Project Management Plan

For HMR’s

New Garage
Version 1.0 draft 4

Prepared by: Morgan Lawler, Robert Madlener, & Herbert Lowe HMR

Copyright © 2011 by HMR

Project Management Plan for HMR’s New Garage

Page 1

Revision History
Name Date Reason for Changes Version

Morgan Lawler, Robert Madlener, Herbert Lowe Morgan Lawler, Robert Madlener, Herbert Lowe Robert Madlener Morgan Lawler, Robert Madlener, Herbert Lowe

March 7, 2013

Initial draft

1.0 draft 1

April 10, 2013

Second draft

1.0 draft 2

April 17, 2013 May 2, 2013

Third draft Fourth draft

1.0 draft 3 1.0 draft 4

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Project Management Plan for HMR’s New Garage

Page 2

Table of Contents
1. Overview ...................................................................................................................................4 1.1 1.2 1.3 1.4 Project Purpose, Objectives, and Success Criteria (Business Case) ......................... 4-5 Project Deliverables ..........................................................................................................6 References ..........................................................................................................................6 WBS Dictionary of Terms ................................................................................................6

2. Project Organization ...............................................................................................................7 2.1 Roles and Responsibilities .................................................................................................8 2.2 Project Team Contract .................................................................................................. 8-9 3. Managerial Process Plans......................................................................................................10 3.1 Initiating Phase.................................................................................................................10 3.1.1 Stakeholder Register .................................................................................................10 3.1.2 Stakeholder Management Plan ........................................................................... 10-11 3.1.3 Project Charter .................................................................................................... 11-12 3.1.4 Kick-off Meeting Agenda and Commitments..................................................... 12-13 3.2 Planning and Executing Plans ........................................................................................13 3.2.1 Scope Management Plan ...........................................................................................13 3.2.2 Time Management Plan ............................................................................................14 3.2.2.1 Sample Milestone List .................................................................................15 3.2.3 Cost Management Plan .............................................................................................16 3.2.3.1 Sample Cost Performance Baseline ............................................................17 3.2.4 Quality Management Plan.........................................................................................18 3.2.4.1 Sample Quality Metrics ...............................................................................19 3.2.5 Human Resource Management Plan .........................................................................19 3.2.5.1 Sample Staffing Management Plan .............................................................19 3.2.6 Communications Management Plan ................................................................... 20-21 3.2.7 Risk Management Plan ....................................................................................... 21-22 3.2.7.1 Sample Risk Register ..................................................................................23 3.2.8 Procurement Management Plan ................................................................................24 3.2.8.1 Sample Contract Statement of Work ..................................................... 24-25 3.3 Monitoring and Control Plans ........................................................................................25 3.3.1 Scope Management ...................................................................................................25 3.3.2 Time Management ....................................................................................................26 3.3.3 Cost Management .....................................................................................................26 3.3.4 Quality Management .................................................................................................27 3.3.5 Communications Management .................................................................................27 3.3.51 Sample Performance Report ................................................................... 27-28

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3.3.6 Risk Management .....................................................................................................29 3.3.7 Procurement Management ........................................................................................29 3.4 Project Close-Out Plans ..................................................................................................29 3.4.1 Administrative and Contract Closure Procedures .....................................................30 3.4.1.1 Sample Customer Acceptance/Project Completion Form ...........................30 3.4.1.2 Sample Final Project Report........................................................................31 3.4.2 Process Improvement/Lessons Learned Plan............................................................31 3.4.3 Document/Intellectual Capital Turn-over Procedures ..............................................33 3.4.4 Closing Project Procurement Procedures ..................................................................33 3.4.4.1 Sample Written Notice of a Closed Contract ..............................................34 4. Supplemental Project Documentation .................................................................................34 4.1 General Cost Estimate Breakdown Table .....................................................................34 4.2 MS Project WBS/Gantt Chart ........................................................................................34

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1.

Overview 1.1 Project Purpose, Objectives, and Success Criteria (Business Case)

1.0 Introduction/ Background HMR Automotive, currently located in Carbondale IL in our owner’s home garage. We currently employee two part-time employees not including the owner. We are looking to acquire a new location that will better suit ours and our customers need. We fear that if we do not make the change now it will continue to limit our productivity. 2.0 Business Objective HMRs business objective is to establish a new location to broaden our business and to better serve our customers. Our goal is to grow the company in both staff and customer base. With a new facility we will be able to handle the high volume of customers we have desired. 3.0 Current Situation and Problem/Opportunity Statement HMRs current situation is far from ideal; we are located in a two-car garage attached to our owner’s home. The problem is the lack of space and accessibility. We do not have enough parking spaces or working space. We also need to legitimize our company by establishing a more professional location. By relocating to a more professional setting we believe our customer base will expand and our current customers will be better served.

