Cpmgt 300 week 5 group project closeout final PDF

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Project Closeout Josue Llera, Nathanael Morris, Kelly Kile CPMGT/300 September 16, 2019 Dr. Tony J. Taylor

2X Project Closeout Our gluten free bakery became so popular there was a need to expand our products, services and add another location to keep up with the customer demand. It was necessary to come up with a project plan. We devised a plan to purchase a new building that would meet our new needs and that would enable us to continue to provide our product to our growing customer list. Project proposal Our gluten free bakery has been deliver baked goods (bread, cakes, cupcakes, cookies, pies, muffins, and other seasonal favorites) that appeal to those eating gluten free for health reasons, personal choice or because of a gluten allergy or intolerance. Out bakery had become very popular and our location was no longer able to keep up with the demand for our products and we needed to expand. Our goal was to expand our bakery line and add space for customers to purchase a treat and cup of coffee to consume on premises. For these reasons we needed another location. Project Requirements and cost Requirement Matrix Meet with all stakeholders and discuss project: Planning, Executive sponsor $1,000 2 weeks Discuss project: Planning, Executive sponsor $1,000 2 weeks Set a budget: Planning, Business analyst $1,000 3 weeks Create project plan: Planning, Project leader $1,000 3 weeks Hire a realtor/buy a building: Execution, Project team member $200,000 6 weeks Buy cafe furniture/décor: Execution, Project team member $12,000 8 weeks Hire 10 part time employees: Execution, Project sponsor $12/hr, $14,400/quarter 6 weeks Buy bakery supplies/equipment: Execution, Project team member $12,000 6 weeks Promote supervisor to store manager: Execution, Executive sponsor $30,000 annually 8 weeks Train new employee Project monitoring and control, Project team member $1920 $12/hr, 4 week 8 weeks Install bakery equipment: Project monitoring and control, Project leader $5,000 8 weeks Paint, hang fixtures, organize, set up café: Project monitoring and control, Project team member $2,000 10 weeks Grand opening for current customers and community: Project closure, Entire team $2,000 11 weeks Grand opening: Project Closure, Entire team $2,000 12 weeks

Project Total Cost $238,000 Project cost breakdown Phase Requirement Responsible Party Cost Conceptualization: opening stock and purchase of raw material, supply manager, $32,000

3X Conceptualization: rental and financial income, financial department, $34,105 Conceptualization: operating revenues, accounting, $26,000 Planning phase: labor/wages, accounting, $18,000 Planning phase: direct expense cost, business dept., $7,500 Planning phase: utilities, business dept., $8,500 Execution phase: factory overhead $11,000 Execution phase: maintenance, $7,000 Execution phase: operating expenditures, project leader, $10,500 Execution phase: service contracts, project leader, $11,000 Execution phase: administration, business dept., $5,000 Execution phase: sales/marketing, project leader, $3,100 Termination phase: advertisement, sponsors, $15,000 Termination phase: furniture, project team members, $30,000 Termination phase: opening stock, project team members, $4,795 Termination phase: grand opening, project leader, $4,000 Termination phase: finished goods, upper management, $6,000 Total Cost $238,000

6 Ways to Measure Project Progress 1. Units Completed The Units Completed lends itself well to tracking tasks that are done repeatedly, where each iteration can easily be measured. Usually a task that is done repeatedly tends to take about the same amount of time, resources and effort, so tracking the units completed works well here. A simple example could be installing standard light fixtures. 2. Incremental Milestones Also known as the ‘steps’ method, the incremental milestones method is predominantly used for cost accounts that involve subtasks that need to be completed in an orderly fashion. An example of this technique is the forming and placing of a concrete foundation wall – laying the foundation wall on footings, erecting inside wall panels and brace, setting horizontal and vertical rebar in formwork and so forth needs to be done in sequence to complete the task appropriately. 3. Start/Finish This method is only focused on capturing the starting point and the finishing point of the task and nothing in between. It’s best for tasks that are short in duration. You would implement this method if the tasks work estimations are not available or if the percent complete progress data is too difficult to collect.

4X “Classic examples include testing services such as load test on electric panels, flushing and cleaning of piping, and similar tasks.”1 4. Cost Ratio The Cost Ratio method is usually implemented on a project that has tasks that tend to occur over a long phase or the entire project. Often used for Overhead costs, this technique is measured based on the budgeted allocation of dollars vs. the labor hours of production. This method gives the contractor the ability to earn value that is equal to the overall percent of project completion. 5. Experience/Opinion Unlike the methods above that rely on definitive data, this method relies on the experience and subjectivity of the project manager. This technique is used for tasks such as de-watering or frost removal/protection. 6. Weighted or Equivalent Units This method was highlighted as the best technique in the text and is the one that requires more effort, but also extends to a wider data range. The tasks that are being calculated tend to occur over a longer duration time and includes multiple sub-tasks, where sub-tasks can have different units of measurements.

Change management plan: Level four heading While in the duration of our gluten-free bakery project, the project leader must implement a change management plan. This will ensure that any changes that may occur during the facilitation and execution of this project can be handled in the best way possible. A good project leader is prepared for inevitable changes and is prepared to still complete the tasks at hand

5X despite any changes within the project’s original plans. Many changes may occur during the gluten-free bakery project. One example that I will use is that changes will most definitely occur if there is a natural disaster and the building has a sudden power outage lasting for several days. The project leader will have to take precautionary measures to assure that any cold food supplies do not spoil, so obtaining a generator may be necessary. When changes such as these occur, the project’s scope may change because the bakery may not have the opportunity to open on time or in cases like this natural disaster, many employees may be involved in the current execution phase and may have been injured from the natural disaster’s effects leaving them unable to work and causing changes within the project’s projected time of completion and budgeting expenses. The scope of the project may potentially stay about the same as it originally was, but these other changes may cause the project some delays. Because of the time delay in this project, the budget will have to be expanded to make purchases for equipment such as generators to avoid losing out on thousands of dollars of food inventory. When this happens, a request from the project manager to the financial stakeholders will have to be made, requesting an allowance in the project’s budget for such expenses. The stakeholders will review this request and either grant it or not. If the request is not granted, the project leader must find a place somewhere in the budget to take money away from to assure this specific funding is provided. Maybe the finance manager can take money from the advertising budget for a priority such as this. When the timeline has been changed during the course of a project, all members of the project must be made aware of any changes they face regarding the tasks they are responsible to manage. With budget, all members of a project may not be made aware of changes if it doesn’t affect them personally-but with either changes, e-mails, phone calls, memos, letters, or one-on-one correspondences should be made to communicate all changes and details. Without communication about the changes,

6X ones involved in the project will have no knowledge of said changes and would therefore still handle their tasks the way they originally were. If they fail to change the ways they are executing their tasks, the project's ’cope would become unstable and cause many problems within the project as a whole. Change can facilitate a project’s success or its failure. If change is implemented and all who are involved in the completion of the project properly manage their tasks, the project’s success is inevitable. A change management plan defines activities and roles to manage, control and change during the execute and control stage of the project. Change is measured against the project’s scope, budget, and schedule and plans to manage quality, risks, issues, and change.”

Conclusion Nathanael do the conclusion

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References https://pma.doit.wisc.edu>what...