Master’s in Project Management

Final Master’s Thesis: Aramark, Tu Dieta

Universidad Rey Juan Carlos (URJC)

EAE Business School

Group 16: Jessica Joy Opinaldo, Rim Youssefi, Virginia Martínez

Date: Friday, June 14, 2019

Profesora:

Mercedes Gómez

Madrid / Abril 2018

Executive Summary

It is proved that the food we eat reacts chemically with our blood type, and by choosing the right food
allows the stomach to digest and absorb the right nutrients that we need. Aramark has created a new
strategic business unit, to test a new concept of healthy restoration. We want to provide a catering
service to the private Hospital in Madrid called Hospital de Montepríncipe. The menus will be made
based on patients’ blood type with the intention that this will help in their recovery. In addition, the
hospital will be a pioneer in Spain within the health sector.

But this project will not be complete without the appropriate technology of blockchain. The era of
encrypted information, cyber contracts, security and agility is the future. For that reason, we will
implement it with the main objective of protecting patient information, expanding competitive
advantage and optimize operational processes with the cost savings that this entails.

The total cost of the 7 months’ project is 306.222,00€ that is expected to be recovered in only 7
months after its implementation. The risks of the project are very low considering the great experience
of Aramark in the catering sector and the professionalism of the assigned team. 19 people dedicated
100 per cent of their time to the project will be responsible for the execution of the milestones in time
and manner.

As a result, the hospital will be a pioneer in Spain offering patient’s menus according to their blood
type within the health sector and using the blockchain technology.

Está comprobado que los alimentos que comemos reaccionan químicamente con nuestro tipo de
sangre, y al elegir los alimentos correctos, el estómago puede digerir y absorber los nutrientes
adecuados que necesitamos. Aramark ha creado una nueva unidad de negocio estratégica, para probar
un nuevo concepto de restauración saludable. Queremos proporcionar un servicio de catering al
Hospital privado en Madrid llamado Hospital de Montepríncipe. Los menús se realizarán en función
del tipo de sangre de los pacientes con la intención de que esto ayude a su recuperación. Además, el
hospital será pionero en España dentro del sector sanitario.

Pero este proyecto no estará completo sin la tecnología adecuada de blockchain. La era de la
información cifrada, los contratos cibernéticos, la seguridad y la agilidad, es el futuro. Por ese motivo,
lo implementaremos con el objetivo principal de proteger la información del paciente, expandir la
ventaja competitiva y optimizar los procesos operativos con el ahorro de costes que esto conlleva.

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El coste total de este proyecto de 7 meses es de 306.222,00 € que se espera recuperar en tan solo 7
meses después de su implementación. Los riesgos del proyecto son muy bajos, teniendo en cuenta la
gran experiencia de Aramark en el sector de la restauración y la profesionalidad del equipo asignado.
19 personas dedicadas el 100% de su tiempo al proyecto serán responsables de la ejecución de los
hitos en el tiempo y forma.

Como resultado, el hospital será pionero en España ofreciendo menús según el tipo de sangre de los
pacientes dentro del sector de la salud y utilizando la tecnología blockchain

Keywords

Blockchain / Tecnología blockchain

Menu / La carta
Blood type / Tipo de sangre
Dieta / Dieta
Hospital / Hospital

Index

Executive Summary 1

Keywords 2

Index 2

Introduction 5

Project Charter 6

Business Case 8
Description of Aramark 8
Industry Structure: 9
SWOT Analysis 10
Competitor’s Analysis 10
Overall Strategy 11
Value 11
Vision 11
Mission 12
Culture 12
Identification and Analysis of Main Stakeholders 12

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 Diagnosis of AS-IS Model 13
Diagnosis of TO-BE Model (Future State) 14
SMART Objectives 15
Identification and Definition of High-level Requirements 16
Alternatives Analysis 17
Master Schedule 18
Risk Identification and Assessment 19
Qualitative Analysis of Risks 20
Master / Gross Budget 20
Project Budget 22
Free Cash Flow 23

Scope Management Plan 26

Controlling Scope 26
Identification of Requirements and Monitoring 27
Project Scope Statement 30
Traceability Matrix 32

Schedule Management Plan 35

Project Milestones 35
Activity List 36
Project Schedule 38

Cost Management Plan 39

Activities: Estimation of Cost 40
Project Budget 42
Control of Project Costs 43

Quality Management Plan 44

Policies and Standards 44
Roles and Responsibilities 46
Deliverables and Processes 48
Quality Assurance 49
Activities and Quality Control 50
Data Gathering, Interpretation and Decision Making 53
Data Gathering: Internal Quality Management Standards 54
Data Implementation and Decision Making 54
Data Gathering: External Quality Management Standards 55
Data Implementation and Decision Making 55
Management of Non-Conformities 56

Risk Management Plan 56

Project Risk Identification 57
Probability and Impact Analysis 59
Risk Response 59

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 Qualitative Analysis 61
Quantitative Analysis 61
Risk Follow-Up 61

Communication & Stakeholder Management Plan 62

Stakeholder Identification and Communication Formatting 62
Stakeholder Engagement Approach 63
Stakeholder Analysis Matrix 65
Communication Matrix 65
Monitoring and Control 67

Procurement Management Plan 69

Contractual Strategy 69
Make or Buy Analysis 71
Criteria for the selection of suppliers 71
Risks and Responses 72
Monitoring and Control 73
Restrictions and Assumptions 75
Procurement Matrix 75

Change Management Plan 76

Change Request Template 77
Roles and Responsibilities 77
Change Request Process 79
Process for assessing change request 81

Conclusion 82

Bibliography 83

Appendix 84
Appendix A - Food Service Survey Sample for Client Hospital de Montepríncipe 84
Appendix B - Nutrition Knowledge Test for Chefs and Dietitian 85
Appendix C - Reducing Waste Test 86
Appendix D - Menu Testing Sample on Hospital Patients (Consumer Experience) 86
Appendix E - Risk Management Plan Approval 88
Appendix F - Supplier Selection Criteria Chart 88
Appendix G - Change Request Template
Appendix H - Risk Matrix 9​3
Appendix I - Stakeholder Register 101

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Introduction

Our project team realized that there is a gap within the catering industry where no catering company
produces meals based on blood type. We understood this as an opportunity to further educate others
on reasons to incorporate and introduce foods into one’s diet to ensure that they have the most optimal
health. Since we are located in Madrid, Spain, we decided to implement our new service to the city of
Madrid and be innovators in the catering industry. Our client Hospital de Montepríncipe was chosen
since they do not have a large capacity and are under the hospital group called HM Hospitales. Our
rationale for choosing Hospital de Montepríncipe, was that in the future, we will be able to implement
blockchain and our menu creation into the hospitals across spain through the hospital group. It is
known that being healthy and making the right choices every day to optimize your health is important,
and we thought that using this project idea towards patients at hospitals will benefit the most for this
pilot project.

Aramark serves in the catering and food industry and has been present in the European market since
1972 (“History | About Us”, n.d.). The company decided to expand its business in the Spanish market
through taking advantage of the service sector, liberalization, openness to foreign investments and
easy regulatory processes. With the opportunity to expand its business in the healthcare sector and
create a new competitive concept relating to food consumption, made specifically for a person’s blood
type. The chemical reaction of the food we eat to different blood types can have different effects on an
individual’s body since specific blood types carry variou​s ​components (“Blood Basics,” n.d., “para.
1). Choosing the specific foods based on your blood allows the stomach to digest efficiently, leading
to a healthier life. Aramark recently launched a strategic business unit in Madrid, Spain, called
Aramark, Tu Dieta. This strategic business unit is set to test a fresh idea and new concept of healthy
restoration based on individual’s blood type, that is based on personalization.

Aramark’s strategic business unit provides a catering service to the healthcare private sector. Our
organization has decided to start our services within Hospital de Montepríncipe for the purpose of
offering menus designed to fit patients’ four blood types (A - AB - O - B) to better nourish and heal
them. We will then use blockchain technology as a tool to store hospital patients confidential data
which will be used as a reference for the menu creation.

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In this report, we will demonstrate the need for blockchain and menu creation within the catering and
healthcare sectors, outline the company’s background and objectives, identify the project management
plan and supporting project plans to ensure that our project will be executed in a timely manner, while
meeting budget and requirement goals.

Project Charter

The project charter outlined below provides information on roles, responsibilities, project objectives,
main stakeholders. This project charter will serve as a reference point for all future plans that will be
created.

Project Charter

Project Name Tu Dieta, Madrid

Project Description A strategic business unit of Aramark, called ‘Aramark, Tu Dieta, is set to
test a new concept of healthy restoration based on client’s blood type. A
personalized diet system specially designed based on blood type.

Project Scope Scope of the project can be divided into two phases to include the
development of blockchain and the second phase will include the
implementation of blockchain, the supply to hospitals with food and
devise menu options

Project Manager Rim Youssefi, Virginia Martinez Novillo and Jessica Joy Opinaldo

Project Sponsor Aramark Spain President, Pablo Alcalá

Expected Goals Deliverables Project Stakeholders

Operations and Hospitality: Patients of Hospital de MontePríncipe Madrid

● Rim Youssefi, Project Manager Pablo Alcalá, President of Aramark Spain
○ 2 Main Chefs Dr. Juan Abarca Cidón, President, HM
○ Nutritionist Hospitales
○ 9 Staff Members Javier Reguera, Control & New Projects, HM
Finance: Hospitales
● Virginia Martinez Novillo, Financial Rafael Beltrán, Financial Management &

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 Manager Corporate Development, HM Hospitales
Informational Technology: Rim Youssefi, PM of Operations & Hospitality
● Jessica Joy Opinaldo, Project Manager of Aramark Madrid
○ Business Analyst Virginia Martinez Novillo, Project Finance
○ Developer Manager of Aramark Madrid
○ 2 Testers Jessica Joy Opinaldo, IT Project Manager of
Aramark Madrid

Project Milestones Assumptions, Constraints, Risks

Date Description Assumptions:

08/01/2019 Project Initiation: Project must abide to project schedule due to

Project Idea Approved promised date of implementation of blockchain
technology and blood-type based menu creation
08/02/2019 Planning Phase: All
Constraints:
resources planned and
Depending on the season, some food items will
ready for action
be cheaper
30/04/2019 Execution: Phase 1 Hospital de MontePríncipe has a fully equipped

Execution: Phase 2 kitchen to meet the needs of Aramark - Tu

10/06/2019
Dieta, Madrid’s staff members
18/06/2019 Monitoring and
We have Hospital de MontePríncipe’s consent
Controlling:
for patient information
Project Closure
Risks:
18/06/2019 Closing Phase: Breach of patient information, food
Delivery contamination, non-functioning blockchain,
death from allergies/food

Project Schedule

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 Project Sponsor Project Team Member

Project Manager Project Team Member

Date Date

Business Case
Our project team has identified the purpose of the business case and our justification for implementing
such a project, along with the identification of risks, estimated cost of development, business benefits
and savings to be gained.

Description of Aramark

Aramark is a customer service based business that provides food, facilities and uniforms to various
organizations across the world. The organization is leading in educational institutions, destinations,
cultural attractions and municipalities across 19 countries around the world (“History | About Us”,
n.d.).

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Aramark started a small vending service in 1936 to become a global corporation today. With 270,00
highly qualified employees delivering excellent catering services, all involved to serve more than two
billion meals to customers to ensure that they provide them with the best quality health inspired
menus (“History | About Us”, n.d.). . Aramark found itself to be one of the best catering services food
industries, which provides personalized menus using high quality resources. However the lack of a
standardized ordering process makes it hard for them to keep up with the huge amount of demand and
may sometimes affect the quality of the staff work, as they are available during the whole year 24/7
(“History | About Us”, n.d.).

Industry Structure:

Spain has registered significant geographical differences across regions, health care areas and
hospitals when it comes to efficiency, access, quality and safety variability. The country has scored an
8.5 percent in GDP, which is a relatively low level of expenditure, but in overall the Spanish people
are obtaining quite a good value for money (Begona Abadia-Taira, M. ​et. al., ​2010).

According to the World Health Care Organization (WHO), the health care in Spain is in complete
transition, aiming in providing a better quality, reliability and sustainability in the following areas:
● Patients health status
● Financial access and equity
● Safety and quality of life
● Users satisfaction

Furthermore, people in Spain are finding the importance of remaining healthy, and are constantly
changing their eating habits, striving for efficient diets and wellness programs. Below is a mapped
distribution of the percentages of blood types in Spain (Marian, 2019):

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SWOT Analysis

In order to identify the problem facing Aramark, we have conducted an internal and external analysis
to identify Aramark’s strengths, weaknesses, opportunities and threats to identify a strategy that will
create a unique and competitive value to the market in which they are operating in. the figure below
shows the SWOT matrix used in identifying Aramark‘s positive and negative points:

Strengths: Weakness:
● High skilled and motivated staff ● Not enough investments in new
● Investment in training and learning technologies
programs ● No new innovative programs or health
● Strong brand image and portfolio programs created
● Strong relationship with its
communities
● Product innovation
● Strong distribution network

Threats:
● New trends in customer behaviours
● New markets are emerging within the
catering sector
● Increase in customer spending
Opportunities:
● Liabilities laws in different countries
● New technologies developing in other
countries
● Creating new educational programs are
other health initiatives

Competitor’s Analysis

In order to identify Aramark’s performance in the market we made an analysis relying on the most
relevant factors that gives value to the company for its market share In this analysis we have
considered the annual revenue of three companies within the same sector, the number of employees,
the number of countries they serve in which we have collected from Aramark website and 2 other
main competitors websites illustrated in the table below:

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This information is important for us since it describes the annual revenue within three important
organizations that provide similar services that Aramark provides to its consumers. It is clear that
Aramark produces the most annual revenue against the two other organizations, Eurest Services and
Mallorea Catering. Although Aramark is a larger company (based on the number of employees), they
have better reach to its consumers since they reach a large audience in 19 different countries.

Overall Strategy

The ability to attract more external events allows our project team to create a strategic business unit
from Aramark and to implement a new strategy to compliment what exists within the organization.
This new strategic business unit is called Aramark, Tu Dieta and our strategy will be based on the fact
of having separated objectives from the company to take out a niche of their global target and
separated from the usual service process, making the menu standardized for the customer and the
industry. After conducting a research on new technologies development we have decided to invest
money in developing a private blockchain, which will allow us to access the information needed in
less time and in an efficient way, avoiding bottlenecks that could occur during the communication will
exchanging delicate information between two entities, a secure and effective way to process data
needed for the project implementation. Taking advantage of the new trend of blood type nutrition we
have decided to work together within the healthcare sector using the blockchain strategic plan to
create personalized menus to the Monte Príncipe hospital patients according to their blood type while
considering special cases where we may face some allergies and diseases that will completely drive us
to personalize the menus twice.