4.0 Critical Assumption and Constraints We are planning to convert an existing building to our particular needs. Money is our main constraint. With a limited budget for renovations we will need to find the right building, one that will have the required size and shape along with the right price. The move alone will take everyone’s effort and cooperation. The renovation of the new facility will require a small team of contractors that will need to work together to reach our ultimate goal. . 5.0 Analysis of Options and Recommendation HMR future is dependent on this move, which has limited our options. We have eliminated the option of building from the ground up. Our options now are in the future buildings integrity and location. They’re multiple buildings to choose from with varying locations and prices. Our most difficult choice will be what location will give us the most business. The buildings with the highest traffic flow are the most expensive. The buildings with less traffic are less expensive, but could cost as much in the long run with the increase in advertisement. The building with the more traffic will allow for a smaller advertisement budget. 6.0 Preliminary Project Requirements The main requirements of this project are as follows

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6.1 Locate a suitable facility that will allow for minimal renovation 6.2 Establish a team of professionals to carry out the renovation/conversion 6.3 Purchase and install new equipment 6.4 Transfer existing equipment and resources to new facility 7.0 Budget Estimate and Financial Analysis A preliminary estimate of costs for the entire project is $325,000. Most of the cost will go into the purchase of the building. Another great portion will go towards converting the building for the need of HMR. We estimate the building will cost $175,000 leaving us $150,000 for renovations and equipment. 8.0 Schedule Estimate HMR would like to see the entire project completed in 155 days. We HMR plan to be up and running on the 156th day, with new employees hired and promotions prepared for a grand opening. 9.0 Potential Risks There are several risks involved with this project. The greatest risk is our strict 155 day completion deadline. This does not leave much room for error. We do not have control over the shipping of our new equipment, which creates another risk factor. Any delay from one aspect of the project will directly affect the next. 10.0 Exhibits Exhibit A: Financial Analysis

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Project Management Plan for HMR’s New Garage

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1.2 Project Deliverables
Deliverable Microsoft project timeline and schedules Permits and approvals Lot survey and building blueprints Milestone list Recipients All Stakeholders All Stakeholders All Stakeholders All Stakeholders Delivery Date February 11, 2013 February 16, 2013 February 16, 2013 February 20, 2013 Delivery Method Hardcopy and email Hard copy and email Hard copy and email Hard copy and email Comments Contact project manager for more information Contact project manager for more information Contact project manager for more information Contact project manager for more information

1.3 References    North American Auto Equipment, LLC. Automotive Garage and Service Shop Equipment. http://www.naautoequipment.com/ OSHA. United States Department of Labor. Occupational Safety and Health Administration Schwalbe, Kathy. Revised an Introduction to Project Management, 3rd Ed. With Brief Guides to Microsoft Project and @task. Minneapolis: Kathy Schwalbe, LLC, 2010.

1.4 WBS Dictionary of Terms WBS Item Number: 3.2 WBS Item Name: Complete renovation Description: Involves demolition and construction of the interior of the facility. Includes heating and air, wiring, plumbing, drywall, and finishing. WBS Item Number: 3.3 WBS Item Name: Install equipment Description: first clean facility followed by completing all prep work for installation allowing time for equipment providers to install equipment. Installation completed by provider. WBS Item Number: 3.4 WBS Item Name: Hire technicians Description: includes complete process form applicant to employee. Includes application process, interviewing, and training WBS Item Number: 3.5.6 WBS Item Name: Marketing and Promoting Description: Includes hiring of marketing firm to complete promotions and grand opening ceremony.

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Project Management Plan for HMR’s New Garage

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2. Project Organizational Chart

Project Champion John Legier

Training Director Herbert Lowe

Project Manager Morgan D Lawler

Senior HR staff Robert Madlener
memer

City official John Smith

Supplier North American Auto Equipment

Equipment Installers

Sub Contractors

Communications Manager

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2.1 Roles and Responsibilities Name and Signature Morgan Lawler Role Project Manager Responsibility Manage all aspects of the project throughout its life Control the purchase, price, and delivery of the project Keep control of the team and manage team operations Over sees the projects operation from start to finish Supply the needed parts fully functioning and on time

Herbert Lowe

Supply Manager

Robert Madlener

Team Manager

John Legier North American Automotive Equipment 2.2 Team Contract Name Morgan Lawler Herbert Lowe Robert Madlener John Legier

Internal source Supplier

Date February 21, 2013 February 21, 2013 February 21, 2013 February 21, 2013

Code of Conduct: As a project team, we will:  Work proactively, anticipating potential problems and preventing their occurrence.  Keep other team members informed of information related to the project.  Focus on what is best for the entire project team. Participation: We will:  Be honest and open during all project activities.  Provide the opportunity for equal participation.  Be open to new approaches and consider new ideas.  Let the project manager know well in advance if a team member has to miss a meeting or may have trouble meeting a deadline for a given task.

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Communication: We will:  Keep discussions on track and have one discussion at a time.  Use the telephone, e-mail, a project Web site, instant messaging, and other technology to assist in communicating.  Have the project manager or designated person facilitate all meetings and arrange for phone and videoconferences, as needed.  Work together to create the project schedule and related information and enter actuals, issues, risks, and other information into our enterprise project management system.

Problem Solving: We will:  Only use constructive criticism and focus on solving problems, not blaming people.  Strive to build on each other’s ideas.  Bring in outside experts when necessary.

