Professional Documents
Culture Documents
Kitchen Heaven Retail Store
Kitchen Heaven Retail Store
Version 3.0
December 10, 2013
Presented by:
Kirsten Rivera, Project Manager
03 Planning Construction workers are paid wages Dirk Perrier N/A Closed
based on average salary of
construction workers in Colorado
Springs according to indeed.com
12 Planning/ The budget for the project will be Project Feb. 1 Closed
Executing between $1.5 and $2 million. Manager
19 Planning/Executing Web team will add new store location IT Manager: Pending
and phone number to lookup function Ricardo
on the internet site which will take
two hours and cost $96 per hour
20 Planning/Executing Interviews for store positions will take Jill Jan. 16-19 Open
place before the 22nd when shelves Overstreet
need to be stocked
Business
ID Requirement Priority Source ID Technical Requirement Priority Source
Cable Vendor High KHCS- Electrical lines run and dry-wall work in
KHCS-1001 WBS 10011 progress High WBS
KHCS-
KHCS-1002 TI Connection High WBS 10012 Build-Out Complete High WBS
KHCS-
KHCS-1003 Build-Out Begins High WBS 10013 Install and Test Hardware High WBS
KHCS- Activity
KHCS-1004 Sign Lease High WBS 10016 Order Retail Products High List
KHCS- Activity
KHCS-1005 Signed Contract High WBS 10017 Hire Retail Products and Stock Shelves High List
Add new store location and Added to the lookup function Marketing
phone number to website
Hand off ongoing operations Jill Overstreet’s team will Project management
oversee ongoing operations
Project name 50th Kitchen Heaven Store in Colorado Springs & Grand-
Opening Celebration
Schedule of rates
Item description Delivery schedule Cost
(Business days) (estimate)
Inventory Stock
Lease, Monthly Rent Approx. every 30 days, $13.00/sq. ft. per year
beginning when lease is $2,708/month rent
signed (around one month $13,540.00 for 5 months of
into project) the project
Festivities Costs
Assumptions
● Only 24 Construction workers are necessary
● Construction workers are paid wages based on average salary of construction
workers in Colorado Springs according to indeed.com.
● Build phase includes cleaning the facility after construction is complete
● Furnishing/Stocking includes shelving, seating, setting up cash registers,
gathering materials to run store (for example, shopping carts), and stocking the
shelves with product and setting up displays.
● Grand Opening Prep includes training and setting up materials.
● Materials will be ordered or purchased at local hardware stores as needed. For
example, paint is not needed initially and so it will be purchased when necessary.
The terms and conditions of the Professional Services Agreement apply in full to the services
and products provided under this Statement of Work.
IN WITNESS WHEREOF, the parties hereto each acting with proper authority have executed this
Statement of Work, under seal.
_
Signature Signature
Project Title: 50th Kitchen Heaven Store in Colorado Springs & Grand-Opening Celebration
Project Manager: Kirsten Rivera, Arrow Consulting Projected Customer: Kitchen Heaven
Project Description:
The 50th Kitchen Heaven store, located in Colorado Springs, will open February 1 with a grand-
opening celebration. The project will involve: procuring the property, negotiating the lease,
procuring the shelving and associated store furnishings, getting a contractor on the job, and
preparing the 50th store festivities in collaboration with the marketing department.
High-Level Requirements:
- Property will be located in Colorado Springs, in an affluent area
- The new store should occupy from 1,500 to 2,500 square feet of retail space
- Use local contractors for the build-out
- Store will carry full line of products from utensils to gourmet food items
- Grand opening celebration for 50th store opening
- Store is open in time for the Garden and Home Show conference in Colorado Springs, in
early February
- Offer new line of gourmet food products
- Have classroom space in back of store for cooking demos and classes
Scope:
Time:
Cost:
Estimated Budget:
$2 million
Stakeholder(s) Role
Ricardo Stakeholder
Staffing Decisions:
Activity cost estimates were created, including basis of estimates, using the following:
- Parametric estimates (Ricardo)
- Analogous and parametric estimates (Jake)
- Reserve analysis including contingencies for unplanned changes in involving vendor
deliveries (Jill)
- Assumptions made about vendor deliveries and availability of the T1 and assumptions
made regarding when lease payments begin
- The range of possible estimates is stated as plus or minus 10 percent
Since the project occurs fairly quickly, only two funding requirement periods are needed
Technical Decisions:
Key stakeholders will be responsible for monitoring and controlling the technical aspects of
their respective expertise – for example, the Director of Retail Products will ensure that
incoming products are up to specification, and will handle any concerns of unacceptable
quality.