Value

Aramark, Tu Dieta provides a diet to the private healthcare sector throughout a high quality catering
service. We hand in hand with hospitals design a personalized menu for each individual’s blood type.
We commit to provide the best quality of service for our clients while prioritizing our client’s well
being.

Vision

We will continue to ensure to hire and train our staff with the skills and attitude to ensure we provide
you the best quality life. We are committed to create an enriching and nourishing ritual for
communities to make healthier choices.

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Mission

● Combine the healthcare sector and restoration interests

● Offer an innovative catering service different from the usual
● Increase patient health and satisfaction throughout service excellent
● Optimize restoration operations and improve efficiencies
● Create menus that meets the organization’s needs and grow patients’ satisfaction

Culture

● Our high qualified staff is committed to provide the best quality meals for our patients
● We share the same interest of our customers, patients well being every person’s life and
health matters
● We should all eat right for our type

Identification and Analysis of Main Stakeholders

Name and Position Influence Interest Action to be made

The patients of the hospital must be kept

Patients of Hospital de satisfied as they are the end users of the
Low Medium
MontePríncipe Madrid service being provided by Aramark, Tu
Dieta

The president of Aramark Spain must be

Pablo Alcalá, President of kept informed and kept satisfied to ensure
High Medium
Aramark Spain requirements and objectives are met
throughout the project lifecycle.

The president of HM Hospitals must be

Dr. Juan Abarca Cidón, kept informed of decisions made regarding
High High
President of HM Hospitales the technology created by Aramark, Tu
Dieta, as well as, any legalities.

Javier Reguera, Control and The head of control and new projects of
New Projects of HM High High HM Hospitals must be kept informed and
Hospitals managed closely as his role needs to be

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 informed of any new requirements and the
process of the project

The head of financial management and

Rafael Beltrán, Financial
corporate development of HM Hospitals
Management and Corporate
High High must be kept informed and kept satisfied to
Development of HM
ensure that the finances provided by the
Hospitals
hospitals is budgeted accordingly

The project manager of operations and

Rim Youssefi, Project
hospitality of Aramark Madrid must be
Manager of Operations and
Medium High kept informed and managed closely as this
Hospitality of Aramark
role is overseeing the project from the
Madrid
operations perspective and in its entirety.

The project financial manager of Aramark

Virginia Martinez Novillo,
Project Financial Manager of
Aramark Madrid
Madrid must be kept informed and
managed closely as this role is overseeing
Medium High the financials during the project lifecycle.
This role needs to be informed of all
decisions to requirements and schedule to
determine if the project cost is affected

The IT project manager of Aramark

Jessica Joy Opinaldo, IT
Project Manager of Aramark
Madrid
Madrid must be kept informed and
managed closely as this role is overseeing
Medium High
the blockchain aspect of the project and
must ensure there are not ongoing issues
with testing, development and deployment

Diagnosis of AS-IS Model

The process flow below coordinates with the current state of the Hospital de Monte Príncipe in
Madrid. Currently, if the patient is admitted to the hospital, a nurse inputs the patients information
into the hospital’s database, such as, patient name, description of issue, allergies, blood type and
allergies. Once the patient has surgery or an operation, they will receive a meal based on what the
hospital provides to its patients. If the patient is able to physically eat, a nurse will provide the patient
with the meal of the day, which includes breakfast, lunch, a snack and dinner.

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Diagnosis of TO-BE Model (Future State)

In the future, Tu Dieta in Madrid will be able to provide patients with more food options according to
their blood type (allergies and dietary constraints are also a factor). Once the patient is admitted into
the hospital, their information, such as patient name, patient room, dietary constraints, blood type,
description of issue will be documented into the hospital’s blockchain which will be stored by Tu
Dieta Madrid. The head chef at the hospital (employed by Tu Dieta Madrid), will receive this
information and formulate a specific menu catering towards the patients blood type.

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SMART Objectives

By using the SMART objectives model, Tu Dieta will be able to reflect the importance of efficacy and
feedback.

As a subsidiary of Aramark, we are extending the company’s food services to

experience a different type of menu created based on the person’s blood type. The
importance of changing a person’s lifestyle to better their health through critical
Specific
factors such as catering towards blood type will allow a person to have the most
optimal health. Tu Dieta, Madrid is working with one hospital in Madrid to
evaluate the usefulness within the health sector.

The hospital and Tu Dieta will evaluate and assess the progress throughout the
Measurable project lifecycle in order to ensure timelines, budget and scope are met. Timelines
will be assessed through reflecting back on the project schedule management plan;

15
 the budget will be overseen by the financial manager and project cost management
plan and the scope will be assessed through the project scope management plan.
The reflection of these documents will ensure that Tu Dieta will implement in a
timely and effective manner with no error.

Our goal will be fulfilled through the resources provided by the hospital, such as
the kitchen, kitchen supplies and food delivery. Aramark will provide kitchen staff
and food supply to the hospital based on the needs of the patient information
Achievable
(blood type, allergies and dietary restrictions. Each project manager has a specific
role (Operations, Finance and IT) to ensure that each responsibility is fulfilled in
their respective department

Currently, it is in trend to be the most healthy. Optimizing your health through

catering your diet towards your blood type is not a popular trend at the moment.
Once Aramark implements this project, people all over Spain and eventually
Relevant globally will understand the relevance of considering your blood type and your
diet in the way you live. Once Tu Dieta in Madrid is successful, Aramark will
implement this new catering service, along with educational programs
internationally.

With this plan, project planning, execution and implementation will last six
Time-bound
months, with a contingency of eight months.

Identification and Definition of High-level Requirements

Number Requirement Priority Department

Tu Dieta, Madrid must comply with Spain’s and

Legal, Regulatory and
the European Union Food and Agricultural
1 High Compliance,
Important Regulations and legislations on food
Operations
quality protection

Tu Dieta, Madrid must create menus specifically

2 High Operations
based on each blood type (A, B, AB and O+/-

Tu Dieta, Madrid must provide food, health and

3 safety training to all staff involved in the new High Operations
project

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 Tu Dieta, Madrid and Hospital de Monte Príncipe
Madrid must ensure staff have proper training to
4 High Operations, Vendor
its staff on the new project and the importance of
this new change

Tu Dieta, Madrid must provide the Hospital de

Monte Príncipe Madrid with the blockchain
technology to store patient information and to Information
5 High
provide kitchen staff with how many meals to Technology (IT)
make for the day based on the patient’s blood type
and other factors

Alternatives Analysis

The following alternative options have been considered to address the business problem. These
alternatives were not selected for a number of reasons which are explained below:

No Project Reasons for Not Selecting Alternative

Patients at the hospital will not be provided
with meals based on their blood type to
optimize their health
● Same meals for breakfast, lunch, snack and
dinner for each patient
● Education on healthy lifestyle change
would not be imposed to patients
● No partnership with hospitals of Madrid

Alternative Option Reasons for Not Selecting Alternative

Outsourcing a vendor supplier for the ● Significantly higher cost

blockchain technology ● If there is an issue with blockchain, Tu
Dieta would have to consult with the
vendor, rather than fixing the problem in
house
● Expertise exists in house
● Vendor is not familiar with Aramark’s
requirements

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Master Schedule

The following are the major project milestones identified at this time. As the project planning moves
forward and the schedule is developed, the milestones and their target completion dates will be
modified, adjusted, and finalized as necessary to establish the baseline schedule.

Milestones/Deliverables Description Target Date

Preliminary description of roles and responsibilities

Project Charter that outlines the project objectives, main stakeholders 10/12/2018
and defines authority

Business Case Project proposal 14/12/2018

Ensure project charter, business case, project schedule

plan, project cost management plan and scope
Project Plan Review and management plan are aligned. Stakeholders and
03/01/2019
Completion working team must be informed that the project has
started and ensure that the working team understands
all expectations and outcomes

Once project plan review and completion are

complete, kick-off meeting commences to ensure all
Kick-Off 06/01/2019
stakeholders questions are answered and to ensure
working team is aware of each high-level requirement

● Devise and implement training and

communication for personnel on Health and
Safety procedures
● Creation of blockchain technology within the
Phase I 08/01/2019
hospital using existing hospital data
● Add new Blood Type record type in testing
and development

Phase I Completion Phase I to be completed 08/04/2019

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 ● Implement the blockchain technology
Supply hospital with food and kitchen staff
Phase II 09/04/2019
● Devise menu options

Phase II Completion Phase II to be completed 09/06/2019

● Lessons learned
● Create project closeout and client closeout
Closeout/Project
tracker 10/06/2019
Completion
● Create final report

Risk Identification and Assessment

Our assessment of the risks of the project are the possible threats within the project that could totally
or partially impede the development of the project. Three risks have been identified within the project
each one with a different nature. The enumeration and definition are below:

● Food Contamination: The daily treatment of food within the product life cycle has the risk of
contamination, either because the product arrives in poor condition to the kitchen, or because
the treatment of the food is not adequate. Both cases are not very likely to happen since the
processes of quality control are very strict within the company and by the Spanish regulations
as well. However, the impact could be very high taking into account that the catering is
serving sick patients.
● Blockchain not functioning: Since the main tool of the product life cycle is Blockchain
technology and it is one of the objectives within the project, we have taken into consideration
the possibility of malfunction of it.
● Breach of patient information / data: Despite the fact that blockchain technology is, by
definition, impossible to encrypt, we have taken into account the possible filtering of patient
information as a threat.

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Qualitative Analysis of Risks

The two tables show the categories, probability, impact on the project and final quantification of the
risks as threats. This qualitative analysis assesses the priority of the risks within the project and the
nature of them:

As is shown in the second table, the most important risk would be if the Blockchain is not possible to
implement. Also, it will affect to the project scope, timing, cost and quality and therefore this is the
main task that the project management team should take into account. The contingency plan if this
happens would be to maintain the existing technology of the hospital. But we must not forget a risk
that although it is not very probable, it has a high impact. The food contamination could lead in the
death of a patient and the repercussions would be very serious for the firm. The contingency plan for
this is to take out an insurance. The rest of the risks are medium or low in terms of priority but also
should be mentioned.

Master / Gross Budget

This project has a very clear distribution into three types of costs: labour force, blockchain
implementation and material such as uniforms for the kitchen staff.

Enterprise environmental factors that may affect the development of the project could be external such
as an increase labour force cost because of an increase in taxes, exchange rates change and inflation
but are not included on the budget. In relation to the labour cost, we have divided into three groups
based on the WBS. The labour cost includes not only the salary with paid vacation, but also the taxes
that the company will have to face. The cost of implementing blockchain will be developed by one
Business Analyst, one Developer and two testers. This team will report to Jessica Joy directly and it is
expected to last the first four months with a full-time contract.

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The team of chefs consists of two chefs and one nutritionist. The contract is a full time during the last
two months of the project. This is followed by the staff team which is composed of nine members
who will be hired the month number six within the project and with a part time contract. The objective
during that month is basically to training them. All of them have an hour rate of 6,25€ (cost for the
company). This figure is understood as “training concept” and not as the final salary of the employees,
so it is expected that once the service begins, after the phase of this project, the salary increase will be
20% and the cost for the company will be 25% higher approximately. The last labour force taking into
consideration is the Project Management team formed by tree Jessica Joy Opinaldo, Rim Youssefi and
Virginia Martínez Novillo with a junior category and this cost includes the relocation and subsistence.
The organizational structure will look like this:

For the salary quantifications we have taking into account the following grades with the according
salaries (company cost):

Employee Category Salary €/h

Manager A 36.00

Business A. B 30.00
Developer B 30.00
Tester C 25.00
Chef D 20.00
Nutritionist D 20.00
Staff E 16.00

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According to the table and adding the uniforms for the kitchen employees the result of the work
package cost estimate is 134,740.00€.

The contingency reserve considered is 15% over the work package. We consider it a fair percentage
taking into account that six months project of a new service implementation.

Also, a management reserve has to be accounted with a 5 percent, therefore, the total budget for the
whole project is 162,216.00€. Taking into account that is a pioneer service within the company and
Aramark has millions of dollars profit every year, this amount is not high at all. If it works, the spread
of this service in different countries will give Aramark a new segmentation customer.

Project Budget

WBS Task Units Hrs Rate Budget

Subtotal 18,280.00 €
1.2 Initiation 3 80 36.00 € 8,640.00
1.3 Planning 3 80 36.00 € 8,640.00
Purchase of data protection
1.3.8 insurance 1 1,000.00 € 1,000.00

Subtotal 239,360.00 €
1.4.1 Blockchain Execution:
Manager 3 640 36.00 € 69,120.00
Business A. 1 640 30.00 € 19,200.00
Developer 1 640 30.00 € 19,200.00
Tester 2 640 25.00 € 32,000.00
1.4.2 Menus creation Execution:
Manager 3 320 36.00 € 34,560.00
Chef 2 320 20.00 € 12,800.00
Nutritionist 1 320 20.00 € 6,400.00
Staff 9 320 16.00 € 46,080.00

Subtotal 8,640.00 €
1.6 Closing 3.0 80 36.00 € 8,640.00

WORK PACKAGE COST ESTIMATES 266,280.00 €

Contingency Reserve 10.0% 26,628.00 €

22
 COST BASELINE 292,908.00 €

Management Reserve 5.0% 13,314.00 €

PROJECT BUDGET 306,222.00 €

Free Cash Flow

Our project team measured how much revenue would be generated for account for capital
expenditures:

Above is the free cash flow graph that represents the total cost, income and profits. In order to
determine the free cash flow, we had to determine the cost of each menu per blood type:

23
 Operations unitary cost per day

Blood Type
Menu
A+,A- AB 0 B Total
Breakfast 1.80 4.50 3.90 3.00 13.20
Lunch 3.90 9.75 8.45 6.50 28.60
Snack 1.50 3.75 3.25 2.50 11.00
Dinner 3.90 9.75 8.45 6.50 28.60
Total 11.10 27.75 24.05 18.50 81.40

Total operations cost per blood type per day (n=200)

Blood Type
Menu
A+,A- AB 0 B Total
3,633.4
TOTAL 932.40 166.50 2,164.50 370.00 0
POPULATION
0.42 0.03 0.45 0.10 1.00
DISTRIBUTION

Operations unitary income per day

Blood Type
Menu
A+,A- AB 0 B Total
Breakfast 5.40 13.50 11.70 9.00 39.60

Lunch 11.70 29.25 25.35 19.50 85.80

Snack 4.50 11.25 9.75 7.50 33.00

Dinner 11.70 29.25 25.35 19.50 85.80
Total 33.30 83.25 72.15 55.50 244.20

24
 Blood Type
Menu
A+,A- AB 0 B Total
Total 2,797.20 499.50 6,493.50 1,110.00 10,900.20
POPULATION
0.42 0.03 0.45 0.10 1
DISTRIBUTION

Operations unitary profit per day

Blood Type
Menu
A+,A- AB 0 B Total
Breakfast 3.60 9.00 7.80 6.00 26.40
Lunch 7.80 19.50 16.90 13.00 57.20
Snack 3.00 7.50 6.50 5.00 22.00
Dinner 7.80 19.50 16.90 13.00 57.20
Total 22.20 55.50 48.10 37.00 162.80

Operations unitary Margin (%)

Blood Type
Menu
A+,A- AB 0 B Total
Breakfast 300% 300% 300% 300%
Lunch 300% 300% 300% 300%
Snack 300% 300% 300% 300%
Dinner 300% 300% 300% 300%
Total 300%

25
The above charts determines the operations unitary cost, income, profit and profit margins according
to each meal of the day (breakfast, lunch, snack and dinner) per each blood type (A, B, AB and O).

