, thresholds, and acceptance criteria. The scope statement for the project is in document SC001, Scope Management and is sufficiently clear for the current state of the project. It includes threshold values for cost, time, and resources. The scope statement should include plan for the project management team if one or more of the threshold values are exceeded. This will be verified in later revisions of the quality plan. The project deliverables are outlined in SC001, Scope Management and QM012, NorCal Deliverables Checklists.

Project Management Plan o The project scope management plan is documented in official document SC001, Scope

Management.

o The schedule management plan is documented in official document TM001 Rev-, Time Management.

o The cost management plan is documented in CS001, Cost Management Plan.

o The quality management plan is documented in official document QM000, Project Quality Management Plan.

o The process improvement plan is documented in official document QM003, NorCal Suggested Project Improvement System.

o The staffing management plan is documented in official document HR001 Human Resources Plan

o The communication management plan is documented in official document CM001 Communications Management Plan.

o The risk management plan is documented in official document RM001, Risk Management Plan

o The procurement management plan is documented in official document PM001, Procurement Plan

o The milestone list is documented in official document SC001, Scope Management and TM002 - Schedule Gantt Chart

o The resource calendar will be documented in future revisions of the IN000 WLI Project Notebook.

o The schedule baseline is documented in official document TM002 - Schedule Gantt Chart

o The cost baseline is documented in official document CS001, Cost Management Plan.

o The quality baseline is documented in official document QM021, NorCal Quality Baseline.

o The risk register is documented in official document RM001, Risk Management Plan

Quality Planning: Tools and Techniques

Cost-Benefit Analysis The NorCal project team will no doubt be faced with decisions in the project where the benefits of meeting quality requirements will come with some costs. QM023, WLI Cost-Benefit Analysis Worksheet will be used in these cases to ensure that the management team consistently makes decisions based on a sound cost-benefit analysis technique.

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Benchmarking Since NorCal is the first major project for WLI there is no internal benchmark data to compare the project plan against. It will be important for the project team to carefully compare the project plan for the NorCal project to any other projects of a similar nature in order to understand if the project schedule is accurate.

Design of Experiments In the site selection and construction of the NorCal facility, its unlikely that DOE techniques will be used. As part of the process improvement plan, DOE techniques will be built into the curriculum development. QM024, WLI Statistical Methods will outline the methods used in DOE activity.

Cost of Quality Quality costs will be important during building of the NorCal facility. Significant time and cost will be required at the beginning of the building project to ensure that each deliverable meets requirements, and WLI will have to commit to not accepting deliverables that don’t meet the requirements despite the schedule pressures. QM012, NorCal Deliverables Checklists will specifically address the costs of quality.

Other Quality Diagrams Quality templates will be developed for affinity diagrams, force field analysis, nominal group techniques, matrix diagrams, flow charts, and prioritization matrices. Templates for these analyses will be included in QM022, WLI Quality Templates.

Quality Planning: Outputs

Quality Management Plan This provides input to the overall project management plan and must address quality control, quality assurance, and continuous process improvement for the project Since the NorCal project is the WLI’s first project, it will set precedent for determining WLI organizational quality policy.

Quality Metrics QM010, NorCal Quality Metrics will contain all the relevant quality metrics that will be used during the NorCal project.

Major metrics will be:

• Project deliverables burn down – Chart showing by week how many deliverables are in the project and how many deliverables have been acquired. This will be an earned value chart.

• Project Deliverables Status – Chart showing the percentage complete for each deliverable. • Project expenditures chart – There will be two charts here, one with a running total vs week of the

project. The other will be a running total vs project earned value. • Suggested Project Improvement – This will be a weekly chart showing how many suggested

project improvements were submitted, how many have been enacted, and how many others have been tabled or declined. This data will all be drawn from the SPI system.

• HR acquisition tracking – Chart showing how many of the positions have been filled. Since having the staff in place is part of the final deliverable for the NorCal project, we need to track our progress on the hiring.

Quality Checklists Checklists will be developed for the following activities:

• Site survey checklist is covered in QM013, NorCal Site Selection Checklist. • Stakeholder analysis checklist is covered in CM001 Communications Management Plan. • Deliverable acceptance checklists specific to each deliverable are covered in QM012, NorCal

Deliverables Checklists

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• Checklist for reviewing building contractors is covered in QM015, WLI Contractor Selection Checklist

• Quality Audit Checklist is QM020, WLI Quality Audit Checklist • Root Cause Analysis Checklist will also be included in QM020, WLI Quality Audit Checklist

Process Improvement Plan The WLI management team will use a system called the Suggested Project Improvement system to document change requests, review, and approve or decline them. The SPI system will be open to any project stakeholders including contractors, and no changes to the project will be implemented without documentation through the SPI system. QM003, NorCal Suggested Project Improvement System covers the SPI system in depth. QM002, WLI Integrated Change Management Process.

Quality Baseline This should record the quality objective for the project. This is the basis for measuring and reporting quality performance as part of the performance measurement baseline. QM021, NorCal Quality Baseline will document the baseline for quality and will be updated according to the change processes defined in QM002, WLI Integrated Change Management Process.

Updates to the Project Management Plan Updates will be made to the project plan throughout the project. These updates will be made through the integrated change control process that ensures that all appropriate approvals have been made on the document, the relevant stakeholders are aware of the changes, and appropriate actions are taken

Execute:

Quality Assurance: Inputs

Quality Management Plan QM000, Project Quality Management Plan is a comprehensive review of all aspects of the Project Management Institute’s Quality Management knowledge area.

Quality Metrics Covered under Quality Planning: Outputs section above.

Process Improvement Plan Covered under Quality Planning: Outputs section above.

Work Performance Information The information from the quality metrics and process improvement system provide this information.

Approved Change Requests The WLI management team will use the Suggested Project Improvement system to document change requests, review, and approve or decline them. The SPI system will be open to any project stakeholders including contractors, and no changes to the project will be implemented without documentation through the SPI system. QM003, NorCal Suggested Project Improvement System covers the SPI system in depth.

QM002, WLI Integrated Change Management Process.

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Quality Control Measurements Information that is fed back from the Quality Assurance process will be done through the SPI system as well. This information will be used to re-evaluate and analyze the quality standards and processes.

Implemented Change Requests These will be tracked via the SPI system

Implemented Corrective Actions These will also be tracked via the SPI system

Implemented Defect Repairs These will also be tracked via the SPI system

Implemented Preventive Actions These will also be tracked via the SPI system

Quality Assurance: Tools & Techniques

Quality Planning Tools Cost-Benefit Analysis, Benchmarking, Design of Experiments, Cost of Quality, and the other quality planning diagrams are likely to be used in performing quality assurance.

Quality Audits Quality Audits will be performed quarterly during the project for each of the 9 knowledge areas. These audits will be performed according to QM020, WLI Quality Audit Checklist.

Process Analysis Follows steps in the process improvement plan to identify needed improvements from an organizational and technical standpoint.

Quality Control Tools and Techniques See the following section for details on this subject.

Quality Assurance: Outputs

Requested Changes The requested changes will be submitted, reviewed, and tracked by the SPI system.

Recommended Corrective Actions Corrective actions will also be submitted and implemented via the SPI system.

Updates to Organizational Process Assets Updates that are needed to the organizational processes are also suggested and tracked through the SPI system.

Updates Project Management Plan Updates to the project management are also suggested and tracked through the SPI system.

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Monitor and Control

Quality Control: Inputs

Quality Management Plan QM000, Project Quality Management Plan covers all aspects of the quality management plan.

Quality Metrics QM010, NorCal Quality Metrics will contain all the relevant quality metrics that will be used during the NorCal project.

Quality Checklists The following quality checklists will be developed as part of the NorCal project.

QM012, NorCal Deliverables Checklists

QM013, NorCal Site Selection Checklist

QM014, NorCal Relevant Regulations Checklist

QM015, WLI Contractor Selection Checklist

QM020, WLI Quality Audit Checklist

Organizational Process Assets Discussed above under quality planning inputs

Work Performance Information The work performance information is captured in QM010, NorCal Quality Metrics for technical performance measures, project deliverables completion status, and the implementation status for required corrective actions which are logged in the SPI system.

Approved Change Requests The SPI system will be used to track approval and timely implementation of change requests.

Deliverables QM010, NorCal Quality Metrics will contain the relevant overview of the progress on deliverables.

QM012, NorCal Deliverables Checklists will contain the required deliverable attributes to ensure that the deliverables meet quality requirements.

Quality Control: Tools & Techniques

Seven Basic Tools of Quality QM022, WLI Quality Templates is a document that will have templates for cause and effect diagrams, control charts, flow charting, histograms, Pareto charts, run charts, and scatter diagrams.

Statistical Sampling QM024, WLI Statistical Methods is a document that will define the statistical methods approved and recognized by WLI as valid for providing statistical information to be used in decisions, operations, and evaluations.

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Inspection QM011, WLI Inspection Template is a document to be used for any inspection of work done on the project where the work instructions require a quality inspection and there is not already a quality checklist developed specifically for the deliverable. Most project deliverables have deliverable acceptance checklists. Many of the smaller tasks that roll into the deliverable will use QM011, WLI Inspection Template as their inspection checklist.

Defect Repair Review QM011, WLI Inspection Template will also be used to verify that defects have been adequately repaired.

Quality Control: Outputs

Quality Control Measurements The measurements done by QC will be fed back into the system via the SPI system for changes that are required, and via QM010, NorCal Quality Metrics for information that is merely used for tracking with no immediate action required.

Validated Defect Repair and Baseline Updates Repaired defects will be re-inspected according to the QM011, WLI Inspection Template or QM012, NorCal Deliverables Checklists which ever is relevant. If the repair does not meet requirements, further actions required will be documented via the SPI system. All quality baseline updates must be submitted and approved via the SPI system. QM002,WLI Integrated Change Management Process.

Recommended Corrective and Preventative Actions The SPI system will be used to submit recommended corrective and preventative actions.

Requested Changes The SPI system will be used to submit and track recommended changes to the project or any project processes.

Recommended Defect Repairs The SPI system will also contain a place for the recommended defect repair. When a defect is found and the entry in added to the SPI system, the recommended repair will then be tracked and can be used in the future when decisions are made about which systems to enhance, etc.

Organizational Process Assets All completed documents which use the QM011, WLI Inspection Template or QM012, NorCal Deliverables Checklists will be stored as part of the project records in a way that is easily searchable. Lessons learned will be documented in the SPI system. For every lesson learned there should be a suggested process improvement. QM025, WLI Lessons Learned Template shall be connected to any relevant SPI entry as well as stored as part of the project records.

Validated Deliverables QM011, WLI Inspection Template or QM012, NorCal Deliverables Checklists will ensure that the deliverables are validated and meet the requirements.

Project Management Plan Updates Project Management Plan Updates are suggested through the SPI system. The implementation of the suggestions is tracked in the SPI system. The project plan can only be changed in accordance with QM002, WLI Integrated Change Management Process.

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Human Resources

Project Human Resource Management focuses on the processes that “organize and manage the project team”, which is “comprised of the people who have assigned roles and responsibilities for completing the project”. Its charter extends beyond the project management team to include all human resource management processes related to the following four areas (PMBOK, p. 199):

• Human resource planning • Acquiring project teams • Developing project teams • Managing project teams

Plan

Roles and Responsibilities The WLI project execution team will consist of the founders of the company. By nature, WLI is small in size and efficient by design, therefore it is expected that individuals will hold multiple positions. A single PM will run the program, and the Project Engineer will serve as the deputy. The Executive Staff make-up both the Design Phase and Development Phase teams. Due to the evolutionary nature of project development, the organization chart in the figure below represents an evolutionary process. Initially, the team will focus on project plan development by the Executive Staff, detailed in blue. These roles follow the PMBOK knowledge areas and are chartered with the development of a project plan.

Scope Mgmt

Cost Mgmt

Time Mgmt

CommMgmt

HR Mgmt

QA Mgmt

Risk Mgmt

Procurement, Contracting Mgmt

PMO Executive Staff

Project Controller

Contracts Admin

Project Engineer

Mfg Engineer

Support Services Mgr

Curriculum Development

Field Engineer

Deputy PM

Design Phase

Development Phase

PM

WLIVP

PMO Executive Staff

Figure 8: Initial Organization Chart Current org chart detailing both staff functions (design phase) and development functions (development phase)

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Design Phase Role: WLI VPI (Executive Sponsor (Robert Kois) Responsibility: The executive sponsor provides funds, oversees project progress, and takes part in key project deliverables including site identification, supplier selection, and promotions. Role: Project Manager Responsibility: Manages plan execution, monitors, control, and completion of project. Assigns tasks for and tracks progress on all work involved in the project. All PMO Executive Staff members report directly to the Project Manager (PMBOK, p. 119-123). Knowledge Area Focus: All: Scope, Communication, Human Resources, Risk Role: Deputy Project Manager Responsibility: Supports the PM in his/her duties, acts as lead integrator for the Executive staff and supports the integration management section of the project notebook. Knowledge Area Focus: All: Scope, Communication, Human Resources, Risk Role: Scope Management Lead Responsibility: Responsible for developing scope and the WBS in support of project development and the project notebook. Knowledge Area Focus: Scope Role: Cost Management Lead Responsibility: Responsible for developing cost models, cost management plans, initial financing plans, and the cost management section of the project notebook Knowledge Area Focus: Cost Role: Time Management Lead Responsibility: Responsible for developing the integrated master schedule, milestones, and the time management section of the project notebook. Knowledge Area Focus: Time Role: Human Resources Management Lead Responsibility: Responsible for developing the HR management section of the project notebook, as well as initial staffing plans, payroll, and WLI PMO leadership development Knowledge Area Focus: Human Resources Role: Communications Management Lead Responsibility: Responsible for developing the communications management section of the project notebook, as well as all applicable IT development plans, project coordination meetings, and general support to intra-team communications. Knowledge Area Focus: Communications Role: Quality Management Lead Responsibility: Responsible for developing the quality management section of the project notebook, as well as monitoring continuous improvement activities throughout the course of the project. Knowledge Area Focus: Quality Role: Risk Management Lead Responsibility: Responsible for developing the risk management section of the project notebook, as well as contingency plans, emergency plans, and similar activities. Also heads the Risk and Opportunity Management Board, developing plans and activities that support the mitigation of risks and opportunities that appear throughout development. Knowledge Area Focus: Risk Role: Procurement Management Lead