Conflict Resolution:
Conflicts should be brought to the attention of the Project Manager first, who will either
escalate the issue up to the appropriate level (applicable stakeholder or Project Sponsor), or
will address and work through the issue with the person(s) bringing it forth.
Approvals:
Changes involved in the project scope, schedule, or baseline will be documented in order to
maintain accurate and reliable performance measurement baselines. All processes impacted as a
result of changing project variables will mean revisiting Planning and Executing processes as
needed, as well as updating the project scope to reflect these changes.
Definitions of Change:
Schedule change:
A schedule change is usually the result of a revision to the project scope, activity estimations, or an
update in the project baseline. A delay in the schedule can significantly impact the project
outcome if there is little variance/float in the schedule. In fact, it can even change the critical path.
Budget change:
A budget change may result from incorrect estimating techniques, predetermined budgets that had
little flexibility, schedule changes (such as crashing), changes in suppliers, failure to provide
procedures to review and revisit cost estimates made during the planning phase of the project, etc.
Scope change:
A scope change requires changes to the project scope as defined by the WBS. Depending on the
nature of the scope change, there may need to be updates to a variety of documents such as,
project objectives, costs, quality measurement controls, performance measurements baselines, or
even schedule revisions. In the event in which a scope change is not documented properly, the
project requirements may not align with the desired deliverables.
Project document changes:
Project document changes may occur throughout the project. It is important that all the
stakeholders are aware of such changes and that the project manager is informed and required to
sign off on them. For a change to occur, it must first pass through the change control board who
meet periodically. Requests for change are always submitted in writing and are detailed to prevent
confusion. Documentation will be submitted in a change request form and then processed by the
Change Control Board (CCB). The CCB will then track, approve, or deny proposed changes.
Main Character Project Manager Determine impacts Makes final decision on the
approval process by
signing off on the change
request.
Change Gomez - T1 connection issues because the phone company is not returning calls about
request hardware
tracking
Change October 13th: Ricardo’s new operating system questions were answered and approved.
request Chapter 10: Jill’s cost change request has been approved because her first contracted
review vendor went out of business, the second vendor failed to meet quality control standards,
and her current vendor charges higher retail prices for their gourmet cookware. This
change approval doesn’t significantly impact the project budget, but will still require
revisions in the cost/budget related documents.
Change Chapter 10: Ricardo’s change request was submitted in writing through the change
request control system.
disposition Chapter 10: Jill’s change request was submitted through a cost change request to the
CCB
TBD: To Be Determined
N/A: Not Applicable
Parametric and analogous estimating techniques will be used. Reserve analysis will be used
to include contingencies for unplanned changes involving vendor deliveries. Budget will be
determined using cost aggregation.
Process Management:
Estimating costs Labor: $246,800; Materials: $500,000; Furnishing: $100,000;
Contractor: $30,800; Lease, Monthly Rent: $13,540 for 5
months
Activity 1: $3000 per month; Activity 2: $1600; Activity 3:
$17,000; Activity 4: $624; Activity 5: $156; Activity 6: $504;
Activity 7: $192
WBS Labor Labor Rates Total Labor Material/Supplies Equipment Indirect Reserve Estimate
ID Hours Costs
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
WBS Resource Direct Costs Indirect Reserve Estimate Method Assumptions/ Additional Range Confidence
ID Costs Constraints Information Level
1.1 Leases, Lease, Paperwork $2704 Expert When lease plus or High
contractors Contractors Judgment/Analogous payment begins minus
10%
1.2 Contractors, IT Procurement $3000 Expert When lease Takes 30 to plus or High
Personnel costs Judgment/Analogous payment begins 45 days to minus
procure 10%
1.3 Ethernet Cable, Labor Ethernet $1600 Parametric plus or High
Cable installers ports, any minus
specific 10%
hardware
1.4 Contractors, Contractors Expert plus or High
Gomez Judgment/Analogous minus
10%
1.5 Construction Labor Tools, $15 per hour Expert Judgment plus or High
workers Snacks $246,816 total cost minus
10%
2.1 Management Router, switch, $17,000 Expert Judgment plus or High
approval to server, and rack minus
purchase for the 10%
equipment equipment
room
2.2 Construction Labor Tools, $624 for router parametric plus or High
workers, IT Snacks installation/testing minus
Personnel $156 for switch 10%
installation
$504 for server
installation/testing
2.3 IT Personnel Labor Tools, parametric plus or High
Snacks $192 minus
10%
2.2 - Run Ethernet Cable Throughout Hourly Wage 100 16 hours 1600
Building Rate
2.3 - Purchase the Equipment Purchases Variant Router, Switch, Server, Rack, 17000
Service Terminals
Analogous Estimates
WBS Previous Activity Previous Current Activity Multiplier Cost
ID Cost Estimate
3.1 Pay construction workers 15 per hour Management approval for 17, 000
246,816 total purchasing equipment
cost
3.2 Management approval for 500,000 Workers for the store, need $3600 total
purchasing equipment laborers to stock shelves cost
3.3 Workers for the store, need $3600 total Store management, HR personnel, $10,000
laborers to stock shelves cost general store staff
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
Resource Calendars
Key project staff - including Jill Overstreet, Jake Peterson, Ricardo, and Gomez Construction -
are available for substantial time commitment to this project to ensure project deadline is
achieved.