Scope Management Plan

Our scope management plan outlines and ensure that the project requirements are created and are
successfully completed. The processes defined in the plan are to be verified and tested throughout the
project lifecycle.

During the planning phase of scope management, documents pertaining to defining the scope such as
the project scope statement, requirements traceability matrix and project charter, clearly define what is
in-scope for the project lifecycle. Specific work performed to deliver the blockchain technology and
menu creation for our client, MontePríncipe in Madrid will be reflected in the project charter. As
project managers, we will be able to plan the scope through having the initial meeting with our client
to understand the gaps within MontePríncipe Hospital and what Aramark Spain can offer.

● Project Charter: our project charter defines the project’s purpose of Aramark head office
creating a strategic business unit (SBU) called Aramark, Tu Dieta in Madrid, Spain to test a
new concept of healthy restoration based on the patient’s blood type at the hospital of
MontePríncipe. The personalized diet system will specifically designed based on blood type
through our new blockchain system to be implemented into the hospital.
● Quality Management Plan: our project scope will be managed under the influence of Aramark
and MontePríncipe quality policies, methodologies and standards. As project managers, we
will ensure that our scope coincides with the principles of our organization, as well as our
client to ensure there is no scope creep or defects we may face in the future.
● Enterprise Environmental Factors and Organizational Process Assets: during our scope
planning phase, our organization has considered the marketplace conditions, policies and
procedures and historical information regarding similar projects that have been performed in
the past.

Controlling Scope

During the planning phase of scope management, documents pertaining to defining the scope such as
the project scope statement, requirements traceability matrix and project charter, clearly define what is
in-scope for the project lifecycle. Specific work performed to deliver the blockchain technology and
menu creation for our client, MontePríncipe in Madrid will be reflected in the project charter. As

26
project managers, we will be able to plan the scope through having the initial meeting with our client
to understand the gaps within MontePríncipe Hospital and what Aramark Spain can offer.

● Project Charter: our project charter defines the project’s purpose of Aramark head office
creating a strategic business unit (SBU) called Aramark, Tu Dieta in Madrid, Spain to test a
new concept of healthy restoration based on the patient’s blood type at the hospital of
MontePríncipe. The personalized diet system will specifically designed based on blood type
through our new blockchain system to be implemented into the hospital.
● Quality Management Plan: our project scope will be managed under the influence of Aramark
and MontePríncipe quality policies, methodologies and standards. As project managers, we
will ensure that our scope coincides with the principles of our organization, as well as our
client to ensure there is no scope creep or defects we may face in the future.
● Enterprise Environmental Factors and Organizational Process Assets: during our scope
planning phase, our organization has considered the marketplace conditions, policies and
procedures and historical information regarding similar projects that have been performed in
the past.

Identification of Requirements and Monitoring

According to the requirements traceability matrix, we have developed a way to monitor that the
process and requirements are occurring as expected. We have to observe, verify, audit and document
the project life-cycle.

Requirement
Audits to
Name and Frequency Acceptance Criteria
perform
Description

Blockchain Tester experts are The two testers ● User is able to input record
implementation responsible of will audit the types into blockchain
supervising the work performed ● A list of blocks with a
implementation in the middle of timestamp are created
on time and the ● User restrictions are enabled
manner implementation and participant and validator
and at the end of access is restricted, unless
it authorized
Twice

27
Data protection The project Before Unauthorized users are unable to
regulation administrator and blockchain participate or access blocks
against data the IT project implementation User restrictions are enabled
breaches within manager will Once
internal or audit the
external sources fulfillment of
data protection
according to the
law
Nurse training The training will After blockchain Nurses are able to input record types
for blockchain consist of a final implementation into blockchain
use testing where the Once
nurses will
perform a real
simulation of the
breakfast, lunch,
snack and dinner
menus
Comply with The administrator Right after 100% of regulations have to be
Spain’s and EU manager will menus creation performed
review the
regulations in
Aramark Spain
food and
standards and
agriculture policies and legal
industries regulations
regarding
food quality
protection

28
Monitor and The administrator Before a Users are able to complete deliverable
control cost, manager will payment is either sheet and each project manager is
human review the cost pay or receive. responsible for submitting to Person in
resources, checklist Every week Charge every 2 weeks
schedule and IT PM and (Fridays) Project Cost Estimate Checklist has
budget Operations PM been approved
are responsible Project Milestones Checklist has been
for the approved
scheduling of the
staff. They will
report that the
scheduling have
been
accomplished
correctly and the
PM administrator
will check the
budget and report
all to Aramark
CEO Spain
Demand the The food order fulfill everyday Users are able to receive food supply
food needed for template has to before 20.00 Food inventory matches the amount of
creating the be done by the food provided from Aramark to
menus Operations PM MontePríncipe
with food for the
next day
The chefs and The menus will Satisfaction Users are able to identify each
dietician create be audited by the survey test after blood-type diet is matched with the
menus designed patients with a delivery of the correct food types
depending on final survey of menus calendar
each blood type satisfaction
chemical
component

29
Testing and One testing with Once after the Users are able to identify each
tasting menus on the four meals of menus are blood-type diet is matched with the
people with the the day with created correct food types
4 blood types people of the four
(Staff) different blood
type from the
hospital
Staff training Random audits Once after menu Users are able to download the menus
and involvement from Operations creation and types from the blockchain system
in the process PM with during 1 week. And also are able to be provided with
inspections Inspections for list of specifics
auditing the right on patient information, such as,
perform every 2 blood-type, patient name and so on
weeks
Chefs and Random audits Every 2 weeks Users are able to provide meals to
kitchen staff are from Operations approx. patients through Supply Inventory
able to perform PM with Checklist and according to the menu
work in the inspections calendar provided
hospital kitchen

Project Scope Statement

Project Scope Statement

Project Name Tu Dieta, Madrid

Project Sponsor Pablo Acalá Project V. Martinez, J. Opinaldo, R.

Manager Youssefi

Date of Project DDMMYYYY Last Revision DDMMYYYY

Approval Date

30
Scope Description In-Scope

● Replacing existing hospital system with blockchain technology

● Creating menus for patients based on the following:
● Blood Type
● Allergies
● Diet Restrictions
● Disease Type
● Patient Name and Room number
● Food supply to create proper menus daily
● Abide to food, health and safety training
● Training programs to MontePríncipe and Aramark Staff

Out-of-Scope

● Providing kitchen appliances to MontePríncipe

● Implementing blockchain technology in HM Hospitals Centros
Sanitarios in Madrid
● Implementing blood-type based menus for HM Hospitals Centros
Sanitarios in Madrid

Project Deliverables Blockchain technology

● Planning
● Requirements Elicitation
● Creation/Prototyping
● Testing
● Implementation
● Staff Training

Operations

● Supplying MontePríncipe with food supply

● Food inventory
● Blood-type based menu creation and options
● Meal testing on staff and external sources
● Implementation of blood-type based menu creation and options

31
 ● Staff Training

Acceptance Criteria The project will be accepted when it is agreed by the working team, project
sponsor, Hospital de Montepríncipe representative that the deliverables
within the project meets their needs and the deliverables are approved.

The project will also be considered a success if Hospital MontePríncipe in

Madrid’s satisfaction criteria (with the launch of the blockchain technology
and blood-type based menu) is:

● Delivered on time and within budget

● How well it helped MontePríncipe with its daily operations
● How reliable and available the blockchain technology is to its staff
● How secure the blockchain technology is
● How useful the blood-type based menu creation is for
MontePríncipe’s patients

Constraints ● Project must abide to project schedule due to promised date of

implementation of blockchain technology and blood-type based
menu creation

Assumptions ● Depending on the season, some food items will be cheaper

● Hospital de Montepríncipe has a fully equipped kitchen to meet the
needs of Aramark - Tu Dieta, Madrid’s staff members
● We have MontePríncpe’s consent for patient information

Traceability Matrix

Project Name Tu Dieta, Madrid Date Friday, January 18, 2019

Project Number 20191701 Document Number RTM0001

Project R.Youssefi, V.Martinez & Project Owner/Client Pablo Alcalá

Manager J.Opinaldo

32
 Person in Requirement Name
Date Rec'd Source Acceptance Criteria
charge and Description

• User is able to input record types

into blockchain • A list of blocks
Information with a timestamp are created
Blockchain
08/01/2019 Technology J.Opinaldo • User restrictions are enabled and
implementation
(IT) participant and
validator access is restricted, unless
authorized

Data protection
Information regulation against data • Unauthorized users are unable to
Ongoing;
Technology J.Opinaldo breaches within participate or access blocks
weekly
(IT) internal or external • User restrictions are enabled
sources

• User is able to input record types

Provide the hospital
Information into blockchain • User restrictions
with the technology in
08/05/2019 Technology J.Opinaldo are enables and participant and
order to store patients’
(IT) validator access is restricted, unless
information
authorized

Information
08/05/2019 to Nurse training for • Users are able to input record types
Technology J.Opinaldo
17/05/2019 blockchain use into blockchain
(IT)

Legal Comply with Spain’s

Regulatory and EU regulations in • Users are able to complete Quality
08/05/2019 and V.Martinez food and agriculture Checklist and Food Quality
compliance, industries regarding Protection meetings
Operations food quality protection

• Users are able to complete

Project Monitor and control deliverable sheet and each project
08/01/2019 to
administratio V.Martinez Cost and human manager is responsible for
08/06/2019
n resources submitting to Person in Charge every
2 weeks

33
 • Project Cost Estimate Checklist has
Project
08/01/2019 to Ensure budget and been approved
administratio V.Martinez
08/06/2019 schedule are met • Project Milestones Checklist has
n
been approved

• Users are able to receive food

supply
Daily starting Demand the food
• Food inventory matches the amount
from Operations R.Youssefi needed for creating the
of food
08/05/2019 menus
provided from Aramark to
MontePríncipe

The chefs and dietician

create menus designed • Users are able to identify each
08/05/2019 to
Operations R.Youssefi depending on each blood-type diet is matched with the
08/06/2019
blood type chemical correct food types
component

● Users are able to input

record types into blockchain

Staff training and ● Users are able to be provided

08/06/2019 To
Operations R.Youssefi involvement in the with a list of specifics on
22/06/2019
process patient information, such as,
blood-type, patient name and
more

Testing and tasting

• Users are able to identify each
menus on people with
22/06/2019 Operations R.Youssefi blood-type diet is matched with the
the 4 blood types
correct food types
(Staff)

• End-users (patients) are able to be

Protected mealtime provided with cooked dishes to
08/07/2019 Operations R.Youssefi
schedule patients in specific MontePríncipe
meal times

34
 Chefs and kitchen staff
• Users are able to provide meals to
are able to perform
08/07/2019 Operations R.Youssefi patients through Supply Inventory
work in the hospital
Checklist
kitchen

J.Opinaldo • Users are able to submit Quality

Closing
22/07/2019 V.Martinez Reports Management Forms and Lessons
phase
R.Youssefi Learned into Project SharePoint

Schedule Management Plan

After identifying the project lifecycle of a seven month duration, we have identified a start and end
date for each activity and milestone to ensure our timeline is met at the agreed date. In the schedule
management plan, we have used Microsoft Project, a software used to manage projects and develop
plans. We have assigned the project resources to existing tasks throughout what we will monitor and
control through the project lifecycle.

Project Milestones

In the table below, all milestones are described in its phase and what is the target date for each:

Phase: Milestone Description Target Date

Initiation: Project Preliminary description of roles and responsibilities that 09/09/2019

Approval outlines the project objectives, main stakeholders and
defines authority. All documentation completed:

● Business Case
● Project Charter
● Licenses

Planning: Kick-Off Once project plan review and completion are complete, 09/10/2019
Meeting kick-off meeting commences to ensure all stakeholders
questions are answered

35
Execution: Deliver Ensure that requirements elicitation, requirements 17/01/2020
blockchain to Hospital approval, programming and coding and testing have been
de MontePríncipe completed

Execution: Deliver Ensure that chefs and hospitality staff are trained on health 17/02/2020
menus to patients at and safety and that menus have been tested on selected
Hospital de patients for approval
MontePríncipe

Monitoring and Ensure that during this milestone that both blockchain and 20/02/2020
Controlling: Testing menu testing have been completed
Completed

Closeout: Deliver Final ● Lessons learned 28/02/2020

Report ● Create project closeout and client closeout tracker
● Create final report

Activity List

WBS ID Phase Activities

1.2 Initiation 1.2.1 Business Case

1.2.2 Project Charter
1.2.3 Project Scope Statement
1.2.4 Sponsor Identification
1.2.5 Project Approval

1.3 Planning 1.3.1 Scope management plan

1.3.2 Cost plan
1.3.3 Review alignment of imitation documents, cost and scope
management plan
1.3.4 Sign contract with suppliers
1.3.5 Sign contract with Hospital de Montepríncipe
1.3.6 Sign contract with nurses for blockchain
1.3.7 Sign contract with hospital’s patient
1.3.8 Purchase insurance for data protection

36
1.4 Execution 1.4.1 Blockchain
1.4.1.1 Communicate expectations and predicted outcomes
1.4.1.2 Requirements elicitations
1.4.1.3 Requirements Approval
1.4.1.4 Programming and codifying
1.4.1.5 Add report type
1.4.1.6 Password protection and data encryption
1.4.1.7 Add hospital data into technology
1.4.1.8 Deliver to Hospital de Montepríncipe
1.4.1.9 Nurse training
1.4.1.10 Validate nurse knowledge
1.4.1.11 Provide specific nurses with blockchain authorization

1.4.2 Menu Creation

1.4.2.1 Receive patients data
1.4.2.2 Brainstorm menu types
1.4.2.3 Order food from suppliers
1.4.2.4 Prepare monthly menu calendar
1.4.2.5 Deliver menus
1.4.2.6 Staff training

1.5 Monitoring and 1.5.1 Testing blockchain

Controlling 1.5.2 Testing menus on a sample of patients
1.5.3 Testing completed
1.5.4 Lessons Learned Register

1.6 Closing 1.6.1 Closeout/Documentation

1.6.2 Final Report Delivery
1.6.3 Lessons Learned
1.6.4 Project closeout and client closeout

37
Project Schedule

Target
Phase Activities Start Date Completion
Date

Planning ● Purchase insurance for data protection 10/09/2019 09/10/2019

● Prepare schedule, cost and scope
management plans
● Review the alignment of:
● Project Charter
● Business Case
● Project Scope Plan
● Cost Plan
● Scope Management Plan

Execution Blockchain 10/10/2019 29/02/2020

● Inform and communicate expectations and

predicted outcomes to stakeholders, team
and project sponsor
● Requirement Elicitation
● Requirements Approval
● Programming and codifying
● Add record types (patient name, blood
type, etc.)
● Password protection and data encryption
● Adding hospital data to blockchain
technology
● Deliver blockchain to Hospital de
Montepríncipe
● Provide training programs to nurses to
understand blockchain and its use in the
hospital
● Validate nurses knowledge on blockchain

38
 ● Provide specific nurses blockchain
authorization

Menu Creation 20/01/2020 21/02/2020

● Receive patients blood type percentages for

each blood type
● Brainstorm menu types based on patient
information
● Order food based on each blood type
percentage
● Prepare monthly menu calendars with
meals for the four blood types
● Deliver the menus
● Staff training

Monitoring ● Testing blockchain 20/01/2020 21/02/2020

and ● Testing menus on a sample of patients
Controlling ● Testing completed
● Lessons Learned Register

Closing ● Closeout/Documentation 24/02/2020 28/02/2020

● Lessons Learned
● Project closeout and client closeout
● Final Report Delivery

Cost Management Plan

In the cost management plan, our project team highlights the activities within the project scope, as
well as the cost of each activity during each phase. The importance of the project budget will allow
our project team to continue estimating and identifying the cost of risks and to finally define the total
budget of the project. Moreover, to ensure the best monitoring and controlling of the project budget
we have calculated a cost baseline of our business performance taking into account the possibility of
lack of money, and unidentified work or risks.

