Rubicon Rocket Project

Running head: ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 1

Ansari X Prize Rubicon Gauchito Rocket Project Plan

Rubicon Rocket Team

Thomas Bailey, Steven Bell, Ryan Bocock, Wendell Byrd, Jeffery Gilpin, and Pamela Johnson

GM592-01N

Project Initiation, Planning, and Execution

Jul 17, 2012

Professor Jeff Tyler

ANSARI X PRIZE RUBICON GAUCHITO ROCKET PROJECT PLAN 2

Table of Contents

Executive Summary.........................................................................................................................8

1. Project Charter........................................................................................................................10

1.1 Product Description.........................................................................................................10

1.2 Product Charter...............................................................................................................12

2. Preliminary Scope Statement.................................................................................................17

2.1 Project Justification.........................................................................................................17

2.2 Overview of Deliverables...............................................................................................17

2.3 Specific Project Objectives and Success Criteria...........................................................17

2.4 Primary Stakeholders:.....................................................................................................17

2.5 Key Assumptions:...........................................................................................................19

3. Work Breakdown Structure (WBS).......................................................................................20

4. Cost Estimates........................................................................................................................25

4.1 Labor Estimates...............................................................................................................25

4.2 Materials and Equipment Estimates................................................................................31

5. Project Schedule.....................................................................................................................32

6. Responsibility Assignment Matrix.........................................................................................33

7. Performance Measurement Baseline......................................................................................34

8. Major Milestones....................................................................................................................35

9. Resource Allocation Matrix...................................................................................................37

10. Probability-Impact Matrix..................................................................................................39

11. Vendor Evaluation Benchmark...........................................................................................40

12. Project Constraints..............................................................................................................41

13. Project Assumptions...........................................................................................................43

14. Scope Management Plan.....................................................................................................45

14.1 Purpose........................................................................................................................45

14.2 Define Scope...............................................................................................................45

14.3 Roles and Responsibilities...........................................................................................46

14.4 Work Breakdown Structure (WBS)............................................................................48

14.5 WBS Dictionary..........................................................................................................54

14.6 Scope Verification.......................................................................................................54

14.7 Scope Control..............................................................................................................55

15. Schedule Management Plan................................................................................................56

15.1 Purpose........................................................................................................................56


15.2 Project Schedule..........................................................................................................56

16. Cost Management Plan.......................................................................................................61

16.1 Purpose........................................................................................................................61

16.2 Cost Estimates.............................................................................................................61

16.3 Budget Determinations................................................................................................63

16.4 Cost Controls...............................................................................................................64

16.5 Summary.....................................................................................................................68

17. Quality Management Plan..................................................................................................69

17.1 Purpose........................................................................................................................69

17.2 Method.........................................................................................................................69

17.3 Quality Processes........................................................................................................69

18. Staffing Management Plan.................................................................................................76

18.1 Project Justification.....................................................................................................76

18.2 Staff Requirements......................................................................................................76

18.3 Key Constraints...........................................................................................................76

18.4 Key Assumptions........................................................................................................77

18.5 Staff Selection Criteria................................................................................................77

18.6 Staff Acquisition and Team Development..................................................................77

18.7 Constraints...................................................................................................................80

18.8 Recruitment.................................................................................................................80

19. Communications Management Plan...................................................................................82

19.1 Purpose........................................................................................................................82

19.2 Communications Management Approach...................................................................82

20. Risk Management Plan.......................................................................................................88

20.1 Purpose........................................................................................................................88

20.2 Approach.....................................................................................................................88

20.3 Risk Management Strategy.........................................................................................89

20.4 Risk Management Assessment for Operational Mandates..........................................90

20.5 Roles and Responsibilities...........................................................................................93

20.6 Budgeting....................................................................................................................95

20.7 Risk Identification.......................................................................................................95

20.9 Definition of Risk Probability and Impact..................................................................97

20.10 Risk Management Mitigation and Contingency Operations.......................................99

20.11 Reporting Formats for Risk Register.........................................................................103


20.12 Tracking.....................................................................................................................103

21. Procurement Management Plan........................................................................................105

21.1 Purpose......................................................................................................................105

21.2 Procurement Management Approach........................................................................105

21.3 Procurement Definition.............................................................................................106

21.4 Type of Contract........................................................................................................106

21.5 Contract Approval Process........................................................................................107

21.6 Decision Criteria........................................................................................................108

21.7 Vendor Management.................................................................................................108

21.8 Performance Metrics for Procurement Activities......................................................109

21.9 Constraints.................................................................................................................109

