Project Management Plan - Cafe Au Lait.PDF

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1.0 Background 61.1 Business Objective 61.2 Project Objectives 6

2.0 Scope Management Purpose 72.1 Project Title 72.2 Justification 72.3 Scope Summary 72.4 Acceptance/Success 72.5 Sponsors/ Stakeholders 72.6 Budget 7

3.0 Collection of Requirements 83.1 Identification 83.2 Analysis 83.3 Documentation 83.4 Requirements Traceability Matrix 83.5 Stakeholder Register – Roles & Responsibilities 9

4.0 Scope 104.1 Scope Statement 104.2 Acceptance Criteria 104.3 Document Review Analysis 114.4 Deliverables 124.5 Exclusions 144.6 Constraints 154.7 Assumptions 15

5.0 Work Breakdown Structure 165.1 WBS 165.2 WBS Dictionary 16

6.0 Scope Validation 17

TABLE OF CONTENTS

PROJECT MANAGEMENT PLAN

COURSE # SCS1860 – 272GROUP 7

TEAM MEMBERS Sana Ali | Christine Dikongue | Amy Michialidis | Rajiv Mirpuri | Geoff Penhorwood | Corinne Sperduti


7.0 Scope Control 187.1 Purpose of the Change Management Plan 187.2 Version History 187.3 Change Request (CR) Process Flow Requirements 187.4 Change Management Log (Template) 197.5 Evaluating and Authorizing Change Requests 197.6 Change Control Board 207.7 Change Management Plan Approval 20

8.0 Cost Management 218.1 Project Schedule 218.2 Milestone Chart 218.3 Cost Plan 228.4 Cost Control 22

9.0 Stakeholder Communication Requirements 239.1 Information to be Communicated 249.2 Medium Choice 259.3 Escalation Process 269.4 Revision Process 28

10.0 Risk Management Plan 2910.1 Risk Management Objective 2910.2 Risk Approach 2910.3 Risk Breakdown Structure 2910.4 Qualitative Risk Analysis 3010.5 Quantitative Analysis 3110.6 Risk Register 3110.7 Identified Risks 32

11.0 Human Resources Plan 3311.1 Project Team – Roles and Responsibilities Assignments 3311.2 Organizational Chart 3411.3 Responsibility Assignment Matrix 3511.4 Staff Acquisition 3611.5 Resources Calendar 36

12.0 Resource Availability Planning (Develop) 3712.1 Resource Ramp-up Report 3712.2 Phase Resource Requirement Report 37

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13.0 Project Staff Performance Management (Manage) 3813.1 Project Performance Appraisals 3813.2 Observation & Conversation 3913.3 Feedback on Performance 3913.4 Conflict Management 4013.5 Issues Log 40

14.0 Recognition & Rewards 4114.1 Benefits 4114.2 Training 4114.3 Team Building 41

15.0 Quality Management Plan 4215.1 Document Change Control 4215.2 Quality Management Approach 4215.3 Quality Management Objectives 4315.4 Project Quality Control 4315.5 Project Quality Assurance 4515.6 Quality Team Roles & Responsibilities 4715.7 Quality Tools 4715.8 Quality Control and Assurance Problem Reporting Plan 48

16.0 Project Close-out Resource Release Report 49

17.0 Client Acceptane 50

Appendix Tab A - Change Request Form 52Tab B - Requirements Traceability Matrix 53Tab C - WBS 56Tab D - WBS Dictionary 58 Tab E - Scope Validation Plan 60Tab F - Change Management Instructions & Log 62Tab G - Project Schedule 64Tab H - Cost Plan 74

1.0 BACKGROUND Café Au Lait is a successful bakery café located at Runnymede Rd. and Dundas St. in Toronto, Canada that opened its doors in 2012. Following 3 years of a successful business, the owners of Café Au Lait, Bonnie and Troy, have expanded their café to its second location in the bustling neighbourhood of Liberty Village, which is home to a flurry of young professionals and a booming condo development. Market research has identified the south west area of Toronto as the perfect site for the café’s second location as there is little competition, large amounts of pedestrian traffic, as well as urban infrastructure and a dynamic population.

The Liberty Village location is currently in its second month of business, but despite a promising start, Café Au Lait is not hitting projected sales. To combat the lack of awareness, the café’s owners have decided to engage event marketing agency 76 Consulting Ltd. to help boost awareness, traffic and sales for their second location. 76 Consulting Ltd. has been in business for over 12 years and has a roster of over 15 loyal clients from the restaurant, service industry and retail sectors.

1.1 BUSINESS OBJECTIVE• Use the promotional event as a vehicle to change and improve Café Au Lait’s brand image as a popular and authentic bakery café in the eyes of the public who live and work in Toronto’s Liberty Village.• Increase the sales and traffic of Café Au Lait’s Liberty Village location and make the second location as profitable and successful as the first.

1.2 PROJECT OBJECTIVES• Develop a 60-day plan to successfully deliver on scope, schedule, and cost a one-day event at Café Au Lait’s Liberty Village location that will drive awareness of the business.• Create an engaging experience for pedestrians to sample Café Au Lait’s food and drinks.• Achieve Sponsor/Client satisfaction at the conclusion of the event.• Build the business relationship with the owners of Café Au Lait to increase the likelihood of 76 Consulting Ltd. being engaged for future projects.

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2.0 SCOPE MANAGEMENT PURPOSEThis section of the Café Au Lait Liberty Village Awareness Event will clearly define the scope of the project, including requirements collection, the WBS, scope validation, control plans and techniques. Additionally, the Scope Management Plan will serve as an agreement of the project scope between the following parties: Project Sponsor/Stakeholder (Café Au Lait owners, Bonnie & Troy) and 76 Consulting Ltd. (Project Director, Project Manager, Project Team) and other personnel associated with and/or affected by the project.

2.1 PROJECT TITLECafé Au Lait Liberty Village Awareness Event.

2.2 JUSTIFICATIONCafé Au Lait is not hitting projected sales and is not recognized by the community in Liberty Village. 76 Consulting Ltd. will help to boost the awareness for Café Au Lait`s second location with a promotional event to create buzz about the café amongst those who live and work in Liberty Village.

2.3 SCOPE SUMMARYThis project will consist of planning an awareness event starting April 1, 2016 for a one day event on Thursday June 9, 2016 (7am - 7pm) with a total budget of $90,000 to drive awareness of Café Au Lait`s second location in Toronto’s Liberty Village. The project’s targeted completion date is June 30, 2016.The event will include samples of Café Au Lait`s food and drink, special offers and coupons (which will be provided by the sponsor/stakeholder), as well as promotional printed pre-event materials and at-event materials. The event will be a way for local consumers to test and try Café Au Lait’s products and as a way to motivate consumers to visit and shop at the Café.

The project sponsor, project director, project manager, and other stakeholders are responsible for establishing and approving documents for project scope measurement. This will include deliverable quality checklists and any performance measurements. As the project moves throughout its lifecycle and planned scope becomes complete, project objective managers and stakeholders/sponsors will be aware of what is being accomplished in relations to expensed resources and meeting stakeholder/sponsor expectations.

2.4 ACCEPTANCE/SUCCESSThe project will be determined successful with client’s satisfaction and formal sign-off following the one day event being delivered and executed on time, and on budget.

2.5 SPONSORS/ STAKEHOLDERS• Bonnie Smith – Owner of Café Au Lait Email:[email protected]• Troy Smith – Owner of Café Au Lait Email: [email protected]

2.6 BUDGETThe total Project Budget for the Café Au Lait Liberty Village Awareness Event is CDN $90,000.00 (excluding HST).

Please refer to “Appendix A Change Request Form”.

3.0 COLLECTION OF REQUIREMENTSThe approach 76 Consulting Ltd. will use for collecting requirements for the Café Au Lait Liberty Village Awareness Event will consist of splitting the deliverables into project and product deliverables requirement identification, interviews, surveys and document analysis.

3.1 IDENTIFICATION The tools and techniques used to gather key insights into the project and product requirements will be interviews (focus groups) with key stakeholders and consumer survey’s (intercept surveys with 20 key questions with a sample population of 100 people in the Liberty Village area).

3.2 ANALYSISThe project team will analyze the results, and structure the survey answers and requirements to determine priority and accountability. Document analysis and acceptance criteria will be determined for an understanding of when a requirement has reached an acceptable level.

3.3 DOCUMENTATIONOnce a requirement has been set, it will be documented and assigned to the appropriate stakeholder and team member. Key findings and insights will be summarized in pie charts and bar graphs.

3.4 REQUIREMENTS TRACEABILITY MATRIXThe Requirements Traceability Matrix is used to link identified and documented project requirements to those elements within the scope and WBS that will ensure the requirement is met and satisfied.

Please refer to “Appendix B Requirements Traceability Matrix”.

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3.5 STAKEHOLDER REGISTER – ROLES & RESPONSIBILITIES

POSITION & ROLE REQUIREMENTS EXPECTATIONS INTERNAL/ EXTERNAL

INFLUENCE LEVEL

POWER LEVEL

STAGE OF INFLUENCE

Sponsor/ Stakeholder Owners at Café Au Lait

That the project is carried out according to the agreed project plan.

Reviews and approves the project charter and plan, deliverables. Decision maker on changes to the project. Has to be informed of all changes.

External HIGH HIGH ALL STAGES

Project Director That the project is planned appropriately, including the project schedule and milestones.

Must be kept up to date with the project, so the Sponsor can be updated. Any major changes the PD must be involved in. Review and approve project budget and expenditures. Liaises between PM and Sponsor.

Internal HIGH HIGH ALL STAGES

Project Manager That the event is carried out according to specifications, project plan and to the agreed plan of action.

Requires daily updates and communication on the project, and any issues that arise.


Project Budget & Finance Officer

That all costs provided prior to preparing the budget.

Reports individual and project status. Performs all project activities as needed. Develops project budget requirements.


Project & Event Planning Officer

That all details regarding the project are provided prior to preparing the event plan. Must report individual and project status to the Project Manager.

Performs all project activities as needed. Develops scheduling requirements. Communicates key dates and deadlines to the Event Operations Officer and other team members as needed. Interacts with support personnel as needed.

Internal HIGH MED ALL STAGES

Event Operations Officer

All details are provided by the Project & Event Planning Officer within a sufficient timeframe. Event is setup as scheduled. Reports individual and project status to the PM. Responsible for on-site coordination of event personnel, materials, etc.

Performs all project activities as needed. Responsible for the event setup.

Internal HIGH MED ALL STAGES

Project Coordinator Ensuring on time delivery of materials. Reports individual and project status to PM.

Performs all project activities as needed. Assists Event Operations Officer with on-site event support. Prepares reports and event documentation and material.

Internal HIGH LOW ALL STAGES

Project Admin Ensuring all office space is maintained and stocked as per Project Team needs.

Performs all project activities as needed. Coordinates and schedules all internal and external project meetings. Assists with the production of project and event documentation, material. Assists Budget & Finance Officer with payment, invoices, filing, etc.

Internal HIGH LOW ALL STAGES

4.0 SCOPE4.1 SCOPE STATEMENTThe project scope will be broken down into two primary categories; project scope deliverables and product scope deliverables. For the avoidance of doubt, project related deliverables, as defined in section 4.4 below, will refer to the suit of documents, plans, and processes created by 76 Consulting Ltd to enable the on budget and on time execution of the Café Au Lait Liberty Village Awareness Event. Product related deliverables will refer to those items required to ensure the success of the event on the day and on site. This includes those physical items outlined in section 4.4 below. The requirements for both categories of scope will be collected as per the process outlined above.

Those projects related deliverables outlined in section 4.4 would be defined, created, and accepted by the project sponsor in phases 1 and 2 of the project schedule. Some monitoring and control exercises will persist into phase 3, leading up to the successful execution of the event. Each plan, process, or project document will successfully pass through the acceptance criteria process outlined below before being accepted by the customer. Document creation, approval, and review will have to be completed within a tight timeframe due to the project schedule, and 76 Consulting Ltd staff must aim for document acceptance on first review to avoid unnecessary time spent on revisions.

As the product related deliverables pertain directly to the success of the promotional event, they will be procured, delivered, and installed at the project site in phase 3 of the project schedule. Timing of procurement and delivery will be critical as no significant lead-time or storage has been allowed for in the project schedule. The delivery and installation of these deliverables will be reported to the project manager and project sponsor on a weekly (or sometimes more frequent) basis so as to maintain a dynamic customer acceptance process. Both categories of scope will be monitored, validated, and controlled via the processes outlined in section 7.0 of this document.

4.2 ACCEPTANCE CRITERIA1. Project deliverable acceptance criteriaa. Each stage of project deliverable development will be delivered to the customer as per the agreed project schedule.b. Each stage of project deliverable development will be signed off by the author, project manager, and project director where appropriate before submission to the customer as per section 7.0 of this document.c. Each stage of project deliverable development will be approved and signed off by the customer where required as per the agreed WBS and as per section 7.0 of this document.