39
Activities: Estimation of Cost

WBS ID Phase Activities Cost

1.2 Initiation 1.2.1 Business Case Not applicable

1.2.2 Project Charter
1.2.3 Project Scope Statement
1.2.4 Sponsor Identification
1.2.5 Project Approval

1.3 Planning 1.3.1 Scope management plan 19.008,00€

1.3.2 Cost plan
1.3.3 Review alignment of imitation
documents, cost and scope
management plan
1.3.4 Sign contract with suppliers
1.3.5 Sign contract with Hospital de
Montepríncipe
1.3.6 Sign contract with nurses for
blockchain
1.3.7 Sign contract with hospital’s
patient
1.3.8 Purchase insurance for data
protection

1.4 Execution 1.4.1 Blockchain 139.520,00€

1.4.1.1 Communicate expectations and
predicted outcomes
1.4.1.2 Requirements elicitations
1.4.1.3 Requirements Approval
1.4.1.4 Programming and codifying
1.4.1.5 Add report type
1.4.1.6 Password protection and data
encryption
1.4.1.7 Add hospital data into
technology

40
 1.4.1.8 Deliver to Hospital de
Montepríncipe
1.4.1.9 Nurse training
1.4.1.10 Validate nurse knowledge
1.4.1.11 Provide specific nurses with
blockchain authorization

1.4.2 Menu Creation 53.184,00€

1.4.2.1 Receive patients data
1.4.2.2 Brainstorm menu types
1.4.2.3 Order food from suppliers
1.4.2.4 Prepare monthly menu
calendar
1.4.2.5 Deliver menus
1.4.2.6 Staff training

1.5 Monitoring and 1.5.1 Testing blockchain 11.040,00€

Controlling 1.5.2 Testing menus on a sample of
patients
1.5.3 Testing completed
1.5.4 Lessons Learned Register

1.6 Closing 1.6.1 Closeout/Documentation 10.368,00€

1.6.2 Final Report Delivery
1.6.3 Lessons Learned
1.6.4 Project closeout and client
closeout

Identification of Risk Costs

There are external environmental factors that may affect the development of this project, such as:

● An increase in labour force cost (i.e. an increase in taxes)

● Change in exchange rates
● Inflation

The contingency reserve for the entire project is 10 percent of the project budget: 26.268,00€. This
percentage takes into account for a new service to be implemented after six months. Also, the

41
contingency reserve will be used if a potential risk arises. A management reserve of 5 percent has also
been added to the budget: ​13.314,00€. These percentages have been calculated from a qualitative
analysis of the possible risks of the project as a whole and according to the size of the project, the
budget, the duration and the resource list.

Project Budget

The total project budget totals 306.222,00€ with a project cost baseline 292.908,00€ as outlined
below:

WBS Task Units Hrs Rate Budget

Subtotal 18,280.00 €
1.2 Initiation 3 80 36.00 € 8,640.00
1.3 Planning 3 80 36.00 € 8,640.00
Purchase of data protection
1.3.8 insurance 1 1,000.00 € 1,000.00

Subtotal 239,360.00 €
1.4.1 Blockchain Execution:
Manager 3 640 36.00 € 69,120.00
Business A. 1 640 30.00 € 19,200.00
Developer 1 640 30.00 € 19,200.00
Tester 2 640 25.00 € 32,000.00
1.4.2 Menus creation Execution:
Manager 3 320 36.00 € 34,560.00
Chef 2 320 20.00 € 12,800.00
Nutritionist 1 320 20.00 € 6,400.00
Staff 9 320 16.00 € 46,080.00

Subtotal 8,640.00 €
1.6 Closing 3.0 80 36.00 € 8,640.00

WORK PACKAGE COST ESTIMATES 266,280.00 €

10.0
Contingency Reserve % 26,628.00 €

COST BASELINE 292,908.00 €

42
 5.0
Management Reserve % 13,314.00 €

PROJECT BUDGET 306,222.00 €

Control of Project Costs

Throughout the project lifecycle, project cost control is put in place to ensure that the budget meets
each phase in accordance to the above project budget. The project cost control will be monitored after
each milestone. The table below describes how the project budget will be controlled:

Milestone Document Type Who is Frequency

Responsible?

Project Approval ● Milestone Checklist: to

ensure that the milestone
and its activities within
Kick-Off
each phase have been
Meeting
met and did not go over The project manager must
Blockchain fill out this report
budget
Delivery bi-weekly and after each
● Budgeting Checklist: to
Menu Delivery ensure that the total cost Project Manager milestone the final analysis

for each phase is either of each checklist will be

on or below budget submitted to Project

Testing
Sponsor
Completion

Final Report
Delivery

43
Quality Management Plan

In the quality management plan, our project team has developed a list of objectives and requirements
needed to ensure the best quality service and monitoring initiatives. We have defined a set of policies
and standards that are considered crucial to the growth of Aramark’s business and success. We are
committed to achieve excellence through food quality and service to meet customers’ expectations.
We use the following international standard for quality codes:
● Our Quality Management system, accredited to ISO 9001:2001
● OHSAS 18001:2007 (occupational safety and health)
● Our continued commitment and ongoing improvement of Quality system
● Insurance of service responsiveness, courtesy and on time delivrance to fulfill and satisfy our
clients’ needs
You will find below a more detailed plan on who is taking the decision of managing quality, when and
how the quality will be ensured within our company’s activities; and the roles and responsibilities of
the main managers of quality insurance.

Policies and Standards

The table below describes the policies and standards that Aramark, Tu Dieta sets out in order to
achieve the highest quality of our food and services:

Food, Food Safety Aramark guarantees food safety and full compliance by respecting the
& Regulations European Union and Spain food and regulation standards with full
transparency

People & Society Aramark strives to ensure and enhance preference and consistency to delight
individuals and families by valuing what they value and by offering products
and services that always meet or exceed their expectations

Environment At Aramark, we strive to continuously improve our food, environmental and

workplace safety standards, practices and programs

44
Employees ● Aramark strives to engage all our employees with commitment across
our value chain and at all levels of our organization to build the Tu
Dieta mindset
● At Aramark we adhere to regularly training our people on their
important responsibilities to main a safe and healthy workplace and
service environment
● Aramark ensures that every employee has the right to question any
job that causes concern about their personal safety of others and the
environment

Defects Aramark strives for zero defects and little to no waste by constantly looking
for opportunity to improve the inventory process of food supply and
continuously improving the approach to deliver in a competitive way

Quality Management ● At Aramark, we ensure that our processes, services and products go
through an extensive inspection regularly
● Aramark must provide employees with food safety and sanitation
training and are ServeSafe certified
● Aramark ensures that we are in accordance to the ISO 9001:2001
standard
● Aramark strives to meet the international requirement OHSAS
18001:2007 (occupational safety and health)

Suppliers At Aramark we ensure that our purchasing is through authorized suppliers

that contributes to the safety of the food we serve and the facilities we operate

Documentation At Aramark, Tu Dieta, we collaborate using GoogleDrive:

● We ensure that our documentation are saved under specific and

separate folders for each deliverable in chronological order by the
dates that they are delivered
● New documents that are uploaded, removed or deleted, each team
member must inform other group members via email or WhatsApp
● All group members accountable
● Always have original forms available; when in use, duplicate the
form and edit the work in the duplicated version

45
 ● When using any information or template from a website, references
must be added to the document

Roles and Responsibilities

Once the Quality Management Plan (QMP) is defined by the three project managers (PM):
● PM Administrator (V.Martínez)
● Operations Manager (R.Youssefi)
● Informational Technology Manager (J.Opinaldo)

It will be signed and approved by Aramark Spain President, Pablo Alcalá, as sponsor of the project.

In this manner, each PM is responsible in first place of the quality assurance of their tasks and as
Administrator, V.Martinez is in charge of collecting, saving and auditing that all the standards and
quality policies are being accomplished.

Also, Administration PM will arrange the surveys after deliverables as part of the quality control.
These surveys and testing will be taken into account and reviewed by CEO Spain and if necessary for
Aramark headquarters possible inspection.

Who? Role Quality Responsibility

Pablo Alcalá Sponsor Quality management plan Approval

Virginia Martinez Project Manager Direct feedback with Aramark head office
Communication and reporting to the sponsor
Quality management plan creation and
responsible
Quality management plan and control & audit
Direct supervision to the managers

Jessica Joy Opinaldo IT Manager Collect the documents, checklists and templates
included in the quality management plan
Keep and file documents for possible audits,
meetings and inspections
Team Supervisor

46
Rim Youssefi Operations Manager Collect the documents, checklists and templates
included in the quality management plan
Keep and file documents for possible audits,
meetings and inspections
Team Supervisor

The following table outlines who is responsible in each quality stage (creation, assurance and control),
who is responsible and when these stages are monitored:

Quality Creation

When? Planning Phase Planning Phase

Who? PM Administrator - V.Martinez Aramark Spain President - P. Alcalá

Operations PM - R. Youssefi
Information Technology PM -
J.Opinaldo

What? Quality Management Plan (QMP) to Review and approves QMP with his
be signed by every member of the signature as per the Compliance Agreement
team as per the Compliance
Agreement

Quality Assurance

When? Execution Phase Monitoring Phase

Who? Operations PM - R. Youssefi PM Administrator - V.Martinez

Information Technology PM -
J.Opinaldo

What? Each PM must supervise their teams Collect documents, checklists and
according to the Policies and templates, including the QMP.
Standards of Aramark and the QMP All documents are to be saved for potential
audits, meetings and inspections

Quality Control

47
When? Post-Implementation

Who? PM Administrator - V.Martinez

Operations PM - R. Youssefi
Information Technology PM - J.Opinaldo

What? Aramark will collect all documents, checklists and templates, including the
QMP and create a lessons learned based on the previously stated documents

Deliverables and Processes

Managing quality will ensure the patient satisfaction and therefore, Hospital de MontePríncipe project
acceptance.

We have defined the key deliverables that have priority over the rest. We have selected them from the
WBS because the quality has to be hardly controlled, monitored and inspected and they are part of the
critical path within the project life-cycle. Also they might need to be improved at the certain point.
Change request is the basic tool for suggesting not only improvements, but also any issue that some
members of the project might find. With those conditions, we have developed the following table:

WBS Code -
Process of Controlling
Deliverable

The Blockchain implementation process will be monitored from the

beginning until the end directly by the IT PM. Milestones checklist and
scheduling checklist filled in will be sent to administrator PM every Friday
who will inspect them every Monday and safe them if everything is ok. If not,
1.4.1 Blockchain
a meeting will be arranged within three days later to discuss and solve the
implementation
lags. If something very unusual happened that might affect the
timing/budgeting or scope of the project, the administration PM will transfer
a detailed email to Ceo Spain straight away who will take the measures that
he considers appropriate.

1.4.1.9 Nurse This training will be done directly by the IT PM. The entire data collection
training process will be explained. After they will try themselves once each

48
 The chefs and dietitian will report the progress of the menu creation
1.4.2 Menu creation providing the calendar for each blood type every week within the four weeks
of this phase

1.4.2.3 Supply The Operations PM will define the daily food order template that will be sent
chain to Aramark Spain for next day delivery.

1.4.2.6 Staff The chefs will lead the training for the 9 staff of the kitchen. Once it is done,
training the Operations PM will test the training once.

Quality Assurance

The quality assurance comprises those activities that monitor and verify that the processes used to
manage and create the deliverables are followed and are effective. The basic tools to manage quality
within the project and the frequency to do so are the following:

Tool Type Description Frequency

Meeting Meeting arrangement will take place for the project Every two weeks
performance. Led by the project manager and
followed by the managers

A meeting including the sponsor

Every manager with their team will have team Once a month
meetings putting common ideas, issues and
questions
Weekly

Reporting The project manager will ensure that all Weekly

documents/templates created for controlling are
subject to periodic review and reported from the
teams with the KPI’s selected

Training Competence development of personnel through When needed

training based on an approved training schedule

49
 Training will be identified and linked to job
description

Documentation Every member of the teams who create a document Continuously;

File for project, has to storage it according to the periodically
criteria elected in the quality management plan to
make retrieval easy

Testing The two main deliverables of the project When needed

(Blockchain and menus) will be tested before they
get delivered

Survey The patients tested will also receive a survey of the Once
service and the menu before delivering it

Checklist The food delivery template has to be fulfilled Daily

through a checklist

We have defined the key deliverables that have priority over the rest. We have selected them from the
WBS because the quality has to be hardly controlled, monitored and inspected and they are part of the
critical path within the project life-cycle. Also they might need to be improved at the certain point.

Activities and Quality Control

The following Deliverables Chart below contains information regarding the audits to perform, the
frequency, the acceptance criteria and the quality control (Y/N).