Meeting Guidelines: We will:  Plan to have a face-to-face meeting of the entire project team once a week.  Arrange for telephone or videoconferencing for participants as needed.  Hold other meetings as needed.  Develop and follow an agenda for all meetings.  Record meeting minutes and send them out via e-mail within 24 hours of all project meetings, focusing on decisions made and action items and issues from each meeting.

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3. Managerial Process Plans 3.1 Initiating Phase The initiating phase will be the first portion of the project. This section specifies plans that will provide a solid base for a successful end project and will utilize the management practices that will result in a successful project and an excellent customer relationship. 3.1.1 Stakeholder Register Name Position Internal/ External Morgan D Lawler Herbert Lowe Robert Madlener John Legier John Smith North American Auto Equipment
Project Manager/Sponsor Training Director Senior HR staff member Instructor City official External External Project Champion Code enforcer Jlegier@siu.edu Jsmith@cityofcarbonda le.com Supplier External supplier Naautoequipment.com Internal Internal Supply Manager Team Member hlowe@siu.edu rmadlener@siu.edu Internal Project manager morganlawler@siu.edu

Project Role

Contact Information

3.1.2 Stakeholder Management Plan Name Level of Interest Morgan Lawler
High

Level of Influence
High

Potential Management Strategies
Morgan is a high energy leader that has extensive experience in completing successful projects.

Herbert Lowe

High

High

Herbert has an Automotive degree from Southern Illinois University and has experience in shop design.

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Project Management Plan for HMR’s New Garage

Page 11 Robert has been a long time member of this company and is an asset to this project.

Robert Madlener

High

High

John Legier

High

High

John is very outgoing and visionary. Great traits for a project champion. He is concerned about financials and has a PHD. Keep him informed and ask for his advice as needed.

John Smith North American Auto Equipment

Medium

Medium

Johns is here to make sure codes are enforced.

High

High

NA Auto is a well-recognized automotive supplier. Our company can depend on them to keep us satisfied.

3.1.3 Project Charter Project Title: HMRs new garage Project Start Date: 12/11/2012 Budget Information: Projected Finish Date: 7/15/2013

Project Manager: Morgan Lawler, 217-415-4666, morganlawler@siu.edu Project Objectives: Purchase, Renovate/Customize, and move into a new 2,000 sqft facility. Increase customer base by 30% while increasing the annual income by 30%. Success Criteria: This project will be a success if we meet our project objectives within the first year. Achieving our move in by the 8 month deadline. And successfully begin operating business in the new facility on the grand opening in three months. Approach:  Locating and purchasing the new facility that fits our needs.  Contact renovation team/ Ensure supplies times and arrival  Acquire ASE master certified technicians.  Keeping strict quality and customer satisfaction standards.  Growing our customer base along with our relationships with our suppliers.

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Project Management Plan for HMR’s New Garage

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Roles and Responsibilities Name and Signature Morgan Lawler Herbert Lowe Robert Madlener John Legier NA Automotive Equipment Position Project Manager
Training Director Senior HR staff member

Role Project Manager Supply Manager Team Manager Internal source Supplier

Contact Information Morganlawler@siu.edu Hlowe@siu.edu Rmadlener@siu.edu Jlegier@siu.edu Naautoequipment.com

Project Champion Supplier

3.1.4 Kick-off Meeting Agenda and Commitments Meeting Objective: Get the project off to an effective start by introducing key stakeholders, reviewing project goals, and discussing future plans Agenda:  Introductions of attendees  Review of project background  Review of project-related documents (i.e. business case, project charter)  Discussion of project organizational structure  Discussion of project scope, time, and cost goals  Discussion of other important topics  List of action items from meeting Action Item Purchas of Building Obtain permits Contact suppliers Assigned To Morgan Lawler Herbert Lowe Robert Madlener Due Date One week Two weeks Two weeks

Date and time of next meeting: Next meeting will be held on site the day after purchase of building. 9:00am

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Commitment Expand and strengthen HMR’s New Garage operational capacity

Made By Morgan Lawler

Made To

Due Date

Comments

All 12/11/2012 Stakeholders

3.2 Planning and Executing Plans The following sections will identify planning and executing project parameters. All sections are subject to change to meet the goals of the project within the confines of the scope. 3.2.1 Scope Management Plan Project Justification: To expand business to a larger more suitable facility to increase sales and customer base. Product Characteristic and Requirements: Our new facility will serve our customers on four levels: Automotive Repair, Supply automotive parts, Customer Service, and Wheel Alignment. *Details below 1. Automotive Repair- Our new shop will have brand new state of the art vehicle lifts; the bay area will be large enough for commercial trucks. 2. Parts Supply- will consist of parts for our use and NOT for retail, and parts storage. 3. Customer Service- Shop will include waiting area for customers, and an area for receptions, and information tech equipment. 4. Wheel Alignment- Our shop will provide tire service unlike most other service shops. Product User Acceptance Criteria: Our company will strive for 80% satisfaction rate across all customer bases. Summary of Project Deliverables Team contract, project charter, project management plan, requirements management plan, scope statement, WBS, schedule, final project report.