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1. Product deliverable acceptance criteria:

a. Weekly progress reports will be used as the primary way to track and gain acceptance of each item listed in section 4.4.b. Delivery and receipt of each item listed in section 4.4 will be tracked against the procurement management plan and progress reported weekly to the PM and project sponsor.c. Setup of each item listed in section 4.4 will be tracked against the Schedule baseline and progress reported weekly to the PM and project sponsor leading up to the event day.d. Sponsor/customer feedback: Was the event a success? Did it meet targeted outcomes?

4.3 DOCUMENT REVIEW ANALYSIS

4.4 DELIVERABLES

1.1 Project Requirements/Deliverables

1.1.2 Project Charter

1.1.3 Project Requirements1.1.3.1 Requirements management plan

1.1.4 Budget1.1.4.1 Cost performance baseline1.1.4.2 Cost management plan

1.1.5 Schedule1.1.5.1 Schedule baseline1.1.5.2 Schedule management plan

1.1.6 Resources1.1.6.1 Responsibility charts/assignments1.1.6.2 Human resource plan1.1.6.3 Communication management plan

1.1.7 Scope1.1.7.1 Scope statement1.1.7.2 WBS1.1.7.3 Scope baseline1.1.7.4 Scope management plan

1.1.8 Risk Assessment1.1.8.1 Risk management plan

1.1.9 Other Management Plans & Reports1.1.9.1 Process improvement plan1.1.9.2 Quality management plan1.1.9.3 Procurement management plan1.1.9.4 Weekly progress reports1.1.9.5 Lessons learnt / Post-event summary report

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1.2 Product Requirements/Deliverables

1.2.2 Décor1.2.2.1 Tent (qty. 1, rental)1.2.2.2 Balloons (qty. 20 with ribbon and weights)1.2.2.3 Banner (qty. 1 inc. design and printing)1.2.2.4 Step and repeat backdrop (qty. 1 inc. structure, design, printing, and installation)1.2.2.5 Stanchions (qty. 8, rental)1.2.2.6 Red carpet (qty. 1, rental)1.2.2.7 Riser tables (qty. 10, rental)1.2.2.8 Stools (qty. 20, rental)

1.2.3 Out of Home Materials1.2.3.1 1 mobile billboard (inc. media space, design, production, installation, and driver)1.2.3.2 3 chalk art installations (inc. media space, design, and installation)1.2.3.3 Wild postings (qty. 5, inc. media space, design, and installation)

1.2.4 Printed Promotional Materials1.2.4.1 Flyers (qty. 1000 – design and printing)1.2.4.2 Coupons (qty. 1000 – design and printing)1.2.4.3 Direct Mail charge (qty. 2000 – design, printing and distribution)

1.2.5 Additional Required Staff1.2.5.1 1 x Photographer + equipment (9 hrs)1.2.5.2 1 x DJ + equipment (9 hrs)1.2.5.3 Street Team (4 street team members, 9hrs, uniforms, and 4 iPad rentals)

1.2.6 Other1.2.6.1 Electrical generator (qty. 1, rental)

4.5 EXCLUSIONS1. Food, beverages, samples, offers, and full-time staff for in-store operations (to be provided by the project sponsor).2. Food, beverage, and other sample quality (to be guaranteed by the project sponsor).3. Contest prizes (to be provided by the project sponsor).4. Additional project management services (extended advertising initiatives, press release, media relations & distribution) by 76 Consulting Ltd after project closeout.5. On-going business improvement services (sales and operational support) for Café Au Lait by 76 Consulting Ltd after project closeout.6. All other products and services offered by 76 Consulting Ltd unless expressly stated and agreed to by the Project Manager and/or the Project Director.

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4.7 ASSUMPTIONS1. Café staff (i.e. cashiers, wait staff, bakers) will be provided by the project sponsor. Consequence: 76 Consulting Ltd will be forced to procure and train additional staff at short notice.2. The project sponsor will provide adequate amounts of baked goods, beverages, and other samples. Consequence: 76 Consulting Ltd will be forced to procure additional supplies from another establishment, which would be inconsistent with the objective of the event. Possibility to use the other café site.3. There will not be any other, large-scale promotional events taking place on the day of the event or in the general vicinity of the event that would interfere with the event. Consequence: 76 Consulting Ltd will be forced to hire additional event staff and promotional materials to compensate for the loss of customers.4. The traffic counters in the café will be able to accurately count/track high volumes of foot traffic during the event. Consequence: 76 Consulting Ltd will be forced to provide additional event staff to act as traffic counters or employ another technique to estimate traffic conditions/levels.5. The café’s stakeholders will accurately track and report sales figures during and following the event. Consequence: 76 Consulting Ltd will be forced to employ another technique to estimate sales figures following the event.

4.6 CONSTRAINTS

CONSTRAINT LIMITATION

1. Tight scheduleThere will be little room for additions to the project scope and schedule, change orders, etc. due to the tight project schedule.

2. Document ProductionDocuments, plans, and processes must be produced to achieve acceptance at first review to avoid unnecessary time spent for revisions.

1. PermitsFailure to secure all required permits and approvals as per the project schedule may jeopardize the successful execution of the event.

4. Product Deliverables

No storage or significant lead time has been allowed for. The product deliverables outlined in section 4.4 must be procured and delivered so that they arrive ready to be set up for the event.

5. BudgetGiven the poor performance the second location, the event must stay on budget to avoid putting the project sponsors under further financial stress.

5.0 WORK BREAKDOWN STRUCTURE5.1 WBSThe following work breakdown structure will be used by 76 Consulting Ltd. to successfully facilitate the delivery of the Café Au Lait Liberty Village Awareness Event. This WBS uses a phased, top down approach.

Please refer to “Appendix C WBS”.

5.2 WBS DICTIONARYThe following section includes additional information based on the WBS, to clarify scope and work on each task.

Please refer to “Appendix D WBS Dictionary”.

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6.0 SCOPE VALIDATIONThis section highlights the sign-off and acceptance levels of the WBS compared against the scope baseline.

Please refer to “Appendix E Scope Validation Plan”.

7.0 SCOPE CONTROL7.1 PURPOSE OF THE CHANGE MANAGEMENT PLANThe Change Management Plan documents and tracks all the scope changes against the scope baseline requested by the project sponsors/stakeholders. The audience is the project manager, project team, the owners of Café au Lait, it is the mean used to control the scope and ensure that changes in the project are addressed and approved properly.

7.2 VERSION HISTORYThe version history will help 76 Consulting Ltd. control and track the development and distribution of the Change Management Plan.

7.3 CHANGE REQUEST (CR) PROCESS FLOW REQUIREMENTS

GENERATE CR EVALUATE CR

LOG UPDATE STATUS

REPORT STATUS

AUTHORIZE CR IMPLEMENT CR

VERSION # IMPLEMENTED BY REVISION DATE APPROVED BY APPROVAL DATE REASON

1.0Project Manager: Matthew Smith

03/01/2016Project Director: Ramona Bennett

03/05/2016Original Version

STEP DESCRIPTION

Generate CRA submitter completes a CR Form and sends the completed form to the Change Manager

Log CR StatusThe Change Manager enters the CR into the CR Log. The CR’s status is updated throughout the CR process as needed.

Evaluate CRProject personnel review the CR and provide an estimated level of effort to process, and develop a proposed solution for the suggested change

AuthorizeApproval to move forward with incorporating the suggested change into the project/product

ImplementIf approved, make the necessary adjustments to carry out the requested change and communicate CR status to the submitter and other stakeholders

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7.4 CHANGE MANAGEMENT LOG (TEMPLATE)The following is the document template for the log that will be used throughout the project life cycle to track and maintain a historical view of project change requests and their current status.

Please refer to “Appendix F Change Management Log”.

7.5 EVALUATING AND AUTHORIZING CHANGE REQUESTS

Change requests are evaluated and assigned one or more of the following change types:

Change requests are evaluated using the following priority criteria:

PRIORITY DESCRIPTION

High A change affecting Scope, Time, Resources, Quality and Cost

Medium A change affecting Duration, e.g.: When a feeding buffer needs to added

Low When a change won’t affect the process of the project

TYPE DESCRIPTION

Scope Change affecting scope

Time Change affecting time

Duration Change affecting duration

Cost Change affecting cost

Resources Change affecting resources

Deliverables Change affecting deliverables

Product Change affecting product

Processes Change affecting process

Quality Change affecting quality

Change requests are evaluated and assigned one of the following status types:

STATUS DESCRIPTION

Open Entered/Open but not yet approved or assigned

Work in Progress CR approved, assigned, and work is progressing

In Review CR work is completed and in final review prior to testing

Testing CR work has been reviewed and is being tested

Closed CR work is complete, has passed all tests, and updates have been released.

ROLE NAME CONTACT DESCRIPTION

Stakeholders Bonnie & Troy 416-455-6859 Authorizing Medium and Low priorities.

Project Director Ramona Bennett 426-543-9834Authorizing high priority CR. This change needs to be approved by the stakeholders.

Project Manager Matthew Smith 647-988-3453In charge of controlling the change in the entire project from the beginning to the end.

7.6 CHANGE CONTROL BOARD

7.7 CHANGE MANAGEMENT PLAN APPROVALThis template will be used for the Café Au Lait project to acknowledge that relevant stakeholders have reviewed the Café au Lait Change Management Plan and agree with the suggestion. Changes to this Change Management Plan will be coordinated and approved by the undersigned.

Signature: Bonnie Henri Troy Henri Date: March 1st 2016Print Name: Bonnie & Troy Henri Title: Stakeholders Role: Authorizing Medium and Low priorities

Signature: Ramona Bennett Date: March 1st 2016Print Name: Ramona Bennett Title: Project Director Role: Authorizing high priority CR. This change needs to be approved by the stakeholders. Signature: Matthew Smith Date: March 1st 2016Print Name: Matthew Smith Title: Project Manager Role: In charge of controlling the change in the entire project from the beginning to end.

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RESOURCE NAME TEAM LEAD START DATE END DATE SIGNATURE

1. Concept Project Director Apr-01 Apr-15

Project Charter Project Director Apr-01 Apr-15

2. Development Project Manager 16-Apr 15-May

Project Plan Project Manager Apr-16 May-15

3. Implementation Project Manager May-16 Jun-30

Printed Materials Project & Event Planning Officer May-23 Jun-01

Out of Home Materials Event Operations Officer May-23 Jun-05

Street Team Project & Event Planning Officer May-23 Jun-09

Disc Jockey Project & Event Planning Officer May-25 Jun-09

Photographer Project & Event Planning Officer May-25 Jun-09

Décor Event Operations Officer May-23 Jun-09

4. Project Close Out Project Manager Jun-10 Jun-30

Lessons Learned & Post Report Document

Project Manager Jun-10 Jun-30

8.0 COST MANAGEMENT 8.1 PROJECT SCHEDULEThe following schedule is a listing of a project’s milestones, activities, and deliverables, with intended start and finish dates. Estimated based on resource allocation, and duration, linked by dependencies and scheduled events. Elements on the schedule are closely related to the work breakdown structure.

Please refer to “Appendix G for Project Schedule”

8.2 MILESTONE CHART

8.3 COST MANAGEMENT The definitive cost plan summarizes using a bottom up (detailed) method for all resources, space, material and equipment to fulfill the Café Au Lait Liberty Village Awareness Event on Thursday June 9, 2016. The Baseline Budget is $90,000 (excluding HST).

Please refer to “Appendix H Cost Plan”.

8.4 COST CONTROLThe Project Budget & Finance Officer will monitor the costs. All quotes/invoices from the project team will be submitted along with tracking sheets. The project budget finance manager will ensure all items are recorded to the cost baseline. The officer will use methodologies such as earned value management to track against planned, earned and actual costs. All costs will be monitored, tracked, reviewed and regulated.

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9.0 STAKEHOLDER COMMUNICATION REQUIREMENTS

NAME POSITIONAND ROLE

COMMUNICATION TYPE

COMMUNICATION REQUIREMENTS

INTERNAL/ EXTERNAL

INTEREST LEVEL

STAGE OF INFLUENCE

Bonnie and Troy Henri

Project Sponsors and Owners of Café Au Lait

Weekly progress reports, Document/Plan revisions, Document/Plan approvals/rejection, Project Plan approvals/rejection, Project Deliverable order/receipt reports, Lessons Learned

To be provided with all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule

External High High All Phases

Ramona Bennett

Project Director

Document/Plan approvals/rejection, Project Plan approvals/rejection, Lessons Learned

To review and sign-off high level, Project Kick-Off, and Project Plan documents, especially budget, schedule, and scope

Internal High High All Phases

Matthew Smith

Project Manager

Weekly progress reports, Document/Plan revisions, Document/Plan approvals/rejection, Project Plan approvals/rejection, Project Deliverable order/receipt reports, Lessons Learned

To prepare the Project Budget and to be provided with and provide the Project Manager with all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule

Internal High High All Phases

Stephanie Johnson

Project Budget & Finance Officer

Project Budget, Weekly progress reports, Document/Plan revisions, Document/Plan approvals/rejection, Project Plan approvals/rejection, Project Deliverable order/receipt reports, Lessons Learned

To prepare the Project Schedule and to be provided with and provide the Project Manager with all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule

Internal High Phase 2, Phase 3

Roger Linetti


Project Schedule, Weekly progress reports, Document/Plan revisions, Document/Plan approvals/rejection, Project Plan approvals/rejection, Project Deliverable order/receipt reports, Lessons Learned

To be provided with and provide the Project Manager with all reports, plans, project documents, and deliverables relating to the execution of the event in accordance with the WBS and Project Schedule

Internal High Phase 2, Phase 3

Marie LaRocca

Event Operations Officer

Weekly progress reports, Document/Plan revisions, Project Deliverable order/receipt reports, Lessons Learned

To assist the Project Officers and Project Manager in the production of all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule

Internal High Phase 3

Alexandra Stephens

Project Coordinator

N/A To assist the Project Officers and Project Manager in the production of all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule.