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Responsibility: Responsible for developing the procurement management section of the project notebook, as well as initial trade studies into possible contract solutions. Works with cost and scope management to investigate federal, state, and local regulations required for contracted support. Knowledge Area Focus: Procurement

Development Phase Following sign-off of the project plan, those individuals will transition to the development roles detailed in the green area. Although the focus of the Development phase is the execution of the project, the nine Knowledge Areas will still remain a focus of the Development phase team. Each role has been tasked with ensuring that the specific Knowledge Areas continue to be addressed as the project proceeds. All PMO Executive Staff members have project management experience and do not need additional training to fulfill their roles. The Development Phase roles have been derived from role description that Meredith and Mantel, Jr. provided in Project Management A Managerial Approach. The Development Phase roles include the following: Role: WLI VPI (Executive Sponsor (Robert Kois) Responsibility: The executive sponsor provides funds, oversees project progress, and takes part in key project deliverables including site identification, supplier selection, and promotions. Role: Project Manager Responsibility: Manages plan execution, monitors, control, and completion of project. Assigns tasks for and tracks progress on all work involved in the project. All PMO Executive Staff members report directly to the Project Manager (Meredith & Mantel, p.119-123). Knowledge Area Focus: All: Scope, Communication, Human Resources, Risk Role: Project Engineer Responsibility: Responsible for design specification, configuration control, risk management, and quality management processes. This team also provides overarching system-level support for integration management. This role is also involved with identifying federal, state, and local requirements, drawings, engineering changes, and formal documentation. The Project Engineer is involved in supplier identification, contractor selection, facility construction, inspection and acceptance. The Project Engineer serves as the Project Manager’s deputy (Meredith & Mantel, p. 210). Knowledge Area Focus: Cost and Quality Role: Manufacturing Engineer Responsibility : Boots-on-ground lead for site development activities. Acting as relative foreman during the construction phase, this position will monitor site development and report back to the program office. This role is also responsible for ensuring that all processes are being done efficiently and in accordance with the production schedule and the Project Engineer’s design specifications. The Manufacturing Engineer is involved with supplier identification, contractor selection, identifying federal, state, and local requirements, facility construction, inspection and acceptance. The construction contracts report directly to the Manufacturing Engineer (Meredith & Mantel, p. 210). Knowledge Area Focus: Scope and Time Management Role: Field Manager Responsibility: Oversees facility inspection, test, and acceptance and is responsible for the federal, state, and local accreditation of the complex as a green building, as well as ISO 14000 environmental management practices. This role is also involved in identifying federal/state/and local requirements, contractor selections, operational and maintenance planning, and promotions. The facility inspectors report directly to the Field Manager (Meredith & Mantel, p. 210). Knowledge Area Focus: Quality Role: Contract Administrator Responsibility: Responsible for the tracking and managing of procurement activities, to include contractual obligations for federal, state, and local acquisitions. This role is also responsible for contractor

40

selection, all official paperwork, tracking customer changes, billings, legal aspects, and customer complaints. The Contract Administrator is also involved in the site identification, project financing, operational and maintenance plan, and promotions activities (Meredith & Mantel, p. 210). Knowledge Area Focus: Procurement Role: Project Controller Responsibility: Responsible for tracking of the budget in accordance with the cost management plan. This role is responsible for daily account of budgets, cost variances, labor charges, and project supplies. The Project Controller is heavily involved with project financing and in constant contact with the Project Manager (Meredith & Mantel, p. 210). Knowledge Area Focus: Cost Role: Support Services Manager Responsibility: Responsible for multiple subordinate management plan execution, to include operations, sustainment, maintenance, marketing, legal, contingency, staffing, and other critical activities not included in other areas. This position works closely with the PM and the Contract Administrator (Meredith & Mantel, p. 210). Knowledge Area Focus: Integration and Procurement Role: Curriculum Developer Responsibility: Responsible for the development and certification of the curriculum for leadership development. This position works with marketing, legal, human resources, and support services to ensure that WLI is appropriately represented to the public sector. Knowledge Area Focus: Communication and Human Resources Furthermore, the responsibility matrix below illustrates the activities to be accomplished during the Design and Development phases and what responsibilities are expected of each role.

Activity Executive Sponsor

Project Mgr

Project Engr

Mfg Engr

Field Mgr

Contract Admin

Project Controller

Support Services

Mgr Curriculum Developer

Site Identification A I, R I I I I I C I

Project Financing A I I I R

Federal/State/Local Requirements A R C C I Contractor Selection A C C C R

Facility Design/ Components A R I I Facility Construction A R I I

Facility Inspection/ Acceptance A I C R

Operation and Maintenance Plan A R I I

Promotions A I I I R C

Staffing Plan A R I

C

R=Responsible A= Accountable C=Consult I=Inform (PMBOK, p. 206)

Table 8: Activity/Responsibility Matrix

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Recognition and Rewards The responsibility matrix will be used by WLI to aid in the development of personal assessment goals. Performance assessment is important to WLI because it’s an opportunity to make sure that all staff members have goals aligned with the business’ strategic goals and to reward them accordingly. A recognition and rewards program will be established and implemented immediately. The WLI Executive Staff will have informal quarterly and formal semi-annual assessments. The rewards will be primarily monetary based and will come in the form of raises on bonuses. This is discussed more thoroughly in the Develop Project Team section.

Acquire Project Team

Project Staff Assignments The founders of WLI intend to make up the PMO Executive Staff for the project, and are expected to work full-time, on-site for the duration of the project. The specific job responsibilities were captured in the responsibility matrix and the full job descriptions can be found in Appendix F. Additionally, all Executive Staff members have experience as Project Managers and are familiar with the nine Knowledge Areas. As members of the Executive Staff they are each expected to perform their assigned project roles, but also facilitate the implementation of the knowledge areas assigned to them in the Human Resource Planning section.

Additionally, the Human Resources have outlined a few requirements that the staff shall adhere. Human Resource Management has the authority to add additional requirements as necessary by updating the Project Management Plan.

• Employees shall adhere to the business ethics and conduct policies. • Employees shall comply with the Drug-Free Workplace Act of 1988. • WLI shall provide a work environment that is free of physical, psychological, and verbal

harassment, or other abusive conduct. • WLI shall maintain a professional work environment that is free from threats and acts of violence,

bullying, abusive, or intimidating conduct or other similar behavior. • WLI shall ensure equal employment opportunities without regard to race, religion, color, sex,

national origin, age, United States military veteran's status, ancestry, sexual orientation, marital status, family structure, or mental or physical disability; so long as the essential functions of the job can be performed with or without reasonable accommodation.

The PMO executive team’s salaries will be based on the industry mean for the particular job role that they perform. There is an expectation that the founders for WLI will fulfill more than one of the designated project roles. Salary information for the project roles was collected from www.salary.com by matching the project job roles with similar job descriptions found in Nevada County, CA on the salary.com website. The salary information, including benefit analysis, was collected and then an average salary for all of the job roles was determined. The founders decided that the salary for all project roles should be the same, since they all have equal stakes in the company. Each PMO executive staff member will receive a salary of $98,852. The table below outlines the positions and the amount of need for that position. It is expected that one person will fulfill at least two roles. It is this reason that the total salary cost was divided by the number of PMO Executive Staff members to come up with an equal salary. It will cost approximately $500,000 annually for staff salaries and benefits. Benefits include bonuses, social security, healthcare, disability, and time-off. There is a recognized risk that the PMO Executive Staff members may not be able to adequately perform multiple roles. This situation will be intently monitored through weekly staff meetings by the PM.

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For a detailed breakout of the salary information please reference HR004 – Salary Breakdown.

Position Title # of

Positions Salary Benefits Total Salary per Position

Total Salary per Position

Project Engineer 0.5 $76,647 $22,994 $99,641 $49,820.50

Project Coordinator 0.5 $76,647 $22,994 $99,641 $49,820.50

Manufacturing Engineer 0.5 $76,647 $22,994 $99,641 $49,820.50

Field Services Engineer 0.5 $76,647 $22,994 $99,641 $49,820.50

Contracts Administrator 1 $76,647 $22,994 $99,641 $99,641

Curriculum Developer 0.5 $76,647 $22,994 $99,641 $49,820.50

Support Services Manager 0.5 $76,647 $22,994 $99,641 $49,820.50

Project Manager 1 $76,647 $22,994 $99,641 $99,641

Total 5 $613,176 $183,952 $797,128 $498,205

This material was collected from www.salary.com

Table 9: Salary Information for Project Management Office

Develop Project Team

Training The WLI founders share the vision of developing leadership using unconventional methods that unite these individuals to create a cohesive team environment. The WLI project team has solid management skills and it is unnecessary for them to complete additionally management-related training. However, they will be required to attend a week-long (40-hour) refresher course that focuses on communication, trust, teamwork, and interpersonal skills due to the shift in the Executive Staff member’s relationships with one another. The pre-established relationships amongst themselves were as colleges on a core project team, not as founders of a company. The Executive Staff members are now more than just members of the project team; they are founders of the company. Their investment in the successful completion of the project goes beyond their roles as project team members. Therefore it is crucial that they participate in training course that reinforces their trust in one another, and their teamwork, communication, and interpersonal skills.

Disciplinary Actions In the event that WLI Project is faced with a situation in which employee performance or behavior needs to be corrected the following five disciplinary process steps will be implemented, as written by Anne Bogardus in her book Human Resources JumpStart. Additionally, legal counseling will be sought from an attorney to further develop the employee acquisition and termination policies as WLI matures.

1. Counsel employees to advise them of the problem: When employees are not performing at an acceptable level or are disruptive to the workgroup, supervisors need to let them know about the problem and describe what the employee should be doing to perform at an acceptable level. This should be an ongoing process that happens informally each day so that employees are always aware of what they need to do to improve performance (Bogardus, Chapter 6-Disciplinary Actions).

2. Issue a verbal warning : Sometimes, employees do not respond well enough to performance counseling. When this happens, the disciplinary process moves to the first formal step: a verbal warning. Verbal warnings take the counseling a step further by advising employees of the problem, telling them what level of performance is required, and advising them that failure to improve will result in further disciplinary actions—up to and including termination. Although this is called a verbal warning, the supervisor needs to document in writing the date, time, and topics discussed; any agreements the employee made; and the deadline for improvement given to the employee (Bogardus, Chapter 6-Disciplinary Actions).

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3. Issue a written warning: The next step in the standard disciplinary process is a written warning, also referred to as a performance improvement plan (PIP). This warning is similar to the verbal warning in that the same types of topics are discussed and the employee is once again advised that failure to improve could lead to further disciplinary action— including possible termination of employment. The employee is requested to sign the warning to acknowledge that it has been discussed with the supervisor (Bogardus, Chapter 6-Disciplinary Actions).

4. Suspension (optional): Some companies include an unpaid suspension as the next step in the disciplinary process, but it is not always part of the process (Bogardus, Chapter 6-Disciplinary Actions).

5. Termination: If improvement has not occurred within the time period established by the written warning, the employee can be terminated (Bogardus, Chapter 6-Disciplinary Actions).

Additionally, the WLI VP must approve WLI employment terminations.

Team Performance Assessment WLI takes performance assessment seriously because it’s an opportunity to make sure that all staff members have goals aligned with the business’ strategic goals and to reward them accordingly. It also serves as a way to inform employees of expectations. For example if the Manufacturing Engineer knows that he/she will be evaluated on the delivery of the WLI infrastructure, then he/she will be more focused on ensuring that the task is completed on-time, on-budget, and in satisfactory conditions. Another reason performance measurement is important to WLI is because it provides the means for continued growth at the individual level and the organizational level. Once goals are achieved, new goals can be established (Bogardus, Chapter 9-Strategic Foundation). Therefore, the WLI Executive Staff will have informal quarterly and formal semi-annual assessments. The informal assessments are done to provide each individual an assessment of their progress toward completing their goals and the company’s goals. The quarterly assessments give each individual the opportunity to take corrective actions if necessary prior to their formal reviews. The individual will record all individual goals and company goals with approval from the PM prior to the review cycles. The formal assessments will be conducted by the PM for all Executive Staff members; however the PM will rely heavily on his project team for inputs on each staff member. This is a 360° approach that allows peer s to weigh-in on a fellow colleagues achievements, strengths, and weaknesses. The PM’s goal development and assessments will be reviewed and performed by the WLI VP (Bogardus, Chapter 9-Selecting a Review Method). WLI will implement, “A performance-based philosophy is one in which salary increases and promotions are awarded to those employees who contribute to the achievement of organization goals (Bogardus, Chapter 4-Compensation Philosophy).”Since WLI is a small company, it will implement a ranking structure for performance assessment, ranking all employees from the highest level performer to the lowest level performer. The rankings will be used to determine annual raise increases and rewards. Semi-annual monetary rewards will also be handed out that acknowledge outstanding individuals (Bogardus, Chapter 9-Developing Performance Standards).

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Monitor and Control

Manage the Project Team

Requested Changes Due to the unique circumstance that WLI founders are also the project team members, requested staff changes will be voted on by the Executive Staff members, the PM, and the WLI VP. The majority will determine the outcome. Any member of the project team can submit a change request to the PM. All project team members and the WLI VP must be present for voting.

Recommended Corrective Actions The PM will be responsible for both recognition of outstanding performance and enforcing disciplinary actions. Disciplinary actions can be as a result of failure to meet job responsibilities, negligence in safety and quality, inappropriate behavior (harassment), etc. The PM will follow the guidelines for discipline as defined in the Acquire Team section above. However, the PM cannot terminate a PMO Executive Staff member because that action would result in a staff change. All staff changes must be approved by a majority vote of the WLI founders. The PM can submit a recommendation to the WLI VP for termination, and the determination is left up to the voting protocol defined in the Requested Changes section. The entire PMO Executive Staff will be responsible for assessing the need for training, outsourcing, and staff changes.

Recommended Preventive Actions It is the responsibility of all PMO Executive Staff members and the PM to identify potential areas of preventive action. This can include identification of the following:

• Risks and implementing the mitigation plans • Recognition of team member weaknesses so that training can be arranged or roles can be

shifted • Early notification of personal time so that the appropriate level of coverage can be arranged. • Notification of increase in work load which will result in overtime and negotiations on overtime

compensation

Organizational Process Assets The WLI will be diligent in record keeping, which includes keeping training records, collecting performance assessments on individuals, updating the Project Management Plan as staff changes occur, updating the training plan and all lessons learned.