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3.2.2 Time Management Plan 1. Initiating 1.1 Create Business Case 1.2 Identify Stakeholders 1.3 Develop Stakeholder Register 1.4 Hold Project Kickoff Meeting 1.5 Develop Preliminary Scope Statement 2. Planning 2.1 Project Integration Management 2.1.1 Create Team Contract 2.1.2 Develop Project Management Plan 2.2 Project Scope Management 2.2.1 Develop Scope Statement 2.2.2 Create WBS and WBS Dictionary 2.3 Project Time Management 2.4 Project Cost Management 2.5 Project Quality Management 2.6 Project Human Resource Management 2.7 Project Communications Management 2.8 Project Risk Management 2.9 Project Procurement Management 3. Executing 3.1 Purchase building 3.2 Demolition of Interior 3.3 Complete Renovation 3.3.1 Wiring 3.3.2 HVAC 3.3.3 Plumbing 3.3.4 Dry Wall 3.4 Installation of equipment 3.4.1 Locate parts producer 3.4.2 Finance Parts 3.4.3Set installation Date 3.4.4 Prep for installation of parts 3.4.5 Install Equipment 3.5 Hiring Technicians 3.5.1 Interview Techs 3.5.2 Choose Technicians 3.5.3 Train Technicians 3.6 Prepare emails, posters, memos, and other information 3.7 Plan and hold meetings 3.8 Prepare information for the corporate intranet 3.9 Communications regarding productivity improvements 3.10 Marketing and promotion 3.11 Closing
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3.2.2.1 Milestone List Milestone Purchased building Purchased Equipment Started Renovation Installed Equipment/Wiring Completed Renovation Hired Certified Techs Promotion / Marketing Completed Tech Training Prepared for GRAND OPEN OPENED Estimated Completion Date February 21, 2013 February 28, 2013 February 28, 2013 April 15, 2013 June 15, 2013 July 15, 2013 August 1, 2013 August 5, 2013 August 9, 2013 August 10, 2013

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3.2.3 Cost Management Plan Internal Labor 30 55 5 $/hour $ 100 $ 175 $ 100 Internal $ Total $ 3,000 $ 9,625 $ 500 96 45 32 24 40 5 4 $ 50 $ 100 $ $ 250 400 16 96 40 8 80 40 48 24 $ 100 $ 100 $ 125 $ 150 $ 300 $ 50 $ 4,000 $ 800 $ 10,000 $ 6,000 $ 14,400 $ 1,200 16 $ 150 $ 2,400 $ 8,500 $ 100 $ 100 $ 1,600 $ 9,600 $ 200 $ 200 $ 200 $ 125 $ 100 $19,200 $ $ $ $ 9,000 6,400 3,000 4,000 External Labor $/hour External $ Total Total Labor $ 3,000 $ 9,625 $ 500 $ 19,200 $ $ $ $ $ $ $ $ 9,000 6,400 3,000 4,000 250 400 1,600 9,600 Non-labor $ $ $ $ 175,000 Total Cost 3,000 9,625

WBS Categories 1. Initiating 2. Planning 3. Executing 3.1 Purchase building 3.2 Demolition of Interior 3.3 Complete Renovation 3.3.1 Wiring 3.3.2 HVAC 3.3.3 Plumbing 3.3.4 Dry Wall 3.4 Installation of equipment 3.4.1 Locate parts producer 3.4.2 Finance Parts 3.4.3 Set installation Date 3.4.4 Prep for installation of parts 3.4.5 Install Equipment 3.5 Hiring Technicians 3.5.1 Interview Techs 3.5.2 Choose Technicians 3.5.3 Train Technicians 3.6 Prepare deliverables 3.7 Plan and hold meetings 3.8 Communications regarding productivity improvements 3.9 Marketing and promotion 4. Closing Subtotal Reserves Total

$ 6,500

$ 175,500 $ 19,200 $ $ 9,000 $ 6,400 $ 3,000 $ 4,000 $ $ 250 $ 6,900 $ $ 1,600 9,600

$ 4,000 $ 800 $ 10,000 $ 6,000 $ 14,400 $ 1,200 $ 10,900 $ 295,375 29,537.5 $ 324,913

$ 339

50,175

$ 365 1,175

55,200

$

66,575

190,000

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Project Management Plan for HMR’s New Garage

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3.2.3.1

Cost Performance Baseline 1 2 3 4 Month 5 6 Total Cost

WBS Categories 1. Initiating 2. Planning 3. Executing 3.1 Purchase building 3.2 Demolition of interior 3.3 Complete renovation 3.4 Installation of equipment 3.5 Hiring/Training Technicians 3.6 Prepare deliverables 3.7 Plan and hold meetings 3.8 Communications regarding productivity improvements 3.9 Marketing and promotion 4. Closing Reserves* Total 1,000 2,400 3,000 6,500 175,500 9,600 3,125 9,600 1,000 2,400 15,000 6,000 1,000 2,400 200 1,000 2,400 200 12,500 1,400 5,850 10,300 1,000 2,400 200 - 10,900 15,350 24,800 $ $ $ 3,000 9,625 -