Training Requirements
Personnel hired to staff new store will need two weeks training with Jill Overstreet and team.
Project manager takes key project staff to lunch once per month to foster team unity and
communication.
Project manager rewards those resources occupying the roles listed at the beginning of this Plan
with $100 gift cards to [nice Colorado Springs restaurant] for holiday gift.
Upon completion of project, key project staff are awarded 20 hours PTO, to schedule at their will.
Upon completion of project, project sponsor sends company-wide email announcing success of
project, and includes his gratitude to key project staff by name.
Safety
Gomez construction is responsible for ensuring safety standards are upheld by and for its
contractors at all times at Kitchen Heaven’s site.
Independent Inspector
completing the item
C onsulted = person or role whose
Project Manager
Ricardo Ramirez
subject matter expertise is required
Jill Overstreet
Jake Peterson
City Inspector
in order to complete the item
Dirk Perrier
I nformed = person or role that
needs to be kept informed of the
Shelly
status of item completion
CCB
INITIATE
Project Initiator R A C I I
Project Objective R A C I
Project Charter A I C C
PLANNING
Retail Products I A A R I
IT Equipment I A C I R
Store Build-Out I A R I C
Grand Opening A R I A C
IT Task Risk I R I I C
Facilities Risk I R C C I
Ratail Risk I R C C I
Project Costing I R C C C
IT Testing I A I I R
EXECUTING
I T hardware I A A C R
Store I A R R C I
Cable Vendor I A I I R
IT Connection Status I A I I R
Sign Lease I R C C C
Website Announcement I A C C R
Forecast I R C C C C
Project Inspection I A A A A I
Website Announcement I A C C R
Forecast I R C C C C
Contract Payment I A C C C R R
Site Inspection I A A C I I
Project Updates I R A A A
Change Request I A A A A A R
CLOSING
Project Closeout R A C R I
Porject Ends I A A R I
Final Closing R A A A A
1. Project Sponsor: The project sponsor has the authority to assign resources and
enforce decisions regarding the project, and is a stakeholder.
2. Project Manager: The project manager is responsible for managing the project
processes and applying the tools and techniques used to carry out the project activities.
The project manager coordinates and communicates between the functional managers
and project sponsor, as well as other project stakeholders.
6. Marketing Team: The marketing team is responsible for planning and executing the
grand-opening celebration for the new retail store.
1. Project Sponsor: The project sponsor has a high level of authority, has ultimate
decision-making power, and holds a high degree of power and influence in the project.
2. Project Manager: The project manager has a high level of authority, and is
recognized as the main contact for questions and issues related to the project. The project
manager reports to the project sponsor, and works collaboratively with the functional
managers involved in the project.
4. Retail Products Manager: The retail products manager has a high level of authority,
as she is responsible for all decision making with regards to store retail products.
6. Marketing Team: The marketing team has a low-to-moderate level of authority in the
context of the project, as it coordinates grand-opening celebration activities and plans with
the project manager and functional manager stakeholders.
7. IT Manager: The IT manager has a high level of authority, has he is responsible for all
decision making with regards to technology needs for the store.
Responsibility
1. Project Sponsor: The project sponsor is ultimately responsible for overseeing the
project at a high level, ensuring that the project meets deadlines, and financial and other
requirements.