21.10 Assumptions..............................................................................................................109

22. Glossary............................................................................................................................111

Appendix A – Project Network Diagram....................................................................................120

Appendix B – Potential Communication Channels.....................................................................121

Appendix C – Organizational Chart with Functional Area.........................................................122

Appendix D – Stakeholder Analysis Matrix................................................................................123

References....................................................................................................................................124


Table of Tables

Table 1. Work Breakdown Structure Tasks..................................................................................12Table 2. Primary Stakeholder’s Roles and Responsibilities.........................................................13Table 3. Primary Stakeholder’s Roles and Responsibilities.........................................................17Table 4. Sample of WBS Dictionary............................................................................................53Table 5. Project Deliverables and Duration..................................................................................56Table 6. Cost Report Format........................................................................................................66Table 7. Project Quality Control Sample Checklist......................................................................72Table 8. Project Key Staff............................................................................................................84Table 9. Project Communication Planner.....................................................................................85Table 10. Risk Management Tasks Performance Responsibilities...............................................93Table 11. Risk Probability Impact Percentage Description..........................................................97Table 12. Procurement Items......................................................................................................105


Table of Figures

Figure 1. Rubicon Rocket...............................................................................................................8Figure 2. Sample Change Request Form......................................................................................58Figure 3. Probability-Impact Matrix.............................................................................................96Figure 4. Sample Risk Register..................................................................................................102


Executive Summary

Kaplan Technical Corporation (KTC) is a worldwide leader in providing business

solutions. KTC engineer is contracted by Scaled Composites to build a 7/8-scale model of the

ANSARI X Gauchito Rocket in order to replicate the Rubicon Rocket developed by Space

Transport Corporation (STC). STC does not have the facilities to build a 7/8th model of their

full-up rocket, and they need specific extrapolated data from test flights for full-sized rocket.

The projects start date is Jun 6, 2012 and the end date is July 17, 2012. The order of

magnitude estimate for the project budget will be $10,000. KTC is contracted because it

specializes in the assembly of build to scale fully functioning Gauchito rockets and has many

years of experience in successful engineering. Additionally, KTC personnel are highly skilled

and experienced in the field.


Figure 1. Rubicon Rocket


1. Project Charter

1.1 Product Description

1.1.1 Project Overview

Kaplan Technical Corporation (KTC) was sub-contracted by Burt Rutan’s Scaled

Composites to build a 7/8-scale demonstration-evaluation (DEMVAL) rocket based on the

Engineering Specifications and the associated Gauchito Rocket plan provided by Space

Transport Corporation. Space Transport Corporation (STC) was founded in August of 2002 by

former engineers for Aerojet, with the vision of maximizing efficiency in development,

production, and administration to provide inexpensive space access. STC does not have the

facilities to build a 7/8th model of their full-up rocket, and they need specific extrapolated data

from test flights for full-sized rockets. STC has successfully tested the engines that will be used

on its manned ANSARI X PRIZE vehicle, the Rubicon. This is the reason Scaled Composites

was chosen for the task, which it outsourced the assembly of the scaled rocket to KTC because

KTC specializes in the assembly of launch vehicle. The first company that completes

construction of the rocket, and the rocket meets the requirements, will win the competition.

1.1.2 Rocket Components and Steps

The components of the Rubicon rocket will be built following the steps in the provided

Rubicon Rocket Construction Plan. The steps are as followed:

1. Assemble engine mount.

2. Install tank tubes.

3. Install engine mount, cap and centering ring.

4. Install body tube.

5. Attach nozzles and fins.


6. Install shock cord mount.

7. Attach parachute and shock cord.

8. Paint the rocket.

9. Apply decals on the rocket.

10. Prepare parachute for flight.

11. Prepare engine for flight.

12. Prepare rocket for test flight

1.1.3 Specific Product Specifications

The Rubicon Gauchito Rocket will be built according to the following specifications:

1. 7/8-scale model of the full size Rubicon rocket.

2. The rocket will be assembled with materials and equipment in the assembly kit. All

rocket components in the construction kit will be assembled as part of the rocket or

launch setup.