Internal Medium Low Phase 3

Simon Bell Project Admin

N/A To assist the Project Officers and Project Manager in the production of all reports, plans, revisions, project documents, and deliverables in accordance with the WBS and Project Schedule

Internal Low Low All Phases

9.1 INFORMATION TO BE COMMUNICATED

WBS ID DOCUMENT TITLE (DELIVERABLE)

FORMAT / MEDIUM(METHOD) LEVEL OF DETAIL

PRODUCER (TARGET AUDIENCE)

RECIPIENT FREQUENCY LEVEL

N/A Weekly Progress Report

Document/Report Medium Project Manager Project Sponsors Weekly

N/A Weekly Team Meeting Meeting Medium Project Manager (Lead)

Project Team Weekly

1.1 Project Kick-Off Meeting

Meeting Medium Project Manager (Lead)

Project Sponsors, Director, and Team

Once

1.2.1 Project Feasibility Study

Document/Report Low Project Manager Project Sponsors Once

1.2.2 Project Stakeholder ID Document/Report Low Project Manager Project Sponsors Once

1.2.3 Project Charter Document/Report Low Project Manager Project Sponsors, Director, and Team

Once

2.2.1 Req. Management Plan

Document/Report High Project Manager Project Sponsors Once

2.2.2 Scope Baseline Document/Report High Project Manager Project Sponsors Once

2.2.3 Budget Baseline Document/Report High Budget & Finance Officer

Project Sponsors Once

2.2.4 Schedule Baseline Gantt Chart/Document High Project & Event Planning Officer


2.2.5 Human Resources Plan


2.2.6 Communication Plan Document/Report High Project Manager Project Sponsors Once

2.2.7 Risk Management Plan Document/Report High Project Manager Project Sponsors Once

2.2.8 Process Improvement Plan


2.2.9 Quality Management Plan


2.2.10 Procurement Management Plan

Document/Report High Budget & Finance Officer


3.3.1 Product Deliverables Ready & Set up

Procurement Report Medium Event Operations Officer

Project Sponsors, Project Manager

Once

3.3.2 Additional Staff Ready & Set Up



Once

3.4 Procurement Complete



Once

3.5.1 Product Deliverables Received



Once

3.5.2 Additional Staff Confirmed



Once

3.6.1 Product Deliverables Ordered



Once

3.6.2 Additional Staff Booked



Once

4.1 Project Close-Out Meeting

Meeting Medium Project Manager Project Sponsors, Director, and Team

Once

4.2.1 Post Event Report Document/Report High Project Manager Project Sponsors Once

4.2.2 Lessons Learnt Document/Report High Project Manager Project Sponsors Once

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HOW WELL MEDIUM IS SUITED FOR: TELEPHONE CALL EMAIL MEETING

Internal Approvals 3 1 2

External Approvals 3 2 1

Briefing Internal Stakeholders/Team 3 1 2

Briefing External Stakeholders 3 1 2

Briefing Suppliers 3 1 2

Payment Internal Invoices 3 1 3

Payment External Invoices 3 1 3

Building Consensus 3 2 1

Mediating a Conflict 3 2 1

Resolve a misunderstanding 2 3 1

Addressing negative behaviour 2 3 1

Expressing support/appreciation 1 2 3

Maintaining Confidentiality 1 3 2

Asking clarification 2 1 3

Asking an informal question 1 2 3

Making a simple request 2 1 3

Giving complex instructions 3 1 2

9.2 MEDIUM CHOICE The following chart communicates when to use specific medium for specific communication activities.

KEY: 1 = EXCELLENT 2=ADEQUATE 3=INAPPROPRIATE

9.3 ESCALATION PROCESS 76 Consulting Ltd uses the following escalation process to resolve issues that cannot be mutually agreed at the site level. This process is applied to both internal, external client, and external 3rd party dispute resolution.

Site LevelAn attempt is always made to first resolve the issue directly between the people most closely related to the issue in the workplace. Strategies that are encouraged for dispute resolution at this level are discussion, mutual compromise, review and comparison to accepted scope, and working meetings. If a solution to the problem cannot be reached, an entry in the project Issues Log is made and the Project Manager notified that the dispute is being escalated to the next level.

Level 1 (Management) If attempts at the site level are insufficient to resolve the issue, it will be escalated to the management level. At this stage of the escalation process, the functional officers will review the issue and attempt to reach a solution. If they are unable to reach a solution they will advise and request that the Project Manager become directly involved. At this stage the Project Manager will meet with those internal and external persons who are involved with the dispute and attempt to reach a solution. If a solution to the problem cannot be reached at this stage, the entry in the project Issues Log will be updated and the Project Director notified that the dispute is being escalated to the next level.

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Level 2(Director) If attempts at the management level are insufficient to resolve the issue, it will be escalated to the director level. At this stage of the escalation process, a director from both parties will meet and attempt to reach a solution to the problem. If a solution is reached, clear actions to resolving the problem will be agreed and communicated to the Project Manager and Project Team. A follow up meeting between the directors will be scheduled within a mutually agreed amount of time to ensure that the actions have been fulfilled and the problem solved. If a solution cannot be reached at the director level, the project Issues Log will be updated and the Project Director will escalate the issue to the final stage of the escalation process.

Level 3(3rd Party Arbitration) If attempts at the director level are insufficient to resolve the issue, it will be escalated to 3rd Party Arbitration. Both parties involved in the dispute will arrange legal counsel who will meet and review all applicable information, reference material, and evidence pertaining to the issue. The legal counsel will arrive at a decision designed (to the best of the allowable circumstances given the severity of the issue) fairly address the concerns of both parties involved in the dispute. Both parties agree that the decision of the legal counsel is contractually binding and a clear set of actions will be taken to resolve the issue based on the advice and review of the legal counsel. . A follow up meeting between both parties will be scheduled within a mutually agreed amount of time to ensure that the actions have been fulfilled and the problem solved.

9.4 REVISION PROCESS

As outlined in section 4.2 and 4.3 of the Scope Management section of this Project Plan, each document produced by 76 Consulting Ltd will successfully pass through the follow review cycle and meet the following criteria to achieve quality assurance and acceptance by the Project Sponsor:Note – This process applies to Project Deliverables, which is defined to mean any plan or process to be produced as per the agreed Project WBS and Schedule.

a. Each stage of project deliverable development will be delivered to the customer as per the agreed Project WBS and Schedule.

b. Each stage of project deliverable development will be signed off by the author, project manager, and project director where appropriate before submission to the customer as per the agreed Project WBS and Schedule.

c. Each stage of project deliverable development will be approved and signed off by the customer where required as per the agreed Project WBS and Schedule.

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10.0 RISK MANAGEMENT PLAN10.1 RISK MANAGEMENT OBJECTIVEThe purpose of the Risk Management Plan is to identify the risks for the Café Au Lait event launch, and develop strategies to mitigate and avoid the issues that are outlined.

10.2 RISK APPROACHThe approach for the Café Au Lait launch included speaking to the stakeholders (interviewing) based on their first location launch, brainstorming, and discussing amongst various 76 Consulting Ltd. staff to determine the top risks that must be accounted for when completing the project plan. All risks were outlined and identified, a countermeasure was determined for each risk. Every effort will be made by the 76 Consulting Ltd. staff to ensure that the required steps are taken to mitigate the risks, should they arise. Since all of the risks were determined to take place on the day of the event, all staff has been briefed on the approaches to take, and that they should be done in a timely manner. The Project Manager will be on site, all staff will report to them and the information will be conveyed to the Stakeholders (Bonnie & Troy).

10.3 RISK BREAKDOWN STRUCTURE

10.4 QUALITATIVE RISK ANALYSISProbability Impact MatrixThe table below shows how risks are determined based on probability and impact, and the different categories. The table below determines the credibility of performing the quantitative risk analysis process.

Probability Impact MatrixEach risk outlined below was taken from the Risk Breakdown Structure and was determined by likelihood of occurrence. The red area represents high risk, yellow area represents moderate risk, green represents low risk.

10.4 Qualitative Risk Analysis The table below shows how risks are determined based on probability and impact, and the different categories. The table below determines the credibility of performing the quantitative risk analysis process.

Project Objective

Definition of Impact Scales for Four Project Objectives

Very Low 0.05

Low 0.10

Moderate 0.20

High 0.40

Very High 0.80

Cost

Insignificant cost increase

<10% cost increase

10-20% cost

increase

20-40% cost increase

>40% cost increase

Time

Insignificant time

increase

<5% time increase

5-10% time increase

10-20%time increase

>20% time increase

Scope

Scope decrease

barely noticeable

Minor areas of scope affected

Major areas of scope

affected

Scope reduction

unacceptable to sponsor

Project end item is

effectively useless

Quality

Quality issues barely

noticeable

Only very demanding

requirements are affected

Quality reduction requires sponsor approval

Quality reduction

unacceptable to sponsor

Project end item is

effectively useless

Probability Impact Matrix Each risk outlined below was taken from the Risk Breakdown Structure and was determined by likelihood of occurrence. The red area represents high risk, yellow area represents moderate risk, green represents low risk.

Probability and Impact Matrix

Probability Threats

0.90 0.05 0.09

0.18

R2.4

0.36

0.72

0.70

0.04

0.07 0.14 0.28

0.56

0.50

0.03

0.05 0.10

R1.2, 3.2

0.20

R1.4, 2.2, 2.3, 3.3

0.40

0.30

0.02

0.03

R1.1

0.06

R1.3

0.12

R2.1, 3.1

0.24

0.10

0.01

0.01 0.02 0.04 0.08

0.05 0.10 0.20 0.40 0.80

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10.5 QUANTITATIVE ANALYSISThe low (optimistic) and high (pessimistic) data was gathered during the interview process with the stakeholders based on their previous experience with their first launch. 76 Consulting Ltd.’s data from various other small projects that were undertaken by the company within the same budget scale was also taken into consideration.

10.6 RISK REGISTERThe Project Manager and the Project Team produced countermeasure options for each risk that was associated with the event. As the event planning continues and more risks are identified, the risks will be analyzed and a countermeasure will be determined. The risks for the project will be managed and controlled within the triple constraints (time, scope and cost). The major constraint that the four identified risks can be related to is time. With the project team, each risk will be looked at on a case-by-case basis as they arise to determine and make sure the countermeasure is still the best option at the time. The Project Manager will be kept informed of all risks and inform the Stakeholders as they emanate.

10.7 IDENTIFIED RISKSThere are five major risks for the Café Au Lait event launch:

ID DESCRIPTION/IMPACT OF RISK GRADE DATE OF

REVIEW MITIGATION ACTIONS RESPONSIBLE STAFF

WORK BREAKDOWN STRUCTURE

VALUE

1.3 Due to space of the event launch there is increased risk for liability and safety issues if there is a high turnout.

C 16-Apr-16 76 Consulting Ltd. will ensure that the event plan meets all legal requirements. Review the fire and safety code, to determine the legal maximum occupancy of the event. Outdoor space will also be available to accommodate for large crowds. Staff will be prepared to handle issues as they arise.

Project Manager (Matthew Smith)

N/A $1,000

1.4 Potential chance of power and mechanical failure on site.

D 20-May-16 Café Au Lait’s initial café will be prepared and on standby in case the location is needed to bake fresh goods for the Liberty Village location. Stakeholders will also have a backup generator available for the day of the event.


3.5.1.4 $1,000

2.2 Weather is uncertain and rain could occur on day of event

B 17-May-16 Countermeasure: 76 Consulting Ltd. will order a tent to have on standby to cover all outdoor activities. Umbrellas will be available for the street team and Café Au Lait staff.

Events Operations Manager (Marie LaRocca)

3.6.1.1 $500

2.3 Depending on the time of day the event is held, there may be poor attendance.

A 15-Apr-16 The event will be held during peak business hours during the work week. This will promote the event and create foot traffic from employees and businesses in the vicinity of the event.