4. Retail Products Manager: The retail products manager is responsible for ensuring
the store retail products meet stakeholder expectations.
5. Facilities Manager: The facilities manager is responsible for ensuring the store
furnishings meet stakeholder expectations.
Qualifications
1. Project Sponsor: The project sponsor’s qualifications for overseeing this project were
determined by Kitchen Heaven executive leadership.
2. Project Manager: The project manager is qualified for this project based on past project
successes from previous employment.
4. Retail Products Manager: The retail products manager is qualified to work on this
project due to her experience and her role as manager of ongoing operations for this store
once the project has been successfully completed and closed.
5. Facilities Manager: The facilities manager is qualified to work on this project due to his
successful supervision of eight previous store build outs.
6. Marketing Team: The marketing team is qualified to work on this project based on past
event coordination success for other Kitchen Heaven store openings.
7. IT Manager: The IT manager is qualified to work on this project based on past success
overseeing technical processes and needs for past store opening projects.
2. Project Manager: The project manager is required to document project processes and
outcomes according to agreements with project stakeholders, and is required to lead project
team, including fostering communication between project stakeholders.
4. Retail Products Manager: The retail products manager is required to fulfill project
expectations assigned to her to the best of her abilities, and to communicate problems and
limitations to meeting these expectations to the project manager as they arise.
1. Good communications
2. Good Documentation
3. Meet deadline
4. Deliverable
Meeting Guidelines
4. Each member would give briefs on the progress and what need to be addressed
Communication Guidelines
Decision-Making Process
Responsible parties include the Project Manager, Stakeholders and any team member who is
concerned
Use meeting and change management as well as Alternative Conflict Resolution methods.
Signature: Date:
Strengths
Weaknesses
Additional Comments
N/A
Conduct Procurements process for obtaining responses to bids and proposals from potential
vendors, selecting a vendor, and awarding the contract for the construction of Kitchen Heaven
store.
Process Boundaries
Inputs Outputs
Lease Agreement
RFP Selected Seller
Cost Baseline Resource Calendars
Qualified Sellers List Change Requests
References PMP Updates
Previous Work Project Document Updates
Stakeholders
Other Stakeholders
Dirk Perrier
Jill Overstreet
Ricardo
Bryan (Ricardo’s team lead)
Marketing Department Stakeholder
1. 1.
Estimated Time from Begin Buildout to Acceptable: 120 days
Complete Buildout (days) Upper Control Limit: 132 days
Lower Control Limit: 108 days
2. 2.
Contract Procurement Time, including Acceptable: 14 days
negotiation (days) Upper Control Limit: 15.4 days
Lower Control Limit: 12.6 days
3. 3.
Vendor Weighted Score (out of 60) Acceptable: 53
Upper Control Limit: 58.3
Lower Control Limit: 47.7
Current Process:
Procurement Authority
Ricardo – Drafted procurement statement of work for IT deliverables
Jill – Drafted procurement statement of work for Gourmet & Cookware lines purchases
1. Ricardo 1. IT
2. Jill 2. Inventories
3. Jake 3. Furnishings
4. Gomez 4. Build-out
Contract Type
Fixed-Price Contract: Purchase of routes & switches will be accomplished through fixed-price
contract
Time & Materials Contracts: Human Resources for running Ethernet cable procuring the T1 line.
WBS The WBS and WBS dictionary identify the deliverables and describe the work
required for each element of the WBS. Procurement of the resources
necessary to complete these deliverables by the due date is the purpose of
this plan.
Schedule The schedule influences the procurement process and vice versa because
they are both dependent on timing. Availability of resources can significantly
impact the outcome of the project. For example, a contract being canceled or
failing to procure a seasonal product or service could cause delays later in
the project.
Documentation The documentation process involves a procurement document. The
document must (1) state the description of the work requested, (2) include
the contract SOW, and (3) an explanation of how the seller should format
their responses.
Risk The risk register is a useful tool in determining the types of goods or services
trying to be procured. Integrating risk into this process is essential to
maintaining appropriate levels of risk as defined by the organization’s
policies, the stakeholders’ risk appetite, and other external environmental
factors. Tool used to procure resources in regards to risk may include: (2)
Perform a Make or Buy Analysis, (2) Market Research, and/or (3) Contract
Types
Performance Throughout the project lifecycle, there will be a need to track and evaluate
Reporting the progress being made in the various procurement processes. The use of
performance metrics will be used in order to insure that the schedule and risk
levels are aligned with the WBS and WBS dictionary.