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WLI Outfitting (post-development operations)

Human Resource Planning for the Operations Team Roles and Responsibilities It is important for WLI to maintain the core executive team as it moves forward with its’ business plan. Therefore, the PMO Executive Staff will transition from their Development Phase roles that were discussed in Figure into their permanent WLI Vice-President roles when the project is complete. The WLI organization structure is illustrated in Figure .

All other positions, with the exception of the President, will come from outside of the organization. The staff for WLI is small and there is an expectation that some personnel will have more than one role to fulfill. Beyond the executive management staff there is an initial need for the following positions: Teaching Staff (6-7): Role: Leadership Institute Instructor Responsibility: Responsible for management employee training and development. Reports To: Vice President for Management Development Role: Leadership Development Instructor - Wilderness Responsibility: Responsible for teaching and implementing wilderness survival techniques and team building techniques. Reports To: Vice President for Management Development Role: Leadership Development Instructor - Psychologist

President

Vice President for Public Affairs

Enrollment•Promotions•Publicity•Advertising

Public Relations

Vice President for Public Affairs

Enrollment•Promotions•Publicity•Advertising

Public Relations

Vice President for Administration

Administrative Policies•Procedures•Coordination

Personnel•Employment•Benefits•Compensation•Records•Training and Development•Labor and Employee Relations

ContractsRecord Keeper

Legal Services

Vice President for Administration

Administrative Policies•Procedures•Coordination

Personnel•Employment•Benefits•Compensation•Records•Training and Development•Labor and Employee Relations

ContractsRecord Keeper

Legal Services

Vice President for Business Affairs

Site planning and construction

Physical Plant•Energy systems•Ops and Maintenance

Site security and Safety

Site services•Mail•Publications•Transportation•Communication (Telephone and Internet)

Purchasing and Material Planning

Vice President for Business Affairs

Site planning and construction

Physical Plant•Energy systems•Ops and Maintenance

Site security and Safety

Site services•Mail•Publications•Transportation•Communication (Telephone and Internet)

Purchasing and Material Planning

Vice President for Finance

Accounting and Budgetary ControlBudget Planning

Financial Reporting

Payroll

Vice President for Finance

Accounting and Budgetary ControlBudget Planning

Financial Reporting

Payroll

Vice President for Management Development

Curriculum Development Research AdministrationCourse Scheduling

Vice President for Management Development

Curriculum Development Research AdministrationCourse Scheduling

Figure 9: Initial Operational Organization Chart Current org chart detailing staff functions

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Responsibility: Observes and evaluates program participants for leadership style, team interaction, behavioral influences, conflict resolution, personality strengths and weakness, etc. Develops a curriculum that addresses the psychological implications of being a leader. Reports To: Vice President for Management Development Role: Leadership Development Instructor - Nurse Responsibility: Works in collaboration with the Wilderness Survival Instructor to address the physical needs o the program participants and to develop survival training techniques. Secondary responsibility of providing medical attention to a program participant should the need occur. Reports To: Vice President for Management Development Support Staff(Total 4-5): Role: Logistics/Safety Manager Responsibility: Responsible for the organization's logistics and safety procedures. Logistical responsibilities include the transportation of materials, vendor selection and negotiation, distribution of supplies as needed, and inventory control. Safety responsibilities include development and implementation of training programs about employee safety procedures and accident protection and prevention. Reports To: Vice President for Business Affairs Role: Executive Assistant/Accounting Clerk Responsibility: Performs both executive type functions and accounting activities. Relieves the executive of administrative type functions in order to increase the time an executive has available for executive level responsibilities. Performs accounting activities such as maintenance of the general ledger and preparation of various accounting statements and financial reports. Reports To: Vice President for Finance Reports To: Vice President for Business Affairs Role: Custodian/Cook Responsibility: Fulfills the job responsibilities of the cook for program participants and custodian for the site facilities. Reports To: Vice President for Business Affairs Role: Marketing/Sales Lead Responsibility: Responsible for marketing and promotion activities, as well as sales. Assists in the creation and distribution of communications programs that effectively describe and promote the organization and its products. Oversees the preparation of presentations and/or speeches geared toward employees. Develops new prospects and interacts with existing customers to increase sales of an organization's services. Reports To: Vice President for Public Relations Role: Emergency Medical Technician (Custodian) Responsibility: Responds to an emergency call, assesses the situation, obtains a basic medical history and physical examination of the patient, and provides emergency care at the scene and during transit to the hospital. Individual should display willingness to perform other duties, such as custodian work when not providing medical attention. Reports To: Vice President for Administration Role: IT Support (Independent contractor hired on an as needed basis. Initially WLI expects to need a full-time IT representative for the first 9 months. This expectation is denoted in the staffing salary plan as 0.75) Responsibility: Reviews, analyzes, and evaluates information technology systems operations. Reports To: Vice President for Business Affairs Role: Attorney (Independent contractor hired on an as needed basis. Initially WLI expects to need a full-time attorney for the first 9 months. This expectation is denoted in the staffing salary plan as 0.75)

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Responsibility: Prepares and examines contracts involving leases, licenses, purchases, sales, insurance, etc. Provides legal advice to an organization, prepares resolutions and forms, and participates in major legal actions. Position is responsible for foreseeing and protecting the company against legal risks. Reports To: Vice President for Administration

The specific job descriptions and reporting responsibility for each of these roles was collected from www.salary.wizard.com and is provided in the job request forms in HR002-Position Descriptions Since the WLI founders make-up the Vice Presidents roles job request forms were not filled out for them.

Employee Acquisition and Termination Recruiting It is important to note that the WLI intends to hire an Attorney to assist with formalizing the hiring process including assistance with developing interview questions, acceptable recruiting practices, writing formal job offer letters, and employee termination. The WLI staff acquisition effort will be led by Curriculum Developer on the Executive Staff team. With the exception of the Vice President and the President roles, all positions will be filled from outside sources. The Vice President roles will be filled by the PMO Executive Staff, with one member of the Executive Staff will be elected as the President. All other roles will be determined by the Curriculum Developer. The Curriculum Developer will utilize the following tools for recruiting staff members (Bogardus, Chapter 3-Common Recruiting Methods).

• Media Sources (in particular for the support staff): Advertisements in newspapers, magazines, radio, and television

• Colleges and Universities (in particular for support staff): Seniors and Graduate students • Alumni Employees (in particular for Leadership Development Instructors): Great resource for

highly qualified, high-performing employees that may either be interested in the position or can provide referrals

• Referrals from within (all positions): Great source for referrals because the staff will have insight into the applicant’s work history, strengths, and weaknesses

Candidate Selection The WLI interview process will be led by the Curriculum Developer and will begin with screening interviews that are conducted over the phone. The screening interview is used to clarify questions generated from the candidate’s resume and collects more information on the candidate’s qualifications. The Interviewer uses a Candidate Assessment worksheet to document the results of the interview and make a recommendation for hiring the individual. The Candidate Assessment worksheet provides the ability to quantitatively rate each candidate. An example of the Candidate Assessment worksheet is provided in Appendix G, and may be updated as WLI deems fit (Bogardas, Chapter 3-Screening Interviews). The Curriculum Developer presents the recommended candidates to the PMO Executive staff. Since WLI is a small company built around teamwork it is imperative that they find employees that are a good fit with the company. Therefore, all in-depth interviews are conducted with the Curriculum Developer and at a minimum two other PMO Executive staff members. The in-depth interviews are done face-to-face and each interviewer is expected to ask questions and engage the candidate. All interviewers document their results on the same Candidate Assessment worksheet that was used for the screening process and determine a quantitative score for the candidate. All interviewers must agree that the candidate is a good fit in order to proceed with the hiring process (Bogardas, Chapter 3-In-depth Interviews). Once it has been determined that a candidate is good fit for the job, the Curriculum Developer runs a background check and checks references. If the candidate’s references and background check are satisfactory, the Curriculum Developer verbally extends the job offer to the candidate either over the phone or in person. A formal offer letter follows the verbal offer. Additionally, WLI will practice employment-at-will which means that the employer or the employee may terminate the agreement at anytime, for any reason, with or without notice (Bogardus, Chapter 3-Employment Offers.)

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A manager is exposed to possible legal action on each of those counts unless he or she follows the handful of safe management guidelines spelled out in each chapter. While few universal legal rules apply, four general management rules fit most cases: Firing In the event that WLI is faced with a situation in which employee performance or behavior needs to be corrected the following five disciplinary process steps will be implemented, as written by Anne Bogardus in her book Human Resources JumpStart.

1. Counsel employees to advise them of the problem: When employees are not performing at an acceptable level or are disruptive to the workgroup, supervisors need to let them know about the problem and describe what the employee should be doing to perform at an acceptable level. This should be an ongoing process that happens informally each day so that employees are always aware of what they need to do to improve performance (Bogardus, Chapter 6-Disciplinary Actions).

2. Issue a verbal warning : Sometimes, employees do not respond well enough to performance counseling. When this happens, the disciplinary process moves to the first formal step: a verbal warning. Verbal warnings take the counseling a step further by advising employees of the problem, telling them what level of performance is required, and advising them that failure to improve will result in further disciplinary actions—up to and including termination. Although this is called a verbal warning, the supervisor needs to document in writing the date, time, and topics discussed; any agreements the employee made; and the deadline for improvement given to the employee (Bogardus, Chapter 6-Disciplinary Actions).

3. Issue a written warning: The next step in the standard disciplinary process is a written warning, also referred to as a performance improvement plan (PIP). This warning is similar to the verbal warning in that the same types of topics are discussed and the employee is once again advised that failure to improve could lead to further disciplinary action— including possible termination of employment. The employee is requested to sign the warning to acknowledge that it has been discussed with the supervisor (Bogardus, Chapter 6-Disciplinary Actions).

4. Suspension (optional): Some companies include an unpaid suspension as the next step in the disciplinary process, but it is not always part of the process (Bogardus, Chapter 6-Disciplinary Actions).

5. Termination: If improvement has not occurred within the time period established by the written warning, the employee can be terminated (Bogardus, Chapter 6-Disciplinary Actions).

Additionally, WLI employment terminations must be approved by the employees direct report and the VP of Administration.

Timetable The success of WLI is directly linked to the talent and cohesion of its staff, in particular its Leadership Development Instructors. Therefore, WLI is requiring that all staff members report prior to when WLI is officially open for business. This will ensure that the teams are established and all staff members are full prepared to perform their job duties. All Vice Presidents will be employed from the beginning of the project due to their roles in the Initial Phase and Development phase. They will be responsible for acquiring the staff and providing them guidance as they perform their job duties.

Position Title Report Date prior to WLI opening

Leadership Institute Instructor 6 months

Logistics/Safety Manager 1.5 months

Custodian/Cook 3 weeks

Executive Assistant/ Accounting Clerk 1 month

Attorney 9 months

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EMT 3 weeks

Marketing/Sales Lead 9 months

IT Support 3 months

Table 10: Timetable (Reporting Dates)

Compliance/Safety Training WLI will require all personnel to complete compliance training on an annual basis. WLI will develop compliance training around safety issues, quality assurance, diversity policies, ethics, harassment-free work environment, etc. Recognition and Rewards A recognition and rewards program will be established and implemented immediately. The WLI Executive Staff will have informal quarterly and formal semi-annual assessments. The rewards will be primarily monetary based and will come in the form of raises on bonuses. This is discussed more thoroughly in the Develop Project Team section. Release Criteria WLI intends to employ all staff members on an on-going basis, with the exception of the IT Support position and the Attorney position. The IT support position will initially be intensive as the network infrastructure is established for WLI. However, once the IT services are setup WLI intends to release the IT Representative and implement an as-needed approach to IT support. This is also true of the Attorney position. WLI intends to use an Attorney full-time until all contracts and legal documentation are established. Once that has been accomplished, WLI intends to use an Attorney on an as need basis. WLI has a schedule goal of releasing these two positions from full-time responsibility nine months after their acquisition.

Acquire the Operations Team

Operations Staff Assignments WLI expects more than one individual to fulfill some of the job responsibilities. In this event, WLI will use data from the two job roles that make up the single job that's available and calculate the salary accordingly. Salary information for the project roles were collected from www.salary.com by matching the project job roles with similar job descriptions found in Nevada County, CA on the salary.com website. These estimates are helpful for planning estimates, and may be negotiated. Additionally, the research done on salary.com indicated that individuals receive benefits that are approximately 30% of their base salary. WLI intends to provide benefits such as bonuses, social security, pension, disability, and time off. salary breakouts and how they were calculated reference HR004 – HR Salary Breakdown The initial salary budget of the Executive Staff will correspond with the salary that was received during the WLI Project ($103,292 each). This guarantees a base salary for all Executive Staff members. However, all Vice Presidents and the President will receive 5% of WLI’s profits. Furthermore, it is estimated to cost an additional $1.46 million to maintain this staff level. The total cost of employee salaries and benefits for the first year of operation is estimated at just under $2 million annually.