Project Director (Ramona Bennett)

N/A $500

2.4 Customers may have food allergies.

B 09-Jun-16 76 Consulting Ltd. staff will ensure that there are warning labels on all foods that may contain certain ingredients. Signs will also be seen throughout the venue around food identifying that there potential allergens in the food. Staff will be prepped and briefed to notify consumers of allergy alert prior to offering any samples.


3.6.1.1 N/A

RECOMMENDED ACTIONS FOR GRADES OF RISK

GRADE RISK MITIGATION ACTIONS

AMitigation actions, to reduce the likelihood and seriousness, to be identified and implemented as soon as the project commences as a priority.

BMitigation actions, to reduce the likelihood and seriousness, to be identified and appropriate actions implemented during project execution.

CMitigation actions, to reduce the likelihood and seriousness, to be identified and costed for possible action if funds permit.

D To be noted - no action is needed unless grading increases over time.

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11.0 HUMAN RESOURCES PLAN11.1 PROJECT TEAM – ROLES AND RESPONSIBILITIES ASSIGNMENTS (ACQUIRE)Roles and responsibilities of team members and stakeholders are clearly defined below. Role – description of the portion of the project for which the member is accountable.Authority – the level at which the member may make decisions, apply project resources, or make approvals.Responsibility – the work a team member must perform to complete assigned work activities.Consulted – Consulted before any decisions are made

The roles and responsibilities for the Café au Lait Project are essential to the project success. All team members must clearly understand their roles and responsibilities in order to successfully perform their portion of the project. For the Café au Lait Project the following project team roles and responsibilities have been established:

Project Director (PD), (1 position): responsible for the overall success of the Café au Lait Project. The PD must authorize and approve all project expenditures. The PD is also responsible for approving work activities meet their established acceptability criteria and fall within acceptable variances. The PD will be responsible for reporting project status in accordance with the communications management plan. The PD will evaluate the performance of all project team members and communicate their performance to functional managers. The PD must possess the following skills: leadership/management, budgeting, scheduling, and effective communication.

Project Manager/Change Manager (PM)(1 position): responsible for gathering project requirements for all phases, creating clear and attainable project objectives, building the project requirements, and managing the quadruple constraints of the project management , which are cost, time, scope, and quality. Controls the change of the entire project by initiating and implementing a change request.Project Budget & Finance Officer (1 position): Reports individual and project status. Performs all project activities as needed. Develops project budget requirements.

11.2 ORGANIZATIONAL CHART

Project & Event Planning Officer (PEPO)(1 position): The keys responsibilities are plan, design and produce events while managing all project delivery elements within time limits. The PEPO is responsible for the distribution, implementation, and monitoring all section of the project. The PEPO organizes facilities and manages all events’ details such as decor, entertainment, transportation, equipment and promotional materials. The PEPO will report status to the PM in accordance with the project’s communications management plan.

Event Operations Officer (EOO)(1 position): The event operations officer responsibilities are to ensure compliance with insurance, legal, health and safety obligations. The EOO will specify staff requirements and coordinate their activities, cooperate with marketing and PR to promote and publicize event. Proactively handle any arising issues and troubleshoot any emerging problems on the event day, conduct pre- and post – event evaluations and report on outcomes.

Project Coordinator (1 position): Ensuring on time delivery of materials. Reports individual and project status to PM. Performs all project activities as needed. Assists Event Operations Officer with on-site event support. Prepares reports and event documentation and material.

Project Administrator (1 position): Performs all project activities as needed. Coordinates and schedules all internal and external project meetings. Assists with the production the project, event documentation, material. Assists Budget & Finance Officer with payment, invoices, filing, etc.

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11.3 RESPONSIBILITY ASSIGNMENT MATRIX The following responsible, accountable, consult, inform RACI or responsibility assignment matrix (RAM chart shows the relationship between project tasks and team members. Any proposed changes to project responsibilities must be reviewed and approved by the project director. Changes will be proposed in accordance with the project’s change control process.

KEY:R – Responsible for completing the workA – Accountable for ensuring task completion/sign offC – Consulted before any decisions are madeI – Informed of when an action/decision has been made

11.4 STAFF ACQUISITIONThe company has adequate staff with the required skill sets in each area that is necessary for the Café au Lait launch.

11.5 RESOURCES CALENDAR

YEAR: 2016- HOURS CONCEPT (APRIL 1-15TH)

DEVELOPMENT(APR 16TH- MAY 15TH)

IMPLEMENTATION (MAY 16TH – JUNE 9TH)

PROJECT CLOSE-OUT (JUNE 10TH - 30TH

Year: 2016 - hours Concep(April 1-15th)

Development(Apr 16th- May 15th)

Implementation (May 16th – June 9th)

Project Close-out (June 10th - 30th

Project Director 10 0 0 10

Project Manager 8 75 60 33


0 0 29 0

Event Operations, Project Team, Project Coordinator

0 0 68 0

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12.0 RESOURCE AVAILABILITY PLANNING (DEVELOP)76 Consulting Ltd deploys a three-stage planning and reporting process to ensure that the best resources are available to work on projects at the appropriate time. Differently than some companies, 76 Consulting Ltd does not usually hire consultants, preferring to invest in and develop their own in house staff of project management experts. Each employee will take responsibility for their own specific section of a project, based on their expertise and career development goals, but all employees will share certain duties from time to time.

This three-stage approach is facilitated by a project resource histogram produced by the Project Manager before the end of Phase 1 of the project, and by resource loading the project schedule as soon as possible.

12.1 RESOURCE RAMP-UP REPORTBefore the end of Phase 1 of the project, the Project Director and Project Manager will identify which team members will be required for the overall project, with specific focus on those team members This will take the form of the Resource Ramp-up Report, and will be shared with the project sponsors/stakeholders in order to install confidence that the right resources are in place to achieve their project success.

This stage will be facilitated and made possible by referencing the project resource histogram and the resource-loaded schedule if it is available at this early stage in the project lifecycle.

12.2 PHASE RESOURCE REQUIREMENT REPORT1 calendar week in advance of the transition between each project phase, the Project Manager will complete a Phase Resource Requirement Report. This report will ensure that the right resources are ready and available to start work on the specific project phase. The Project Manager will also use this report to align, motivate, and focus team members on what they need to accomplish during the project phase.

During this transition phase, the Project Manager will consult the project resource histogram and the resource loaded schedule in order to make the most informed decision with regards to resource deployment.

13.0 PROJECT STAFF PERFORMANCE MANAGEMENT (MANAGE)76 Consulting Ltd uses the following performance management techniques across each of its active projects, including the Café Au Lait project, to ensure that the appropriate resources will be available on time to execute project tasks and activities. This process is designed to continually challenge and develop the skills of its employees.

13.1 PROJECT PERFORMANCE APPRAISALSBefore the end of Phase 1 of the project, the Project Manager will meet with each project team member to put in place a performance appraisal. In this meeting the Project Manager will clarify the specific role that individual will play on the project, and clarify any performance related questions the individual may have with regards to their role, project scope, timelines, etc. Each team member will have a complimentary appraisal review as part of the Project-Close-out Resource Release Report, or more frequently if required i.e. an interpersonal issue.

Additionally, during this meeting the Project Manager will distribute the initial organizational chart and project schedules for the project, so the individual is aware of whom else they will be working with, and given an opportunity to voice any concerns they may have. As 76 Consulting Ltd is usually working on several projects in tandem, the Project Manager will also take the opportunity during this meeting to discuss how the individual’s participation on the project will fit and fulfill the specific, longer-term goals and training plans each employee of 76 Consulting Ltd participates in.

These specific, longer term development goals are set and agreed upon between the individual and the Project Manager at the beginning of each calendar year, and are not tied any one specific project. The program is offered by 76 Consulting Ltd to ensure that they are investing in and developing the careers of their in-house project staff.

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13.2 OBSERVATION & CONVERSATIONAs part of the performance management process deployed by 76 Consulting Ltd, and designed to facilitate the individual Performance Appraisal system, all projects undertaken by 76 Consulting Ltd foster an overarching process of observation and conversation. This means that at any time in the project lifecycle, team members are encouraged to discuss any issues they are having, internal to the project or external, with the Project Manager.

Additionally, if they feel a problem is developing, the Project Manager may at any time meet with project team member(s) to discuss behaviour that could compromise the project deliverables or timeline and especially the positive, inclusive, and rewarding working environment that 76 Consulting Ltd continuously strives to provide all of its employees.

13.3 FEEDBACK ON PERFORMANCEProject team members will regularly receive feedback on their performance at two stages throughout the project lifecycle. Before the end of Phase 1 of the project, as part of the individual Performance Appraisal system, each employee will receive feedback from the Project Manager regarding their performance on past projects with specific regard for their selection and participation on a current project.

Each employee will also receive performance feedback as part of the Project-Close-out Resource Release Report. At this stage, the Project Manager will discuss with the individual their performance on their most recent project, offering praise for a job well done, offering constructive criticism on how they can improve next time, and assisting them with allocation to the next available project or assignment.

13.4 CONFLICT MANAGEMENTThrough the approach used by 76 Consulting Ltd to address conflict management, each situation will be analyzed as it arises and it will be the responsibility of the project manager to directly address any conflicts on their projects using the following conflict management tool to determine and reinforce the best method and justification for conflict resolution.

13.5 ISSUES LOGThe Project Manager will maintain an Issues Log for all projects in confidence. This log will record all HR-related issues, resolved and unresolved, over the project lifecycle. It will be reviewed with the Project Director between project phases at a minimum, or more frequently if required. This log is used by 76 Consulting Ltd to monitor HR-related issues across all of their projects, helping to create a more positive, inclusive, and rewarding working environment for its staff.

The following processes will be used to measure and manage project staff performance and help manage and monitor issue resolution until closed.1. Identify Issue/Define the cause of the Problem2. Analyze the Problem3. Implement a Decision4. Review the decision and confirm the problem is solved

Issue Log TemplateLog ID Issue Category Date of Occurrence Primary Individual Other Individual(s) Description PM Responsible Resolved Y/N

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14.0 RECOGNITION & REWARDSDue to the size (small to medium) and frequency of projects, 76 Consulting Ltd is able to regularly offer its staff engaging and rewarding incentives to reward them for their hard work. From time to time, during the Project Close-out Meeting, an MVPP (most valuable project person) is selected by the Project Manager and Project Director to be recognised for their exemplary effort in achieving project success. There is no set criterion for this recognition but it is designed to highlight effort, enthusiasm, or customer satisfaction over and above the expected level. This recognition and reward typically consists of a commemorative plaque, a small monetary bonus on behalf of 76 Consulting Ltd, and occasionally an additional reward provided by the sponsor/stakeholders.

It is noted that the owners of Café Au Lait have committed to awarding the MVPP for their project with an in-store commemorative plaque, as well as a $100 gift card.

14.1 BENEFITSAs part of helping to create a positive, inclusive, and rewarding working environment for its staff, 76 Consulting Ltd also offers a flexible benefits program for all full-time employees. This program allows staff members to customize the level of coverage required to meet their personal or family needs. 76 Consulting Ltd contributes a certain monetary value for each employee, which will account for a competitive range of health benefits (i.e. health, dental, vision insurance). If the employee will require additional coverage to meet their personal or family requirements, increased coverage can be selected at an additional cost.

14.2 TRAINING76 Consulting Ltd is invested in developing the skills and talent of its employees. Comprehensive selections of training and personal development courses are made available to full-time employees of the company. So as to not interfere with project timelines, employees are encouraged to schedule personal development courses for the period of time between finishing a project and ramping up on a new initiative. Training and personal development courses are offered in partnership with former clients of 76 Consulting Ltd as well as through several major universities and private professional training providers. There is currently no specific training scheduled for the 76 Consulting Ltd. staff for the event launch. The company has adequate staff with the required skill sets in each area that is necessary for the Café au Lait launch. If throughout the project certain individuals are lacking skill sets, funding will be provided from the project reserve fund. There will be a debrief meeting at the beginning of the implementation phase.

14.3 TEAM BUILDINGIn order to foster a positive, inclusive, and rewarding working environment, 76 Consulting Ltd organises team building events and social evenings to strengthen the working relationship of its employees. These events are particularly effective as part of the final phase of a project, to finalize the project closeout and finish on a positive note. Depending on the nature of a project’s client, occasionally the project sponsors/stakeholders will be included in team building events and offer their products and/or services as a token of appreciation for a job well done. Although 76 Consulting Ltd absorbs the cost of these events directly, the value they represent and return in the form of improved morale and motivation is well worth the expense.

15.0 QUALITY MANAGEMENT PLAN15.1 DOCUMENT CHANGE CONTROLThe following is the document control for revisions to this document.

0.9 03/15/16 Project Manager Phase 1 - Preliminary draft for Phase 11.0 03/30/16 Project Manager Phase 1 & 2 – conform to new framework template, update for Phase 2 deliverables

15.2 QUALITY MANAGEMENT APPROACHThis section describes the approach the 76 Consulting Ltd will use for managing quality throughout the project’s life cycle. The team will ensure that quality is planned for both product and process. In order to be successful, this project will meet its quality objectives by utilizing an integrated quality approach to define quality standards, measure quality and continuously improve quality.