Performance Metrics
Statistical Sampling of Cost of quality will help determine if the procured resources are at an
Supplies Ordered from adequate level of quality. Acceptable levels of quality may be found in
Vendors the quality management plan.
Jill ran into issues procuring the gourmet food supplies due to an
external and internal failure cost of quality. The first vendor went out of
business and the second vendor sold too low of quality supplies for the
grand opening.
1 2 3 4 5
Criteria 1 Purchase Price Purchase Price Purchase Price Purchase Price Purchase Price
Criteria 2 Delivery Cost Delivery Cost Delivery Cost Delivery Cost Delivery Cost
Criteria 3 Financial Capacity Financial Capacity Financial Capacity Financial Capacity Financial Capacity
Criteria 4 Production Capacity Production Capacity Production Capacity Production Capacity Production Capacity
Criteria 5 Overall Cost Overall Cost Overall Cost Overall Cost Overall Cost
Criteria 2 .10 2 .2 3 .3 1 .1
Criteria 3 .10 2 .2 1 .1 3 .3
Criteria 4 .10 1 .1 3 .3 2 .2
Role Responsibilities
3. Jill Overstreet ➔ Monitoring the quality of her work and the work of her staff.
➔ Serving on an independent review team, when appropriate.
4. Ricardo ➔ Monitoring the quality of his work, and the work of his staff.
➔ Serving on an independent review team, when appropriate.
When Planning
Processes Perform QA
Processes Perform QA
Manage Communications (lessons learned meetings)
Close Project or Phase (lessons learned meetings)
What Increase the effectiveness and efficiency of the project when corrective actions
such as Change Requests are identified. Changes to the QMP and the PMP
may be required
Collection
Store property must be located in Colorado Springs, CO.
Store must open February 1, 2014 to coincide with Garden and Home Show conference
in Colorado Springs.
The store should have between 1,500 and 2,500 square feet of retail space.
Local contractors should be used for the build-out.
Project requires team to sign a lease within 14 days.
Store must offer new line of gourmet food products.
Store must have classroom space in back of store for cooking demos and classes.
Project must cost less than $2 million.
Jill Overstreet needs 14 days to hire personnel and stock shelves.
Signed lease
Order T1 connection
Ethernet Cable Run
Contract with Gomez
Build-Out
Install and Test Hardware
Order Retail Products
Hire Retail Products and Stock Shelves
Grand Opening
Analysis
There is an overlapping relationship between these requirements.
If there is to be a change to any of the requirements it must be reported to the Project
Manager with a plan of action moving forward.
Categories
Building and Cabling
Store
Budget
Human Resources
Schedule
Products
Documentation
Requirements are to be documented and monitored in the Requirements and
Traceability Matrix
Prioritization
Ordinal prioritization (high, medium, low)
Metrics
These requirements will be traced in hours.
Traceability Structure
Requirements will all have a priority level, category, source, and objective and will be
organized this way in the traceability matrix.
Tracking
These requirements will be tracked by weekly progress reports given to the Project
Manager and necessary stakeholders.
Reporting
Progress of the requirements will be tracked on and reported on a weekly basis.
The project manager must be notified when tasks are completed and if they are
running behind schedule.
Validation
Once a requirement is completed the project manager must be notified and will
validate that the requirement is completed to the proper standard and that it is okay to
move onto that party’s next requirement.