Position Title # of

Positions Salary Benefits Total Salary per

position Total Combined

Salary

Leadership Institute Instructor - Psychologist 6 $92,189 $27,656.70 $119,846 $719,074

Leadership Institute Instructor - Psychologist 1 $73,669 $22,100.70 $95,770 $95,770 Leadership Institute Instructor - Nurse Practitioner 1 $76,788 $23,036.40 $99,824 $99,824

Logistics/Safety Manager 1 $68,226 $40,935.60 $109,162 $109,162

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Custodian/Cook 1 $25,388 $15,232.50 $40,620 $40,620

Executive Assistant/Accounting Clerk 1 $36,678 $22,006.50 $58,684 $58,684

Attorney 0.75 $142,078 $42,623.40 $184,701 $138,526

EMT 1 $26,856 $8,056.80 $34,913 $34,913

Marketing/Sales Lead 1 $50,825 $30,495.00 $81,320 $81,320

IT Support 0.75 $70,586 $21,175.80 $91,762 $68,821

Total 14.5 $663,282 $253,319.40 $916,601.40 $1,446,714.10

This material was collected from www.salary.com

Table 11: Position Salary Breakdown

Develop Operations Team Training Like the WLI founders, all staff members will be required to attend a week long (40-hour) refresher course that focuses on communication, trust, teamwork, and interpersonal skills. It is essential that the staff perform as a close-knit team so all members will attended the training 3-weeks prior to the opening of WLI. Performance Assessment Performance assessment is important to WLI because it’s an opportunity to make sure that all staff members—from the junior level employees to the senior executives—have goals aligned with the business’ strategic goals. It also serves as a way to inform employees of expectations. For example if the Marketing/Sales Lead knows that he/she will be evaluated on the easy-of-use of the website then he/she will be more focused on ensuring that the website is user friendly. Another reason performance measurement is important to WLI is because it provides the means for continued growth at the individual level and the organizational level. Once goals are achieved, new goals can be established Bogardus, Chapter 9-Strategic Foundation). Therefore, all WLI staff will have informal semi-annual and formal annual assessments. The informal assessments are done to provide each individual an assessment of their progress toward completing their goals and the company’s goals. The quarterly assessments give each individual the opportunity to take corrective actions if necessary prior to their formal reviews. All individual goals and company goals will be recorded by the individual with approval from their Vice President prior to the review cycles. The Vice President’s will gain approval from the President. The individual’s supervisor will conduct the formal assessments; however the supervisor will rely heavily on fellow staff member’s and customers’ inputs. This is a 360° review approach that allows the supe rvisor to get a complete view of the individual’s achievements, strengths, and weaknesses (Bogardus, Chapter 9-Selecting a Review Method). WLI will implement, “A performance-based philosophy is one in which salary increases and promotions are awarded to those employees who contribute to the achievement of organization goals (Bogardus, Chapter 4-Compensation Philosophy).” Since WLI is a small company, it will implement a ranking structure for performance assessment, ranking all employees from the highest level performer to the lowest level performer. It is important to note, that this does not mean that VPs will automatically get the top rankings. Each individual will be assessed based on their individual goals and their performance against those goals, not the goals of others. The rankings will be used to determine annual raise increases and rewards. Semi-annual monetary rewards will also be handed out that acknowledge outstanding individuals (Bogardus, Chapter 9-Developing Performance Standards).

Manage the WLI Team Requested Changes Any VP may submit a staff change request at any time to the VP for Administration. The VP for Administration processes the staff changes and submits them to the President. The President has the authority to make all staffing changes, including termination at all levels below VP. Due to the unique

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circumstance that WLI founders are also the VPs, requested staff changes will be voted on by the VPs and the President. The majority will determine the outcome. Any VP can submit a staff change request for a VP to the President directly. All VPs and the President must be present during the vote. Recommended Corrective Actions The VP for Administration will be responsible for both recognition of outstanding performance and enforcing disciplinary actions at all levels below the VPs. Disciplinary actions can be as a result of failure to meet job responsibilities, negligence in safety and quality, harassment, etc. The VP for Administration has the freedom to determine and implement the appropriate disciplinary actions. The President performs these functions for the VPs unless a disciplinary action results in a staff change. In that case, a majority vote by the Executive Staff must be received. Recommended Preventive Actions It is the responsibility of all VPs and the President to identify potential areas of preventive action. This can include identification of the following:

• Risks and implementing the mitigation plans • Recognition of team member weaknesses so that training can be arranged or roles can be

shifted • Early notification of personal time so that the appropriate level of coverage can be arranged. • Notification of increase in work load which will result in overtime and negotiations on overtime

compensation Organizational Process Assists The WLI will be diligent in record keeping, which includes keeping training records, collecting performance assessments on individuals, updating the Project Management Plan as staff changes occur, updating the training plan and all lessons learned.

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Communications

Project Communications Management focuses on the processes required to “ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information”. In essence, it provides “the critical links among people and information that are necessary for successful communications.” It includes, but is not limited to, the following four processes (PMBOK, p. 221)

• Communications planning • Information distribution • Performance reporting • Managing stakeholders

Plan

Develop Communications Plan There are variety of communication methods available to the Project Team that when used effectively help increase project team and management communications. The WLI project will adapt the Internal Communication Plan for Preliminary Process created by MSgt Dula-Sultan of the United States Air Force for their use. The PM will utilize a Communication Matrix to identify information sharing, intended audience, frequency, responsible point of contact (POC), and distribution method. If used, the Communication Matrix, will help ensure that the project stays on schedule and budget, and help reduce scope creep. The Communication Management Plan is divided into five categories: Schedules and Finances, Briefings, Project Controls, Resource Controls, and Project Close-outs. Communications required by this plan include:

Schedules and Budgets • Project Plan : Provides the detailed plan for the project background, scope, requirements,

deliverables, costs, funding constraints, schedules, resources (production and staffing), communication structure, staff roles and responsibilities, and project close-out.

• Project Schedule : A work breakdown structure of tasks and task duration to complete project goal

• Balance Sheet Report : A financial statement that provides the company's current financial assets, debts and net worth information.

• Income Statement Report : A financial statement that provides a look at the company’s revenues and expenses during a specified time period.

• Cash Flow Statement : A financial statement that records the amounts of cash and cash equivalents entering and leaving a company

• Earned Value Management Report : Provides a comparison of the project’s baseline with actual performance by identifying cost variance, time variance, and schedule variance.

Project Plan Areas of Interest The Areas on Interest reports are reports that although included in the Project Plan warrant a specific report due to the interest of stakeholders.

• Risk Management Plan: Provides a list of identified risks and methods for reducing the risk. • Environmental Plan: Provides the WLI approach to environmental conservation and protection. • Design Specification: Provides the design of the WLI facilities and land usage.

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• Medical Emergency Response Team Plan: Provides the WLI approach to emergency medical attention for WLI participants.

Briefings • Status Briefing : Provides information on the status of the project and surfaces any issues

needing resolution. The Project Manager, project team members manage their individual status briefings as necessary.

• Town Hall Meetings : Informs the work force on the status of the project and surfaces issues needing resolution. The Project Manager manages the Town Hall briefings.

• Website: Provides a centralized point to all stakeholders for company information and project status.

Project controls track and document project progress, issues for resolution, open action items and changes to the project plan. The Project Manager must closely monitor the following documents and logs in order to manage the schedule, resources, and issues which impact successful project completion. Project control communications include:

• Meeting Agendas : Communicates the meeting’s purpose, topics, and deliverables during project team, group or town hall meetings. Agendas allow participants the time to properly prepare for meetings enabling successful and timely meetings. Agendas identify the meeting chair and scribe responsible for recording the minutes. Meeting agendas are managed by individual meeting chairs.

• Meeting Minutes : Provides discussion notes from meetings and status briefings and identifies action items and issues. The Project Manager manages the Competitive Sourcing Steering Group and the Executive Steering Group meeting minutes with all other meeting minutes managed by the appointed scribe. The Meeting Agenda and Meeting Minute Template for this project is Appendix B.

• Weekly Activity Report (WAR) : Documents activities completed, activities planned and any action or concerns. The WAR is the responsibility of Project Manager and all Project Leads are responsible for providing weekly inputs to the Project Director.

• Action Item Log : Provides a centralized point from which to manage project action items. The Project Manager is responsible for updating and managing the log.

• Question Log : Provides a centralized point from which to manage questions received from project staff and the general public about WLI. Questions will be asked through the telephone hotline, email, and website. The Project Manager is responsible for updating and managing the log.

Resource Controls Resource controls track resource usage and budget expenditures. Resource control communications include:

• Responsibility Assignment Matrix (RAM) : Identifies organizations and participants in the project and their level of responsibility. The Project Manager manages the RAM.

• Addresses and Phone Numbers: Provide the contact information for all project participants. • Job Openings : Provides WLI job opportunities. • Staff Management Plan : Provides the details on the acquisition of the WLI staff.

Project Close-Out Throughout the project life, participants must document lessons learned.

• Project Lessons Learned : Documents lessons learned while conducting the preliminary planning process. Lessons learned can be passed to other organizations conducting a similar study. Lessons learned will be incorporated into the best-practices model where applicable. The Project Manager manages the lessons learned database.

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Execute

Distribute Information

The Communication Matrix in Appendix G - HR003 -

Candidate Assessment Form

This example is from the “Screening Interviews” section in Anne Bogardus’ book, Human Resources JumpStart.

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Appendix H - identifies the method of distribution for WLI information. Additionally, the following functional requirements shall be adhered to by the PM and his/her PMO Executive Staff.

• WLI shall establish a website no later than 6 months after project start • WLI shall keep records of all public correspondence (whether generated or received) for

up to 3 years. • All correspondence with the public must be approved by the WLI VP prior to release. • WLI shall keep records of all internal employee-wide distributions for up to one year. • All information requests regardless of method of delivery, e-mail or phone, shall be

monitored and responded to with 48 hours of receipt or next business day, whichever is sooner.

• The communication methods (e-mail, memo, assembly, broadcast, web cast, newsletter, other publication, intranet web site, etc) shall not be used in ways that are disruptive, abusive, obscene, or degrading, harassing, or offensive to others.

• Employees shall delete e-mails that are not required on a regular and routine basis from their Inboxes, Sent Items, Deleted Items, and any Personal Folders and/or Public Folders.

Monitor and Control

Report Performance Performance Reporting is carried out frequently in a number of different ways on the WLI project. It is crucial that the PM understand all deviations from the project baseline. Performance reporting is primarily done with the quarterly Earned Value Management Reports. EVM provides is a powerful tool that allows the PM to identify the accomplishment of planned work, whether the project is behind/ahead of schedule, and whether the project is under/over project. All of these measurements aid the PM by serving as early warnings of performance problems. EVM allows PM’s to implement corrective actions, if necessary, early to avoid project failures (Meredith and Mantel, Jr. 510) Reference the Communication Matrix in Appendix H.

Manage Stakeholders The WLI Stakeholder’s have been identified in the table below. It is important to note that additional stakeholder’s and additional interests may be added to the table as the project evolves. The Stakeholder Analysis Checklist identifies the stakeholder, their interest in the project, potential impact, and their level of interest and power. The potential impact is given a positive (+) rating if the stakeholder’s interest is deemed to have a positive impact on the project, and a negative (-) impact if the interest is harmful. The relative priority of interest is a subjective rating given by the PMO Executive Staff. The Stakeholder Analysis Matrix is found below.

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Stakeholder Stakeholder

Interest(s) in Project Potential Impact (Positive or Negative)

Relative Priorities of Interest

WLI VP 1. Provides funding 2. Achievement of project 3. Profits

1. + 2. + 3. + 4. +

High Power/High Interest

PMO Executive Staff 1. Provides funding 2. Achievement of project 3. Profits 4. Self-sustaining retreat

1. + 2. + 3. + 4. +

High Power/High Interest

Project Manager 1. Provides funding 2. Achievement of project 3. Profits 4. Self-sustaining retreat

1. + 2. + 3. +

High Power/High Interest

Design/Build Contractors

1. Achievement of Project 2. Public image

1. + 2. +

Low Power/Low Interest

Nevada County Public Safety

1. Safety of participants 1. +

High Interest/Medium Power

Nevada County Community Development Agency

1. Land development 2. Job Opportunities 3. Community Development

1. +/- 2. + 3. +

High Interest/High Power (This organization approves Building Plans)

Nevada County Department of Environmental Health

1. Land development 2. Land development 3. Public Health

1. +/- 2. + 3. +

Medium Interest/Medium Power(This organization deals with the public health of the citizens and visitors of Nevada County, including water sources).

State of California 1. Land development 2. Job Opportunities

1. +/- 2. +

Medium Interest/High Power

Environmental Protection Agency

1. Land development

1. - Medium Interest/Medium Power (Concerned with environmental and human health)

National Environmentalist groups (such as Sierra club)

1. Protect environment from development 2. Responsible use of natural resources

1. - 2. +/-

Medium Interest/Medium Power (Environment protection)

Local Environmentalists groups

1. Protect environment development 2. Responsible use of natural resources

1. - 2. +/-

High Interest/Low Power

California Energy Commission

1. Energy use and resources

1. +/- High Interest/Medium Power Concerned with energy

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Stakeholder Stakeholder Interest(s) in Project

Potential Impact (Positive or Negative)

Relative Priorities of Interest

production, consumption, conservation and use.)

Customers 1. Better work environments: Improved communications; improved team skills, improved leadership skills

1. +

Medium Interest/Low Power

Employers of the customers

1. Better work environments: Improved communications; improved team skills, improved leadership skills 2. Investment in their success

1. + 2. +

Medium-High Interest/Low Power

U.S. Green Building Council

1. Land development 2. Energy Resources

1. +/- 2. +/-

High Interest/Medium Power (This organization focuses on sustainable building design and construction.)

Nevada County Leadership Institute

1. Potential competitor 1. +/- Medium Interest/Low Power (This organization offers a special series of one-day classes on leadership. They aren’t in the same niche as WLI, but may be a supporter, or opposed.)

Table 12: Stakeholders Matrix

Additionally, the WLI Executive Staff prioritized the stakeholders by mapping them on a Power/Interest Grid (MindTools). Each stakeholder interest and power to influence the project was ranked on a high, medium, or low scale. As the WLI Executive Staff further defines these stakeholders the Power/Interest Grid will be updated to more accurately reflect the stakeholder’s positions. Furthermore, the PM wants to ensure that the stakeholders’ interests are understood, so all issues brought forth by stakeholders will be logged in the Question Log and resolved in a timely manner. It is the PM’s responsibility to ensure that all stakeholder issues are addressed and recorded. Should a stakeholder request/concern result in a change to the Project Plan all appropriate stakeholders will be notified and the Project Plan will be updated accordingly. Additionally, if appropriate the Lessons Learned document will also be updated as appropriate to capture issue resolution techniques, causes of issues, corrective actions, and other lessons learned that can benefit the team.

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Risk Management

Project Risk Management focuses on the processes concerned with “conducting risk management planning, identification, analysis, responses, and monitoring and control on a project” with the core objectives to “increase the probability and impact of positive events, and decrease the probability and impact of events adverse to the project”. It includes, but is not limited to, the following six processes, which are updated throughout the project (PMBOK, p. 237):

• Risk management planning • Risk identification • Qualitative risk analysis • Quantitative risk analysis

• Risk response planning • Risk monitoring and control

Plan

Plan Risk Management The purpose of the risk management plan is to present the project risks and corresponding likelihood, to identify how risks will be reevaluated during the project, and to describe mitigating procedures and contingency plans. The guiding principles of risk management followed by the WLI team are as follows:

• Integrate risk management into all projects, operations, activities and processes. • Make risk decisions at the appropriate level. • Accept no unnecessary risk. • Apply risk management cyclically and continuously. • Don’t be risk averse. Manage risks and complete the mission.