Product quality for this project will be defined by the company’s current standards and criteria. The focus is on the project’s deliverable and the standards and criteria being used will ensure the product meets established quality standards and customer satisfaction.

Process quality for this project will focus on the processes by which the project deliverable will occur. Establishing process quality standards will ensure that all activities conform to an organizational standard which results in the successful delivery of the product.

The project team will work with the Quality Group to define and document all organizational and project specific quality standards for both product and processes. All quality documentation will become part of this Project Plan and will be transitioned to operations upon the successful completion of the project.

The quality management plan identifies these key components:

Project DeliverablesDeliverable Quality Standards

Completeness and Correctness CriteriaQuality Control Activities

Project ProcessesProcess Quality Standards Stakeholder Expectations

Quality Assurance Activities

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15.3 QUALITY MANAGEMENT OBJECTIVESThe following are the quality objectives of the project that reflect the overall intentions to be applied with regard to quality throughout the project.• Deliverables support improved project management proficiency at 76 Consulting Ltd. • Deliverables meet the requirements of Café au Lait Stakeholders• Deliverables align with industry best practices for project management • Project practices conform to recommended project management standards

15.4 PROJECT QUALITY CONTROLThe focus of quality control is on the deliverables of the project. Quality control monitors project deliverables to verify that the deliverables are of acceptable quality and are complete and correct.

METRICS:Metrics will be established and used to measure quality throughout the project life cycle for the product and processes. The Quality Group Manager will be responsible for working with the project team to define these metrics, conduct measurements, and analyze results. These product and process measurements will be used as one criterion in determining the success of the project and must be reviewed by the project sponsor.

The following is a brief explanation of each of the components of the quality management plan.

THE KEY PROJECT DELIVERABLES AND PROCESSES SUBJECT TO QUALITY REVIEW.

Deliverable Quality Standards and Completeness and Correctness Criteria

The quality standards that are the “measures” used to determine a successful outcome for a deliverable.

The completeness and correctness criteria describe when each deliverable is complete and correct as defined by the customer. Deliverables are evaluated against these criteria before they are formally approved.

Process Quality standards and Stakeholder Expectations

The quality standards that are the “measures” used to determine if project work processes are being followed.

Stakeholder expectations describe when a project process is effective as defined by the project stakeholders. An example is the expectation to be regularly informed monthly of project status.

Quality Control ActivitiesThe quality control activities that monitor and verify that the project deliverables meet defined quality standards.

Quality Assurance ActivitiesThe quality assurance activities that monitor and verify that the processes used to manage and create the deliverables are followed and are effective.

Metrics will include:• Schedule• Resources• Cost• Process performance o Resource utilization o Requirement gathering o Vendor / procurement management o Weekly reports• Product performance o Printed Material o Out of Home Material o Street team o Disc Jockey o Photographer o Décor• Customer Satisfaction

Quality improvements will be identified by any member of the project team. Each recommendation will be reviewed to determine the cost versus benefit of implementing the improvement and how the improvement will impact the product or processes. If an improvement is implemented the project manager will update all project documentation to include the improvement and the quality manager will update the organizational documentation the improvement affects.

QUALITY REQUIREMENTSThis section describes how the project team will identify and document the quality requirements and standards.

Product Quality:The product quality standards and requirements will be determined by the project team. These standards will primarily be based on the company’s documented standards for event. There may be product-specific qualities standards identified that are not currently part of the documented organizational standards. In this case, the project team will review these newly identified standards and incorporate them into organizational documentation if approved. The project team will also document any newly identified quality standards into the project plan and ensure communication with all stakeholders.

Process Quality:The process quality standards and requirements will be determined by the project team. Many of these standards will be based on existing company process standards. However, it is anticipated that there will be several unique steps in the occurrence of this event which will require new quality standards. The project team will work to establish acceptable standards and document these standards for incorporation into both organizational process documents as well as the project plan. These standards will be communicated to all project stakeholders.

As trial products are created, the process metrics will be measured and analyzed to determine the quality of the process. Once the product meets quality compliance and all process metrics fall within acceptable quality assurance margins, we will achieve process compliance for the project.

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15.5 PROJECT QUALITY ASSURANCEThe quality assurance of this project focuses on the processes used in the developing, planning and execution of the event. In order to ensure quality, an iterative quality process will be used throughout the project life cycle. This iterative process includes measuring process metrics, analyzing process data, and continuously improving the processes.

The Project Manager and the project team will perform assessments at planned intervals throughout the project to ensure all processes are being correctly implemented and executed.

The following tables identify:• The project processes subject to quality assurance.• The quality standards and stakeholder expectations for that process.• The quality assurance activity – such as a quality audit or reviews - that will be executed to monitor that project processes are properly followed. • How often or when the quality assurance activity will be performed.

The quality manager will provide day to day quality management and conduct process audits on a weekly basis, monitor process performance metrics, and assure all processes comply with project and organizational standards. If discrepancies are found, the quality manager will meet with the Project Manager and review the identified discrepancies.

The Project Manager will schedule regularly occurring project, management, and document reviews. In these reviews, an agenda item will include a review of project processes, any discrepancies and/or audit findings from the quality manager, and a discussion on process improvement initiatives.

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15.6 QUALITY TEAM ROLES & RESPONSIBILITIESThe following identifies the quality-related responsibilities of the project team and lists specific quality responsibilities.

15.7 QUALITY TOOLSThe following lists the tools to be used to support quality management implementation and the purpose or use of the tool.

15.8 QUALITY CONTROL AND ASSURANCE PROBLEM REPORTING PLANAll Project products and processes must be measured and fall within the established standards and tolerances. The below logs will be used by the project and quality teams in conducting these measurements and will be maintained for use as supporting documentation for the project’s acceptance.

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16.0 PROJECT CLOSE-OUT RESOURCE RELEASE REPORT In phase 4 of the project, the Project Manager will complete a Project Close-out Resource Release Report for each employee. This report will serve as an opportunity for the Project Manager to provide team members with critical feedback as to their performance over the phase or project lifecycle. The specific criteria of this feedback will be elaborated upon in the next section. To conclude this report, the Project Manager will discuss the individuals’ own impressions of the project, how it did or did not meet their personal development goals, and assist that individual in finding work on another project or assignment within the 76 Consulting Ltd portfolio.

17.0 CLIENT ACCEPTANCE/PROJECT COMPLETION FORMProject Name: ________________________________________________Project Manager: ________________________________________________

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

1. Was this project completed to your satisfaction? Yes No

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

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

NAME TITLE SIGNATURE DATE

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APPENDIX

APPENDIX A

CHANGE REQUEST FORMThis is the Change Request form that will be used for the Café Au Lait project, including details of the first major change request that was initiated:

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APPENDIX B

REQUIREMENTS TRACEABILITY MATRIX

APPENDIX C76 CONSULTING LTD. CAFE AU LAIT PROJECT WBS

APPENDIX DWBS DICTIONARY

APPENDIX E76 CONSULTING LTD. PROJECT SCOPE VALIDATION PLAN 76 Consulting Ltd. Project Scope Validation Plan

N/A

N/A

3.5.1/3.5.2 -‐ Signature Required:Project Manager

4.3 -‐ Signature Required:Project Manager, Project Planning Officer, Event Operations Officer

4.3.1/4.3.2/4.3.3 -‐ Signature Required:N/A

4.4 -‐ Signature Required:Sponsor/Client, Project Manager

4.5 -‐ Signature Required:Event Operations Officer


Phase Deliverable Date


4.1 -‐ Signature Required:Sponsor/Client, Project Director, Project Manager


3.5 -‐ Signature Required:Sponsor/Client, Project Manager, Event Operations Officer

PHASE 4 -‐ PROJET CLOSE OUTSignature Required: Sponsor/Client, Project Director, Project Manager

June 9th 2016

N/A

N/A

N/A

3.7 -‐ Signature Required:Sponsor/Client, Project Manager, Project Budget Officer, Project Planning Officer, Event

Operations Officer

Signature Required:Event Operations Officer

Signature Required:Project Budget Officer, Project Planning Officer, Event Operations Officer



Operations Officer

1.1 -‐ Signature required:Sponsor/Client, Project Director, Project Manager

1.2 -‐ Signature required:Sponsor/Client, Project Manager


2.2 -‐ Signature Required:Project Manager, Project Budget Officer, Project Planning Officer, Event Operations

Officer

Signature Required:Project Manager, Project Budget Officer, Project Planning Officer, Event Operations

Officer

2.3 -‐ Signature Required: Sponsor/Client, Project Manager

1.2.1/1.2.2/1.2.3 -‐ Signature Required:Project Manager


N/A

N/A

N/A

3.2 -‐ Signature Required:Project Manager, Event Operations Officer

3.1 -‐ Signature Required:Sponsor/Client

PHASE 1 -‐ PROJECT CONCEPT PLANNINGSignature Required: Sponsor/Client, Project Director, Project Manager


3.4 -‐ Signature Required:Project Manager

3.3.1/3.3.2 -‐ Signature Required:Project Manager, Event Operations Officer



April 15th 2016 May 16th 2016PHASE 2 -‐ PROJET DOCUMENTATION DEVELOPMENT

Signature Required: Sponsor/Client, Project Director, Project ManagerPHASE 3 -‐ EVENT SET UP & EXECUTION

Signature Required: Sponsor/Client, Project Director, Project Manager

61

76 Consulting Ltd. Project Scope Validation Plan

N/A

N/A


4.3 -‐ Signature Required:Project Manager, Project Planning Officer, Event Operations Officer

4.3.1/4.3.2/4.3.3 -‐ Signature Required:N/A


4.5 -‐ Signature Required:Event Operations Officer




4.1 -‐ Signature Required:Sponsor/Client, Project Director, Project Manager



PHASE 4 -‐ PROJET CLOSE OUTSignature Required: Sponsor/Client, Project Director, Project Manager

June 9th 2016

N/A

N/A

N/A


Operations Officer


Signature Required:Project Budget Officer, Project Planning Officer, Event Operations Officer



Operations Officer

1.1 -‐ Signature required:Sponsor/Client, Project Director, Project Manager

1.2 -‐ Signature required:Sponsor/Client, Project Manager


2.2 -‐ Signature Required:Project Manager, Project Budget Officer, Project Planning Officer, Event Operations

Officer

Signature Required:Project Manager, Project Budget Officer, Project Planning Officer, Event Operations

Officer


1.2.1/1.2.2/1.2.3 -‐ Signature Required:Project Manager


N/A

N/A

N/A

3.2 -‐ Signature Required:Project Manager, Event Operations Officer

3.1 -‐ Signature Required:Sponsor/Client

PHASE 1 -‐ PROJECT CONCEPT PLANNINGSignature Required: Sponsor/Client, Project Director, Project Manager


3.4 -‐ Signature Required:Project Manager

3.3.1/3.3.2 -‐ Signature Required:Project Manager, Event Operations Officer



April 15th 2016 May 16th 2016PHASE 2 -‐ PROJET DOCUMENTATION DEVELOPMENT

Signature Required: Sponsor/Client, Project Director, Project ManagerPHASE 3 -‐ EVENT SET UP & EXECUTION

Signature Required: Sponsor/Client, Project Director, Project Manager

APPENDIX FCHANGE MANAGEMENT INSTRUCTIONS & LOG

Change Management Instructions & Log Instructions: Complete the Project Name, NC, Project Manager Name, and Project Description fields For each change request identified, complete the following

A ID A unique ID number used to identify the change request in the change management tracking log

B

Current Status This column should be populated with the change request's current status Open The change request is currently open but has not yet been addressed Work In Progress The change request is being actively worked to develop a resolution.

Closed The change request is no longer considered an active project threat and can be closed with or without resolution.

Late The change request resolution is not yet resolved and it is past the expected resolution date.

On Hold The change request has been put on hold. Combined Two change requests found to be similar have been combined.

C

Priority This column should be populated with the priority of the change request. Critical The change request will stop project progress if not resolved

High The change request will likely move the project back in terms of budget or timeline, or will materially affect quality or scope.

Medium The change request will have material effect on project, has potential to be moved to high category and/or requires significant resources to manage.

Low The change request is expected to have a moderate effect on the project, but will require resources to address.

D Change Request Description This column should be populated with a description of the change request.

E Assigned to Owner This column should be populated with the name of the change requests owner. The individual most responsible for working towards resolving the change request.

F Expected Resolution Date This column should be populated with the date that the change request is expected to be resolved.

G Escalation Required (Y/N) This column should be populated with “Yes” if the change request needs to be escalated and “No” if escalation is not needed to resolve the change request.

H Action Steps This column should be populated with the proposed steps to address the change request. Examples include, but are not limited to, developing alternatives analysis or submitting a change request.