KHCS- Signed Lease High Building and Dirk Perrier Phase 2 yes hours complete
1001 Cabling
KHCS- Order T1 High Building and Activity List Phase 2 yes hours complete
1002 Connection Cabling
KHCS- Ethernet low Building and Activity List Phase 2 yes hours complete
1003 Cable Run Cabling
KHCS- Contract With high Building and Activity List Phase 1 yes hours complete
1004 Gomez Cabling
KHCS- Build-Out high Building and Activity List Phase 1 yes hours complete
1005 Cabling
KHCS- Build-Out high Building and Activity List Phase 1 yes hours Not complete
1006 Complete Cabling
KHCS- Instal and Test high Hardware Activity List Phase 1 yes hours complete
1007 Hardware
KHCS- Order Retail high STORE Activity List Phase 3 yes hours Not complete
1008 Products
KHCS- Hire Retail high STORE Activity List Phase 3 yes hours Not complete
10010 Products and
Stock Shelves
KHCS- Grand high STORE Activity List Phase 3 yes hours Not complete
10011 Opening
KHCS-1001 Signed Lease Dirk Perrier Building and High Signed within 14 days Signed lease
Cabling document
KHCS-1002 Retail Product Dirk Perrier Store High Delivered 14 days prior to Inventory receipt and
Line opening confirmation
KHCS-1003 In-Store Dirk Perrier Building and High Completed by grand opening Approval by Dirk
Classroom Cabling
KHCS-1004 Project Cost Dirk Perrier Budget High Project is completed at or Written Confirmation
below $2 million budget from Accounting
KHCS-1005 Jill’s Time Jill Overstreet Building and Medium Jill has 14 days to to hire Hiring and stocking
Requirement Cabling personnel and stock shelves completion notification
from Jill
Methodology
The Risk Management Plan will be used to define, monitor, and control risks throughout the project.
Defining risk will be accomplished through identifying the risk attitudes of the organization and its
stakeholders using techniques such as:
1. Regular documentation reviews
2. Gathering information
3. Checklist analysis
4. Assumptions analysis
5. Diagramming
6. Strengths-weaknesses-opportunities-threats (SWOT) analysis
7. Expert judgment
After risks have been identified and properly documented in risk register, a qualitative analysis will be
performed by utilizing a risk probability impact matrix and a risk data quality assessment. Once the risks
have been evaluated from a qualitative perspective, a quantitative analysis will be performed to
determine the overall impact of these risks. The quantitative analysis will look at:
1. Possible outcomes and probabilities
2. Identify risks that need the most attention
3. Identify realistic and achievable schedule, cost, or scope targets
4. Determine the best project management decisions possible when outcomes are uncertain
Quantitative analysis of risks will be performed by gathering data from probability distributions,
performing various modeling techniques (such as EMV, decision tree, simulation, or sensitivity) and
documented on the risk register. Once this part of the process has been completed, developing a risk
response plan will be necessary to determine which actions to take for the risks that have the highest
probability of occurring and highest impact to the project. Strategies are developed in the risk response
plan process to address negative and positive risks, as well as contingency plans.
Risk Categories
Contingency reserves will need to be accounted for based on the likelihood and impact of a risk in
relation to the remaining balance of the reserve account. The reserve account should include all the
quantified risks in order to maintain an accurate budget.
Contingency Protocols
Contingency protocols help determine alternative methods of dealing with certain risks. When a risk
event occurs, the contingency plan reserve strategy will be in place for that particular event. This
protocol may include setting aside funding, resources, and adding project time to the project schedule.
In the development of each contingency protocol, it is important to consider the impact the contingency
will have on the project.
Frequency Timing
Risk management documents will be reviewed and evaluated when a risk becomes an issue, needs to
be modified, or a new risk has been identified. Documents associated with risk must be monitored and
updated to accurately reflect the projects current risks every couple of days, or as needed.
In the interview with Ricardo, the risk tolerance for the T1 Line Availability and Installation became a
higher priority as Ricardo identified that a risk of delay could postpone the T1 line for up to 3 to 4
months, with a low possibility of it being 6 months.
Once risks have been identified, they will need to be subsequently tracked throughout the remainder of
the project. Tracking the risks will start by referencing the frequency timing section in the Risk
Management Plan to ensure that the risks are still applicable to the current project. To determine if
risks are still relevant, an audit of the risks will be done by assessing the pending deadlines and current
project resources.
Definitions of Probability
Very High .8 Product Not More than 18% More than 18%
Usable increase increase
.8
.6
.4
.2
.05
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
Schedule Methodology
Schedule Tools
Project Management Software : Microsoft Project; Cost of Quality; Reserve analysis; Vendor bid
Analysis; Group decision - making techniques
Excel
Schedule baseline and the reporting format is Milestone Method in time, Finish-to-start (FS)
Process Management
Activity identification Activity List; Project Schedule Plan with analogous estimating and rolling
wave planning.
Estimating effort and Expert judgment based on Top - down Techniques and Days for
duration duration were used
Updating, monitoring and Project documentation updates .This would be done on share drive
controlling Project Plan
2.0 IT HARDWARE
3.0 STORE
3.2 Hire Retail Products and Stock 112 Days by 8hrs of work
Shelves
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
Description of Work:
Complete leasing by signing lease contract for retail space.