3. Vehicle length = 22-ft (6.7 m)

4. Vehicle diameter = 38-in (96.5 cm)

5. Vehicle Gross Takeoff Weight (GTOW) = 5,000-lb (2,268 kg)

6. Vehicle Dry Weight = 1,500-lb (680 kg)

7. Number of engines = 7

8. Vehicle total thrust = 20,000-lb (88,964 N)

9. Payload capacity = 595-lb (270 kg)

10. Crew environment = Pressurized cabin

1.1.4 Mission Specifications

The Rubicon Gauchito Rocket performance will be as specified below:


1. Maximum acceleration force on ascent = 7 g’s

2. Maximum speed = 3,000 mph (1,341 m/s)

3. Maximum altitude = ~68 miles (~110 km)

4. Time in weightless conditions = ~3 minutes

5. Landing method = Ocean splashdown via parachute

6. Total flight duration = ~25 minutes

1.1.5 Quality

1. The Rubicon Gauchito Rocket will be built according to all the instructions in the

Rubicon Rocket Construction Plan.

2. All activities associated in building the model rocket will follow the National

Association of Rocketry (NAR) Safety Code.

1.2 Product Charter

1.2.1 Project Justification

Kaplan Technical Corporation (KTC) has been contracted by Space Systems Technology

Corporation to assemble a 7/8-scale demonstration model of the Gauchito rocket. The assembled

rocket will be used to demonstrate the rocket’s functionality, identify any manufacturing issues,

and to extrapolate the necessary data for a full-sized rocket.

1.2.2 Project Deliverables

The project deliverable is a 7/8-scale demonstration model of the Gauchito rocket with

reusable, single stage, multiple type engine including a plastic nose cone capable of holding a

parachute recovery system.


Table 1. Work Breakdown Structure Tasks

Step WBS Task1 Assemble engine mount2 Install tank tubes3 Install engine mount, cap and centering ring4 Install body tube5 Attach nozzles and fins6 Install shock cord mount7 Attach parachute and shock cord8 Paint rocket components9 Apply decals on the rocket10 Prepare parachute for flight11 Prepare engine for flight12 Prepare rocket for test flight

1.2.3 Specific Project Objectives and Outcomes

The specific objective of the project is to deliver an assembled 7/8-scale demonstration

model of the Gauchito rocket within 19 days. The estimated total cost of the project to include

labor, material, and equipment but not overhead cost is $10,000. The rocket will be designed

and assembled 100% in accordance with the criteria contained in the National Association of

Rocketry and is currently the highest of KTC’s organizational priorities.

The 7/8-scale demonstration model will be built with the same quality as the full size

rocket. The model rocket will be built according to all specifications in the kit. Each deliverable

stage will be inspected by Quality Assurance (QA) staff prior to proceeding to the next stage and

prior to completion of the rocket and deliver to the customer. Risk management will be

addressed by the KTC team in tandem with QA.

1.2.4 Primary Stakeholder’s Roles/Responsibilities

The primary stakeholders are:


Table 2. Primary Stakeholder’s Roles and Responsibilities

Name Role Responsibilities / AuthorityBurt Rutan, Scaled Composites

Primary Customer Representative

- Sign-off Project Charter- Approval of project completion and

project closureDr. M. Jeffery Tyler, SST Corp

Project Sponsor - Sign-off Project Charter- Communicate with stakeholders and

commitment of personnel resources.Jeffery Gilpin, KTC Ansari X Prize Gauchito Rocket

Project ManagerResponsibilities:- Coordinate the project planning,

executing, monitoring and controlling, and closing, following DOD’s processes based on the PMI.

- Ensure project deliverables are completed on time and in budget.

- Report progress of project to stakeholders to cover critical path schedule, deliverables, and any identified risks updated during weekly status meetings.

- Coordinate training for subcontracted personnel.

- Coordinate and lead project meetings.

Authority:- Communicate directly with project

sponsor on status and issues.- Communicate with resource officer and

affected functional managers regarding resource allocation and scheduling.

Thomas Bailey, KTC Quality Assurance Provide Quality Assurance Staff for the project to validate each deliverable.

Thomas Bailey, KTC Staffing Manager - Responsibility Assignment Matrix- Project Key Staff

Steven Bell, KTC Schedule Manager - Scheduled start dates for WBS tasks- Major Milestones and target dates

Steven Bell, KTC Procurement Manager Coordination of resources with resource officer and any functional managers affected.

Ryan Bocock, KTC Communication Manager Description of how the communication for the project is going to proceed

Jeffery Gilpin, KTC Cost Manager - Preparation of Cost Estimates- Performance Measurement Baseline

Pamela Johnson, KTC Risk Manager Identify key risks and provide risk management resources to the project to facilitate identifying risks and planning for contingencies.

Mace Windu , KTC Functional Manager (Measurer, Marker)

Provide the project with Measurer and Marker.