I Impact Summary

This column should be populated with a description of the impact of the change request. The impact may be expressed in terms of one or more of the following: schedule, scope, resources, and space. The impact description should also include a reference to any milestones impacted.

J

Change Request Type This column should be populated with the change request type. Valid options include the following: Product, Project, Other. These are defined as follows:

Product The change request impacts the products being developed. Project The change request impacts the project developing the product. Other The change request impacts other areas

K Date Identified This column should be populated with the date that the change request was identified.

L Associated ID(s)

This column should contain the project ID of any associated milestones that may be impacted by a change request or that the change request is dependent upon for resolution. Please note, this value may require coordination with other program/project managers.

63

M Entered By This column should be populated with the name of the individual who first identified the change request.

N Actual Resolution Date This column should be populated with the date that the change request was actually resolved.

O Final Resolution & Rationale

This column should be populated with a description of the final resolution of and rationale for the change request. The resolution may be expressed in terms of one or more of the following: schedule, scope, resources, and space. The resolution description should also include a reference to the milestones impacted.

Instructions for Changing the Contents of Drop-‐Down Menus Highlight the cell where you wish to change the content of the drop down menu. From the file menu click "Data" -‐> "Validation" and change the content of the source field Instructions For Filtering Data Highlight the header of the cell you wish to filter data on. From the file menu click "Date" -‐> "Filter" -‐>"Auto Filter". Then select your filter criteria from the drop down menu that appears on your header cell.

APPENDIX GPROJECT SCHEDULE

Level Task Name Duration Start Finish

CONCEPT PHASE 1 Feasibility Research 3 days Fri 01/04/16 Mon

04/04/16 1.1 Set up meeting with Café Au Lait’s owners 1 day Fri 01/04/16 Fri 01/04/16 1.2 Visit Café Au Lait's Owners 1 day Mon

04/04/16 Mon

04/04/16 1.2.1 Take meeting notes 1 day Mon

04/04/16 Mon

04/04/16

1.2.2 Set up meeting with Project Director (Ramona) 1 day Tues 05/04/16

Tues 05/04/16

2 Stakeholder Analysis 2 days Wed

06/04/16 Wed

06/04/16

2.1 Set up meeting the café owners 1 day Thurs 07/04/16

Thurs 07/04/16

2.2 2.2.1 2.2.2 2.2.3

Visit the owner Collect the requirements Collect high level scope Collect approximate budget

1 day Fri 08/04/16

Fri 08/04/16

2.3 2.3.1

Set up meeting with project director Collect the list of possible team members

1 day Fri 08/04/16

Fri 08/04/16

3 Create Project Charter 4 days Fri 08/04/16 Wed

13/04/16 3.1 Outline project objective 1 day Fri 08/04/16 Fri 08/04/16 3.2 Outline project scope inclusions and exclusions 1 day Fri 08/04/16 Fri 08/04/16 3.3 Outline project deliverables 1 day Fri 08/04/16 Fri 08/04/16 3.4 Outline project benefits 1 day Sat 09/04/16 Sat 09/04/16 3.5 Outline assumptions 1 day Sat 09/04/16 Sat 09/04/16 3.6 Outline risk and counter measures 1 day Sun

10/04/16 Sun

10/04/16 3.7 Constraints 1 day Mon

11/04/16 Mon

11/04/16 3.8 Critical success factors 1 day Tue

12/04/16 Tue

12/04/16 3.9 Dependencies 1 day Tue

12/04/16 Tue

12/04/16 3.10 Project team and contact information 1 day Wed

13/04/16 Wed

13/04/16 3.11 Cost 1 day Wed

13/04/16 Wed

13/04/16 3.12 High level project plan 1 day Wed Wed

65

13/04/16 13/04/16

4 Interview Team Members 1 day Wed

13/04/16 Wed

13/04/16 4.2 Finalize team 1 day Thurs

14/04/16 Thurs

14/04/16 5 Final Sponsor Review and Acceptance 1 day Thu

14/04/16 Thu

14/04/16 5.1 Set up meeting with project director 1 day Thu

14/04/16 Thu

14/04/16 5.2 Get sign off for project charter 1 day Thu

14/04/16 Thu

14/04/16 6 Project Kick off Meeting Planning 1 day Thu

14/04/16 Thu

14/04/16 6.2 Prepare meeting Agenda 1 day Thu

14/04/16 Thu

14/04/16 6.3 Send meeting invite to all project stakeholders with meeting

agenda 1 day Thu

14/04/16 Thu

14/04/16 7 Project Kick off Meeting 1 day Fri 15/04/16 Fri 15/04/16 7.1 Welcome team 1 day Fri 15/04/16 Fri 15/04/16 7.2 Introduce team members 1 day Fri 15/04/16 Fri 15/04/16 7.3 Walk team through Agenda 1 day Fri 15/04/16 Fri 15/04/16 7.4 Present project charter to team members 1 day Fri 15/04/16 Fri 15/04/16 7.5 Present communication plan 1 day Fri 15/04/16 Fri 15/04/16 7.6 Set up expectations to team members 1 day Fri 15/04/16 Fri 15/04/16 7.7 Get team feedback 1 day Fri 15/04/16 Fri 15/04/16

DEVELOPMENT PHASE 8 Requirements Document 4 days Sat 16/04/16 Thu

20/04/16 8.1 Set up meeting with Bonnie and Troy 1 day Sat

16/04/16 Sat 16/04/16

8.2 Interview Bonnie and Troy 1 day Mon 18/04/16

Mon 18/04/16

8.4 Interview Roger & Maria (Project and Event Planning officer) for requirements

1 day Tues 19/04/16

Tue 19/04/16

8.5 Brain storming session with stakeholders 1 day Tue 19/04/16

Tue 19/04/16

8.7 Intercept surveys with 100 people in Liberty Village 2 days Wed 20/04/16

Thu 21/04/16

9 Scope Document Production 4 days Fri 22/04/16 Wed

27/04/16

9.1 Generate scope description 1 day Fri 22/04/16 Fri 22/04/16 9.2 Create acceptance criteria 1 day Fri

22/04/16 Fri

22/04/16 9.3 Add deliverables 1 day Fri 22/04/16 Fri 22/04/16 9.4 Provide project exclusions 1 day Sat 23/04/16 Sat 23/04/16 9.5 Add constraints 1 day Sun

24/04/16 Sun

24/04/16 9.6 Add assumptions 1 day Sun

24/04/16 Sun

24/04/16 9.7 Create WBS 2 days Mon

25/04/16 Tue

26/04/16 9.8 Create scope validation document 1 day Wed

27/04/16 Wed

27/04/16 9.9 Create control scope document 1 day Wed

27/04/16 Wed

27/04/16 10 Generate Schedule Management Plan 4 days Thu

28/04/16 Tue

03/05/16 10.1 Define all the activities 2 days Thu

28/04/16 Fri 29/04/16

10.2 Sequence all the activities 1 day Fri 29/04/16 Fri 29/04/16 10.3 Estimate activity resources 1 day Sat 30/04/16 Sat 30/04/16 10.4 Estimate activity durations 1 day Sat 30/04/16 Sat 30/04/16 10.5 Develop schedule 2 days Sun

01/05/16 Mon

02/05/16 10.6 Control schedule 1 day Tue

03/05/16 Tue

03/05/16 11 Generate Cost Management Plan 1 day Wed

04/05/16 Wed

04/05/16 11.1 Estimate all the activities 1 day Wed

04/05/16 Wed

04/05/16 11.2 Create a budget based on the activities 1 day Wed

04/05/16 Wed

04/05/16 11.3 Generate cost tracking document 1 day Wed

04/05/16 Wed

04/05/16 12 Generate HR Management Plan Document 3 days Thu

05/05/16 Mon

09/05/16 12.1 Determine and document project roles 1 day Thu

05/05/16 Thu

05/05/16 12.2 Document responsibilities associated with roles 1 day Thu

05/05/16 Thu

05/05/16 12.3 Document reporting relationships 1 day Fri 06/05/16 Fri 06/05/16 12.4 Identify project team personality types 1 day Fri 06/05/16 Fri 06/05/16 12.5 Document team motivation techniques 1 day Sat 07/05/16 Sat 07/05/16 12.6 Generate responsibility assignment matrix 1 day Sun Sun

67

08/05/16 08/05/16

12.7 Generate staffing management plan 1 day Mon 09/05/16

Mon 09/05/16

12.8 Generate resources histogram 1 day Mon 09/05/16

Mon 09/05/16

13 Generate Communication Management Plan 2 days Tue

10/05/16 Wed

11/05/16 13.1 Document stakeholders communications requirements 1 day Tue

10/05/16 Tue

10/05/16 13.2 Document information to be communicated 1 day Tue

10/05/16 Tue

10/05/16 13.3 Determine the format in which the communication should

happen 1 day Tue

10/05/16 Tue

10/05/16 13.4 Determine who will receive the information and who will

produce it 1 day Tue

10/05/16 Tue

10/05/16 13.5 Document the method of technology used for communication 1 day Tue

10/05/16 Tue

10/05/16 13.6 Determine frequency of communication 1 day Wed

11/05/16 Wed

11/05/16 13.7 Determine escalation procedure 1 day Wed

11/05/16 Wed

11/05/16 13.8 Revision of procedures 1 day Wed

11/05/16 Wed

11/05/16 13.9 A glossary of common terminology 1 day Wed

11/05/16 Wed

11/05/16 14 Develop Risk Management Plan 2 days Thu

12/05/16 Fri 13/05/16

14.1 Document possible risks 2 days Thu 12/05/16

Fri 13/05/16

14.2 Prioritize the possible risks 2 days Thu 12/05/16

Fri 13/05/16

14.3 Document risk analysis 2 days Thu 12/05/16

Fri 13/05/16

14.4 Document the risk response 2 days Thu 12/05/16

Fri 13/05/16

14.5 Document risk control procedures 2 days Thu 12/05/16

Fri 13/05/16

15 Develop Quality Management Plan 1 day Sat 14/05/16 Sat 14/05/16 15.1 Document measureable quality aspects of the event 1 day Sat 14/05/16 Sat 14/05/16 15.2 Generate control quality documentation 1 day Sat 14/05/16 Sat 14/05/16 16 Develop Procurement Management Plan d 1 day Sun