Deliverable
Quality
Name and Audits to Perform Frequency Acceptance Criteria
Control
Description

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 User is able to input record
The two testers
Tester experts are types into blockchain
will audit the
responsible of A list of blocks with a YES
work performed in
Blockchain supervising the timestamp are created
the middle of the
implementation implementation User restrictions are enabled Testing
implementation
on time and and participant and validator phase
and at the end of it
manner access is restricted, unless
Twice
authorized

The project
Data protection administrator and
regulation the IT project Unauthorized users are
Before blockchain
against data manager will audit unable to participate or
implementation YES
breaches within the fulfillment of access blocks
Once
internal or data protection User restrictions are enabled
external sources according to the
law

The training will

consist of a final
Nurse training After blockchain
online test, where Nurses are able to input
for blockchain implementation YES
the final results record types into blockchain
use Once
will be evaluated
by IT PM

Comply with
Spain’s and EU The administrator
regulations in manager will
food and review the
Right after menus 100% of regulations have to
agriculture Aramark Spain YES
creation be performed
industries standards and
regarding policies and legal
food quality regulations
protection

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 The administrator
manager will
review the cost
checklist
IT PM and
Users are able to complete
Operations PM
deliverable sheet and each
are responsible for
Monitor and project manager is
scheduling of the Before a payment
control cost, responsible for submitting to
staff. They will is either pay or
human Person in Charge every 2
report that the receive. NO
resources, weeks
scheduling have Every week
schedule and Project Cost Estimate
been (Fridays)
budget Checklist has been approved
accomplished
Project Milestones Checklist
correctly and the
has been approved
PM administrator
will check the
budget and report
all to Aramark
CEO Spain

The food order Users are able to receive

Demand the template has to be food supply
food needed for done by the fulfill every day Food inventory matches the
NO
creating the Operations PM before 20.00 amount of food provided
menus with food for the from Aramark to
next day MontePríncipe

The chefs and

dietician create The menus will be
Satisfaction Users are able to identify
menus designed audited by the
survey test after each blood-type diet is
depending on patients with a YES
delivery of the matched with the correct
each blood type final survey of
menus calendar food types
chemical satisfaction
component

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 One testing with
Testing and the four meals of
Users are able to identify
tasting menus the day with
Once after the each blood-type diet is
on people with people of the four YES
menus are created matched with the correct
the 4 blood different blood
food types
types (Staff) type from the
hospital

Users are able to download

Once after menu the menus types from the
creation and blockchain system
Staff training Random audits
during 1 week. And also are able to be
and from Operations
Inspections for provided with list of YES
involvement in PM with
auditing the right specifics
the process inspections
perform every 2 on patient information, such
weeks as, blood-type, patient name
and so on

Chefs and Users are able to provide

Random audits
kitchen staff are meals to patients through
from Operations Every 2 weeks
able to perform Supply Inventory Checklist YES
PM with approx.
work in the and according to the menu
inspections
hospital kitchen calendar provided

Data Gathering, Interpretation and Decision Making

In this part of the research paper we are going to list the tools we used for data gathering,
implementation and decision making; knowing that we used two main ways of data collection and
analysis.
Quantitative data which are considered as exploratory credible research that helps determine
objectives. Qualitative data which deals directly with quality in a descriptive way, and that is
considered as conclusive research within experimental and descriptive methods mostly gathered
through observations as they are immeasurable.

The following figure represents the tools used for data collection implemented in our business:

53
Data Gathering: Internal Quality Management Standards

Regarding Clients data collection in this case; Hospital de Montepríncipe, we designed a food service
survey in order to measure their satisfaction within catering service regarding hygiene and food safety
management (​See Appendix A - Food Service Survey Sample for Client Hospital de Montepríncipe
and Appendix B - Nutrition Knowledge Test for Chefs and Dietitian​).

Concerning our staff we have managed to design questionnaires for our staff members and chefs and
dietitian separately as they do not have the same professional level aspects to be tested on. We have
designed a questionnaire on reducing waste knowledge (​See Appendix B - Nutrition Knowledge Test
for Chefs and Dietitian​) for the staff members and nutrition knowledge for the chefs and dietitian (​See
Appendix C - Reducing Waste Test​), for the purpose of ensuring all staff members attend appropriate
food hygiene courses and understand its standards in order to create a culture of safety.

Data Implementation and Decision Making

After collecting data for each specific requirement the results will be shown in histograms and
diagrams in order to define the next step of the improvement of the quality process.

54
The scoring on each exam paper for the staff members the chefs and dietitian should be above 5 to
pass otherwise they are obliged to retake the test or be replaced.

Data Gathering: External Quality Management Standards

For the first deliverable which will be the blockchain, we will be testing the capability of nurses using
the technology to enter patient data to ensure we are having reliable data to rely on while creating
menus for each blood type. We have implemented an online test regarding all basic techniques used in
blockchain technology to make sure the nurses understand the following:

● File storage and how does it work

● the importance of patients data protection
● How this network will enable the secure, easy and fast exchange between the two entities
● How to use/ remove or enter data in the blockchain platform

On the other hand, for the second phase, we will be selecting eight samples on whom we will test the
menus in a period of two weeks to see the reaction of food on their metabolism. As a quality
inspection and management tool we based our observation study on patients state in order to prepare
the right meal for their blood type taking into consideration patients with allergies in the second phase
of the experiment (S​ee Appendix D - Menu Testing Sample on Hospital Patients (Consumer
Experience))​ .

Data Implementation and Decision Making

After the tests ends the results will help us define the level of quality for each deliverable, the nurses
must pass the test with a result superior to 5 otherwise another test will take place. In case of the menu
testing experiment on the samples throughout the 2 phases showed any negative effects, a quality food

55
inspection and data review will be held to identify the problem, as this diet is not suppose to
negatively affect the patient’s health for the main reason that this healthy diet is applicable without
any risk on all patients.

Management of Non-Conformities

Throughout the project lifecycle, our team will continuously ensure that the best quality is produced.
In the case where there are non-conformities we will produce the following through utilizing the Plan,
Do, Check and Act Cycle (PDCA). In the following table, each stage will describe the questions used
to manage any non-conformities and how we will carry those actions:

Stage Evaluation

Plan ● What is the most important accomplishment of this team?

● What changes may happen?
● What available information can we obtain?
● If we have any new changes that are needed, implement a change and/or test

Do ● How can we test this new change?

● Can we create a prototype?

Check ● Create reports

● Observe any changes or effects from the test

Act ● Log these changes

● Create a lesson learned from the test/change
● Are there things we can predict due to this test conducted?

By using the PDCA cycle, we can control and continuously improve our processes and the way we
carry out our work throughout the project timeline.

Risk Management Plan

The risk management plan contains internal and external risks which are divided into four categories:
legal, project management, technology and operations. Our project team assessed these risks and
analyzed its probability of impact on the project. We have created responses and follow ups to

56
conduct qualitative and quantitative analysis to each risk evaluated using the following five mitigation
plans:

1. Prevention: mitigating the risk from the beginning through regular monitoring of the project
and ensuring that all objectives are met on time and on scope.
2. Transfer: this plan type refers to when there is a threat to the project. In this case, we will
transfer the risk over to a third party to manage the risk and absorb the impact if a threat
occurs.
3. Business Continuity: this plan type refers to if there is a change to the project objectives or the
business cannot perform under normal conditions
4. Escalate: this plan type is used when a specific higher executive must be informed of this risk
and the organization will deal with this risk as it is high ranking
5. Mitigation: this plan type ensures that if there is a negative project risk, it can be turned into
an opportunity and provide positive results

Project Risk Identification

In the table below, we have identified various risk items pertaining to a specific risk category
(operational risk, information technology risk, project management risk, legal risk, operations risk and
stakeholder risk).

Risk Category Risk Item

Supplier: If there are delays on the arrival of food or the inventory of food does
Operations
not match what is on the inventory sheet
Information Business continuity risk: Blockchain technology may be vulnerable to
Technology technology, operational failures and cyberattacks
Lack of Human resources will delay the milestones assigned to the team/no
Project Management
accurate resource planning
Law and regulations within blockchain (as it is still new to the technology
Legal
industry. New regulations may evolve during future use)
Wrong law and fiscal compliance. Permits, taxes, registration etc can be
Legal
missed done and affect the development of the activity
Operations Biological contamination to our suppliers warehouse with pests and bacteria
Operations Nutrition information regarding allergies and dietary restrictions

57
 Chain permissions management and privacy: authorization may be given to too
Information
many staff members and information may be retrieved and provided to the
Technology
wrong users or to third parties
Project Management A member of the team decides to abandon the project
Information Strategic Risk: Aramark needs to evaluate whether or not we want to be the
Technology first to deploy this technology or wait until this technology matures
Data confidentiality risk: Although blockchain can only allow authorized
Information
access to view information, certain metadata may be available to network
Technology
participants
Legal A patient dies due to contamination of food
Stakeholder Wrong identification of stakeholders
Change in food diet or menu or food type from a stakeholder once the
Stakeholder
operations phase has started
Workers’ Compensation Insurance - accidents can have devastating
Operations
consequences on staff
Operations Chemical contamination to our suppliers warehouse
A competitor convince the hospital to be the catering and the hospital
Project Management
terminates the contract with Aramark
Lack of communication within the project regarding project development
Project Management
within the teams

With the risks listed above, we can further identify how we can assess each risk, what the potential
impact in the project is, the probability of occurrence, how we will respond the risk and include a
contingency for any risks that may happen.

58
Probability and Impact Analysis

Risk Response

If a risk occurs, we have various plans in place to ensure that each risk item has a specific response to
be implemented. We have five plan types in place (prevention plan, transfer plan, business continuity

59
plan, alert plan and mitigation plan), to ensure that we maintain high quality results, while ensuring
that the risks are clearly identified and resolved in a timely manner.

Plan Type Description

Aramark’s approach with utilizing the Prevention Plan ensures that the
organization approaches risks regularly. For example, if our suppliers
are unable to deliver foods, we regularly communicate with our
Prevention
suppliers to ensure that the food will be delivered on time and on the
delivery date. If communication is regular, we are able to identify the
risk before it happens and deploy a specific risk response

Our transfer plan ensures that we do not assume any risk during the risk
response period. For our technological risks, the insurance purchased
Transfer
prior to the project start date will allow Aramark to not hold
responsibility while the risk response will be deployed

During any event that the business cannot continue due to change in
project objectives as the business cannot reform under normal
conditions, we will evaluate the circumstances and provide a solution
Business Continuity
when assessment is complete. Aramark will be able to perform under
normal conditions, as there are back-up staff, back-up kitchens and
back-up technology involved.

In the event that a risk is extremely high, we will escalate the risk to our
Project Sponsor, who will then inform the legal department at Aramark.
Escalate
Due to the sensitive nature of some high risks, we will need Aramark as
an organization to deploy a risk response as an entire organization.

During resource planning of the initiation phase, ensure all stakeholders

are evaluated and all resources are accounted for. During this phase, we
must ensure that if there is a change in scope, that resources will be part
of the change request and will be considered immediately.
Mitigation
Ensure that throughout all phases of the project will have quality
management in place. This will ensure that objectives are met at the best
quality. If the contract is terminated without a legal breach on
Aramark’s side, then there will be a penalty in place towards our client

60
The risks our project may face are actively assessed (​See Appendix H - Risk Matrix) ​, since the team
and project manager are working with the sponsor on a Monthly basis to ensure the identification of
analysis of whatever risks that could occur. In order to identify the risks, an evaluation of the
environmental factors will be conducted, considering the organization’s culture, project scope and
other key project documents such as; project deliverables, assumptions, constraints, work breakdown
structure (WBS), Cost/Time estimation and resource plan. In the risk analysis we have used
quantitative and qualitative methods, to identify possible project outcomes and come up with effective
response. for our risk management plan for each of the five risk types.

Qualitative Analysis

For the Qualitative analysis we have evaluated the impact of the different risk we have defined for the
project and the degree of impact they could have on the project. For the purpose of reducing levels of
uncertainty and focus on highest priority risks, using the following approach:

Risks that fall within the red and yellow zones will have risk response planning which may include
both a risk mitigation and a risk contingency plan.

Quantitative Analysis

For the Quantitative analysis we have selected events with the highest risks and rated each one based
on risk effects estimation on the project. below are the criteria we have used to classify the identified
risks.

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Risk Follow-Up

A Meeting risk follow up will be held monthly with the sponsor, project management and project
team to discuss the weekly reported activities and actions in order to ensure the productivity and
effectiveness of the project. In addition, the project change request will be analyzed for the purpose to
identify possible impact on the project.

The following is an Agenda for the people that have approved risk management plan and the risk
follow up and response (​See Appendix E - Risk Management Plan Approval​). The Risk Management
Plan Approval template ensures that all stakeholders involved during the occurrence of the risk had
been clearly identified and take full responsibility. This template ensures that there is a follow up in
place after the identification of the risk to ensure that the risk was mobilized and controlled.

Communication & Stakeholder Management Plan

In both the communication and stakeholder plans, our project team identified possible communication
mediums to be carried out to all our stakeholders, which include potential participants according to
their interest, when and to which frequency they will be taking place. The information communication
matrix represents all details pertaining to the communication methods within our stakeholders. Each
stakeholder is expected to refer to the communications matrix to understand who is mandatory to
attend each meeting, conference or face-to-face. Nevertheless there is always a possibility of
communication failure, that is why we have come up with an issue log to be filled when needed
according to its importance.

Stakeholder Identification and Communication Formatting

Outlined in this section, there are two tables:

1. Stakeholder Identification: this table outlines the specified stakeholder, their communication
needs, the delivery method and their responsibility
2. Stakeholder Engagement Approach: this table outlines the specified stakeholder, their purpose
and how to approach these stakeholders

Stakeholder Identification

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Stakeholder Communication Method Responsibility
Need

Updates at standing meetings (Progress

Milestone report + Forecast report + communication Sponsor

Pablo Alcalá
updates report)

Executive summaries Project team

Menu Project
Suppliers Food items checklist
components manager

Hospital de Project
Regular updates Status Reports
Montepríncipe manager

Aramark Operations Project

Regular updates Meetings
Team manager

Project Project
Weekly updates Emails and meetings
Management manager

Communication/
milestone
Presentations during meetings Project team
updates
Procurement

Support and
Emails and conference calls Project team
assistance

Communication
including of
project value and Presentation at scheduled meetings Project team

Aramark IT Team possible future

operational needs

Support and
Presentation at scheduled meetings Project team
assistance

Government
Inspection and Project
Inspectors/Ministry Site checks
audit manager
Inspectors

63
Stakeholder Engagement Approach

Stakeholder Engagement Approach

Stakeholder Purpose Approach

Review of project advancement

Give a clear project proposal detailing
and and ensure compliance with
scope, schedule and cost
stakeholders needs
Pablo Alcalá
Update Executive Sponsors and
advisory groups on project Ensure there is a follow up
progress.

Professional looking website - present

Provide suppliers with the list of a legit business - provide a plan
Suppliers
food needed for the operations making them make profit and drive
stars - make suppliers your priority

Update sponsor with project status

Hospital de Engaging stakeholders to build a
including any risk identification
Montepríncipe successful project
and/or requests for help as needed.

Provide project team with

Aramark Operations progress update and opportunity
seek feedback
Team for discussion of risks or
problems.

Provide Sponsors with progress

schedule a pre-planned review meeting
Project Management update and opportunity for
to get a formal agreement
discussion of risks or problems.