2.0 STORE
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
1. Project
1.1. People
1.1.1. Quantity of Role 1: IT: 20 people
1.1.1.1. Quantity of Level 1: Build Out: 50 People
1.1.1.2. Quantity of Level 2: Store: 10 people
1.1.1.3. Quantity of Level 3: Interior and Exterior Decorations- 8
peoples
1.1.2. Quantity of Role 2: Closeout- 5 peoples
1.2. Equipment
1.2.1. Quantity of Type 1: Ladders, Stoves, Shelve, water filters
1.2.2. Quantity of Type 2: Lifts and Forklifts
1.3. Materials
1.3.1. Quantity of Material 1: Cement, IT and Electrical cables, paints and
wood
1.3.1.1. Quantity of Grade 1: Tables, Chairs, decorations
1.3.1.2. Quantity of Grade 2: Store retail items
1.4. Supplies
1.4.1. Quantity of Supply 1: 50 Shelves, 24 bundles of IT and electrical
Cables, 25 Tables and Chairs
1.4.2. Quantity of Supply 2: 20 tons retail supplies
1.5. Locations
1.5.1. Location 1: Kitchen Heaven Site
1.5.2. Location 2: Store front
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
2.0 IT HARDWARE
3.0 STORE
3.2 Hire Retail Products and Stock Shelves workers for the store
Project Title: New Kitchen Heaven Retail Store Date Prepare: 12/10/2013
WBS Structure
Milestone 2:
Build-out, Personnel Hiring by Jill’s Team done by January 26
Milestone 3:
Grand Opening Preparation done by January 30
Cost Estimates:
Total Project cost: Estimate $ 1.5 to $2.0 million
Addition $10,000 for Ricardo’s Team
The scope baseline maintenance will be used to monitor the status of the scope of the project.
The team will utilize the WBS Dictionary as a framework for the project and ensure that they
perform only the work described in the WBS Dictionary. This is measurable by generating
deliverables for each WBS element. Maintenance must be timely so that the project is not
tracking obsolete or other goals unmentioned in the WBS Dictionary. If there is a scope
change, the corresponding cost baseline and schedule baselines must be adjusted to reflect
the changes.
See Sections:
1. Scope Statement
2. The WBS
3. WBS Dictionary
Scope Change
Any major change to the scope will need to be verified by all of the stakeholders to make sure
that it is okay. The project manager first will decide if they think the change is necessary and
they will then approach all stakeholders and make sure they approve the change. If there is
just a scope revision it will be left to the project manager’s best judgment whether or not the
revision is necessary for the success of the project. Scope changes will be anticipated and
budgeted for accordingly.
Deliverable Acceptance
Project Deliverables:
● Build out storefront, including shelving
○ The storefront look must be consistent with all of the other 49 stores throughout
the country. This will need to be approved and signed off by someone in the
Marketing department.
● Retail product line will be delivered two weeks prior to grand opening
○ The retail product line must be displayed throughout the store in a way that is
easy for customers to find what they want and consistent with other stores in
the country. This will need to be approved by…?
● Have grand opening party with cooking demos
○ Customers will be expecting cooking demos of high quality by people who
know what they are talking about. Is will be important to hire instructors with
good experience and will be approved by the project manager as well as
someone in the Marketing Department.
As requirements are collected, they will be documented in a way that describes how the
requirements meet the business need for the project. However, before being included into the
scope, they must be unambiguous, traceable, complete, consistent, and acceptable to
stakeholders. Components of requirements documentation may include:
● Business requirements (project objectives, business rules, and guidelines of the
organization)
● Stakeholder requirements (impact to other entities or organization areas, stakeholder
communication and reporting requirements)
● Solution requirements (functional/nonfunctional, technology and compliance, support
and training, quality)
● Project requirements (performance, safety, compliance, levels of service, acceptance)
● Transition requirements
● Requirements assumptions, dependencies, and constraints.
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
Project Deliverables
Storefront complete with shelving and other store furnishings, outfitted with retail product lines, with
classrooms at back of store.
Grand-opening celebration with Colorado Springs community, including cooking demos with local
chefs.
Project Exclusion
Site does not pass inspections.
Store furnishings are poorly crafted/unavailable.
< 90% of necessary retail products are not physically in store by project completion date.