15/05/16 Sun

15/05/16 16.1 Document services that needs to be procured from outside the

76 consulting inc 1 day Sun

15/05/16 Sun

15/05/16

IMPLEMENTATION PHASE 17 Event Permit 1 day Mon

16/05/16 Mon

16/05/16 17.1 Contact local authority to know the process of getting permit for

event 1 day Mon

16/05/16 Mon

16/05/16 17.2 Fill up necessary forms and apply for permit 1 day Mon

16/05/16 Mon

16/05/16 17.3 Pick up event permit 1 day Mon

16/05/16 Mon

16/05/16 18 Weekly Progress Reports 34 days Mon

16/05/16 Thu

30/06/16 19 Printed Material -‐ Flyers 7 days Mon

23/05/16 Wed

01/06/16 19.1 Design flyers 1 day Mon

23/05/16 Mon

23/05/16

19.2 Locate supplier for printing flyers 1 day Mon 23/05/16

Mon 23/05/16

19.3 Request for quote for 8.5 x 11(flyers) – qty 1000 1 day Mon 23/05/16

Mon 23/05/16

19.4 Receive quote for 8.5 x 11 (flyers) – qty 1000 1 day Tue 24/05/16

Tue 24/05/16

19.5 Send design and quote to stakeholder for approval 1 day Tue 24/05/16

Tue 24/05/16

19.6 Get stakeholder feedback 1 day Wed 25/05/16

Wed 25/05/16

19.7 Place order for printed flyers 1 day Thu 25/05/16

Thu 25/05/16

19.8 Deliver printed flyers to stakeholder (qty 1000) 1 day Wed 01/06/16

Wed 01/06/16

20 Printed Material -‐ Coupons 7 days Mon

23/05/16 Wed

01/06/16 20.1 Design coupons 1 day Mon

23/05/16 Mon

23/05/16

20.2 Locate supplier for printing coupons 1 day Mon 23/05/16

Mon 23/05/16

20.3 Request for quote for 4 x 2 (flyers) – qty 1000 1 day Mon Mon

69

23/05/16 23/05/16

20.4 Receive quote for 4 x 2 (flyers) – qty 1000 1 day Tue 24/05/16

Tue 24/05/16


Tue 24/05/16


Wed 25/05/16

20.7 Place order for printed coupons 1 day Thu 25/05/16

Thu 25/05/16

20.8 Deliver printed coupons to stakeholder (qty 1000) 1 day Wed 01/06/16

Wed 01/06/16

21 Printed Material -‐ Direct Mail 7 days Mon

23/05/16 Wed

01/06/16 21.1 Design direct mail 1 day Mon

23/05/16 Mon

23/05/16

21.2 Locate supplier for printing direct mail 1 day Mon 23/05/16

Mon 23/05/16

21.3 Request for quote for 5 x 6 (direct mail) – qty 2000 1 day Mon 23/05/16

Mon 23/05/16

21.4 Receive quote for 5 x 6 (flyers) – qty 2000 1 day Tue 24/05/16

Tue 24/05/16


Tue 24/05/16


Wed 25/05/16

21.7 Place order for printed direct mail 1 day Thu 25/05/16

Thu 25/05/16

21.8 Postal code drop and FSA walk for direct mail (qty 2000) 1 day Wed 01/06/16

Wed 01/06/16

22 Out of Home Material

Mobile Billboard, Wildpostings and Chalk Art 11 days Mon

23/05/16 Sun

05/06/16 22.1 Design of billboard and wildpostings 2 days Mon

23/05/16 Tues

24/05/16 22.3 Locate media suppliers and request for quote 1 day Tue

24/05/16 Tue

24/05/16 22.2 Send quote and design to client for approval 1 days Wed

25/05/16 Wed

25/06/16 22.3 Get stakeholder feedback 1 day Thu

26/05/16 Thu

26/05/16

22.4 Printing, installation and Media Space 8 days Thu 26/05/16

Sun 05/06/16

23 Décor Material (Balloons, Tent, Banner, Step and Repeat, Stanchions, Red Carpet, Cocktail Table, Stools)

12 days Wed 25/05/16

Thu 09/06/16

23.1 Locate Material Supplier 1 day Wed 25/05/16

Wed 25/05/16

23.2 Find décor material suppliers from online 2 days Thu 26/05/16

Fri 27/05/16

23.3 Call the suppliers during business hours 2 days Thu 26/05/16

Fri 27/05/16

23.4 Get the product samples and quotes 1 day Mon 30/05/16

Mon 30/05/16

23.5 Design Banner and Step and Repeat 1 day Tue 31/05/16

Tue 31/05/16

23.5 Compile quotes and send to client for approval 1 day Wed 01/06/16

Wed 01/06/16

23.6 Stake holder approval 1 day Thu 02/06/16

Thu 02/06/16

23.7 Get Stakeholder feedback 1 day Fri 03/06/16

Fri 03/06/16

23.8 Order décor and place delivery for June 9 to Café Au Lait – Liberty Village location

1 day Fri 03/06/16 Fri 03/06/16

24 Street Team 14 days Mon

23/05/16 Thu

09/06/16 24.1 Research for agencies that supply staff for events 1 day Mon

23/05/16 Mon

23/05/16 24.2 Get the quotes per person 1 day Tue

24/05/16 Tue

24/05/16 24.3 Negotiate the best possible price 1 day Wed

25/05/16 Wed

25/05/16 24.5 Finalize the agreement 1 day Wed

25/05/16 Wed

25/05/16 24.6 Confirm street team for the day of event 11 days Thu

26/05/16 Thu

09/06/16 25 Photographer 12 days Sat 25/06/16 Sat 09/07/16 25.1 Research for agencies that supply Photographer 1 day Thu

02/06/16 Thu

02/06/16 25.2 Get the quotes 1 day Fri 03/06/16 Fri 03/06/16 25.3 Negotiate the best possible price 1 day Sat 04/06/16 Sat 04/06/16 25.4 Finalize the agreement 1 day Sun

05/06/16 Sun

05/06/16 25.5 Confirm Photographer for the day of event 1 day Mon

06/06/16 Mon

06/06/16 26 Electric Generator 1 day Fri 20/05/16 Fri 20/05/16

71

26.1 Find Electric Generator suppliers from Yellow pages and online 1 day Fri 20/05/16 Fri 20/05/16 26.2 Call the suppliers during business hours 1 day Fri 20/05/16 Fri 20/05/16 26.3 Negotiate price 1 day Fri 20/05/16 Fri 20/05/16 26.4 Get the quote from suppliers for stakeholder approved samples 1 day Fri 20/05/16 Fri 20/05/16 26.5 Get the best price per unit 1 day Fri 20/05/16 Fri 20/05/16 26.6 Finalize the material agreement 1 day Sat 21/05/16 Sat 21/05/16 26.7 Finalize on the product and associated price 1 day Sat 21/05/16 Sat 21/05/16 26.8 Get stakeholders approval 1 day Sat 21/05/16 Sat 21/05/16 27 DJ + Equipment 12 days Wed

25/05/16 Thu

09/06/16 27.1 Research for agencies that supply DJ 1 day Fri 27/05/16 Fri 27/05/16 27.2 Get the quotes 1 day Sat 28/05/16 Sat 28/05/16 27.3 Negotiate the best possible price 1 day Sun

29/05/16 Sun

29/05/16 27.4 Finalize the agreement 1 day Mon

30/05/16 Mon

30/05/16 27.5 Confirm DJ for the day of event 1 day Tue

31/05/16 Tue

31/05/16 28 Day of Event 1 day Thu

09/06/16 Thu

09/06/16 28.1 Arrive early at the location 1 day Thu

09/06/16 Thu

09/06/16 28.2 Set up décor material 1 day Thu

09/06/16 Thu

09/06/16 28.3 Set up out of home material 1 day Thu

09/06/16 Thu

09/06/16 28.4 Set up printed material 1 day Thu

09/06/16 Thu

09/06/16 28.5 Set up electric generator 1 day Thu

09/06/16 Thu

09/06/16 28.6 Street team arrived and ready 1 day Thu

09/06/16 Thu

09/06/16 28.7 DJ + Equipment ready 1 day Thu

09/06/16 Thu

09/06/16 28.8 Photographer ready 1 day Thu

09/06/16 Thu

09/06/16 28.9 DJ starts music 1 day Thu

09/06/16 Thu

09/06/16 28.1.1 Street team giving out flyers and product samples all day of

event 1 day Thu

09/06/16 Thu

09/06/16 29 Event Clean Up 1 day Thu

09/06/16 Thu

09/06/16 29.1 Pack up everything 1 day Thu

09/06/16 Thu

09/06/16

29.2 Throw all the garbage 1 day Thu 09/06/16

Thu 09/06/16

30 Stakeholder Feedback – Event Results Analysis 4 days Mon

13/06/16 Thu

16/06/16 30.1 Get feedback from the project team 1 day Mon

13/06/16 Mon

13/06/16 30.2 Set up meeting with Project Team 30.3 Get feedback from customer 1 day Tue

14/06/16 Tue

14/06/16 30.4 Set up meeting with customer 30.5 Get feedback from sponsor 1 day Wed

15/06/16 Wed

15/06/16 30.6 Set up meeting with sponsor 30.7 Get sales data 1 day Thu

16/06/16 Thu

16/06/16 30.8 Set up meeting with restaurant owners 31 Project Close Out Meeting 2 days Wed

29/06/16 Thu

30/06/16 31.1 Send meeting invite 1 day Wed

29/06/16 Wed

29/06/16 31.3 Close Out Meeting & Celebration

Present Lessons Learned Document 1 day Thu

30/06/16 Thu

30/06/16

73

APPENDIX HCOST PLAN

Continue to next page

CAFÉ AU LAIT -‐ LIBERTY VILLAGE AWARENESS EVENT -‐ COST ESTIMATEPrepared by: Project Budget & Finance Officer and Project Manager

Resource Name Description Team Lead Supplier/Name of Provider Start Date End Date # Units/Hrs. Cost/Unit/Hr. Subtotals % of Total

1. Concept

1.1 Project Kick Off Meeting

The purpose of the kickoff meeting is to formally notify all team members, clients, and stakeholders that the project has begun. Address feasibility of project and present to stakeholders Project Director 76 Consulting Ltd. Apr-‐01 Apr-‐15 $250 8 (hr) $2,000 2.293%

1.3 Project CharterProject Charter Document -‐ Formalize project existence and direction Project Director 76 Consulting Ltd. Apr-‐01 Apr-‐15 $250 10 (hr) $2,500 2.867%

2. Development

2.1 Collection of Requirements

Define and document stakeholders’ needs to meet the project objectives. Includes quantified and documented needs and expectation of the sponsor, customer, and other stakeholders Project Manager 76 Consulting Ltd. Apr-‐16 Apr-‐30 $200 25 (hr) $5,000 5.734%

2.2 Project Plan

Planning proccess, refine prepare and integrate all subsidiary plans -‐ Project Requirements, Cost, Schedule, Resouces, Scope, Risk Assessment, Quality, HR, Communications, Procurement Project Manager 76 Consulting Ltd. Apr-‐16 May-‐15 $200 50 (hr) $10,000 11.467%

3. Implementation 3.1 Weekly Progress Reports Weekly Status Reports sent to Stakeholder/Sponsor Project Manager 76 Consulting Ltd. May-‐16 Jun-‐30 $200 30 (hr) $6,000 6.880% 3.2 Product Deliverables Delivered and Ordered Ordering and Managing of Product Deliverables Project & Event Planning Officer 76 Consulting Ltd. May-‐23 May-‐27 $150 15 (hr) $2,250 2.580%Printed Materials

3.3 Flyers (8.5" x 11") -‐ Design, Typesetting, Copywriting & Artwork1 Version of Design, Typesetting & Artwork. Final Files prepped and delivered to printer Project & Event Planning Officer 76. Consulting Ltd. May-‐23 May-‐25 $150 3 (hr) $450 0.516%

3.4 Flyers (8.5" x 11") -‐ Printed and Delivery Printed and Delivered to Café Au Lait Liberty Village Project & Event Planning Officer The Printing House (TPH) May-‐26 Jun-‐01 $.50(pp) 1000 (qty) $500 0.573%

3.5 Coupons (4" x 2") -‐ Design, Typesetting, Copywritng & Artwork1 Version of Design, Typesetting & Artwork. Final Files prepped and delivered to printer Project & Event Planning Officer 76 Consulting Ltd. May-‐23 May-‐25 $150 3 (hr) $450 0.516%

3.6 Coupons (4" x 2") -‐ Printed and Delivery Printed and Delivered to Café Au Lait Liberty Village Project & Event Planning Officer The Printing House (TPH) May-‐26 Jun-‐01 $0.65 (pp) 1000 (qty) $650 0.745%

3.7 Direct Mail (5" x 6") -‐ Design Typesetting , Copywriting & Artwork1 Version of Design, Typesetting & Artwork. Final Files prepped and delivered to printer Project & Event Planning Officer The Printing House (TPH) May-‐23 May-‐25 $150 4 (hr) $600 0.688%

3.8 Direct Mail (5" x 6") -‐ Printed, FSA Drop (Postal Code Drop)Printed, Packed, Segmented by Postal Code Drop and Delivered to Canada Post Project & Event Planning Officer The Printing House (TPH) May-‐26 Jun-‐01 $2.50 (pp) 2000 (qty) $800 0.917%

Out of Home Materials 3.9 Mobile Billboard (228" x 96") -‐ Design, Typesetting, Copywriting & Artwork

1 Version of Design, Typesetting & Artwork. Final Files prepped and delivered to printer Event Operations Officer 76 Consulting Ltd. May-‐23 May-‐25 $150 5 (hr) $750 0.860%

3.10 Mobile Billboard (228" x 96") -‐ Printing, Installation and Media Space

Includes 10 hours for 5 days -‐ June 5 in market. Includes media space, production, installation, and driver Event Operations Officer Grassroots Experiential May-‐26 Jun-‐05 $500 5 (days) $2,500 2.867%

3.11 Chalk Art (10' x 10') -‐ Design, and InstallationIncludes for 7 days -‐ June 3 in market. Includes media space and design Event Operations Officer Grassroots Experiential Jun-‐01 Jun-‐03 $500 7 (days) $3,500 4.014%

3.12 Wildpostings (5' x 8') -‐ Design, Typesetting & Artwork1 Version of Design, Typesetting & Artwork. Final Files prepped and delivered to printer Event Operations Officer 76 Consulting Ltd. May-‐23 May-‐25 $150 3 (hr) $450 0.516%

3.13 Wildpostings (5'x 8') -‐ Printing and InstallationIncludes for 7 days -‐ June 3 in market. Includes media space and printing Event Operations Officer Grassroots Experiential Jun-‐01 Jun-‐03 $200 5 (qty) $1,000 1.147%

Street Team 0.000% 3.14 Street Team Members Staff for promotional event 13 hours Project & Event Planning Officer Street Ambiance Events Group May-‐23 Jun-‐09 $225 4 (qty) $900 1.032%

3.14 Street Team Uniforms Branded Tshirts (Street Team to wear own black pants and shoes) Project & Event Planning Officer Promo Materials.com May-‐25 Jun-‐01 $100 4 (qty) $400 0.459%

3.15 Street Team Ipads & Data Rental of 4 ipads and Data Project & Event Planning Officer Promo Materials.com May-‐25 Jun-‐09 $100 4 (qty) $400 0.459% Disc Jockey

3.16 DJ & Equipment13 hour day -‐ includes all equipment, music, stereo, table, linens Project & Event Planning Officer DJRyan.com May-‐25 Jun-‐09 $1,000 1 (qty) $1,000 1.147%