Timing emails to align with

Post announcements of project
procurement activity - Tailor
achievements
communication
Procurement
Request for assistance or support
identify positives and negatives of the
and communication of project
whole exercise of delivering projects
value as needed.

64
 Request for information /
documents about future seek feedback

Aramark IT Team operations.

Request for assistance or input of

Innovative and forward thinking
documents.

Government Ensure the application of all Risk key approach to help auditor
Inspectors/Ministry quality, regulatory and compliance work on the key concerning areas and
Inspectors standards minimize the audit risks

Stakeholder Analysis Matrix

The stakeholder analysis matrix below outlines our important stakeholders through level of influence
and level of interest. We have determined that the highly influential and highly interested stakeholders
are our:

● Sponsor
● CEO Aramark
● Food Suppliers
● Project Management, and
● Procurement

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Communication Matrix

The communications matrix below, outlines all communication mediums, when they will be
performed, the frequency and which stakeholders are involved in these mediums:

Communication Matrix

Communication Purpose Medium Frequency Audience

The kickoff meeting is to

ensure that all stakeholders
identified in the beginning of
Project Team
the project, understands the
In-person / Project Sponsor
Kickoff Meeting objectives and goals within the Once
Face-to-face Stakeholders
project. Also, this is to
Project Manager
introduce the key objectives,
the working team and any
issues that need to be resolved

Any project team meetings are

Face-to-face
Project Team scheduled to review the status
or conference Weekly Project Team
Meetings of the project from a scope, cost
call
and timeline perspective

The technical and design

Technical & meetings are held to review any
Design technical and design issues In-person /
As needed Technical Team
Meetings within our blockchain feature Face-to-face
(Blockchain) and include any solutions that
can be provided

This meeting is to ensure that

Face-to-face Project Manager
Monthly Project upper management are aware of
or conference Monthly Stakeholders
Status Meetings the project status and other
call Project Sponsor
information

The operations meetings are

Operations In-person /
held to review any issues or As needed Operations Team
Meetings Face-to-face
improvements that can be done

66
 during inventory, menu creation
or any topics that the chefs
would like to discuss with
employees

The project status report is a

Project Manager
Project Status detailed report that includes
Email Monthly Stakeholders
Reports project status (progress, cost
and any issues/tickets)

Th change management
Project Manager
meeting is only held when there
Stakeholders
is a change request. If the
Change Either Operations
meeting is held, then the project In-person /
Management As needed or Technical
team needs to assess if the Face-to-face
Meetings Teams or both
scope change is necessary and
(depending on
if there are budget and/or
scope change)
timeline changes as well

Monitoring and Control

Within this section, the plan determines if the planned communications steps are taking place in
reality. This monitoring and controlling activity will ensure that the messages are delivered to the
right member of the team, in the right way and also on time.

One of the tools available for every member of the project is the “Issue Log”. It contains records of
the stakeholder’s engagement issues during the project life-cycle. The responsible for right fulfilment
of this document is the project manager and it is as follows:

Issue Management Log

Project Name: Aramark, Tu Dieta
Project Manager: Virginia Martínez

ID
Status
Priority

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Issue Description
Department Involved
Estimated Resolution Date
Escalation Required? (Y/N)
Impact
Actions
Date Identified
Logged By
Actual Resolution/Completion Date
Final Resolution and Follow-up Actions

This template will also include the failure of communication methods that are being used. Therefore,
the project manager will review if there is a failure and the consequence will follow.

The criteria that determines the importance of an issue is defined in the next table:

Also, management from each team (IT, Operations, Procurement and etc.) have the expert judgement
in communication and soft skills to lead the members of their teams. Moreover, stakeholder
engagement plan must be followed very close to this plan. The main method to control
communication is through face-to-face meetings or through conference call, as they are the most
effective. During those meetings; arranged depending on what has been outlined in the
communication matrix, the project may create a separate project management project status meeting
to assess work performance. The work performance indicators of the project will also give us an idea
if the project is communicating properly.

Finally, the documented lessons learned from previous projects or the lessons learned register
produced from this project, will also determine the right monitoring within the project.
It is important to remember that the following documents must be updated from the project manager:

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 ● Issue Log
● Lessons Learnt Register
● Stakeholder register (​See Appendix I - Stakeholder Register​)

Procurement Management Plan

In the procurement management plan, we have identified our contracts where we analyzed the
outsourcing of resources through a make or buy analysis. We have also identified contract types that
we will be using with our suppliers and clients. In addition, we have designed a Tender criteria for
suppliers selection, in order to assess and evaluate the ability of performance of suppliers selected and
see if these suppliers are qualified enough to meet our policies and standards.

Contractual Strategy

Aramark, Tu Dieta is committed in providing our client with the best quality, while meeting the
objectives. While risks may occur, Aramark, Tu Dieta has signed a contract with an insurance
company to ensure that if there is risk within our blockchain technology provided to Hospital de
Montepríncipe, we have a risk transfer policy in place.

Our client, Hospital de Montepríncipe understands the risks that may occur during testing and
deployment of our blockchain portion of the project. The client understands that we have a risk
transfer policy in place to transfer the risk from Aramark, Tu Dieta, to our insurance company: Marsh
& McLennan, in partnership with IBM.

Within the risk transfer policy, we have a signed agreement between our project manager, project
sponsor, COO International from Aramark head office and the president of HM Hospitales. We have
purchased an insurance policy that provides Aramark with coverage on:

● Fraud detection and risk prevention

● Claims prevention and management
● Product development
● Reinsurance

The table below describes the exact employee responsible during the risk transfer, the responsibility
they hold and justification:

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Name and Role Organization Responsibility & Justification

Our project manager is responsible for identifying the

risk and communicating it to the project team and
project sponsor.

Virginia Martinez
Aramark, Tu The project manager must be involved, as Virginia has
Novillo, Project
Dieta prepared the insurance agreement with March &
Manager
McLennan at the start of the project and has spoken with
Aramark’s legal team. Virginia will work with Pablo,
the project sponsor to ensure that the contract with the
insurance company can be effectively immediately

The project sponsor must approve the project risk as a

risk to be transferred to our insurance company.

Pablo Alcalá, Project

The project sponsor must be involved, as Pablo has
Sponsor (Aramark Aramark Spain
prepared the insurance agreement with Virginia and has
Spain President)
involvement with the legal department. Pablo must
ensure that the contract with the insurance company can
be effectively immediately.

As this risk is a major threat to Aramark's reputation,

Brent Franks, Chief
Aramark Head Brent will be involved in communicating the risk to our
Operating Officer
Office public relations team and legal team to ensure the risk
International
no longer has Aramark involvement

Dr. Juan Abarca Juan understands the risk involved with blockchain
Cidón, President of HM Hospitales technology and understands the risk transfer policy as it
HM Hospitales will no longer be Aramark’s responsibility.

Josephine is the insurance specialist involved in our

Josephine Torlone, Marsh & organization and will assume all risk based on the
Insurance Specialist McLennan insurance agreement Aramark and March & McLennan
has signed

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Make or Buy Analysis

Our table below describes the contracts that we possess, and whether we will create these contracts or
lend them to a third party:

Make Buy Justification

Insurance for In the case that the blockchain technology fails,

Blockchain we need an external vendor to provide Aramark,
Tu Dieta Madrid with the proper insurance in the
case of failure

Planning Team The new product being implemented from

Aramark is done by the project team because we
have the expertise to provide the correct
information to conduct this project

Technology Team Our Aramark team has the subject matter experts
to ensure that the blockchain being created will
be fully tested and implemented properly

Operations Team Aramark is a catering company that already has

food suppliers and have the expertise to provide
the best options of how our menus should be
created. We have dietitians and cooking staff to
provide us with their expertise

Supplier for menu We have a team within Aramark company that

creations and testing purchase orders for our project needs and it is
phase considered as an external because the cost is
directly assigned to this specific project as direct
cost

71
Criteria for the selection of suppliers

We have identified the criteria for how Aramark, Tu Dieta will select its suppliers to maintain the
highest quality of products and to ensure the suppliers chosen adhere to the quality standards (​See
Appendix F - Supplier Selection Criteria Chart)​ and values that we hold as an organization:

Risks and Responses

In the event that a risk occurs, the table below outlines how the risk will be managed with the two
contracts below:

Contract Risk Event Contract Clause Risk Treatment

Penalty with 50%

Delays in
discount over the Mitigation
deliverables
deliverable

Penalty with 50%

discount over the
Suppliers Low product quality deliverable and a
Mitigation
that agreed upon reason of break up
the contract
immediately

Set up fixed prices

Increase in prices Mitigation
for food in the

72
 contract

A signed clause of
Food contamination health and safety Mitigation
policy

Marsh & Contract that

McLennan covers all the
Cyber attack Transfer
Insurance security of the
Company blockchain

Monitoring and Control

After selecting our supplier through assessing the criteria for supplier selection and selecting our
suppliers, we have created control and procurement performance review to ensure that each party has
met their contractual obligation.

Monitoring & Control: Supplier Performance Analysis

Communicat Quality of
Delivery
Supplier ion Time Products Compliance with negotiated terms
Lead Times
Lags Supplies

Important Notes:

73
Procurement
Manager
Name:
Procurement
Manager
Signature:
Date:
The Procurement Manager must submit this document to the Director of Procurement Aramark,
Tu Dieta to receive approval of this document. Ensuring that the contractual terms are agreed
upon, and to monitor any defects, lack of communication and to monitor any fallouts will be
tracked on this supplier performance analysis

Below is our project team’s supplier contract that describes the terms and conditions:
Supplier Contract 

74
This  agreement  is  dated as of ______________________________ by and between Aramark, Tu Dieta hereinafter CONTRACTOR  and 
____________________________ hereinafter called VENDOR. 
The VENDOR and CONTRACTOR, in consideration of the mutual covenants hereinafter set forth, agrees as follows: 
 
ARTICLE 1. PRODUCTS 
VENDOR  shall  provide  all  products  as  specified  or  indicated  in  the  Contract  Documents.  VENDOR  shall  supply  and  deliver  food 
products to ARAMARK TU DIETA to the following address _______________________ (Hospital Address) ________________________ 
 
ARTICLE 2. CONTRACT TIME 
The food deliveries shall be in accordance with this Agreement, and are to be completed as specified in the contract. 
 
ARTICLE 3. CONTRACT PRICE 
ARAMARK  TU  DIETA  shall  pay  the  VENDOR  for  delivery  of  food  products  in  accordance  with  CONTRACTOR’S  bid,  which  is 
attached  hereto.  ARAMARK  TU  DIETA  shall  pay  VENDOR  net  7  days  from  date  of  delivery  unless  other  terms  of  payment  are 
agreed upon. 
 
ARTICLE 4. INVOICE PROCEDURES 
Invoices for payment with appropriate supporting documents shall be sent to the following address: 
Calle de la Senda del Infante, 28, 28035 Madrid, SPAIN 
 
ARTICLE 5. CONTRACTOR’S REPRESENTATIONS 
In order to induce ARAMARK TU DEITA to enter into this Agreement, CONTRACTOR makes the following representations: 
 
5.1  VENDOR  has  examined  and  carefully  studied  the  Contract  Documents  and  all  other  related  data  identified  in  the  Bidding 
Documents. 
 
5.2  VENDOR  is  familiar  with  and  is  satisfied  as  to  all  federal,  state  and  local  laws  and  regulations  that  may  affect cost, progress, 
performance and furnishing of the products. 
 
ARTICLE 6. CONTRACT DOCUMENTS 
The  Contract  Documents,  which  comprise  the  entire  agreement  between  ARAMARK  TU  DIETA  and  the  VENDOR  concerning  the 
work, consist of the following: 
 

I. Standard Terms and Conditions 

II. Special Terms and Conditions 

III. Attachment A- Contract Signature  

IV. Attachment B- Food Specifications 

V. Attachment C- Vendor Bid Form 

 
There  are  no  Contract  Documents  other  than  those  listed  above  in  this  Article  6. The Contract Documents may only be amended, 
modified or supplemented by written agreement between both parties. 
IN WITNESS WHEREOF, ARAMARK TU DIETA and VENDOR have signed this Agreement. One counterpart each has been delivered 
to ARAMARK TU DIETA and VENDOR. This Agreement will be effective NOVEMBER 1, 2020 

75
Restrictions and Assumptions

Below are the restrictions during the procurement management phase, as well as, assumptions that are
accounted for when considering our suppliers and what needs to be done in order for the process to be
seamless.

Restrictions Assumptions

● That our insurance contract with Marsh

● Before our project can proceed, by law
& McLennan covers all types of
according to the European Union,
cybersecurity issues
Public-Private partnership (PPP) must
● During rainy season, cheap labour will
follow a formal bidding and procurement
be available and can be negotiated in
process
the contract
● Complying to Decree 817-2009 on
● Facilities from Hospital de
Implementing the Law of Public Contracts
Montepríncipe will completely ready
(Ministerio de Economía y Hacienda -
two-weeks prior to implementation
Referencia: BOE-A-2009-8053)
date

Procurement Matrix

Deliverable Contract Contract Type Statement of Work

Fixed-Price with Economic
Suppliers
Menu Creation Price Adjustment Contracts During Menu Testing
Contract
(FP-EPA)
Client Contract Fixed-Price with Economic
Business Case Agreement for the whole
(with Hospital de Price Adjustment Contracts
Approval project execution
Montepríncipe) (FP-EPA)
Staff Contract
Firm Fixed-Price Contract Nurses confidentiality
Data Protection (with nurses from
(FFP) agreement
our client)
Marsh &
Technology McLennan Firm Fixed-Price Contract Service contract for data
Protection Insurance (FFP) protection
Contract
End-user Agreement they accept to
Firm Fixed-Price Contract
Menu Testing Contract (patients be part of our
(FFP)
from our client) experiment/testing

76
Deliverable Cost Method of Payment Tolerance
25% advanced/75% once the
Menu Creation 1,500.67 150.07
delivery is confirmed
25% advanced/75% once the
Business Case
1,500.00 delivery/milestone is 150.00
Approval
confirmed
Beginning of the training
Data Protection 1,500.67 150.07
phase
Technology
1,000.00 Beginning 100.00
Protection

Menu Testing 1,500.67 Beginning of the testing phase 150.07

Deliverable Start and End Date Duration (days) Control

Effective from 20/01/2020
Menu Creation to 02/03/2020 once menu 40 By the payment
creation phase starts
Business Case From 10/09/2019 to
122 Not applicable
Approval 02/03/2020
From 10/09/2019 to Checking everyone has
Data Protection 122
02/03/2020 signed
Technology From 10/09/2019 to
122 Contract signed
Protection 02/03/2020
From 10/09/2019 to Checking everyone has
Menu Testing 122
02/03/2020 signed

Change Management Plan

The purpose of our change management plan is to include details and information that will entail what
must be done during a change request or if any changes occur that are outside of the scope defined in
the beginning of the project. We have outlined the processes of how to submit a change request, as
well as, including information on who is responsible for handling these such requests.