Keep Satisfied

Monitor(Minimal Effort)

Manage Closely

Keep Informed

Interest

Power

Low

Low

High

High

Keep Satisfied

Monitor(Minimal Effort)

Manage Closely

Keep Informed

Interest

Power

Low

Low

High

High

•WLI VP•PMO Staff

• Design/Build Contractors

•NV Cty Public Safety

•NV Cty Community Develop. Agency

•NV Cty Dept of Environ. Health

•State of CA

•EPA

•Sierra Club

•Local Environ. Groups

•CA Energy Commission

•Customers•Employers of the Customers

•US Green Bldg Council

Power/Interest Grid

•Nevada CtyCommunity Leadership Institute

•PM

Figure 10: Stakeholder Power-Interest Grid Details interest and relative impacts of various stakeholder opinions on project development

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The cyclical process followed to mitigate risk is as follows: 1. Identify risks 2. Assess risks 3. Develop controls and make decisions 4. Implement controls 5. Supervise and evaluate

Identify Risks This list presents initially identified project Risks, the likelihood that each would occur, and the probable impact. H, M or L will designate the risk as High, Medium or Low. These risks are defined as an uncertain event or condition that, if it occurs, has a negative effect on a project’s objectives.

Direct risks (D) to the project are the risk of schedule and cost overruns of activities identified in the WBS. Indirect risks (I) are those risks that may adversely impact the project but are not directly related to any of the WBS elements. Whether a risk is direct or indirect is identified in the third column of Table .

# Risk D/I

1 Not acquiring funding D 2 Delays in purchasing the site D 3 Delays in the assessment of legal requirements and acquiring the necessary permits to

include construction permits D

4 Delay in choosing the architectural firm D 5 Delay in preparing the final design and/or delays in approving and accepting it D 6 Delay or mishap in ordering materials (lumber, solar panels, water purification unit,

latrine facilities) D

7 Delay in generating contractual vehicles D 8 Delay in selecting contractors and signing contracts D 9 Delays in establishing electric power due to technical or logistical mishaps D 10 Delays in establishing a sewer and water purification system due to technical or

logistical mishaps D

11 Delay in establishing a temporary office D 12 Problems encountered with clearing the site due to weather or equipment D 13 Delays in cutting and filling the site due to weather, equipment, or material D 14 Delays in installing storm drainage due to weather or equipment D 15 Delays in completing site access and parking due to weather or equipment D 16 Delays in installing the superstructures for the cabins D 17 Delays in completing the cabins (interior, power, HVAC) D 18 Delay in completing the latrines D 19 Delays in completing the workspace superstructure D 20 Delays in completing the workspace interior (power, HVAC) D 21 Delays in completing the ropes course infrastructure D 22 Problems or complications with recruiting staff D 23 Catastrophic weather event destroying site I 24 Unfavorable publicity for developing or operating at selected site I

Table 13: Risks Identified

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Analyze Qualitative Risks The likelihood of each risk occurring is defined by high (61% or higher chance of occurring), medium (40-60% chance of occurring), and low (39% or less chance of occurring). The impact each risk has on the project is also defined as high, medium, or low. An impact rating of High indicates the identified risk could cause the project to be abandoned or halted indefinitely due to significant cost or schedule overruns, a Medium impact rating indicates the identified risk could delay the project or lead to cost overruns which would impact the overall project but not necessarily halt the project, and a Low impact rating indicates the risk could cause minor disturbances in the overall project but would not have any detrimental impact to the project. The priority with regards to each is determined by the combination of the likelihood and impact ratings as follows:

Risk# Activity Likelihood Impact Priority

1 Secured funding L H High 2 Site purchase L H High 3 Assessment of legal requirements and

acquiring permits L M Medium

4 Choosing the architectural firm L M Medium 5 Approving and accepting final design L M Medium 6 Ordering materials M M Medium 7 Generating contractual vehicles L H High 8 Selecting contractors and signing contracts L H High 9 Establishing electric power L H High 10 Establishing a sewer and water purification

system L H High

11 Establishing a temporary office L L Low 12 Clearing the site L H High 13 Cutting and filling the site L H High 14 Installing storm drainage L H High 15 Completing site access and parking L M Medium 16 Installing the superstructures for the cabins L H High 17 Completing the cabins L M Medium 18 Completing the latrines L H High 19 Completing the workspace superstructure L H High 20 Completing the workspace interior L M Medium 21 Completing the ropes course infrastructure L L Low 22 Recruiting staff L H High 23 Catastrophic weather L H High 24 Unfavorable publicity for developing or

operating at selected site L M Medium

Table 14: Qualitative Risk Analysis

Low Medium High

Low Low Medium Red

Medium Medium Medium Red

High Red Red Red

Impact

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Analyze Quantitative Risks The main method of planning for quantities risks will be to use probability distributions associated with each task duration and cost. Since the NORCAL project is the first WLI project the probability distributions will be based on the expert judgment of the NORCAL executive team. All of the tasks in the project were put into an excel sheet and appropriate formulas for the durations, start dates, and end dates were added. An additional cost column was added for each task. Refer to Error! Reference source not found. for the entire spreadsheet.

Figure 11: Spreadsheet Used for Crystal Ball

In the figure above you can see how the scheduled tasks were linked via formulas to their respective predecessors. All of the green cells are inputs with associated probability distributions, and all of the blue cells are outputs showing the range of expected costs fro the task or the range of expected completion dates.

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Figure 12: Inputs and Outputs

On the left is the probability distribution input used for the “Perform Design” sub task. It shows that this task will be completed in no less than 18 days and potentially as many as 33 days. On the right is a cumulative comparison of the date on which we can expect the overall facility design to be complete. It is easy to see that although our project schedule is planning for a completion date of 3/13/08, the probability of that happening is very slim. This is due to the uncertainty in the durations of all the preceding tasks. The analysis shows that for this major task in the project we can expect with 50% confidence that the facility design will be complete by 03/20/08, and with 100% confidence that it will be complete by 4/12/08.

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The overall costs for the project are also rolled up into a project cost projection. From Error! Reference source not found. the nominal project cost is estimated at $2,167,000. From the chart below it can be seen that its likely to be within $100,000 of that nominal value.

Figure 13: Projected Project Cost

Plan Risk Response Risk response planning is used to identify mitigation strategies for risks rated as High or Medium for likelihood of occurrence.

Monitor and Control

Control and Monitor Risk The risk register will be re-evaluated at a minimum on a monthly basis. Updates with regards to status and likelihood of occurrence of risks will be recorded in the table below and updated in the Risk Register. Each member of the management team will maintain a copy of the most recent Risk Register. The record of changes in risk and status will be maintained by the Risk Management officer.

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Procurement

Project Procurement Management focuses on the processes required to “purchase or acquire the products, services, or results needed from outside the project team to perform the work”. It includes the “contract management and change control processes required to administer contracts or purchase orders issued by authorized project team members”. It should be noted that this process grouping can be approached from two perspectives – the organization can be either the buyer or seller of the product, services, or results under the contract. Thus, it also can include any administration of the external contracts of the buyer required to acquire the project from the selling organization. It includes, but is not limited to, the following six processes (PMBOK p. 269):

• Planning purchases and acquisitions • Planning contracting • Requesting seller responses • Selecting sellers • Contract administrations • Contract closure

Plan

Plan Purchases and Acquisitions The WLI procurement management plan will be established based upon the project scope statement, WBS, and project management plan created in the proceeding knowledge areas. The procurement management plan details the steps in acquiring assets for the project from the early stages of determining the best method for obtaining resources all of the way through validating good received and contract closure. Each WLI contract will have a specific statement of work (SOW) that defines the detailed terms of the agreement. The SOW is developed using the scope statement and WBS in order to describe the goods or services in great enough detail that the sellers can determine at what price they are able to bid. The SOW must be clear, concise, and unambiguous to protect the interests of both the buyer and the seller. An accurate SOW that is understood by all contract parties leads to a positive transaction. For example, the WLI project requires the clearing of trees for the lodging facilities. The SOW should detail exactly how much area should be cleared, by what method, and in what amount of time so that both the lumber company and WLI have an adequate expectation for how the service will be performed. The WLI will need to decide whether various services will be provided internally or by contractors. In this phase a make-or-buy analysis may be used to decide whether required items should be acquired or produced with existing resources. In making this decision WLI must determine if they have enough internal resources, and if they do, if this is the best use of these resources. When making the internal vs. outsourced decision WLI will only perform those services that are core competencies. Since WLI hires teachers, psychologists, and medics we will perform all development training internally, however, we will outsource technology and legal consulting services because they are outside our core areas of expertise. Make-or-buy analysis decisions may also be made not only on the basis of the definitive duration of the contract, but may also take into account future needs of the organization. For example, given the 3 year length of the WLI development project, it would be cost advantageous to lease the land and housing for the institute, however, given that the WLI will continue to operate after the termination of the project, it make more sense financially to purchase the land.

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When performing a make-or-buy analysis, the WLI is careful to consider the direct costs of purchasing. This includes not only the direct cost of the acquisition itself, but also the indirect cost of managing the contract, validating the product, and other components of managing the purchasing process. WLI considered contracting out cooking services to an experienced chef, however the cost of maintain an additional person for a skill that could be performed internally was not cost effective. The type of contract used for the WLI project is determined in order to best meet the needs of the project. The type of contract determines the amount of risk which must be assumed by the buyer and the seller. A firm fixed price (FFP) contract involves a great deal of risk for the contractor because cost overruns are not included in the bidding prices. Whereas a Cost Plus contract carries a large risk for the purchaser because they have not established an upper ceiling on the amount on the final price. Due to the non-commodity nature of the WLI project, such as green buildings, the WLI will have the facilities construction performed by a Time and Materials (T&M) contract. These highly specialized tasks require a greater skillset and flexibility so the buyer must be willing to accept some of the risk. On the other hand, construction of the ropes course and establishing the information technology is a commoditized and shall be performed on a firm fixed price contract.

Plan Contracting The WLI contracting process will establish the legal documents and procedures for procurement. In large organizations these processes are often well-defined and forms have been established. However, since WLI is a new organization these forms and processes have been created internally for the purpose of this project. This includes creating the forms, descriptions of procurement items, non-disclosure agreements (NDA), evaluation criteria, and bid process establishment. Examples of these items have been included in the appendix.

Execute

Request Seller Responses Once the procurement documents have been established, WLI will release the bid to potential contractors. Since WLI is a new organization, we do not have relationships established with any bidders. However, WLI will take adequate steps to validate that each prospective contractor is capable of providing adequate service. To ensure that proposals are adequately grounded, WLI will meet with prospective bidders to ensure that they have a clear understanding of the task to which they are bidding. This will also allow the bidders to ask questions and clarify terms so that any necessary amendments to the contract can be made prior to selection. Contractors will be educated on the criteria of selection. The bid will be placed into the public to allow bids from as many viable contractors as possible. In the event that there is a shortage of qualified bidders, WLI will perform a search on viable contractors to specifically request they bid. Contractors will be required to be of a certain size and must be able to provide a history of adequate past performance. Past performance documentation will be validated, including reference checking with past customers to ensure that they were pleased with their service.

Select Sellers Sellers will be selected based upon the criteria created in the procurement management plan. Competitors will be selected based on capability to deliver the items requested and the respective costs. A weighting system will be used in order to quantify the selection process. The WLI procurement team will establish evaluation criteria. Once capabilities and costs have been validated, the project management team will perform final contractor selection. The WLI is a personal solution, and the final decisions will not be based upon costs alone. On the items that

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are more difficult to obtain (Green certification, wildlife architecture), non-financial considerations will be taken into account. A single contractor will be selected in order to reduce administrative costs and to leverage returns to scale (Difficult to get to). However, a secondary contractor will be selected that will remain on standby in case the primary is not performing adequately. Contract negotiation will be performed prior to the final award of the contract to clarify any items that may be unclear for the contract parties. For example, once a contractor has been awarded the bid based on cost and capabilities WLI may still want to negotiate to have a weekly meeting between the contracting management and WLI staff. This item is outside the SOW for the contract, but can still be negotiated into the contract upon acceptance of both parties.

Monitor and Control

Administer Contracts The WLI contract administration process ensures that the seller performs all activities as dictated in the SOW and that the WLI performs according to our obligations. All parties involved in the contract will ensure that the others keep their contractual obligations. Since the contract is a legally binding document, WLI must ensure that all terms of the contract are properly exercised. In the event that the contract is breached, WLI will bring in the assistance of our out-sourced legal department which is held on retainer for just such an occasion. In almost all cases it is a cost advantage for WLI to perform according to the contract terms rather than risk the cost of a lawsuit. The contractor must be periodically reviewed and monitored to ensure that they are making progress and performing to the required standard. Since multiple contracts will be awarded on the WLI project, the procurement administration team must work to integrate the outputs of the various contracts and monitor them to ensure congruence. For example, the contract for the installation of the solar panels is dependent on the completion of the log cabins, so the contract administrator must ensure that the failure of one contractor will not put WLI in default on related contracts. As with any large project such as WLI, contract amendments may need to be made occasionally, especially in the event that a modification would be mutually beneficially to both parties. Unforeseen events may occur that are outside the control of the contract parties and must be resolved through negotiations. In the event that weather delays facility construction, the contractor may be at risk of default of the contract. However, it is to the advantage of WLI to provide additional funds to crash the activity to ensure that the successor activities are not delayed. Contract outcomes must be viewed as a part of whole project, rather than in limited scope to the activity itself. A system should be established for maintaining and tracking records, especially the ongoing financial transactions. Billing records must be kept and amendments to the contract documented. Technology should be used to enhance the recordkeeping process. All documents will be scanned into PDF documents and kept both on the local computer system and a remote file storage system.

Closing Project

Close Contracts Upon successful completion of the project, WLI will perform a task acceptance and closure. This includes verifying that the tasks were successfully completed and that all claims have been adequately satisfied. Since several of the contractors will be performing multiple phases on the

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project each phase will be closed independently, along with all validation processes. For example, the construction contractor must have the community center phase completed and evaluated prior to beginning work on the cabins. Early termination can be utilized in the event that it is advantageous for both WLI and the contractor. Any contract which is not successfully completed and remedial negotiations have failed shall enter into litigation using the outsourced WLI legal team. Completion of the project should be fully documented and archived in a record management system. Information on the contract should be kept for future reference and for the condition that it must be brought back up for further review.