Photographer

3.17 Photographer1 Photographer, Equipment, Lighting and Usage of 300 captured photos from 13 hour day event Project & Event Planning Officer Green Screen Studio May-‐25 Jun-‐09 $1,500 1 (qty) $1,500 1.720%

Décor 0.000%

3.18 Balloons

5 bunches of 4 balloons. Includes black and white ballons, black ribbon and silver weights and delivery on day of event. Event Operations Officer Balloon King May-‐25 Jun-‐09 $3 20 (qty) $60 0.069%

3.19 Tent (20' x 20') Rental of a large 20' x 20 tent (in case it rains) Event Operations Officer Chair Man Mills May-‐25 Jun-‐09 $500 1 $500 0.573% 3.20 Banner (32.5" x 80") Design, Printing and Structure -‐ Double sided Banners Event Operations Officer The Printing House (TPH) May-‐25 Jun-‐09 $150 3 (qty) $450 0.516% 3.21 Step and Repeat (10' x 10') 1 Design, Structure and Delivery included Event Operations Officer The Printing House (TPH) May-‐25 Jun-‐09 $600 1 (qty) $600 0.688% 3.22 Stanchions (5 feet length) Rental. Delivery included Event Operations Officer Chair Man Mills May-‐26 Jun-‐09 $20 8 (qty) $160 0.183% 3.23 Red Carpet (10' x 3') Rental. Delivery included Event Operations Officer Chair Man Mills May-‐26 Jun-‐09 $50 1 (qty) $50 0.057% 3.24 Cocktail Table (42" high) Rental. Delivery included Event Operations Officer Chair Man Mills May-‐26 Jun-‐09 $30 10 (qty) $300 0.344% 3.25 Stools (32" high) Rental. Delivery included Event Operations Officer Chair Man Mills May-‐26 Jun-‐09 $10 20 (qty) $200 0.229% 3.26 Electrical Generator Rental. Delivery included Event Operations Officer Chair Man Mills May-‐26 Jun-‐09 $500 1 (qty) $500 0.573% 3.27 Project Manager Fee for Development Fees for Managing the Development Process Project Manager 76 Consulting Ltd. May-‐23 Jun-‐09 $200 30 (hrs) $6,000 6.880% 3.28 Project Team Fee for Development Fees for Project Team in Development Process Project Team 76 Consulting Ltd. May-‐23 Jun-‐09 $150 60 (hrs) $9,000 10.321% 3.29 Delivery/Courier Costs Cover all product deliverables shipping and delivery Project Coordinator Current Express May-‐23 Jun-‐09 $500 1 (qty) $500 0.573%4. Project Close Out

4.1 Lessons Learned & Post Report DocumentFinal Document that summarizes the plan, event and lessons learned Project Manager 76 Consulting Ltd. Jun-‐10 Jun-‐30 $5,000 20 (hrs) $5,000 5.734%

4.2 Event Results Analysis Analysis of Key Insights Project Manager 76 Consulting Ltd. Jun-‐10 Jun-‐30 $2,000 8 (hrs) $2,000 2.293%

4.3 Project Close Out Meeting

Meeting with Project Manager, Project Director, Project Team and Stakeholders to close and finalize project and celebrate Project Manager and Project Director 76 Consulting Ltd. Jun-‐30 Jun-‐30 $250 15 (hrs) $3,750 4.300%

5. Reserves (20% of total estimate) $14,534 16.667% Total project cost estimate $87,204 100%

75

CAFÉ AU LAIT -‐ LIBERTY VILLAGE AWARENESS EVENT -‐ COST ESTIMATEPrepared by: Project Budget & Finance Officer and Project Manager

Resource Name Description Team Lead Supplier/Name of Provider Start Date End Date # Units/Hrs. Cost/Unit/Hr. Subtotals % of Total

1. Concept

1.1 Project Kick Off Meeting

The purpose of the kickoff meeting is to formally notify all team members, clients, and stakeholders that the project has begun. Address feasibility of project and present to stakeholders Project Director 76 Consulting Ltd. Apr-‐01 Apr-‐15 $250 8 (hr) $2,000 2.293%

1.3 Project CharterProject Charter Document -‐ Formalize project existence and direction Project Director 76 Consulting Ltd. Apr-‐01 Apr-‐15 $250 10 (hr) $2,500 2.867%

2. Development

2.1 Collection of Requirements

Define and document stakeholders’ needs to meet the project objectives. Includes quantified and documented needs and expectation of the sponsor, customer, and other stakeholders Project Manager 76 Consulting Ltd. Apr-‐16 Apr-‐30 $200 25 (hr) $5,000 5.734%

2.2 Project Plan

Planning proccess, refine prepare and integrate all subsidiary plans -‐ Project Requirements, Cost, Schedule, Resouces, Scope, Risk Assessment, Quality, HR, Communications, Procurement Project Manager 76 Consulting Ltd. Apr-‐16 May-‐15 $200 50 (hr) $10,000 11.467%

3. Implementation 3.1 Weekly Progress Reports Weekly Status Reports sent to Stakeholder/Sponsor Project Manager 76 Consulting Ltd. May-‐16 Jun-‐30 $200 30 (hr) $6,000 6.880% 3.2 Product Deliverables Delivered and Ordered Ordering and Managing of Product Deliverables Project & Event Planning Officer 76 Consulting Ltd. May-‐23 May-‐27 $150 15 (hr) $2,250 2.580%Printed Materials

3.3 Flyers (8.5" x 11") -‐ Design, Typesetting, Copywriting & Artwork1 Version of Design, Typesetting & Artwork. Final Files prepped and delivered to printer Project & Event Planning Officer 76. Consulting Ltd. May-‐23 May-‐25 $150 3 (hr) $450 0.516%

3.4 Flyers (8.5" x 11") -‐ Printed and Delivery Printed and Delivered to Café Au Lait Liberty Village Project & Event Planning Officer The Printing House (TPH) May-‐26 Jun-‐01 $.50(pp) 1000 (qty) $500 0.573%

3.5 Coupons (4" x 2") -‐ Design, Typesetting, Copywritng & Artwork1 Version of Design, Typesetting & Artwork. Final Files prepped and delivered to printer Project & Event Planning Officer 76 Consulting Ltd. May-‐23 May-‐25 $150 3 (hr) $450 0.516%

3.6 Coupons (4" x 2") -‐ Printed and Delivery Printed and Delivered to Café Au Lait Liberty Village Project & Event Planning Officer The Printing House (TPH) May-‐26 Jun-‐01 $0.65 (pp) 1000 (qty) $650 0.745%

3.7 Direct Mail (5" x 6") -‐ Design Typesetting , Copywriting & Artwork1 Version of Design, Typesetting & Artwork. Final Files prepped and delivered to printer Project & Event Planning Officer The Printing House (TPH) May-‐23 May-‐25 $150 4 (hr) $600 0.688%

3.8 Direct Mail (5" x 6") -‐ Printed, FSA Drop (Postal Code Drop)Printed, Packed, Segmented by Postal Code Drop and Delivered to Canada Post Project & Event Planning Officer The Printing House (TPH) May-‐26 Jun-‐01 $2.50 (pp) 2000 (qty) $800 0.917%

Out of Home Materials 3.9 Mobile Billboard (228" x 96") -‐ Design, Typesetting, Copywriting & Artwork

1 Version of Design, Typesetting & Artwork. Final Files prepped and delivered to printer Event Operations Officer 76 Consulting Ltd. May-‐23 May-‐25 $150 5 (hr) $750 0.860%

3.10 Mobile Billboard (228" x 96") -‐ Printing, Installation and Media Space

Includes 10 hours for 5 days -‐ June 5 in market. Includes media space, production, installation, and driver Event Operations Officer Grassroots Experiential May-‐26 Jun-‐05 $500 5 (days) $2,500 2.867%

3.11 Chalk Art (10' x 10') -‐ Design, and InstallationIncludes for 7 days -‐ June 3 in market. Includes media space and design Event Operations Officer Grassroots Experiential Jun-‐01 Jun-‐03 $500 7 (days) $3,500 4.014%

3.12 Wildpostings (5' x 8') -‐ Design, Typesetting & Artwork1 Version of Design, Typesetting & Artwork. Final Files prepped and delivered to printer Event Operations Officer 76 Consulting Ltd. May-‐23 May-‐25 $150 3 (hr) $450 0.516%

3.13 Wildpostings (5'x 8') -‐ Printing and InstallationIncludes for 7 days -‐ June 3 in market. Includes media space and printing Event Operations Officer Grassroots Experiential Jun-‐01 Jun-‐03 $200 5 (qty) $1,000 1.147%

Street Team 0.000% 3.14 Street Team Members Staff for promotional event 13 hours Project & Event Planning Officer Street Ambiance Events Group May-‐23 Jun-‐09 $225 4 (qty) $900 1.032%

3.14 Street Team Uniforms Branded Tshirts (Street Team to wear own black pants and shoes) Project & Event Planning Officer Promo Materials.com May-‐25 Jun-‐01 $100 4 (qty) $400 0.459%

3.15 Street Team Ipads & Data Rental of 4 ipads and Data Project & Event Planning Officer Promo Materials.com May-‐25 Jun-‐09 $100 4 (qty) $400 0.459% Disc Jockey

3.16 DJ & Equipment13 hour day -‐ includes all equipment, music, stereo, table, linens Project & Event Planning Officer DJRyan.com May-‐25 Jun-‐09 $1,000 1 (qty) $1,000 1.147%

Photographer

3.17 Photographer1 Photographer, Equipment, Lighting and Usage of 300 captured photos from 13 hour day event Project & Event Planning Officer Green Screen Studio May-‐25 Jun-‐09 $1,500 1 (qty) $1,500 1.720%

Décor 0.000%

3.18 Balloons

5 bunches of 4 balloons. Includes black and white ballons, black ribbon and silver weights and delivery on day of event. Event Operations Officer Balloon King May-‐25 Jun-‐09 $3 20 (qty) $60 0.069%

3.19 Tent (20' x 20') Rental of a large 20' x 20 tent (in case it rains) Event Operations Officer Chair Man Mills May-‐25 Jun-‐09 $500 1 $500 0.573% 3.20 Banner (32.5" x 80") Design, Printing and Structure -‐ Double sided Banners Event Operations Officer The Printing House (TPH) May-‐25 Jun-‐09 $150 3 (qty) $450 0.516% 3.21 Step and Repeat (10' x 10') 1 Design, Structure and Delivery included Event Operations Officer The Printing House (TPH) May-‐25 Jun-‐09 $600 1 (qty) $600 0.688% 3.22 Stanchions (5 feet length) Rental. Delivery included Event Operations Officer Chair Man Mills May-‐26 Jun-‐09 $20 8 (qty) $160 0.183% 3.23 Red Carpet (10' x 3') Rental. Delivery included Event Operations Officer Chair Man Mills May-‐26 Jun-‐09 $50 1 (qty) $50 0.057% 3.24 Cocktail Table (42" high) Rental. Delivery included Event Operations Officer Chair Man Mills May-‐26 Jun-‐09 $30 10 (qty) $300 0.344% 3.25 Stools (32" high) Rental. Delivery included Event Operations Officer Chair Man Mills May-‐26 Jun-‐09 $10 20 (qty) $200 0.229% 3.26 Electrical Generator Rental. Delivery included Event Operations Officer Chair Man Mills May-‐26 Jun-‐09 $500 1 (qty) $500 0.573% 3.27 Project Manager Fee for Development Fees for Managing the Development Process Project Manager 76 Consulting Ltd. May-‐23 Jun-‐09 $200 30 (hrs) $6,000 6.880% 3.28 Project Team Fee for Development Fees for Project Team in Development Process Project Team 76 Consulting Ltd. May-‐23 Jun-‐09 $150 60 (hrs) $9,000 10.321% 3.29 Delivery/Courier Costs Cover all product deliverables shipping and delivery Project Coordinator Current Express May-‐23 Jun-‐09 $500 1 (qty) $500 0.573%4. Project Close Out

4.1 Lessons Learned & Post Report DocumentFinal Document that summarizes the plan, event and lessons learned Project Manager 76 Consulting Ltd. Jun-‐10 Jun-‐30 $5,000 20 (hrs) $5,000 5.734%

4.2 Event Results Analysis Analysis of Key Insights Project Manager 76 Consulting Ltd. Jun-‐10 Jun-‐30 $2,000 8 (hrs) $2,000 2.293%

4.3 Project Close Out Meeting

Meeting with Project Manager, Project Director, Project Team and Stakeholders to close and finalize project and celebrate Project Manager and Project Director 76 Consulting Ltd. Jun-‐30 Jun-‐30 $250 15 (hrs) $3,750 4.300%

5. Reserves (20% of total estimate) $14,534 16.667% Total project cost estimate $87,204 100%

Project Management Plan - Cafe Au Lait.PDF

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Transcript of Project Management Plan - Cafe Au Lait.PDF