< 90% of personnel needs are not met at least two weeks before grand-opening.
Local chefs are not located/booked for participation in grand-opening celebration.
Catering is not secured for event.
Project Constraints
Project Assumptions
A store build-out usually takes 120 days
Jill Overstreet will help with the initial store stocking
Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings,
shelving, and so on, and can help with the store build-out as well.
The budget for the project will be between $1.5 and $2 million
Dirk Perrier C
Ricardo C/D
Marketing Team C D
Jill Overstreet Receive frequent check-ins Face-to-face primarily, email or At least every three days.
about progress of retail item phone secondarily.
acquisition and staffing, give
updates on changes to project
schedule/budget/scope in case
they have residual effect.
Jake Peterson Receive frequent check-ins Face-to-face primarily, email or At least every three days.
about progress of store phone secondarily.
furnishings acquisition; give
updates on changes to project
schedule/budget/scope in case
they have residual effect.
Ricardo Receive frequent check-ins Face-to-face primarily, email or At least every two days.
about progress of IT-related phone secondarily.
installations and testing, give
updates on changes to project
schedule/budget/scope in case
they have residual effect.
Gomez Construction Crew Because deadline constraint is Telephone primarily, face-to-face Daily.
critical to success of project, secondarily.
check in frequently about
construction progress and
issues that arise.
Madelyn was let go due to improper use of internet resource during work hours - need to find replacement stakeholder, two internal
candidates are currently under consideration.
Stakeholder Relationships
There is a high level of trust and respect amongst the stakeholders involved in the new Kitchen Heaven retail store project, and thus
communication is effective and team dynamics functional and positive.
Stakeholder Approach
Local Colorado Springs chefs Jill will reach out to local restaurants and cooking schools to inquire about chefs who are well-
connected in the Colorado Springs community, to measure interest in participating in grand-opening
celebration.
Colorado Springs community Marketing team will begin advertising grand-opening celebration and new retail store several months
before Feb. 1 project completion date, to garner interest and excitement.
Grand-opening celebration Jill and her team, in conjunction with Arrow Consultants, will perform online search for caterers will
vendors positive online reviews. The top five candidates will be contacted by telephone and will be informed
of Kitchen Heaven’s needs for the event, and if interested will receive an RFQ from Kitchen Heaven
via email. The five vendors will submit seller proposals and the top three candidates will participate
in a bidder conference with key project stakeholders who are invested in this area of the project.
Jill Overstreet’s team Two months out of project completion date, Project Manager and Arrow Consulting Team will begin
meeting with Jill’s team to discuss transition of project management after Feb. 1.
Kitchen Heaven employees All employees will receive an email one month before project completion date from Project Sponsor
announcing new store opening, including an invitation to grand-opening celebration.
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
Dirk Perrier
Colorado Springs Stakeholders at
community kick-off meeting
Jill Overstreet
Jake Peterson
Power
General contractor
Leasing agent
Contact
Name Position Role Requirements Expectations Influence Classification
Information
Dirk Perrier VP of Marketing Project Sponsor (555) 456-7654 Sign off on major Moderate High Important
d.perrier@gmail.com project decisions project
involvement
Jake Peterson Facilities In charge of store (555) 324-5644 Ordering and High project High Important
furnishings Peterson@gmail.com installation of store involvement
furnishings
Jill Overstreet Director of Retail Initial store (555) 385-4677 Ordering and set- High project High Important
Products stocking, ongoing jillover@gmail.com up of retail involvement
operations post- products, and
opening hiring and training
of store personnel
Jill Overstreet’s Retail Products Will take over Same as above Claim ongoing Moderate Moderate Semi-
group ongoing operations of new project important
operations of retail store after involvement
store project completion
date
Arrow Project consultants Assist project arrow.consulting.team@gmail.com Project Moderate Moderate Semi-
Consulting manager involvement over project important
Team the life of the involvement
project
Ricardo IT Manager Oversees tech (555) 385-4688 Ordering, High project High Important
needs for new ric.tech@gmail.com installation, and involvement
store testing of tech
equipment for store
Stakeholders Kitchen Heaven Influence decision Approve project Moderate Moderate Semi-
in attendance employees making charter project important
at kick-off involvement
meeting
Colorado Leasing agent In charge of (555) 853-4575 Negotiate lease Moderate Moderate Semi-
Springs Elite leasing actions and secure leasing project important
Property agreement involvement
Management