Obi Wan Kenobe, KTC Functional Manager (Fitter, Provide the project with Fitter and Cutter.


Name Role Responsibilities / AuthorityCutter)

Anakin Skywalker, KTC

Functional Manager (Sander, Painter)

Provide the project with Sander and Painter.

Hans Solo, KTC Functional Manager (Gluer) Provide the project with Gluer.Luke Skywalker, KTC Functional Manager (Taper) Provide the project with Taper.

1.2.5 Project Constraints

The Rubicon Gauchito Rocket Model will be built according to all the instructions in the

Rubicon Rocket Construction Plan.

All activities associated to building the model rocket will follow the National Association

of Rocketry (NAR) Safety Code.

1.2.6 Project Assumptions

The Rubicon Rocket Construction kit is available and will contain all material required to

build the scaled model.

Assembly of the Rubicon Gauchito Rocket Model does not require functional testing.

Prior to the test date.


Signatures – The following people agree that the above information is accurate.

Dr. M. Jeffery Tyler (Project Sign-off Authority) ____________________________________

Jeffery Gilpin (Project Manager) _________________________________________________

Thomas Bailey (Project Management Team) ________________________________________

Steven Bell (Project Management Team) ___________________________________________

Ryan Bocock (Project Management Team) _________________________________________

Wendell Byrd (Project Management Team) _________________________________________

Pamela Johnson (Project Management Team) _______________________________________


2. Preliminary Scope Statement

2.1 Project Justification

Space Systems Technology has contracted Kaplan Technical Corporation (KTC) to build

a 7/8 scale demonstration-evaluation (DEMVAL) rocket to extrapolate the required data for a

full scaled rocket and to detect any future manufacturing issues.

2.2 Overview of Deliverables

The project deliverable is a 7/8-scale demonstration evaluation rocket (DEMVAL). This

demonstration model of the Guauchito rocket will be equipped with a reusable, single stage,

multiple type engine capable rockets with a parachute recovery system held by a plastic nose

cone. The finished rocket will be 22 feet (67.7m), Diameter of 38 inches (96.5cm), GTOW of

5,000-lbs (2,268 Kg), Dry WT of 1,500-lbs (680 Kg), Seven Engines, Total Thrust of 20,000-lbs

(88,964 N), Payload Capacity of 595-lbs (270 Kg), and Crew Environment: Pressurized cabin.

2.3 Specific Project Objectives and Success Criteria

The proposed start date is June 06, 2012 with an end date of July 17, 2012. Kaplan

Technical Corporation estimates the total cost of the project, including labor, material, and

equipment but excluding overhead costs to be $10,000.00 built to the criteria established in the

National Association of Rocketry.

2.4 Primary Stakeholders:

The primary stakeholders are:


Table 3. Primary Stakeholder’s Roles and Responsibilities

Name Role Responsibilities / AuthorityBurt Rutan, Scaled Composites

Primary Contractor Representative

- Sign-off Project Charter- Approval of project completion and

project closureDr. M. Jeffery Tyler, STC


commitment of personnel resources.Jeffery Gilpin, KTC Ansari X Prize Gauchito Rocket

Project ManagerResponsibilities:- Coordinate the project planning,

executing, monitoring and controlling, and closing, following DOD’s processes based on the PMI.





Authority:- Communicate directly with project

sponsor on status and issues.- Communicate with resource officer and





Steven Bell, KTC Procurement Manager Coordination of resources with resource officer and any functional managers affected.

Ryan Bocock, KTC Communication Manager Description of how the communication for the project is going to proceed





Obi Wan Kenobe, KTC Functional Manager (Fitter, Provide the project with Fitter and Cutter.


Name Role Responsibilities / AuthorityCutter)




Hans Solo, KTC Functional Manager (Gluer) Provide the project with Gluer.Luke Skywalker, KTC Functional Manager (Taper) Provide the project with Taper.KTC Measurer, Marker, Cutter,

Painter- Measurer: Perform measurement- Marker: Perform marking- Cutter: Perform cutting- Painter: Perform painting

Endor Corporation Fitter, Sander, Gluer, Taper - Fitter: Perform assembling- Sander: Perform sanding- Gluer: Perform gluing- Taper: Perform decaling

2.5 Key Assumptions:

1. Detailed instructions will be provided with rocket kit. Any missing of misprinted

instructions can be quickly replaced with duplicate instructions.