Change Request Template

The change request template that must be filled out by the Project Manager and submitted to the
Project Sponsor with the working team’s approval that the work can be completed. The change

77
request template must outline all the details and aspects that may be changed, the timeline and etc.
(​See Appendix G - Change Request Template​).

Roles and Responsibilities

Below are the tables that describes each project team members responsibility within the project

78
79
Change Request Process

At Aramark, we strive to ensure that our clients are satisfied or beyond satisfied with the catering
service that we offer. In the case that there is a complaint, we have a claims and complaints protocol
that our claims management team adheres to. It is divided into different categories, depending on
whether the complaint is received from our internal partners or external clients. Our internal partners
are our shareholders and employees and our external partners are our clients and the receiving
end-user.

The Change Request Process is as follows:

Internal Stakeholders

80
Shareholders Employees
We are committed to ensuring our shareholders Aramark is committed in ensuring its employees
are satisfied with the work we do at Aramark. have a safe space to be open about various
situations in the workplace or if there is a
If our shareholder has a complaint within the complaint. We encourage our employees to speak
organization, we adhere to the Shareholder’s up, so we can provide a solution in a timely and
Complaint Management Policy. All complaints efficient manner.
must be submitted to the specific Claims &
Complaints Management representative for legal Our employees must go through the following
advisory. steps depending on the complaint type:

Our procedure for handling Shareholder ● For complaints and/or claims, we

Complaints is as follows:
1. Receive complaints from Shareholder
2. A receipt of complaint will be provided
for reporting purposes and record
keeping (a Claims & Complaints
Management Representative will be the
point of contact through the process)
3. All complaints will be provided with a
solution within 7 business days
4. Corrective actions will be provided
5. A follow-up will be conducted to ensure
that the complaint was fulfilled
● For
encourage our employees to first speak
with their People Manager.
1. If the employee is not
comfortable with speaking with
their Manager, the employee can
contact the Director of the
department
2. A solution to the complaint
and/or claim must have a solution
between 3 to 5 business days
depending on the complaint type
3. Corrective actions will be
provided
4. A follow-up will be conducted to
ensure that the complaint was
fulfilled
life-life-threatening, sexual
harassment, sexual abuse or
discrimination in the work place, please
contact the Aramark’s Ethics Service
Line and speak with a representative
there (all claims are confidential and will
not be discussed with any employee or
manager)

External Stakeholders

81
Clients
At Aramark, we are committed in ensuring our
clients are satisfied with its workplace and the
policies we adhere to. Our procedure for handling
client complaints are as follows:
1. Receive complaint from client directly
from the People Manager at our Aramark
location
2. The Regional Manager of Aramark will
assess the complaint
3. All complaints must have a solution
within 7 business days
4. Corrective actions will be provided
5. A follow-up will be conducted to ensure
that the complaint was fulfilled
Process for assessing change request
Once the change request has been identified, the following flow chart describes the process of how the
change request is submitted and assessed:
Receiving end-user
We are committed to ensuring the end-users of
our products from our clients are satisfied with
what we do at Aramark.
If the receiving end-user has a complaint, they
must first go to the client where they initially
received the service and submit a claim there or
go to our website:
aramark.com/other/contact-us/customer-service
for General Support. The website will populate a
form that the receiving end-user must fill out to
include details of the complaint, their name,
email, Aramark location, zip/postal code and a
representative will be in contact with this client
type within 2 business days. Resolution of the
complaint is dependent on the actual complaint
itself.
82
Conclusion

Our project team has demonstrated the use of the project management book of knowledge within all
phases of our project. Aramark, Tu Dieta, a strategic business unit stemmed from Aramark, strived to
resolve the technological and consumer healthcare problems in hospitals. We aim to provide a
significant reliability on resources while achieving a sustainable sector development for a better
quality of life.

Throughout the present plan, we have assumed a series of hypotheses under which the project is
developed. Under these assumptions the project has a good profitability and is viable.

Every business plan arises from an idea that arises from a need on the part of an agent. Once it has
been detected, a prior feasibility study must be carried out.

83
But this document does not contain such a process. The idea has arisen a priori and has proceeded to
make the management project thesis. It is, from now on, where it can be analyzed if in real life it
would be interesting to implement it.

With this we want to transmit that it is the person who reads this document who must really decide
whether to undertake this project or not.

Here are some hypotheses listed which have not been entered in detail due to difficulty:
Blockchain technology has been introduced as a fundamental pillar of the project. The implementation
of the technology has been estimated in time and cost after a superficial analysis of the market. Due to
the novelty of this service, it is not easy to find data about it. Also, this project has very particular
characteristics, so it is almost impossible to have obtained information from any other comparable
project.

The project is implemented in Spain, specifically in Madrid by an American company. A priori this
may give rise to doubts as the market study has not been carried out extensively. The hypothesis about
the decision of the location of the hospital has been like a pilot for the multinational because we know
the Spanish health market, and that will be transferred to other countries once it has been finished in
the Hospital de Monteprincipe.

Bibliography

American Society of Hematology. (n.d.). Blood Basics. Retrieved from:

https://www.hematology.org/Patients/Basics/

Aramark. (n.d.). History | About Us. Retrieved from: ​https://www.aramark.com/about-us/history

84
Project Management Institute. (2004). A guide to the project management body of knowledge

(PMBOK guide). Newtown Square, Pa: Project Management Institute.

García-Armesto, S., Bernal-Delgado, E., Begoña Abadía-Taira, M., Durán, A. and

Hernández-Quevedo, C. (2010). Health Systems in Transition. Euro.who.int. Retrieved from:

http://www.euro.who.int/__data/assets/pdf_file/0004/128830/e94549.pdf

Grunebaum, D. (2019). Blood Type and Rh Rhesus Status By Countries | babyMed.com.

babyMed.com. Retrieved from:

https://www.babymed.com/pregnancy/blood-type-and-rh-rhesus-status-countries

Marian, J. (2019). Blood type distribution by country in Europe. [online] Jakubmarian.com. Retrieved

from: https://jakubmarian.com/blood-type-distribution-by-country-in-europe/

Appendix

Appendix A - Food Service Survey Sample for Client Hospital de Montepríncipe

Food Service Survey 

 
1- How often do you serve your patients meals per day? 
 

85
2- What do you usually base your choices on while selecting food for your patients? 
 
3- Are you satisfied with the amount of food served? 
​❍​ Yes ​❍​ No 
 
4- Are you satisfied with the appearance of food served? 
​❍​ Yes ​❍​ No 
 
5- Are you satisfied with the temperature of food? 
​❍​ Yes ​❍​ No 
 
6- Are you satisfied with the taste of food served? 
​❍​ Yes ​❍​ No 
 
7- Are you satisfied with the time of meals serving? 
​❍​ Yes ​❍​ No 
 
8- From 1 to 5 what is your level of satisfaction within our service? 
(5= excellent / 1= poor) 
​❍​ 1 ​❍​ 2 ​❍​ 3 ​❍​ 4 ​❍​ 5 
 

Appendix B - Nutrition Knowledge Test for Chefs and Dietitian

Nutrition Knowledge Test (Chefs & Dietitian)

1. Which fat is important for people to cut down? 

2. What version of dairy food is more beneficial? 
3. Which food has more added sugar? 
4. Which food has more saturated fat? 

86
 5. Which food has the highest calories? 
6. Which food has the highest unsaturated fat? 
7. Which food has more added salt? 
8. List the food limitations for each blood type? 
● Blood type A 
● Blood type B 
● Blood type AB 
● Blood type O

Appendix C - Reducing Waste Test

Reducing Waste Test 

1. What items can be frozen, and for how long 

 
2. How to store specific items 
 
3. What foods are dangerous when spoiled? 
4.  
5. Receipts to help use up the food 
 
6. How to interpret food date labels 
 
7. In what type of containers do you collect waste 

❍ Cartoon 
❍ Waste basket 
❍ Old bucket  
❍ Plastic bag 
❍ Tin/Can 

❍Other……………………………………….. 

Appendix D - Menu Testing Sample on Hospital Patients (Consumer Experience)

Phase 1

87
 Week 1  Week 2 
Sample 
Blood Type  Meal  Patient’s  Meal  Patient’s 
Comments  Comments 
Component  State  Component  State 

Type A 

Type B 

Type AB 

Type O 

Phase 2

Week 1  Week 2 
Sample Blood 
Type  Meal  Patient’s  Meal  Patient’s 
Comments  Comments 
Component  State  Component  State 

Type  A  with 
allergies/chronic 
conditions 

Type  B  with 
allergies/chronic 
conditions 

Type  AB  with 

allergies/chronic 
conditions 

Type  O  with 
allergies/chronic 
conditions 

88
Appendix E - Risk Management Plan Approval

Appendix F - Supplier Selection Criteria Chart

Vendor Vendor Vendor Basis for

1 2 3 score

Adherence to instructions

Timeliness

Completeness

Overall quality & level of professionalism

Overall response

Average score

Company Information

Financial viability

Organisation structure

89
Experience with similar companies

Service department

References

Partnerships

Average score

Project understanding

Overall comprehension of project

objectives

Understanding of the business

requirements

Understanding of the business vision

Average score

Requirements

Completeness of vendor response

Vendor ability to meet requirements

Average score

Product viability & History

Technology is sustainable

Product roadmap

Product development lifecycle

Average score

Terms & Conditions

Detailed buyers duties

Terms and conditions

Purchase Agreement details

Vendor demonstration

Resources availability

Proper training

Certificate

Support

90
Average score

Fee Summary

Vegetables / Fruits

Red / white Meat and other proteins (eggs,

beans, pulses...)

Seafood

Dairy and Alternatives

Starchy carbohydrates (Bread, rice,

Pasta...)

Average score

Scorecard 

Description Acceptance Criteria

Adherence to instructions min 16 

Company Information min 24 

Project understanding min 12 

Requirements min 8 

Product Viability and History min 12 

Terms and Conditions min 8 

Vendor demonstration min 16 

Fee Summary min 20 

Total score

Criteria scores Weight Vendor 1 Vendor 2 Vendor 3

Adherence to min 16 

instructions

Company min 24 

Information

Project min 12 

understanding

91
 Requirements min 8 

Product Viability min 12 

and History

Terms and min 8 

Conditions

Vendor min 16 

demonstration

Fee Summary min 20 

Total score

Scorecard 

Criteria scores Acceptance Criteria

Adherence to instructions min 16 

Company Information min 24 

Project understanding min 12 

Requirements min 8 

Product Viability and History min 12 

Terms and Conditions min 8 

Vendor demonstration min 16 

Fee Summary min 20 

Total score

92
Appendix G - Change Request Template

93
Appendix H - Risk Matrix
4 16
Date March 22th

RISK MANAGEMENT PLAN

Project Manager Project Name Risk assesment Sponsor N

Virginia Aramark "Tu dieta" Pablo Alcala (Aramark Spain President) 20192801
Potential Probability Project risk score
Risk Category Risk Item impact in of (Impact x Mitigation Plan Who When
project occurence Probability)

Prevention Plan: Ensure that

our supplier provides Tu Dieta a
minimum of 24 hour notice Continously/everyday the chef
Supplier: If there are delays on the arrival of
prior to non-delivery and Operation's reviews the order and compare it
OPERATIONS food or the inventory of food does not match 5 4 20
contact our backup supplier to manager with the deliverable from Aramark
what is on the inventory sheet
provide food to Hospital de suppliers
MontePríncipe by 7am the
same day

Business continuity risk: Blockchain technology

Aramark Legal
IT may be vulnerable to technology, operational 4 5 20 Mitigate/Prevention Plan Periodically: control
Department
failures and cyberattacks

Mitigtation: Prevent in the

Lack of Human resources will delay the Planning + Execution Ph: Review at
resource planning/Checklist and
PM milestones assigned to the team/no accurate 4 3 12 PM the beginning of each new phase +
labour force control of
resource planning Control during the execution
productivity
Law and regulations within blockchain (as it is
Aramark Law
LEGAL still new to the technology industry. New 4 3 12 Transfer Planning and execution phase
Department
regulations may evolve during future use)
Wrong law and fiscal compliance. Permits, taxes,
Aramark Law
LEGAL registration etc can be missed done and affect 4 3 12 Transfer Planning and execution phase
Department
the development of the activity

Mitigate: Following protocols Staff and

Biological contamination to our suppliers Continously follow up of the rules
OPERATIONS 4 3 12 from Aramark (ISO 14001, operations’
warehouse with pests and bacteria and standars of Aramark policies
22000, 9001) among others manager

93
 4 16
Date March 22th

RISK MANAGEMENT PLAN

Project Manager Project Name Risk assesment Sponsor N

Virginia Aramark "Tu dieta" Pablo Alcala (Aramark Spain President) 20192801
Potential Probability Project risk score
Risk Category Risk Item impact in of (Impact x Mitigation Plan Who When
project occurence Probability)

Nutrition information regarding allergen and Chefs and Periodically, While creating the
OPERATIONS 5 2 10 Prevention Plan
dietary disclosures dietitian Menus
Chain permissions management and privacy:
To mitigate: to appoint the less
authorization may be given to too many staff Continuous quality management
IT 5 2 10 users as posibble to reduce the PM
members and information may be retrieved and control
likelihood of a breach
provided to the wrong users or to third parties
To mitigate: bonus according to
A member of the team decides to abandon the
PM 4 2 8 project outcome achivement PM During the execution
project
and soft skills
Strategic Risk: Aramark needs to evaluate
whether or not we want to be the first to deploy Prevent / Business Continuity Planning Phase. Review at the
IT 4 2 8 PM
this technology or wait until this technology Plan beginning of each new phase
matures
Data confidentiality risk: Although blockchain
can only allow authorized access to view Aramark Legal
IT 4 2 8 Prevention Plan Continuous quality management
information, certain metadata may be available Department
to network participants

Aramark Legal
LEGAL A patient dies due to contamination of food 5 1 6 Prevention Plan Continous quality management
Department

STK Wrong identification of stakeholders 3 2 6 Prevention Plan PM Beginning

Change in food diet or menu or food type from a

STK stakeholder once the operations phase has 3 2 6 Mitigate PM Continuos quality management
started
Mitigate: Following protocols Staff and
Workers’ Compensation Insurance - accidents Continously follow up of the rules
OPERATIONS 3 2 6 from Aramark (ISO 14001, operations’
can have devastating consequences on staff and standars of Aramark policies
22000, 9001) among others manager

94
 4 16
Date March 22th

RISK MANAGEMENT PLAN

Project Manager Project Name Risk assesment Sponsor N

Virginia Aramark "Tu dieta" Pablo Alcala (Aramark Spain President) 20192801
Potential Probability Project risk score
Risk Category Risk Item impact in of (Impact x Mitigation Plan Who When
project occurence Probability)

Staff and
Chemical contamination to our suppliers
OPERATIONS 2 3 6 Escalate operations’ Continously
warehouse
manager