$ 175,500 $ 19,200 $ 22,400 $ 18,350 $ 14,800 $ 6,000

- 4,500 1,000 2,400 200

$ 14,400 $ 1,200

200 200 -

$ 10,900 $ $ 90,300 295,375

198,200 16,325 18,600 22,100

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3.2.4

Quality Management Plan

Introduction The main goal of this project is to establish a new state of the art facility for HMR automotive. The key topics will be; the renovation of the new facility, supplier management, project management, equipment installation, and hiring/training new staff. Quality Standards The standards that apply to this project are summarized as follows: 1. Equipment standards: All equipment and tools will be evaluated by supplier before installment. Equipment that fails quality control will be replaced. 2. Parts Supplier Standards: Main criteria used will be a supplier evaluation of past performance, cost, and quality parts used. Parts not meeting project standards will be rejected at contractor’s expense. 3. Communication Standards: All stakeholders will meet weekly to discuss project progress and delays. 4. Contractor Standards: Same standards as Parts Standards, the main criteria used to select a contractor will be an evaluation. Any deviations from project standards will be rejected. Metrics: measurement for quality performance. Several metrics apply to this project, and more may be developed as the project progresses. The project team will use a few key metrics as follows:  Time: this project must be completed in six months  Stakeholder Satisfaction: stakes holders must be 100% satisfied with the completed project to be considered a success.  Budget: the expenses of the project cannot exceed the allotted budget  Safety: the project must meet all OSHA safety requirements to prevent safety issues. Problem Reporting and Corrective Action Process Project plans will include clear roles and responsibilities for all stakeholders. The person responsible for an individual task should report problems to appropriate managers and work with them to determine and implement corrective actions. Major problems should be brought to the attention of the project manager, who should elevate problems that might affect project success, including meeting scope, time, cost, and quality goals, to the project steering committee and then the project sponsor. It is crucial to address problems as early as possible and develop several alternative solutions. Supplier Quality and Control The project manager will closely monitor work performed by suppliers, with assistance from our supplier management department. All contracts must clearly state quality standards, metrics, and safety requirements.

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3.2.4.1

Quality Metrics

The following quality metrics apply to this project: 1. Equipment standards: All surveying equipment and tools will be calibrated before use. Equipment that that fails quality control will be replaced. 2. Parts Supplier Standards: Main criteria used will be a supplier evaluation matrix of past performance, cost, and quality parts used. Parts not meeting project standards will be rejected at contractor’s expense. 3. Communication Standards: All stakeholders will meet weekly to discuss project progress and delays. 4. Contractor Standards: Same standards as Parts Standards, the main criteria used to select a contractor will be an evaluation matrix. Any deviations from project standards will be rejected. 3.2.5 Human Resource Management Plan

The following two sections will describe the staffing requirements and obligations within the project. 3.2.5.1 Staffing Management Plan

This project will require the following internal staff:  Project Manager (PM) (Morgan was assigned ¾ time) assist with quality standards.  Project team members (2. Herbert and Robert, will be assigned ½ time) to assist with equipment installation and construction during renovation.  OSHA member(1. ¼ time) to maintain safety standards Staff Assignments The project team will work through functional managers to assign individuals to the project. The project manager will interview potential candidates to determine suitability. If particular expertise is required for part of the project, the functional managers will plan to make experts available. Employees will be paid overtime if needed. Training, Rewards, and Reassignment Ideally, people assigned to this project will have appropriate experience or be willing to learn quickly on-the-job. The project team will do his or her best to provide a challenging and enjoyable work environment. Assignment to the project will not affect an individual’s salary, but the project team will write a performance evaluation and recommend appropriate rewards. If an individual is not performing as expected, the project team will work with him or her and the appropriate functional manager to determine whether corrections can be made or if reassignment is necessary.

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3.2.6 Communications Management Plan 1. Stakeholder Communications Requirements: Because this project involves many people from all over the company as well as outside suppliers, the project team will use surveys, interviews, checklists, and other tools and techniques to determine the communications requirements for various stakeholders. Suppliers will have specific communication needs to ensure that they are delivering the right parts and equipment and on time that will meet out company’s needs. Internal experts providing content will have communications needs related to providing useful information and products. 2. Communications Summary: The following table summarizes various stakeholders, communications required, the delivery method or format of the communications, who will produce the communications, and when it will be distributed or the frequency of distribution. All communications produced will be archived and available on the project website, as more communications items are defined, the will be added to the list.
Typical Communication Mechanism team meeting email face to face email email and change control tool videoconference

Type of Communication Status Report Schedule and Effort Tracking Report Project Review Risk Mitigation Status Requirement Changes Supplier Management Review

Communication Schedule every Friday weekly monthly as mitigation actions are completed as changes are approved at project life cycle gates

Who Initiates Project Manager Project Manager Project Manager responsible team member CCB Chair Program Manager

Recipient Project Team Program Manager Project Team Project Manager affected Project Participants Project Manager, Program Manager, Subcontract Manager

3. Guidelines  Make sure everyone understands your communications. Use common sense and understandable techniques to check comprehension. Do not overuse or misuse email or other technologies. Short meetings and phone calls will be a fast, effective way to communicate.  Prepare and post meeting times within 24 hours of a meeting.  Use checklists and organized scheduling formats, such as reviewing product requirements and conducting interviews.  All related communications and topics reviewed by the project manager. 4. Escalation Procedures for Resolving Issues Any issue that arising during the duration of the project should be resolved at the lowest level possible. When the issues cannot be resolved, affected parties should alert their immediate supervisors of the issues. If it is critical to the project or extremely timesensitive, the issue should be brought directly to the project manager. If the project

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manager cannot resolve an issue, he or she should bring it to the project steering committee or appropriate senior manager, as required. 5. Revision Procedures for this Document The project manager will approve any revisions to this plan. The revision number and date will be clearly marked at the top of the document.