2. Materials

a. All materials will be provided with kit and any missing parts can quickly be replaced

by extra parts kept on hand at the assembly site.

b. All material and engine parts will operate according to specifications. Any faulty

parts will be replaced and retested to pass a quality test.

c. The engine will perform according to specifications.

3. Additional qualified assemblers will be used to replace assemblers who are not available

or sick during the construction period.


3. Work Breakdown Structure (WBS)

WBS Code Task1 Assemble Engine Mount 5 day(s) 06/06/12 8:00 AM 06/12/12 5:00 PM1.1 Locate Engine Mount Parts 0.31 day(s) 06/06/12 8:00 AM 06/06/12 10:30 AM1.1.1 Locate Engine Mount Tube 0.5 hr(s) 06/06/12 8:00 AM 06/06/12 8:30 AM1.1.2 Locate Green Engine Block 0.5 hr(s) 06/06/12 8:30 AM 06/06/12 9:00 AM1.1.3 Locate Yellow Spacer Tool 0.5 hr(s) 06/06/12 9:00 AM 06/06/12 9:30 AM1.1.4 Locate Engine Hook 0.5 hr(s) 06/06/12 9:30 AM 06/06/12 10:00 AM1.1.5 Locate Engine Hook Retainer Ring 0.5 hr(s) 06/06/12 10:00 AM 06/06/12 10:30 AM1.2 Mark Engine Mount Tube 0.44 day(s) 06/06/12 10:30 AM 06/06/12 3:00 PM1.2.1 Take Pencil 0.5 hr(s) 06/06/12 10:30 AM 06/06/12 11:00 AM1.2.2 Mark Tube 0.38 hr(s) 06/06/12 11:00 AM 06/06/12 3:00 PM1.2.2.1 Mark 13 mm from rear end of tube 1 hr(s) 06/06/12 11:00 AM 06/06/12 12:00 PM1.2.2.2 Mark 51 mm from rear end of tube 1 hr(s) 06/06/12 1:00 PM 06/06/12 2:00 PM1.2.2.3 Mark 3 mm from front end of tube 1 hr(s) 06/06/12 2:00 PM 06/06/12 3:00 PM1.3 Cutting Mount 0.5 day(s) 06/06/12 3:00 PM 06/07/12 10:00 AM1.3.1 Cut 3mm slit at 51 mm mark 4 hr(s) 06/06/12 3:00 PM 06/07/12 10:00 AM1.4 Mark Yellow Spacer Tool 0.25 day(s) 06/07/12 10:00 AM 06/07/12 12:00 PM1.4.1 Mark 19 mm from end 2 hr(s) 06/07/12 10:00 AM 06/07/12 12:00 PM1.5 Glue 0.5 day(s) 06/07/12 1:00 PM 06/07/12 5:00 PM1.5.1 Smear glue 44 mm inside engine mount tube 4 hr(s) 06/07/12 1:00 PM 06/07/12 5:00 PM1.6 Install Green Engine Block 1 day(s) 06/08/12 8:00 AM 06/08/12 5:00 PM1.6.1 Push engine block into engine mount tube with Spacer Tool 4 hr(s) 06/08/12 8:00 AM 06/08/12 12:00 PM1.6.2 Remove Spacer Tool 2 hr(s) 06/08/12 1:00 PM 06/08/12 3:00 PM1.6.3 Let glue dry 2 hr(s) 06/08/12 3:00 PM 06/08/12 5:00 PM1.7 Install Engine Hook 1 day(s) 06/11/12 8:00 AM 06/11/12 5:00 PM1.7.1 Apply glue around tube ahead of 13 mm mark 2 hr(s) 06/11/12 8:00 AM 06/11/12 10:00 AM1.7.2 Position engine hook 2 hr(s) 06/11/12 10:00 AM 06/11/12 12:00 PM1.7.3 Insert engine hook into slit 4 hr(s) 06/11/12 1:00 PM 06/11/12 5:00 PM1.8 Install Adapter