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Lessons Learned

While the strongest lessons learned will be captured following the completion of the project itself, the formulation of the project plan also lead to critical ideas that must be remembered for future instantiations of WLI leadership retreats.

Project Planning The lessons learned during the development of this project plan are based on the team’s own experiences.

• While the PMBOK guide is critical for covering all the areas, it is designed to focus attention on early project development. And while each section contains “monitoring and controlling” guidelines, often a project cannot be built by simply applying the knowledge areas to the actual development phase. Tailoring these needs for the project at hand produces better results.

• Personal experiences go a long way. Taking the knowledge of each of the team members generated better results than each member trying to build the project entirely on their own.

• Communication is always critical. Particularly when team members are spread across the country, asynchronous collaboration tools like FTP servers, email, chat-rooms, and regular conference rooms are necessary to make sure everyone is heading in the same direction.

• Actions must quickly follow brainstorming. Sometimes the first steps are the hardest. Getting something down on paper at the 85% level that can be later amended, adjusted, removed, or ignored is paramount to the awkwardness of waiting for a 100% solution.

• Quality management is key to making sure a consistent product is produced – even things as small as verb tenses, grammatical traits, and document formatting can lead to extensive, time-consuming activities to bring things back into alignment.

• Procurement of specialty items takes lead time and can possibly delay the start of related activities. Long-lead procurement items should be identified early and accomplished well in advance of the activity for which they are required.

Project Execution Green Building is more than a philosophy; it must be an intrinsic virtue in every aspect of project planning and execution. Even prior to architectural design, the convoluted set of federal, state, and commercial regulations, statutes, and requirements must be investigated to make sure that the appropriate steps are taken to reach compliance without breaking the budget or schedule.

• Find personnel with experience in Green Building. Bring them on as consultants to ensure that the ideals of Green are adopted early in the project lifecycle.

• Encourage stakeholders to adopt Green philosophy as well; customer support for the philosophy helps the full team understand that while simpler solutions are possible, the full solution is better in the end.

• Contingency planning is critical for Green Building construction. Considering the relatively limited contractor base that understand Green compliance regulations, risks and uncertainties associated with keeping the program Green will never be completely removed. Green is a risk that must be managed appropriately.

• The possibility of follow-on contracts is a large performance incentive for contractors. Establish a long-term outlook with your contractors and you are likely to have much higher quality.

• The contract modification process should be streamlined and efficient to allow changes that will be beneficial to both the purchasers and the contractor. If the process is too difficult, neither party will have the incentive to look for efficiencies.

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References

A Guide to the Project Management Body of Knowledge: PMBOK Guide. 3rd Edition. Project Management Institute, Inc. Newton Square, Pennsylvania, 2004.

Bogardus, Anne M. Human Resources Jump Start. California: SYBEX Inc, 2004. California Energy Commission (CEC), “Consumer Energy Center: Green Buildings”, webpage

http://www.consumerenergycenter.org/work/green.html, 2007. Dula-Sultan, MSgt. Teresa. Internal Communication Plan for Preliminary Process. Department of

the Air Force, December 2004. Meredith, Jack R. and Mantel, Samuel J., Jr. Project Management: A Managerial Approach.

Sixth Edition, John Wiley & Sons, Inc., Hoboken, NJ, 2006. Public Law 88-577, 88th Congress of the United States, Session 4: “The Wilderness Act”, 3

September 1964. SalaryWizard Tool. “Job Position Data.” Job Title Search. 1 November, 2007. <www.salary.com>. U.S. Green Building Council, “Leadership in Energy and Environmental Design (LEED)”,

webpage http://www.usgbc.org, 2007. “Stakeholder Analysis. Winning support for your projects.” Mind Tools Ltd, 1995-2007. 05 Nov

2007 <http://www.mindtools.com/pages/article/newPPM_07.htm>.

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Appendix A - WBS001 - NorCal Retreat WBS

WLI NorCal Facility WBS

1.1.1Asses site proximity to customer, support, and logistics centers

1.1.2Assess site cost impacts

1.1.3Asses site environmental impacts

(to include local regulations/incentives)

1.1.4Assess site supportability metrics

1.1NorCal Site Selection

1.2.1Asses architectural feasibility of green design

1.2.2Investigate and report on green architectural firms

1.2.3Choose architecture firm, initiate design

Discuss requirements, set schedule, provide SME support

1.2.4Approve design from chosen architectural firm

1.2Facility Architectural Design

1.3.1Assess green construction firms

1.3.2Generate contractual vehicles

1.3.3Perform contractual negotiations

1.3.4Monitor contract execution

1.3Contractor Selection Plan

1.4.1Review Contractor Documentation

(Approve implementation of design)

1.4.2Construct NorCal Main Complex

1.4.2Construct Support Facilities

(to include lodging, challenge courses, survival location,heliport, grounds/landscaping)

1.4Constructed NorCal Retreat Facility

1.5.1Generate Project Funding Profile

1.5.2Investigate additional funding sources

(to include tax benefits, credits, partnerships, grants, sponsorship)

1.5.3Execute Project Funding Profile

1.5Project Financing Plan

1.6.1Assess, investigate necessary requirements set

1.6.2Complete and monitor all necessary fed/state/local rqmts

1.6Federal/State/Local Requirements

1.7.1Generate exit criteria for WLI sponsorship approval

1.7.2Ensure completion of inspection/acceptance criteria

1.7Facility Inspection/Acceptance

1.8.1Investigate green building requirements, opportunities

1.8.2.1Ensure compliance with ASHRAE Specs

1.8.2.2Ensure compliance with ASTM Green Building Standard Activities

1.3.2.3Ensure LEED Benchmark recommendation compliance

1.3.2.4Ensure compliance with ISO 14000 Requirments

1.3.2.5Ensure compliance with UGBC and CEC Regulations

1.8.2Ensure compliance with USGBC, CEC, and ISO 14000 Regulations

1.8.3Document project efforts for follow-on activities

1.8Green Building & ISO 14000 Certification

1.9.6Generate Marketing Plan

1.9.1Generate Training pPan

1.9.7Generate Legal Plan

1.9.2Generate Maintenance and Sustainment Plan

1.9.8Generate Medical Support Plan, Emergency procedures

(supports 1.9.4)

1.9.3Generate Logistics Support Plan

1.9.9Generate Safety Plan

1.9.4Generate Continegency, Emergency Support Plan

1.9.10Generate General Support Plan

(cooking, cleaning, etc.)

1.9.5Generate Curriculum

1.9Operations and Maintenance Plan

1.0WLI NorCal Retreat

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Appendix B - TM002 - Schedule Gantt Chart

Appendix C - TM003 - Network Diagram

Appendix D - TM004 - Schedule Calendar

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Appendix E - QM001 - Documentation Procedures

Revision History Table 4. Document Revision History

Revision Rev Date Summary of Changes Released By Rev- 10/28/07

Original release J Ulland

Document Purpose The purpose of this document is to establish a convention for naming documents that will be a part of the project documentation. This convention will ensure that everyone on the project team is working with the latest revisions of any applicable document and that all project documentation fits into a larger framework for the project.

Following the procedures will reduce the chance that work is duplicated and will ensure that all relevant project documentation is easily identified and quickly located.

There are two general types of project documentation. The first is official project documentation, and the second is unofficial project documentation.

Official Project Documentation

Description Official project documentation is any document that will be included as a section of the final project notebook or as an appendix to the project notebook.

Procedure Any official project documentation shall be named according to the following convention:

QM001 Rev-, Documentation Procedures.doc • The “QM001” is the document number as defined in document CM001, Communications

Matrix. All project documentation shall be defined in CM001. If a project document is added or removed, CM001 shall be updated.

• The “Rev-“ is the revision level. Revisions start at “-“ and continue with “A” through “Z” for subsequent revisions. The revision after revision “H” shall be “J” to avoid confusion with the letter “I”.

• The document title follows a comma and the revision letter. Official project documentation shall be stored on the FTP site in the “Official Project Documentation” folder. All official project documentation shall have a revision history

Unofficial Project Documentation

Description Unofficial project documentation is any documentation that will not be directly included in the project notebook or in an appendix of the project notebook.

Procedure Unofficial project documentation can be named in any format so long as it does not contain a document number at the beginning so as to be confused with Official project documentation.

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Appendix F - HR002 - Position Descriptions

WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Management Development

Location

Job Title Leadership Development Instructor

Reports to Vice President for Management Development

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Responsible for management employee training and development. Performs studies of management personnel and uses results to develop

and implement appropriate training courses. Familiar with a variety of the field's concepts, practices, and procedures. Relies on extensive

experience and judgment to plan and accomplish goals. Performs a variety of tasks. Leads and directs the work of others. A wide degree of

creativity and latitude is expected. Typically reports to a head of a department.

WORK EXPERIENCE REQUIREMENTS

Experience as a Project Manager

Experience teaching professionals

Experience in conflict management

EDUCATION REQUIREMENTS

Requires a Bachelor’s degree with 7 years of experience

Project Manager certified?

REVIEWED BY Title Vice President for Management Development

APPROVED BY Title Vice President for Administration

DATE POSTED

DATE HIRED

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WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Management Development

Location

Job Title Leadership Development Instructor – Wilderness Survival

Reports to Vice President for Management Development

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Responsible for management employee training and development. Responsible for teaching and implementing wilderness survival

techniques and team building techniques. Performs studies of management personnel and uses results to develop and implement training

courses in conjunction with survival techniques. Familiar with a variety of the field's concepts, practices, and procedures. Relies on extensive

experience and judgment to plan and accomplish goals. Performs a variety of tasks. Leads and directs the work of others. A wide degree of

creativity and latitude is expected. Typically reports to a head of a department.

WORK EXPERIENCE REQUIREMENTS

Experience as a Project Manager

Experience teaching professionals

Experience in conflict management

Experience in wilderness survival

EDUCATION REQUIREMENTS

Requires a Bachelor’s degree with 7 years of experience

Project Manager certified?

REVIEWED BY Title Vice President for Management Development

APPROVED BY Title Vice President for Administration

DATE POSTED

DATE HIRED

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WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Management Development

Location

Job Title Leadership Development Instructor – Psychologist

Reports to Vice President for Management Development

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Responsible for management employee training and development. Observes and evaluates program participants for leadership style, team

interaction, behavioral influences, conflict resolution, personality strengths and weakness, etc. Develops a curriculum that addresses the

psychological implications of being a leader. A wide degree of creativity and latitude is expected. Typically reports to a head of a

department.

WORK EXPERIENCE REQUIREMENTS

Experience working with adults

Experience in conflict management

Experience in team building and leadership activities

EDUCATION REQUIREMENTS

Requires a Master’s degree with 2-4 years of experience

Familiar with standard concepts, practices, and procedures within a particular field.

REVIEWED BY Title Vice President for Management Development

APPROVED BY Title Vice President for Administration

DATE POSTED

DATE HIRED

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WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Management Development

Location

Job Title Leadership Development Instructor – Nurse Practitioner

Reports to Vice President for Management Development

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Responsible for teaching and implementing first-aid techniques. Works in collaboration with the Wilderness Survival Instructor to address

the physical needs o the program participants and to develop survival training techniques. Works in collaboration with Leadership

Development Instructors to develop training activities that address leadership and management skills. Secondary responsibility of providing

medical attention to a program participant should the need occur. Relies on extensive experience and judgment to plan and accomplish

goals. Performs a variety of tasks. Leads and directs the work of others. A wide degree of creativity and latitude is expected. Typically

reports to a head of a department.

WORK EXPERIENCE REQUIREMENTS

Experience as a Project Manager

Experience teaching professionals

Experience in conflict management

Experience in wilderness survival

EDUCATION REQUIREMENTS

Requires a master's degree and certification as a Certified Registered Nurse Practitioner (CRNP) in specialty area based on RN licensure and

state authority for advanced practice

5-8 years of experience

REVIEWED BY Title Vice President for Management Development

APPROVED BY Title Vice President for Administration

DATE POSTED

DATE HIRED

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WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Business Affairs

Location

Job Title Logistics/Safety Manager

Reports to Vice President for Business Affairs

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Responsible for the organization's logistics and safety procedures. Logistical responsibilities include the transportation of materials, vendor

selection and negotiation, distribution of supplies as needed, and inventory control. Safety responsibilities include development and

implementation of training programs about employee safety procedures and accident protection and prevention. Safety responsibilities also

include developing and distributing educational materials, inspecting company facilities, and recommending corrections or additional

precautions to ensure compliance to established regulations. Relies on extensive experience and judgment to plan and accomplish goals.

Performs a variety of tasks. Typically reports to head of department.

WORK EXPERIENCE REQUIREMENTS

Experience with Logistics

Experience with Safety procedure implementation and development

EDUCATION REQUIREMENTS

Requires a Bachelor’s degree in area of specialty with 5-8 years of experience

Familiar with standard concepts, practices, and procedures within Safety and Logistics.

REVIEWED BY Title Vice President for Business Affairs

APPROVED BY Title Vice President for Administration

DATE POSTED

DATE HIRED

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WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Finance

Location

Job Title Executive Assistant/Accounting Clerk

Reports to Vice President for Finance and President

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Performs both executive type functions and accounting activities. Relieves the executive of administrative type functions in order to

increase the time an executive has available for executive level responsibilities. Performs accounting activities such as maintenance of the

general ledger and preparation of various accounting statements and financial reports. May handle a wide variety of situations and conflicts

involving the clerical and administrative function of the office. Responsible for confidential and time sensitive material. Prepares routine

and advanced correspondence including letters, memoranda, and reports Has knowledge of commonly-used concepts, practices, and

procedures within a particular field. Relies on instructions and pre-established guidelines to perform the functions of the job. Works under

immediate supervision of the President.

WORK EXPERIENCE REQUIREMENTS

Experience with Accounting Practices

Experience with administrative responsibilities.