3.2.7 Risk Management Plan 1. Methodology The project team will review data available from the Phase I project and past development projects with the contractor to assist in risk management planning. They will also review information related to external past projects similar to this one. The team will use several tools and techniques, including brainstorming, milestones, and risk-related checklists to assist in risk management. The team is also responsible for identification, assessment, and prioritization of risks with the effect of uncertainty on objectives, whether positive or negative followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. 2. Roles and Responsibilities The project manager will be responsible for leading the team and other stakeholders in performing risk-related activities. As detailed tasks and deliverables are determined, the project manager will delegate those tasks as appropriate. He will then focus on this as the main concern and attempt to reduce risk significantly by adhering to a policy of open communication, ensuring that project participants can voice their opinions and concerns. 3. Budget and Schedule As specific risk-related tasks and deliverables are determined, budget and schedule information will be provided. The graph below shows our High-level process flow for managing the scheduling and budget:

4. Risk Categories General categories and subcategories for risk on this project include: Supplier Risk: (This type of risk may occur when the supplier is involved in the development of the project. This risk occurs due to the uncertain or inadequate capability of supplier including wrong equipment, broken equipment, or late delivery.) Schedule Risk: (Project schedule may slip when project tasks and schedule release risks are not addressed properly. Schedule risks mainly effect on

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project and finally on company economy and may lead to project failure.) Budget Risk: (Wrong budget estimation or Project scope expansion leads to Budget / Cost Risk. This risk may lead to either a delay in the delivery of the project or sometimes even an incomplete closure of the project.) Operational Risk: (Risks of loss due to improper process implementation, failed system or some external events risks. Examples can be failure to address priority conflicts, insufficient resources, team member mishaps, equipment failure, or any operational failures.) Weather risks: (Any change in weather can result in a setback to the projects scheduling by shutting down project operations or delaying the supplier’s involvement with the project.) 5. Risk Probability and Impact Risk probability and impact will initially be estimated on a high, medium, or low based scale on expert advice. The team will determine the chances (probability) that each risk will occur and examine the effects of a risk on project objectives if the risk were to materialize. The usual project objectives we will be worried about are budget, quality, scheduling, and operations. If more advanced scoring is needed, the project team will determine an appropriate approach. 6. Risk Documentation All risk-related information will be summarized in a risk register. Detailed documentation will be available in a secure area on the project web site. It will include all recording, maintaining, reporting assessments, handling analysis and plans, and monitoring results.

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3.2.7.1 Risk Register
ID No. Rank Risk Description Category Root Cause Triggers Potential Responses Risk Owner Probability Impact Status

R1

1 Budget

R2

2 Schedule

exceeding budget requirements Team members keeping up with progression

Business

Contractor

unexpected expensive Tasks not being completed

Meet with contractor Group meeting

Project Manager Project Manager

Medium

High

Organizational

Planning

Medium

Medium

R3

3 Weather

Cannot work due to weather

Environmental

Poor working conditions Poor quality and bad calibration

R4

4 Supplier

R5

5 Operational

Equipment malfunctioning. Giving inconsistent readings and data Risks of loss due to improper process implementation

Technical

low and high pressure systems Errors in scheduling

Take the day off

Project Manager

High

Medium

Meet with supplier

Project Manager

High

High

Business

insufficient resources

unforeseen obstacles

Group meeting

Project Manager

Medium

Medium

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3.2.8 Procurement Management Plan Guidelines on Types of Contracts: To reduce contractor risk, contracts for HMR’s New Garage project should be fixed price as often as possible. When goods or services cannot be well defined, cost-reimbursable or time and material contracts may be used. The representative from the contracting department assigned to this project will work with the project manager to determine the appropriate contract type for each contract developed. Standard procurement documents or templates: Our contractor’s intranet site includes many sample documents and templates for project procurement. The project team will review these documents and templates and use them as often as possible. Guidelines for creating procurement documents: Our contractor’s intranet site provides guidelines for creating many procurement documents. HMR’s New Garage project team should review their current work breakdown structure and scope statement to provide the basis for contract work breakdown structures and statements of work. Roles and responsibilities: The project manager is the main contact for all procurement matters directly related to HMR’s New Garage project. The representative from the contracting department assigned to this project will coordinate with other staff in the contracting and legal departments, as needed.