Ring 1 day(s) 06/12/12 8:00 AM 06/12/12 5:00 PM1.8.1 Slide ring into front of engine tube 3 hr(s) 06/12/12 8:00 AM 06/12/12 11:00 AM1.8.2 Slide ring over engine hook to 13 mm mark 3 hr(s) 06/12/12 11:00 AM 06/12/12 3:00 PM1.8.3 Let glue dry 2 hr(s) 06/12/12 3:00 PM 06/12/12 5:00 PM2 Install Tank Tubes 3 day(s) 06/13/12 8:00 AM 06/15/12 5:00 PM2.1 Locate Tank Tube Parts 0.13 day(s) 06/13/12 8:00 AM 06/13/12 9:00 AM2.1.1 Locate White Tank Tubes 0.5 hr(s) 06/13/12 8:00 AM 06/13/12 8:30 AM2.1.2 Locate Fin Mount 0.5 hr(s) 06/13/12 8:30 AM 06/13/12 9:00 AM2.2 Install Tank Tube #1 0.48 day(s) 06/13/12 9:00 AM 06/13/12 1:48 PM2.2.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/13/12 9:00 AM 06/13/12 10:30 AM2.2.2 Insert one Tank Tube into the cavity 1.3 hr(s) 06/13/12 10:30 AM 06/13/12 11:48 AM2.2.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/13/12 11:48 AM 06/13/12 1:48 PM2.3 Install Tank Tube #2 0.48 day(s) 06/13/12 1:48 PM 06/14/12 8:36 AM2.3.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/13/12 1:48 PM 06/13/12 3:18 PM2.3.2 Insert one Tank Tube into the cavity 1.3 hr(s) 06/13/12 3:18 PM 06/13/12 4:36 PM2.3.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/13/12 4:36 PM 06/14/12 8:36 AM2.4 Install Tank Tube #3 0.48 day(s) 06/14/12 8:36 AM 06/14/12 1:24 PM2.4.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/14/12 8:36 AM 06/14/12 10:06 AM2.4.2 Insert one Tank Tube into the cavity 1.3 hr(s) 06/14/12 10:06 AM 06/14/12 11:24 AM2.4.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/14/12 11:24 AM 06/14/12 1:24 PM2.5 Install Tank Tube #4 0.48 day(s) 06/14/12 1:24 PM 06/15/12 8:12 AM2.5.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/14/12 1:24 PM 06/14/12 2:54 PM2.5.2 Insert one Tank Tube into the cavity 1.3 hr(s) 06/14/12 2:54 PM 06/14/12 4:12 PM2.5.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/14/12 4:12 PM 06/15/12 8:12 AM2.6 Install Tank Tube #5 0.48 day(s) 06/15/12 8:12 AM 06/15/12 12:00 PM2.6.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/15/12 8:12 AM 06/15/12 9:42 AM2.6.2 Insert one Tank Tube into the cavity 1.3 hr(s) 06/15/12 9:42 AM 06/15/12 11:00 AM2.6.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/15/12 11:00 AM 06/15/12 12:00 PM2.7 Install Tank Tube #6 1 day(s) 06/15/12 8:00 AM 06/15/12 5:00 PM2.7.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/15/12 3:30 PM 06/15/12 5:00 PM2.7.2 Insert one Tank Tube into the cavity 1.25 hr(s) 06/15/12 8:00 AM 06/15/12 9:15 AM2.7.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/15/12 1:00 PM 06/15/12 2:00 PM