Mitigate with the quality mng

A competitor convince the hospital to be the plan and with the contract
Continuos quality management
PM catering and the hospital terminates the 5 1 6 signed with the hospital adding PM
during the execution plan
contract with Aramark a penalty for breaking the
contract

Lack of communication within the project

PM 2 2 4 Mitigate PM Beginning
regarding project development within the teams

Suppliers raise costs on food delivery, as well as,

EEF 2 2 4 Accept PM Once it occurs
food itself

Law
EEF Political law changes 4 1 4 Accept Periodically
departement

95
 4 16
Date March 22th

RISK MANAGEMENT PLAN

Project Manager Project Name Risk assesment Sponsor N

Virginia Aramark "Tu dieta" Pablo Alcala (Aramark Spain President) 20192801
Potential Probability Project risk score
Risk Category Risk Item impact in of (Impact x Mitigation Plan Who When
project occurence Probability)

Physical contamination from our staff and Staff and

OPERATIONS managers at the Hospital de MontePríncipe 2 2 4 Mitigate operations’ Continously
(regarding personal hygiene and clothing) manager

Contamination due to equipment not properly

OPERATIONS disinfected (Not using the same utensils to 2 1 2 Mitigate Staff memebrs Continously
prepare raw meet with ready-to-eat-foods)

Hospital de MontePríncipe and Aramark may

Planning phase. Review at the
IT have a disagreement on how blockchain should 1 1 1 Prevention Plan PM
beginning of each new phase
be managed and how it should be utilized

96
 Date Project Category
01/28/2019 Implementation of a new service

Valuation Valuation (€) of

Risk Response Consideration
Criteria/Scenario risk cost

First try to find an alternative meal

if possible. Secondly, one of the
staff will go to another supplier
High 3,633.40 One day of cost food
authorized as Plan B supplier to get
what is missed or delayed and is
needed for the menus

Deploy the cyber attack response

and shutdown all systems utilizing
blockchain within the hospital.
Ensure that nurses are equipped
with ready-to-go tablets to have Medium 21,120.00 30% of the Blockchain cost
back-up files of patients and ensure
that nurses are able to record
additional information during the
cyberattack

Hire or fire staff as soon as it is 30% of the Blockchain cost + 30%

High 30,336.00
noticed of the operations cost

Pressure the law department of delay of 4 weeks (25% of the

Medium 17,600.00
aramark to accomplish with it phase) over blockchain

Average fee to the government

Pressure the law department of
Medium 3,000.00 for a permit, registration or
aramark to accomplish with it
penalty

Analyze the damage and find

Medium 3,633.40 One day of cost food
solutions/redress for it

97
 Date Project Category
01/28/2019 Implementation of a new service

Valuation Valuation (€) of

Risk Response Consideration
Criteria/Scenario risk cost

20% of the work

Analyze the damage and find
High 41,104.00 package=contingency
solutions/redress for it
reser+management reserve

Analyze the damage and find 10% of the blockchain cost as a

Medium 7,040.00
solutions/redress for it compensation if

Inform HHRR of Aramark Spain for

Medium 350.00 one week average salary
hiring a new team member.

Lessons learned and analyze for contingency reser+management

High 41,104.00
future projects of the firm reserve

Analyze the damage and find 10% of the blockchain cost as a

Medium 7,040.00
solutions/redress for it compensation if

Investigate the patient's case and

ensure that it was Aramark's doing.
If it is confirmed that Aramark is 10% contingency, including
Medium 45,585.60
responsible, compensation will be management reserve
provided to the families, as well as
support
Adjust the information in the
Stakeholder M.P and communicate Medium 350.00 one week average salary
the right info to the team
Adjust the scope, BC and all
documents according to the change Medium 350.00 one week average salary
and start working in consequence
Analyze the damage and find
Medium 3,633.40 One day of cost food
solutions/redress for it

98
 Date Project Category
01/28/2019 Implementation of a new service

Valuation Valuation (€) of

Risk Response Consideration
Criteria/Scenario risk cost

Analyze the severity of the chemical

contamination and ensure that the
contamination has been
communicated to the hospital to
ensure transparency. Ensure that Medium
the back-up supplier will be
available until our initial supplier is
able to recover from the
contamination

20% of the work

Lessons learned and analyze for
Low 41,104.00 package=contingency
future projects of the firm
reser+management reserve

First arrange an urgent meeting.

Solve the lack of communication Medium 350.00 one week average salary
changing process if necessary

Analyze quantities variations,

arrange a meeting with managers
and sponsors to determine a raise in
Medium 3,072.00 10% of operational cost
the price of sale to the hospital.
Check if it is necesary to change the
contract with the hospital
Pressure the law department of delay of 4 weeks (25% of the
Medium 17,600.00
aramark to accomplish with it phase) over blockchain

99
 Date Project Category
01/28/2019 Implementation of a new service

Valuation Valuation (€) of

Risk Response Consideration
Criteria/Scenario risk cost

Analyze the severity of the physical

contamination and ensure that the
contamination has been
communicated to the hospital to
ensure transparency. Ensure that
Medium
staff has been penalized and/or
terminated. The Operations
Manager should encourage staff to
re-take food and safety handling
course

Analyze the severity of the

contamination and ensure that the
contamination has been
communicated to the hospital to
ensure transparency. Ensure that
Medium
staff has been penalized and/or
terminated. The Operations
Manager should encourage staff to
re-take food and safety handling
course

Ensure that both the hospita and Tu

Dieta have a meeting right away to
ensure that the goals and objectives
initial discussed in the contract are
being fulfilled. If the contract is Medium
breached, either both parties must
agree to re-submit and sign a new
contract or continue with the work
already sought out

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Appendix I - Stakeholder Register
Identification Information Interest Classification Stakeholder Classification
Level of Influence Level of Interest Engagement Phase of Greatest
Name Position Organization Location Role in Project Expectations Requirements Internal / External Defender / Neutral / Opponent
(1 - 10) (1 - 10) (max. 100) Interest
We require support from
That the budget and our Project Sponsor in the
Pablo Alcalá President Aramark Spain Madrid, Spain Project Sponsor requirement needs are case that there are change 10 10 100 All Phases Internal Defender
met in a timely manner requests or budget
changes
The project lifecycle must Ensure that any issues are
meet client expectations, resolved and provide
Virginia Martinez Novillo Project Manager Aramark Spain Madrid, Spain Project Team 10 10 100 All Phases Internal Defender
while meeting budget, project support to the rest
schedule and objectives of the project team
Ensure that any issues are
The Operations objectives
resolved and provide
Rim Youssefi Operations Manager Aramark Spain Madrid, Spain Project Team are met and delivered in a 10 10 100 All Phases Internal Defender
project support to the rest
timely manner
of the project team
Ensure that any issues are
The IT objectives are met
resolved and provide
Jessica Joy Opinaldo IT Manager Aramark Spain Madrid, Spain Project Team and delivered in a timely 10 10 100 All Phases Internal Defender
project support to the rest
manner
of the project team
Provide client with the
Aramark must provide
proper amount of food
Gabriela Smith Inventory Manager Aramark Spain Madrid, Spain Operations Team correct inventory 9 9 81 Menu Creation Phase Internal Defender
supply needed daily,
informaton
weekly and monthly
Provide client with the Aramark must provide
proper amount of food correct inventory
Bob Spalding Representative Produce Supplier Madrid, Spain Procurement Team 9 9 81 Menu Creation Phase External Neutral
supply needed daily, informaton and must be
weekly and monthly paid in a timely manner
Provide client with the Aramark must provide
proper amount of food correct inventory
Jackie Kern Representative Meat Supplier Madrid, Spain Procurement Team 9 9 81 Menu Creation Phase External Neutral
supply needed daily, informaton and must be
weekly and monthly paid in a timely manner
Provide client with the Aramark must provide
proper amount of food correct inventory
Teni Panossian Representative Fish & Seafood Supplier Madrid, Spain Procurement Team 9 9 81 Menu Creation Phase External Neutral
supply needed daily, informaton and must be
weekly and monthly paid in a timely manner
Provide the project with
Auditing Department, auditing to ensure that
Veronika Dani Lead Madrid, Spain Reviewer and Approver To get paid 9 8 72 All Phases Internal Defender
Aramark Spain quality is met to the
highest standards
Provide the project with
insight on proper
sanitation requirements
Brenda Osoteo Sanitary Inspector Ministry of Labour Madrid, Spain Reviewer and Approver To get paid 9 8 72 Menu Creation Phase External Neutral
and ensure that our
project team meets these
requirements
Provide client and
Aramark with proper food
Luis Silva Procurement Manager Produce Supplier Madrid, Spain Procurement Team To get paid 8 9 72 Menu Creation Phase External Neutral
supply according to
inventory results
Provide client and
Aramark with proper food
Paulo Tena Procurement Manager Meat Supplier Madrid, Spain Procurement Team To get paid 8 9 72 Menu Creation Phase External Neutral
supply according to
inventory results
Provide client and
Aramark with proper food
Alejandro Aravaca Procurement Manager Fish & Seafood Supplier Madrid, Spain Procurement Team To get paid 8 9 72 Menu Creation Phase External Neutral
supply according to
inventory results
Provide Aramark with the
Erika Ocampo Lawyer Produce Supplier Madrid, Spain Procurement Team best contract option To get paid 8 9 72 Initiation Phase External Neutral
available
Provide Aramark with the
Olivia Mace Lawyer Meat Supplier Madrid, Spain Procurement Team best contract option To get paid 8 9 72 Initiation Phase External Neutral
available
Provide Aramark with the
Marianella Natasha Lawyer Fish & Seafood Supplier Madrid, Spain Procurement Team best contract option To get paid 8 9 72 Initiation Phase External Neutral
available
Hospital de
Alvaro Bardem Lawyer Madrid, Spain Client Team 8 8 64 Initiation Phase External Neutral
Montepríncipe
Hospital de
Javier Muñez IT Department Lead Madrid, Spain Client Team 7 7 49 Blockchain Creation Phase External Neutral
Montepríncipe
Competitor Competitor Eurest Services Madrid, Spain Competitor 7 7 49 All Phases External Opponent
Competitor Competitor Mallorca Catering Madrid, Spain Competitor 7 7 49 All Phases External Opponent
Sanitary Department of
Vanessa Cortes Lead Madrid, Spain Reviewer and Approver 9 5 45 Menu Creation Phase External Neutral
Spain
Chloe Kim Sanitary Inspector Ministry of Health Madrid, Spain Reviewer and Approver 9 5 45 Menu Creation Phase External Neutral
Simon Jones Representative Ministry of Health Madrid, Spain Reviewer and Approver 8 5 40 Menu Creation Phase External Neutral
Melissa Kostanecki Certification Unit Lead Aramark Spain Madrid, Spain Reviewer and Approver 8 5 40 Menu Creation Phase Internal Defender
Rasike Suraweera Representative ISO Madrid, Spain Reviewer and Approver 8 5 40 Menu Creation Phase External Neutral
Lorelie Pena Lawyer Aramark Spain Madrid, Spain Legal Team 8 5 40 All Phases Internal Defender
Victoria Chan Accountant Aramark Spain Madrid, Spain Finance Team 8 5 40 All Phases Internal Defender
Margarita Velasco Finance Analyst Aramark Spain Madrid, Spain Finance Team 8 5 40 All Phases Internal Defender
Hospital de
Lena Abdou Accountant Madrid, Spain Finance Team 8 5 40 All Phases External Neutral
Montepríncipe

101
 Identification Information Interest Classification Stakeholder Classification
Level of Influence Level of Interest Engagement Phase of Greatest
Name Position Organization Location Role in Project Expectations Requirements Internal / External Defender / Neutral / Opponent
(1 - 10) (1 - 10) (max. 100) Interest
Hospital de
Robert Nguyen Finance Analyst Madrid, Spain Finance Team 8 5 40 All Phases External Neutral
Montepríncipe
Lola Suarez Test Analyst Aramark Spain Madrid, Spain IT Team 7 5 35 Blockchain Creation Phase Internal Defender
Blanca Cruz Developer Aramark Spain Madrid, Spain IT Team 7 5 35 Blockchain Creation Phase Internal Defender
Jonathan Silvermann Business Analyst Aramark Spain Madrid, Spain IT Team 7 5 35 Blockchain Creation Phase Internal Defender
Eric J. Foss Chief Executive Officer Aramark Global Toronto, Canada Reviewer 4 8 32 Initiation Phase Internal Defender
Chief Executive Officer and Aramark Northern
Frank Gleeson Dublin, Ireland Reviewer 4 8 32 Initiation Phase Internal Defender
Region President Europe
Dr. Juan Abarca Cidón President HM Hospitales Madrid, Spain Approver 5 5 25 Initiation Phase External Neutral
Javier Reguera Control and New Projects HM Hospitales Madrid, Spain Approver 5 5 25 All Phases External Neutral
Financial Management and
Rafael Beltrán HM Hospitales Madrid, Spain Approver 5 5 25 All Phases External Neutral
Corporate Development
Sara Vergara Staff Aramark Spain Madrid, Spain Operations Team 3 8 24 Menu Creation Phase Internal Defender
Sandra Ramírez Staff Aramark Spain Madrid, Spain Operations Team 3 8 24 Menu Creation Phase Internal Defender
Julio Gonzalez Staff Aramark Spain Madrid, Spain Operations Team 3 8 24 Menu Creation Phase Internal Defender
John Hill Staff Aramark Spain Madrid, Spain Operations Team 3 8 24 Menu Creation Phase Internal Defender
Desi Velasquez Staff Aramark Spain Madrid, Spain Operations Team 3 8 24 Menu Creation Phase Internal Defender
Roman Gutierrez Staff Aramark Spain Madrid, Spain Operations Team 3 8 24 Menu Creation Phase Internal Defender
Bill Stratford Staff Aramark Spain Madrid, Spain Operations Team 3 8 24 Menu Creation Phase Internal Defender
Vanessa Lopez Staff Aramark Spain Madrid, Spain Operations Team 3 8 24 Menu Creation Phase Internal Defender
Atta Chang Staff Aramark Spain Madrid, Spain Operations Team 3 8 24 Menu Creation Phase Internal Defender
Roberta Cruz Dietition Aramark Spain Madrid, Spain Operations Team 3 8 24 Menu Creation Phase Internal Defender
Bob Hemmingway Chef Aramark Spain Madrid, Spain Operations Team 8 8 16 Menu Creation Phase Internal Defender
Joanne Smith Chef Aramark Spain Madrid, Spain Operations Team 8 8 16 Menu Creation Phase Internal Defender
Hospital de
Patients End-Users Madrid, Spain End-User 2 7 14 Menu Creation Phase External Neutral
Montepríncipe
Hospital de
Nurses End-Users Madrid, Spain End-User 2 7 14 Menu Creation Phase External Neutral
Montepríncipe
Joanne Velasco Insurance Specialist Marsh & McLennan Madrid, Spain Insurance Team 1 5 5 Blockchain Creation Phase External Neutral

102