3.2.8.1 Contract Statement of Work Scope of Work: HMR’s new garage is going to develop a successful new vehicle service shop and expand business to a larger more suitable facility to increase sales and customer base. Location of Work: The work will be performed on our site located in Southern Illinois. Period of Performance: Work is expected to begin on February 13 and end no later than August 13. The seller will prepare a detailed schedule for al work required, including dates for deliverables and meetings. After meeting with representatives from HMR’s New Garage to review and update the schedule, the seller will agree to the schedule for this work. Deliverables Schedule: HMR will prepare a detailed schedule for all the work required, including dates for all deliverables and meetings. The deliverables will remain constant throughout the life of the project. Applicable Standards: HMR will follow all state laws, regulations and standards and will be performed within the codes of the Southern Illinois area. Acceptance Criteria:

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All stakeholders will work closely with the project manager to clarify expectations and avoid problems in providing acceptable work. The project manager will also provide written acceptance and non-acceptance of all deliverables. Special Requirements: N/A 3.3 Monitoring and Control Plans The main monitoring and controlling tasks performed as part of our project integration management include monitoring and controlling the project work and performing integrated change control. These are crucial tasks that must be done well to ensure project success. The project team will continuously monitor project performance to assess the overall health of the project and identify areas that require special attention. 3.3.1 Scope Management

Deliverable Acceptance Form
Project Name: HMR’s New Garage Deliverable Name: HMR Project Manager: Morgan Lawler Project Sponsor: John Smith (We), the undersigned, acknowledge and accept delivery of the work completed for this deliverable on behalf of our organization. My (Our) signature(s) attest(s) to my (our) agreement that this deliverable has been completed. No further work should be done on this deliverable. If the deliverable is not acceptable, reasons are stated and corrective actions are described. Name Title Signature Date

1. Was this deliverable completed to your satisfaction? Yes No _____ 2. Please provide the main reasons for your satisfaction or dissatisfaction with this deliverable. 3. If the deliverable is not acceptable, describe in detail what additional work must be done to complete it.

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3.3.2 Time Management Indicators: Updates of the project will be given and tracked weekly. Color indicators will be used within all project management software and reports to help all stakeholders identify project performance. Green indicates on target, yellow: fair, and red: poor. Milestone completion: Planned and actual completion dates of milestones and evidence that work was actually completed will be closely monitored to ensure efficient project completion. Worker morale and discipline: If a problem arises that may impact the scope, schedule, budget, quality, or any other factor that can halt the completion of the project must be reported to the project manager. All stakeholders will be contacted and the issue will be corrected within the team’s authority. Reviews of work completed will be assessed and then determined to see if an earlier project completion date is available. Performance review meetings and tracking Gantt charts: Holding periodic performance review meetings with the project sponsor and stakeholders to make sure the project was meeting schedule and other goals. The Gantt chart will be reviewed to make sure all milestones and goals are getting completed. 3.3.3 Cost Management Cost Management will be monitored by project status performance reviews during biweekly meetings and all parties will be held accountable for their progress and performance. We will compare our actuals to our Cost Performance Baseline. Only appropriate project budget changes will be considered and key stakeholders will be informed of authorized changes before revising the cost baseline. The following documents will be closely followed and used to monitor and control the cost of the project:  Cost Performance Baseline  Performance Reports  Change Requests  Project Funding Requirements The following cost control tools and documents will be used to ensure cost accuracy and cost conformance to the project:  Work Performance Measurements  Budget Forecasts  Change Requests  Project Management Plan Updates  Project Document Updates Cost predictions from forecasting and variance analysis will be used to determine the degree of cost variance and determine if corrective action is needed.

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3.3.4 Quality Management Quality within the project will be monitored and controlled through the use of several tools and data analysis methods. These reports will be analyzed and applied to the project as needed. The following methods will be used to determine that the project scope is being met within our quality standards:  Cause and Effect Diagrams: Diagrams used to find the root cause of quality problems.  Control Charts: Graphical display of data that will illustrate results of related project processes over time.  Run Charts: Used to perform trend analysis to forecast future outcomes based on historical results of past projects.  Histograms: Bar graph of a distribution of variables displaying project characteristics and their frequencies within the project. 3.3.5 Communications Plan Communications within the project will be monitored and controlled through performance reports. The stakeholder communication requirements should be followed to ensure accurate and timely delivery of all communications. Stakeholders will be informed of how resources are being used to achieve project objectives. These will be analyzed by stakeholders at biweekly meetings. The following reports will be used:    Status Reports: Determines progress of project at current time. Progress Reports: Determines achievements during a period of time. Forecasts: Predict future project status and progress based on historical data and trends.