Proficient with Microsoft Office Suite

EDUCATION REQUIREMENTS

Requires an associate’s degree or its equivalent with at least 4 years of experience in accounting

Familiar with standard concepts, practices, and procedures within the particular field

REVIEWED BY Title Vice President for Finance

APPROVED BY Title President

DATE POSTED

DATE HIRED

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WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Business Affairs

Location

Job Title Cook/Custodian

Reports to Vice President for Business Affairs

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Fulfills the job responsibilities of the cook for program participants and custodian for the site facilities. The cook follows a menu to prepare

and cook meats, fish, poultry, gravies, cereals, soups, vegetables and other foods for service in an institutional setting. The custodian

Cleans and maintains buildings/facilities. May be expected to make basic repairs. Relies on experience and judgment to plan and

accomplish goals. A wide degree of creativity and latitude is expected. Typically reports to the head of the department.

WORK EXPERIENCE REQUIREMENTS

Experience with Accounting Practices

Experience with administrative responsibilities.

Proficient with Microsoft Office Suite

EDUCATION REQUIREMENTS

Requires a high school diploma

2 years experience with custodial work

4 years experience in food preparation and service.

Has knowledge of commonly-used concepts, practices, and procedures within a particular field. Relies on instructions and pre-established

guidelines to perform the functions of the job. particular field

REVIEWED BY Title Vice President for Business Affairs

APPROVED BY Title Vice President of Administration

DATE POSTED

DATE HIRED

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WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Public Affairs

Location

Job Title Marketing Lead/Salesperson

Reports to Vice President for Public Affairs

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Responsible for both Marketing and Sales activities. Assists in the creation of communications programs that effectively describe and

promote the organization and its products including graphics, brochures, company or product fact sheets, logos, or other promotional

products. Designs the website. Manages the research and development of content for publication of products. Oversees the preparation of

presentations and/or speeches geared toward employees. Develops new prospects and interacts with existing customers to increase sales

of an organization's services. Familiar with a variety of the field's concepts, practices, and procedures. Relies on experience and judgment

to plan and accomplish goals. Performs a variety of tasks. A wide degree of creativity and latitude is expected. Typically reports to the head

of the department.

WORK EXPERIENCE REQUIREMENTS

Experience with Marketing material development and distribution

Proficient with Microsoft Office Suite

Website development

Customer Service experience

Great interpersonal and communication skills

EDUCATION REQUIREMENTS

Bachelor’s of Science Degree in Business with a focus on Marketing

2 years experience with marketing practices

1 year experience with sales

REVIEWED BY Title Vice President for Public Affairs

APPROVED BY Title Vice President of Administration

DATE POSTED

DATE HIRED

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WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Administration

Location

Job Title Emergency Medical Technician

Reports to Vice President for Administration

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Responds to an emergency call, assesses the situation, obtains a basic medical history and physical examination of the patient, and

provides emergency care at the scene and during transit to the hospital. Utilizes necessary medical equipment to treat the patient and

ascertains the extent of their injuries or illness. Communicates with the medical care facility receiving the patient about the patient's

condition, status, and arrival time. Willingness to perform other duties, such as custodian work when not providing medical attention.

Familiar with standard concepts, practices, and procedures within a particular field. Relies on experience and judgment to plan and

accomplish goals. Performs a variety of tasks. Typically reports to the head of the department.

WORK EXPERIENCE REQUIREMENTS

1 year in the field

Great interpersonal and communication skills

EDUCATION REQUIREMENTS

High school diploma

Registration with the EMT National Registry

State EMS license

REVIEWED BY Title Vice President for Administration

APPROVED BY Title Vice President of Administration

DATE POSTED

DATE HIRED

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WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Business Affairs

Location

Job Title IT Support

Reports to Vice President for Administration

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Reviews, analyzes, and evaluates information technology systems operations. Familiar with a variety of the field's concepts, practices, and

procedures. Relies on experience and judgment to plan and accomplish goals. Performs a variety of complicated tasks. A wide degree of

creativity and latitude is expected. Typically reports to the head of the department.

WORK EXPERIENCE REQUIREMENTS

5 years of experience in the field

Great interpersonal and communication skills

EDUCATION REQUIREMENTS

Bachelor’s degree in related field

REVIEWED BY Title Vice President for Business Affairs

APPROVED BY Title Vice President of Administration

DATE POSTED

DATE HIRED

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WILDERNESS LEADERSHIP INSTITUTE - NORCAL RETREAT

Job Description Form

Department Administration

Location

Job Title Attorney

Reports to Vice President for Administration

Level/Grade Type of position:

Full-time

Part-time

Contractor

Intern

Hours 40-50 / week

Exempt

Nonexempt

GENERAL DESCRIPTION

Prepares and examines contracts involving leases, licenses, purchases, sales, insurance, etc. Provides legal advice to an organization,

prepares resolutions and forms, and participates in major legal actions. Responsible for foreseeing and protecting the company against legal

risks. Familiar with a variety of the field's concepts, practices, and procedures. Relies on extensive experience and judgment to plan and

accomplish goals. Performs a variety of tasks. May lead and direct the work of others. A wide degree of creativity and latitude is expected.

WORK EXPERIENCE REQUIREMENTS

5 years of experience in the field

Great interpersonal and communication skills

EDUCATION REQUIREMENTS

Graduate from an accredited law school and admitted into state bar

REVIEWED BY Title Vice President for Administration

APPROVED BY Title Vice President of Administration

DATE POSTED

DATE HIRED

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Appendix G - HR003 - Candidate Assessment Form

This example is from the “Screening Interviews” section in Anne Bogardus’ book, Human Resources JumpStart.

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Appendix H - CM001 - Communications Matrix

Communication Purpose Audience Timing POC Disposition

Project Plan

To articulate project background, scope, roles, responsibilities, membership, deliverables, schedule, staffing, communication, and close-out.

All project participants

At the start of the project.

Project Manager

The Project Manager ensures the project plan is posted on the project portal and filed.

Project Schedule

To communicate a work breakdown structure of tasks needed to accomplish the project purpose. Includes planned start and stop dates and an OPR for each activity.

All project participants

At the beginning of the project and at each milestone revision. Revisions to major milestones are made in the master project plan.

Project Manager

The Project Manager ensures the milestone schedule is posted on the project portal and filed.

Balance Sheet Report

To provide the company's current financial assets, debts and net worth information.

WLI VP, Project Manager, and PMO Executive Staff Quarterly

Project Controller

The Project Controller will provide electronically and via mail.

Income Statement Report

To provide a look at the company’s' revenues and expenses during a specified time period.

WLI VP, Project Manager, and PMO Executive Staff Quarterly

Project Controller

The Project Controller will provide electronically and via mail.

Cash Flow Statement

Records the amounts of cash and cash equivalents entering and leaving a company

WLI VP, Project Manager, and PMO Executive Staff Quarterly

Project Controller

The Project Controller will provide electronically and via mail.

Earned Value Management Reports

Provides a comparison of the projects baseline with reality. It looks at time variance, schedule variance and cost variance.

WLI VP, Project Manager, and PMO Executive Staff Quarterly

Project Manger

The Project Manger will post to the server and provide the link via email.

Risk Management

To provide a list of identified risks, probability of occurrence, impact to the project, and the mitigation plan

WLI VP, Project Manager, and PMO Executive Staff Monthly

Project Engineer

The Project Engineer will post to the server and provide an email link. Also, verbally briefed at every other staff meeting.

Environmental Plan

To provide the approach WLI is taking to conserve and protect the environment.

Nevada County Community; Nevada County Dept of Environmental Health; All Environmental Stakeholders

At the start of the project.

Manufacturing Engineer

The Manufacturing Engineer will post the plan on the website and verbally brief it at the Townhall meeting.

Design Specifications

To provide the design of the WLI facilities and land usage.

Nevada County Community Development Agency

At the start of the project.

Manufacturing Engineer

The Manufacturing Engineer will provide an electronic copy and a mailed copy to the Nevada County Community Advisory Board. It will also be verbally briefed at the Townhall meeting.

86

Medical Emergency Response Team Plan

To provide the approach to emergency medical attention for WLI participants

Nevada County Public Safety

At the start of the project.

Project Manager

The Project Manager will provide an electronic copy and a mailed copy. It will also be briefed at the Townhall meeting.

Status Briefings

To provide information on the status of the project and surface issues needing resolution. Core Project Team

2 times a month and as needed

Project Manager

The Project Manager will file and post on the project portal (if applicable).

Town Hall Meetings

To inform the community on the status of the project.

Nevada County Community

Quarterly until project is complete

Project Manager

The Project Manager will file and post on the project portal (if applicable).

Website

To provide a centralized point to all stakeholders for company information and project status. All stakeholders As needed.

Project Coordinator

The Project Coordinator ensures that the website is updated weekly until the project is complete.

Meeting Agendas

To communicate a purpose, topics and deliverables to participants. Agendas will identify the meeting chair and scribe responsible for recording the minutes.

Meeting participants

Distributed prior to the scheduled meeting. Meeting Chair

Meeting Chairs will submit all agendas to the Project Manager, and meeting participants. The Project Manager will provide input and/or guidance to the meeting chair. Meeting participants will prepare for the meeting, as needed, prior to the scheduled time.

Meeting Minutes

Provides discussion notes from weekly status briefings and other meetings along with any action items and/or unresolved issues.

Meeting participants, Project Manager

Within 3 working days after meetings occur

Meeting chair or appointed scribe

Send electronic copy of meeting minutes (see template) to the Project Manager for filing. The Project Manager will forward a copy of the minutes to the appropriate individuals.

Weekly Activity Report (WAR)

To document activities completed, activities planned and any issues and/or concerns.

All project participants Weekly (Friday)

All Project Leads

Send electronic copy of WAR inputs (see template) to the Project Manager.

Action Item Log

To provide a centralized point from which to manage project action items.

WLI VP, Project Manager, and PMO Executive Staff

As action items are identified in the briefings, meeting minutes and WARs.

Project Manager

Action items will be added to the log within 3 days of approved briefings, meeting minutes and WARs being submitted to the Project Manager (see template). The Project Manager will post new action items to the log and update the status as items are closed.

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Question Log

To provide a centralized point from which to manage planning questions and answers from all stakeholders. All stakeholders

As new questions are identified

Project Manager

Individuals submit questions via e-mail, telephone hotline or project portal. Questions will be added to the log and distributed within 2 business days to find the answer. Once an answer is received, it is put in the log, sent to the requester, and updated on the website.

Responsibility Assignment Matrix (RAM)

To graphically link tasks to the project participants performing them. To show the level of responsibility each participant has over the tasks.

All project participants

Established at the same time the milestone schedule is established and revised each time team membership changes or milestone tasks change.

Project Manager

The Project Manager will revise the RAM within the project plan and ensure it is posted on the project website.

Addresses and Phone Numbers

To provide the contact information for all project participants.

WLI VP, Project Manager, and PMO Executive Staff As needed.

Support Services Manager

The Support Services Manager will provide list of contact information by posting to the server.

Job Openings

To provide a list of job opportunities within WLI. All stakeholders

As jobs become available.

Curriculum Developer

The Curriculum Developer will ensure that the job openings are posted to the website.

Staff Management Plan

To provide the details on the acquisition of the WLI staff.

WLI VP, Project Manager, and PMO Executive Staff

At the start of the project.

Curriculum Developer

The Curriculum Developer will provide post to the server and provide the link via email.

Lessons Learned

To document lessons learned during the project. To incorporate lessons learned into the best-practices model where applicable.

All project participants

As process lessons are learned or identified by project participants

Project Coordinator

Project Sub-Team Leads and facilitators (and advisors) are responsible for documenting lessons learned and forwarding them to the Project Coordinator. Any project participant may submit a lesson learned.

Communication Matrix

To provide a list of all communication activities as they pertain to the project team and the stakeholders.

WLI VP, Project Manager, and PMO Executive Staff

At the start of the project.

Project Manager

The Project Manager will post to the server and provide the link via email.

(Dula-Sultan)

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Appendix I - CM006 - Non-Disclosure Agreement

NON-DISCLOSURE AGREEMENT

This Agreement is made by and between The Wildlife Leadership Institute, and , (“Recipient”). 1. Definition of Confidentiality. As used in this Agreement, "Confidential Information" refers to any information which has commercial value and is either (i) technical information, including patent, copyright, trade secret, and other proprietary information, techniques, sketches, drawings, models, inventions, know-how, processes, apparatus, equipment, algorithms, software programs, software source documents, and formulae related to the current, future and proposed products and services of Company, or (ii) non-technical information relating to Company's products, including without limitation pricing, margins, merchandising plans and strategies, finances, financial and accounting data and information, suppliers, customers, customer lists, purchasing data, sales and marketing plans, future business plans and any other information which is proprietary and confidential to Company. 2. Nondisclosure and Nonuse Obligations. Recipient will maintain in confidence and will not disclose, disseminate or use any Confidential Information belonging to Company, whether or not in written form. Recipient agrees that Recipient shall treat all Confidential Information of Company with at least the same degree of care as Recipient accords its own confidential information. Recipient further represents that Recipient exercises at least reasonable care to protect its own confidential information. If Recipient is not an individual, Recipient agrees that Recipient shall disclose Confidential Information only to those of its employees who need to know such information, and certifies that such employees have previously signed a copy of this Agreement. Survival. This Agreement shall govern all communications between the parties. Recipient understands that its obligations under Paragraph 2 ("Nondisclosure and Nonuse Obligations") shall survive the termination of any other relationship between the parties. Upon termination of any relationship between the parties, Recipient will promptly deliver to Company, without retaining any copies, all documents and other materials furnished to Recipient by Company. 4. Governing Law. This Agreement shall be governed in all respects by the laws of the United States of America and by the laws of the State of California, as such laws are applied to agreements entered into and to be performed entirely within California between California residents. 5. Injunctive Relief. A breach of any of the promises or agreements contained herein will result in irreparable and continuing damage to Company for which there will be no adequate remedy at law, and Company shall be entitled to injunctive relief and/or a decree for specific performance, and such other relief as may be proper (including monetary damages if appropriate). 6. Entire Agreement. This Agreement constitutes the entire agreement with respect to the Confidential Information disclosed herein and supersedes all prior or contemporaneous oral or written agreements concerning such Confidential Information. This Agreement may only be changed by mutual agreement of authorized representatives of the parties in writing. IN WITNESS WHEREOF, the parties have executed this Agreement as of the date first written below. Wildlife Leadership Institute: RECIPIENT: By: ___________________________ By: ____________________________ Name: _________________________ Name: __________________________ Title: __________________________ Title: ___________________________

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Appendix J - IN005 - Project Work Order Process

Document Purpose WLI will document the work that it conducts through a work authorization process. The Project Work Order, or PWO will be completed for any project work that takes more than 1 day to complete or is expected to account for expenditure of more than $500 of the project budget. This Process is described in IN005, Project Work Authorization Process.