Duration


WBS Code Task3 Install Engine Mount, Cap and Centering Ring 3 day(s) 06/18/12 8:00 AM 06/20/12 5:00 PM3.1 Locate Cap and Centering Ring 0.13 day(s) 06/18/12 8:00 AM 06/18/12 9:00 AM3.1.1 Locate Cap 0.5 hr(s) 06/18/12 8:00 AM 06/18/12 8:30 AM3.1.2 Locate Centering Ring 0.5 hr(s) 06/18/12 8:30 AM 06/18/12 9:00 AM3.2 Install Engine Mount 0.88 day(s) 06/18/12 9:00 AM 06/18/12 5:00 PM3.2.1 Apply tube type plastic cement around inside surface of Fin Mount 2 hr(s) 06/18/12 9:00 AM 06/18/12 11:00 AM3.2.2 Insert Engine Mount assembly, aligning Engine Hook with slot in Fin Mount 2 hr(s) 06/18/12 11:00 AM 06/18/12 2:00 PM3.2.3 Push Engine Mount into place, stopping on shoulder of Fin Mount 1 hr(s) 06/18/12 2:00 PM 06/18/12 3:00 PM3.2.4 Let glue dry 2 hr(s) 06/18/12 3:00 PM 06/18/12 5:00 PM3.3 Install Cap 0.88 day(s) 06/19/12 8:00 AM 06/19/12 4:00 PM3.3.1 Apply tube type plastic cement to inside Cap 2 hr(s) 06/19/12 8:00 AM 06/19/12 10:00 AM3.3.2 Align Launch Lugs 1 hr(s) 06/19/12 10:00 AM 06/19/12 11:00 AM3.3.3 Slide Cap over Engine Mount Tube onto Tank Tubes 2 hr(s) 06/19/12 11:00 AM 06/19/12 2:00 PM3.3.4 Let glue dry 2 hr(s) 06/19/12 2:00 PM 06/19/12 4:00 PM3.4 Glue and Dry 0.38 day(s) 06/19/12 4:00 PM 06/20/12 10:00 AM3.4.1 Apply tube type plastic cement to Tube/Cap joint 1 hr(s) 06/19/12 4:00 PM 06/19/12 5:00 PM3.4.2 Let glue dry 2 hr(s) 06/20/12 8:00 AM 06/20/12 10:00 AM3.5 Install Centering Ring 0.75 day(s) 06/20/12 10:00 AM 06/20/12 5:00 PM3.5.1 Apply Carpenter's glue around Tube at 3 mm mark 2 hr(s) 06/20/12 10:00 AM 06/20/12 12:00 PM3.5.2 Slide Centering Ring onto Tube even with mark 2 hr(s) 06/20/12 1:00 PM 06/20/12 3:00 PM3.5.3 Let glue dry 2 hr(s) 06/20/12 3:00 PM 06/20/12 5:00 PM4 Install Body Tube 1 day(s) 06/21/12 8:00 AM 06/21/12 5:00 PM4.1 Locate Body Tube Part 0.06 day(s) 06/21/12 8:00 AM 06/21/12 8:30 AM4.1.1 Locate Body Tube 0.5 hr(s) 06/21/12 8:00 AM 06/21/12 8:30 AM4.2 Glue and Dry 0.13 day(s) 06/21/12 8:30 AM 06/21/12 9:30 AM4.2.1 Apply glue fillet around both sides of Centering Ring 0.5 hr(s) 06/21/12 8:30 AM 06/21/12 9:00 AM4.2.2 Let glue dry 0.5 hr(s) 06/21/12 9:00 AM 06/21/12 9:30 AM4.3 Install Body Tube 0.63 day(s) 06/21/12 9:30 AM 06/21/12 3:30 PM4.3.1 Apply tube type plastic cement around outside of ridge on Cap 2 hr(s) 06/21/12 9:30 AM 06/21/12 11:30 AM4.3.2 Slide Body Tube down onto Cap 1 hr(s) 06/21/12 11:30 AM 06/21/12 1:30 PM4.3.3 Wipe off excess glue 0.5 hr(s) 06/21/12 1:30 PM 06/21/12 2:00 PM4.3.4 Let glue dry 1.5 hr(s) 06/21/12 2:00 PM 06/21/12 3:30 PM4.4 Glue and Dry 0.19 day(s) 06/21/12 3:30 PM 06/21/12 5:00 PM4.4.1 Apply glue fillet to inside Tube/Ring joint 0.5 hr(s) 06/21/12 3:30 PM 06/21/12 4:00 PM4.4.2 Let glue dry 1 hr(s) 06/21/12 4:00 PM 06/21/12 5:00 PM