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3.3.5.1 Sample Performance Report

Progress Report

Project Name: Reporting Period: Work completed this reporting period:

Work to complete next reporting period:

What’s going well and why:

What’s not going well and why:

Suggestions/Issues:

Project changes:

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3.3.6 Risk Management Monitoring and controlling risk with the project will involve executing the risk management processes to respond to risk events. The entire project team must be alert to all risk potential. Resources will be redistributed to account for newly identified risks. The following tools and methods will be used in monitoring and controlling identified risks:        Risk Reassessment Risk Audits Variance and Trend Analysis Technical Performance Measurement Reserve Analysis Status Meetings Contingency Reserves

3.3.7 Procurement Management To ensure that HMR’s New Garage performance will meet the scope requirements of the project, the following methods will be used in administering procurements:    Procurement Performance Review Inspections and Audits Performance Reports: To ensure adequate change control and good contract administration, the following will be utilized: o Changes to any part of the project need to be reviewed, approved, and documented by the same people in the same way the original part of the plan was approved. Evaluation of any change should include an impact analysis. How will the change affect the scope, time, cost and quality of the service being provided? There must also be a baseline against which to compare and analysis changes. Changes must be documented in writing. Project team members should document all important meetings and telephone calls. Project Managers and their teams must stay closely involved with suppliers to make sure that their deliverables meet project needs and work in the environment. Backup plans will be used to justify procurement’s failure to produce the desired results.

   

3.4 Project Close-out Plans The following sections describe the actions that HMR’s New Garage will use to ensure an efficient closeout of the project. Staff reassignment, archiving of project materials, recording of metrics, holding a project retrospective, and preparation of the final report will be addressed.

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3.4.1 Administrative and Contract Closure Procedures All project documents and contracts will be verified to completeness by all stakeholders. Documents will be reviewed, analyzed, and verified by each team member and/or stakeholder at the final closeout meeting. Signature verifications will be obtained for all documents using the Customer Acceptance 3.4.1.1 Customer Acceptance/Project Completion Form
HMR’s New Garage Morgan Lawler

Project Name: Project Manager:

I (We), the undersigned, acknowledge and accept delivery of the work completed for this project on behalf of our organization. My (Our) signature(s) attest(s) to my (our) agreement that this project has been completed. No further work should be done on this project. Name Title Signature Date

1. Was this project completed to your satisfaction?

____ Yes

_____ No

2. Please provide the main reasons for your satisfaction or dissatisfaction with this project..

3. Please provide suggestions on how our organization could improve its project delivery capability in the future.

Thank you for your inputs.

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3.4.1.2 Final Project Report Project Objectives 1. Summary of Project Results 2. Original and Actual Scope 3. Original and Actual Schedule 4. Original and Actual Budget 6. Project Assessment 7. Transition Plan Attachments: A. Key Project Management Documentation  Business Case  Project Charter  Project Management Plan  Performance Reports B. Product-Related Documentation  Microsoft Project file  Land Surveys and Topography of Lots  Copies of Permits and Approvals  Bid Information  Schedules and Contractor and Subcontractor List 3.4.2 Process Improvement/Lessons Learned Plan

The process improvement plan that will be used for the project will involve improving a procedure or template based on lessons learned. The procedure will entail the following:  Thorough project analysis throughout the project to determine process improvements before the completion of the project.  Review of processes that caused problems or delays.  Determine Root Cause using Ishikawa’s fish-bone diagrams and other data analysis tools.  Review and change project approaches for anticipated risks to the project.  Monitor how new approaches are working, how they are affecting the time, scope, or budget of the project, and whether project needs are met.

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3.4.3

Document/Intellectual Capital Turn-over Procedures

Intellectual capital created during the life of the project will be copyright protected and distributed upon agreement from Saluki Consulting, as well as any affiliate within the project. The following chart describes sample documents:

Document Parts owner manual Building codes Blueprints Contracts Budget Reports

Template or Standard Standard Standard Standard Standard Standard Standard

Created By Supplier

Reviewed By Project Manager

Target Date Upon completion Upon completion Upon completion Upon completion Upon completion Upon completion

Distribution Project Manager Project Manager All stakeholders All stakeholders All stakeholders All stakeholders

City official Project Manager Architect HMR HMR HMR Project Manager Project Manager Project Manager Project Manager

Microsoft Project will be utilized to monitor the progress of the work completed at milestones. Gantt charts, Network Diagrams, and any pertinent schedules will be used to compare actual schedule performance to planned performance. Corrective action will be taken when there are deviations from the plan. Contingency buffers will be used and revised if actual performance falls behind estimates. Project performance will be closely monitored if funds are disbursed for the contingency plans. Schedules will be modified and updated weekly if needed to meet our timelines. Each project stakeholder is required to complete a sign-off of any changes to schedule or budget.

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3.4.4

Final Project Sign-off/Acceptance

The following Final Project Sign-Off form will be used when the project is completed and the owner is satisfied with the final product:

As described in our contract, this letter provides formal notice that the work for HMR’s New Garage perform has been completed. HMR’s New Garage has been developed and completed according to the project plan. Upon signing this document, I agree that all contracts within the project are complete and that there shall be no other work to complete. Upon signing I accept the final product and have paid all outstanding fees in full. Project Owner Date Project Manager Date

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3.4.4.1 Sample Contract Closure Notice

Contract Closure Notice
As described in our contract/service agreement (XXXXX-X), this letter provides formal notice that the work you were contracted to perform for HMR’s New Garage (the Buyer) has been completed. Payment is being processed based on __________________.
   By: Date: Morgan Lawler, Project Manager, HMR’s New Garage _________________

4. Supplemental Project Documentation 4.1 Cost Estimate Breakdown and Revisions See 3.2.3 for cost estimate breakdown 4.2 MS Project WBS See attachment “A”

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