Essential Components of the PWO

Work Title Brief description of the work to be performed

Relevant Project Number A number that is associated and tracks back to the high level project plan.

Person / Entity Performing the Work This should be the specific name or names of people if the work is being done by a NorCal staff member or the relevant point of contact for work that is subcontracted.

Expected Start and End Date This section should include the expected start and end date for the work. Also if there are any relevant deadlines, those deadlines should be identified here

Expected Cost This section should contain the expected cost of the work to the project budget. It should also include, where appropriate a cost that is not to be exceeded without issuance of an additional PWO. A general guideline would be $500 or 5% of the original expected cost whichever is greater.

Approval Signature There must be record of who authorized the work. Executive members of the WLI team can approve any PWO. Members of the executive team may delegate this authority as necessary.

PWO Procedure.

Creation PWOs can be created by anyone at any time with any medium.

Storage The PWO must be stored electronically in the WLI NorCal project database.

Maintenance The PWO will be tracked electronically through to completion. Electronically, the PWOs will be closed and will automatically be connected to the payroll for internal tasks or accounts payable for external tasks.

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NorCal Project – Project Work Order Template Work Title Brief description of the work to be performed

Project # Person/Entity Performing the Work Expected Start -End Date

Details – Prints – Special Instructions or Requirements

Expected Cost Approval Signature

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Appendix K - QM014 - NorCal Relevant Regulations

Checklist

Federal Regulations can be found at www.business.gov and are under the following categories. Advertising & Marketing Emergency & Disaster Planning Environmental Compliance Finance Franchises & Business Opportunities Government Contracting Human Resources Information Security Intellectual Property International Trade Licenses & Permits Taxes Workplace Health & Safety State Regulations can be found at http://www.calbusiness.ca.gov/cedpeybcblr.asp and are under the following categories. California Business and Professions Code California Commercial Code California Corporations Code California Labor Code California Revenue and Taxation Code California's 29 Codes California Code of Regulations California Office of Administrative Law County Regulations: The WLI NorCal site will be in Nevada County, CA. with alternate counties being Yuba or Sierra if the property search doesn't go well in Nevada County. Nevada County Business Information: http://www.mynevadacounty.com/business/ Yuba Country Business Information: http://www.yubacounty.org/Business/Business%20Intro.htm Sierra County Website: http://www.sierracounty.ws/ City / Local Regulations: The local regulations will need to be addressed as the site is selected. This shall be a part of QM013, NorCal Site Selection Checklist.

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L - RM002, Crystal Ball Schedule and Cost Analysis

Long-Lead Procurement 3 3/14/2008 3/18/2008 14 $

1,000 CA

Submit order for lumber 3 3/14/2008 3/18/2008 $

200 CA Submit order for solar panels 2 3/14/2008 3/17/2008

$ 200 CA

Submit order for water purification 2 3/14/2008 3/17/2008

$ 200 CA

Submit order for latrine facilities 2 3/14/2008 3/17/2008

$ 200 CA

Submit paperwork for construction permits 3 3/14/2008 3/18/2008

$ 200 CA

Contractor Selection 53 3/14/2008 5/27/2008 14 $

6,000 CA Identify potential contractors 5 3/14/2008 3/20/2008

$ 1,000 PE, ME, FM, PM

Generate Contractual Vehicles 5 3/21/2008 3/27/2008 28

$ 2,000 CA

Solicit Bids 30 3/28/2008 5/8/2008 29 $

1,000 CA

Review bids 10 5/9/2008 5/22/2008 30 $

1,000 CA Select contractor and sign contract 3 5/23/2008 5/27/2008 31

$ 1,000 PM, CA

Build the Facilities 112 5/28/2008 10/30/2008 27,14 $

686,600 Contractor under ME supervision

Mobilize on site 12 5/28/2008 6/12/2008 $

158,100 ME Display construction permits 1 5/28/2008 5/28/2008

$ 100

Contractor under ME supervision

Establish Electric (Solar and Propane) 5 5/28/2008 6/3/2008

$ 100,000

Contractor under ME supervision

Establish Sewer (Purification System) 5 5/28/2008 6/3/2008

$ 50,000

Contractor under ME supervision

Establish temporary office 3 6/3/2008 6/5/2008 36,37 $

3,000 ME

Develop site layout 5 6/6/2008 6/12/2008 38 $

5,000 ME

Prepare Site 19 6/13/2008 7/9/2008 34 $

21,000 Contractor under ME supervision

Clear the site for buildings 8 6/13/2008 6/24/2008 $

10,000 Contractor under ME supervision

Clear Helipad 2 6/25/2008 6/26/2008 41 $

2,000 Contractor under ME supervision

Grade site (cut and fill) 5 6/27/2008 7/3/2008 42 $

5,000 Contractor under ME supervision

Install storm drainage 2 7/4/2008 7/7/2008 43 $

2,000 Contractor under ME supervision

Stone site access and parking 2 7/8/2008 7/9/2008 44

$ 2,000

Contractor under ME supervision

Build the cabins 33 7/10/2008 8/25/2008 40 $

142,000 Contractor under ME supervision

Pour foundation 5 7/10/2008 7/16/2008 $

10,000 Contractor under ME supervision

Install superstructure 10 7/17/2008 7/30/2008 47 $

80,000 Contractor under ME supervision

93

Install windows and entry 5 7/31/2008 8/6/2008 48 $

10,000 Contractor under ME supervision

Complete interior 3 8/7/2008 8/11/2008 49 $

25,000 Contractor under ME supervision

Install solar paneling 2 8/12/2008 8/13/2008 50 $

8,000 Contractor under ME supervision

Install electric 2 8/14/2008 8/15/2008 51 $

2,000 Contractor under ME supervision

Install heating/cooling 3 8/18/2008 8/20/2008 52 $

5,000 Contractor under ME supervision

Site Cleanup 2 8/21/2008 8/22/2008 53 $

1,000 Contractor under ME supervision

Building/Fire inspection 1 8/25/2008 8/25/2008 54 $

1,000 Contractor under ME supervision

Build the latrines 29 7/10/2008 8/19/2008 40 $

23,500 Contractor under ME supervision

Pour foundation 5 7/10/2008 7/16/2008 $

3,000 Contractor under ME supervision

Install superstructure 7 7/17/2008 7/25/2008 57 $

5,000 Contractor under ME supervision

Install windows and entry 3 7/28/2008 7/30/2008 58 $

2,000 Contractor under ME supervision

Complete interior 3 7/31/2008 8/4/2008 59 $

3,000 Contractor under ME supervision

Install solar paneling 2 8/5/2008 8/6/2008 60 $

3,000 Contractor under ME supervision

Install electric 2 8/7/2008 8/8/2008 61 $

1,000 Contractor under ME supervision

Install water purification system 3 8/11/2008 8/13/2008 62

$ 3,000

Contractor under ME supervision

Install heating/cooling 2 8/14/2008 8/15/2008 63 $

2,000 Contractor under ME supervision

Site Cleanup 1 8/18/2008 8/18/2008 64 $

1,000 Contractor under ME supervision

Building/Fire inspection 1 8/19/2008 8/19/2008 65 $

500 Contractor under ME supervision

Build the workspace 73 7/10/2008 10/20/2008 40 $

323,000 Contractor under ME supervision

Pour Foundation 5 7/10/2008 7/16/2008 $

20,000 Contractor under ME supervision

Erect the steel 12 7/17/2008 8/1/2008 68 $

40,000 Contractor under ME supervision

Pour the concrete floors 8 8/4/2008 8/13/2008 69 $

15,000 Contractor under ME supervision

Install roofing 8 8/14/2008 8/25/2008 70 $

15,000 Contractor under ME supervision

Perform carpentry 13 8/26/2008 9/11/2008 71 $

45,000 Contractor under ME supervision

Perform masonry 13 8/26/2008 9/11/2008 71 $

35,000 Contractor under ME supervision

Install windows and closures 7 9/12/2008 9/22/2008 73

$ 50,000

Contractor under ME supervision

Complete plumbing 8 9/23/2008 10/2/2008 74 $

8,000 Contractor under ME supervision

Complete electrical 12 9/23/2008 10/8/2008 74 $

10,000 Contractor under ME supervision

Complete Heating and Cooling 12 9/23/2008 10/8/2008 74

$ 15,000

Contractor under ME supervision

94

Complete interior (Carpet, hardware, drywall, painting) 15 9/23/2008 10/13/2008 74

$ 65,000

Contractor under ME supervision

Site Cleanup 3 10/14/2008 10/16/2008 78 $

3,000 Contractor under ME supervision

Building/Fire inspection 2 10/17/2008 10/20/2008 79 $

2,000 Contractor under ME supervision

Build the ropes course 15 7/10/2008 7/30/2008 40 $

11,000 Contractor under ME supervision

Install structures 5 7/10/2008 7/16/2008 $

5,000 Contractor under ME supervision

Install ropes 3 7/17/2008 7/21/2008 82 $

2,000 Contractor under ME supervision

Install safety nets 4 7/22/2008 7/25/2008 83 $

3,000 Contractor under ME supervision

Inspect for safety 3 7/28/2008 7/30/2008 84 $

1,000 Contractor under ME supervision

Accept contractor work 8 10/21/2008 10/30/2008 67 $

8,000 FM

Inspect facilities 3 10/21/2008 10/23/2008 $

3,000 FM Ensure Green Building requirements have been met 3 10/21/2008 10/23/2008

$ 3,000 FM

Validate requirements have been met 3 10/24/2008 10/28/2008 88

$ 1,000 FM

Accept delivery of work accomplished 2 10/29/2008 10/30/2008 89

$ 1,000 FM

Establish Operations and Maintenance Plan 35 10/31/2008 12/18/2008 33

$ 17,500 FM SSM

Establish maintainence/sustainment plan 10 10/31/2008 11/13/2008

$ 5,000 FM SSM

Generate Logistics Plan 10 11/14/2008 11/27/2008 92 $

5,000 FM SSM Create contingency and emergency support plan 5 11/28/2008 12/4/2008 93

$ 2,500 FM SSM

Establish medical support plan 5 12/5/2008 12/11/2008 94

$ 2,500 SSM

Generate safety plan 5 12/12/2008 12/18/2008 95 $

2,500 SSM

Build the curriculum 65 10/31/2008 1/29/2009 86 $

345,000 CD

Determine methodology 5 10/31/2008 11/6/2008 $

5,000 CD Select areas of concentration 2 11/7/2008 11/10/2008 98

$ 2,000 CD

Lay Out content 3 11/11/2008 11/13/2008 99 $

3,000 CD Determine Staffing requirement 5 11/14/2008 11/20/2008 100

$ 5,000 CD SSM

Purchase instructional material 3 11/11/2008 11/13/2008 99

$ 50,000 CD, CA

Create course material 30 11/21/2008 1/1/2009 101 $

150,000 CD

Author multimedia content 10 1/2/2009 1/15/2009 103 $

100,000 CD

95

Develop evaluation materials 5 1/16/2009 1/22/2009 104

$ 5,000 CD

Configure classrooms 5 1/23/2009 1/29/2009 105 $

25,000 CD

Staff the program 75 11/14/2008 2/26/2009 100 $

292,000 CD SSM

Advertise for the positions 30 11/14/2008 12/25/2008 $

5,000 CD SSM

Recruit for special talent 20 11/14/2008 12/11/2008 $

10,000 CD SSM

Select candidates 5 12/12/2008 12/18/2008 109 $

2,000 CD

Interview Candidates 10 12/19/2008 1/1/2009 110 $

25,000 All

Make offers 10 1/2/2009 1/15/2009 111 $

50,000 CD

Train Staff 30 1/16/2009 2/26/2009 112 $

200,000 CD SSM

Prep for students 4 2/27/2009 3/4/2009 107 $

24,000 CD SSM

Prepare lodging 4 2/27/2009 3/4/2009 $

5,000 CD SSM

Set up ropes course 3 2/27/2009 3/3/2009 $

2,000 ME

Purchase consumables 3 2/27/2009 3/3/2009 $

15,000 CA

Prepare grounds 4 2/27/2009 3/4/2009 $

2,000 ME

WLI Kick-off Party 1 3/5/2009 3/5/2009 114 $

3,000 All

Project End Date 3/5/2009 $

2,167,000

96

Appendix M - QM003, Suggested Project Improvements

Document Purpose Throughout the NORCAL Project and on any project for WLI it will be important to capture and follow-up on suggestions for project and process improvement. This document outlines the Suggested Project Improvement system that will be implemented in the NORCAL Project and throughout the Wilderness Leadership Institute.

Essential Components of the SPI

Relevant Project Number A number that is associated and tracks back to the high level project plan and to any relevant Project Work Orders.

Person Making the Suggestion The SPI system will not be anonymous. This helps to keep suggestions constructive rather than just a place or way for people to vent.

Expected SPI Completion Date When the SPI is reviewed by the relevant management, an expected completion date will be assigned to it so that the completion of the improvement will be tracked and those assigned to completing it are held accountable

Expected Cost Also completed by the relevant manager approving the SPI. This field is also to include which budget the money will come from or which budget the savings will be accredited to.

Approval Signature Members of the executive team on the project are authorized to sign the SPIs. They may delegate this authority as necessary.

SPI Procedure.

Creation Anyone at any level in the organization or within any contractors on the project can submit an SPI though logging into the central project database system.

Storage and Maintenance The SPIs are stored electronically in the WLI NORCAL project database which is easily reportable and searchable. The executive team is responsible for maintaining progress on the SPIs and holding people accountable for completion of the SPIs.

97

NORCAL Project – Suggested Project Improvement

SPI Title Brief description of the improvement suggested

Project # Person Submitting the SPI Expected Completion Date

Details – Prints – Special Instructions or Requirements

Expected Cost & Budget

Approval Signature

98

Appendix N - QM022, WLI Quality Templates

Document Purpose This document shows the quality templates which have been developed for the NORCAL project.

Figure 7 Control Chart Template

Figure 8 Scatter Chart Template

99

Figure 9 Cause & Effect Diagram Template

100

Figure 10 Flow Charting Template

Figure 11 Pareto Chart Template