Duration


WBS Code Task5 Attach Nozzles and Fins 4 day(s) 06/22/12 8:00 AM 06/27/12 5:00 PM5.1 Locate Nozzle and Fin Parts 0.13 day(s) 06/22/12 8:00 AM 06/22/12 9:00 AM5.1.1 Locate Nozzles 0.5 hr(s) 06/22/12 8:00 AM 06/22/12 8:30 AM5.1.2 Locate Fins 0.5 hr(s) 06/22/12 8:30 AM 06/22/12 9:00 AM5.2 Install Nozzles 0.5 day(s) 06/22/12 9:00 AM 06/22/12 2:00 PM5.2.1 Apply tube type plastic cement to narrow ends of nozzles 1 hr(s) 06/22/12 9:00 AM 06/22/12 10:00 AM5.2.2 Insert into mounting holes in Fin Mount 2 hr(s) 06/22/12 10:00 AM 06/22/12 12:00 PM5.2.3 Let glue dry 1 hr(s) 06/22/12 1:00 PM 06/22/12 2:00 PM5.3 Install Fins 3.38 day(s) 06/22/12 2:00 PM 06/27/12 5:00 PM5.3.1 Install Fin #1 0.56 day(s) 06/22/12 2:00 PM 06/25/12 9:30 AM5.3.1.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/22/12 2:00 PM 06/22/12 3:30 PM5.3.1.2 Attach to Fin Tab 1 hr(s) 06/22/12 3:30 PM 06/22/12 4:30 PM5.3.1.3 Flush with bottom 0.5 hr(s) 06/22/12 4:30 PM 06/22/12 5:00 PM5.3.1.4 Let glue dry 1.5 hr(s) 06/25/12 8:00 AM 06/25/12 9:30 AM5.3.2 Install Fin #2 0.56 day(s) 06/25/12 9:30 AM 06/25/12 3:00 PM5.3.2.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/25/12 9:30 AM 06/25/12 11:00 AM5.3.2.2 Attach to Fin Tab 1 hr(s) 06/25/12 11:00 AM 06/25/12 1:00 PM5.3.2.3 Flush with bottom 0.5 hr(s) 06/25/12 1:00 PM 06/25/12 1:30 PM5.3.2.4 Let glue dry 1.5 hr(s) 06/25/12 1:30 PM 06/25/12 3:00 PM5.3.3 Install Fin #3 0.56 day(s) 06/25/12 3:00 PM 06/26/12 10:30 AM5.3.3.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/25/12 3:00 PM 06/25/12 4:30 PM5.3.3.2 Attach to Fin Tab 1 hr(s) 06/25/12 4:30 PM 06/26/12 8:30 AM5.3.3.3 Flush with bottom 0.5 hr(s) 06/25/12 8:30 AM 06/26/12 9:00 AM5.3.3.4 Let glue dry 1.5 hr(s) 06/26/12 9:00 AM 06/26/12 10:30 AM5.3.4 Install Fin #4 0.56 day(s) 06/26/12 10:30 AM 06/26/12 4:00 PM5.3.4.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/26/12 10:30 AM 06/26/12 12:00 PM5.3.4.2 Attach to Fin Tab 1 hr(s) 06/26/12 1:00 PM 06/26/12 2:00 PM5.3.4.3 Flush with bottom 0.5 hr(s) 06/26/12 2:00 PM 06/26/12 2:30 PM5.3.4.4 Let glue dry 1.5 hr(s) 06/26/12 2:30 PM 06/26/12 4:00 PM5.3.5 Install Fin #5 0.56 day(s) 06/26/12 4:00 PM 06/27/12 11:30 AM5.3.5.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/26/12 4:00 PM 06/27/12 8:30 AM5.3.5.2 Attach to Fin Tab 1 hr(s) 06/27/12 8:30 AM 06/27/12 9:30 AM5.3.5.3 Flush with bottom 0.5 hr(s) 06/27/12 9:30 AM 06/27/12 10:00 AM5.3.5.4 Let glue dry 1.5 hr(s) 06/27/12 10:00 AM 06/27/12 11:30 AM5.3.6 Install Fin #6 0.56 day(s) 06/27/12 11:30 AM 06/27/12 5:00 PM5.3.6.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/27/12 11:30 AM 06/27/12 2:00 PM5.3.6.2 Attach to Fin Tab 1 hr(s) 06/27/12 2:00 PM 06/27/12 3:00 PM5.3.6.3 Flush with bottom 0.5 hr(s) 06/27/12 3:00 PM 06/27/12 3:30 PM5.3.6.4 Let glue dry 1.5 hr(s) 06/27/12 3:30 PM 06/27/12 5:00 PM6 Shock Cord Mount Assembly 1 day(s) 06/28/12 8:00 AM 06/28/12 5:00 PM6.1 Locate Shock Cord Mount Parts 0.06 day(s) 06/28/12 8:00 AM 06/28/12 8:30 AM6.1.1 Locate Shock Cord Mount Pattern Sheet 0.5 hr(s) 06/28/12 8:00 AM 06/28/12 8:30 AM6.2 Cut Shock Cord Mount 0.13 day(s) 06/28/12 8:30 AM 06/28/12 9:30 AM6.2.1 Cut shock cord mount from pattern sheet 1 hr(s) 06/28/12 8:30 AM 06/28/12 9:30 AM6.3 Crease assembly 0.06 day(s) 06/28/12 9:30 AM 06/28/12 10:00 AM6.3.1 Fold on dotted lines 0.25 hr(s) 06/28/12 9:30 AM 06/28/12 9:45 AM6.3.2 Crease on dotted lines 0.25 hr(s) 06/28/12 9:45 AM 06/28/12 10:00 AM6.4 Glue mount assembly 0.06 day(s) 06/28/12 10:00 AM 06/28/12 10:30 AM6.4.1 Spread glue 0.3 hr(s) 06/28/12 10:00 AM 06/28/12 10:18 AM6.4.2 Lay end of shock cord in glue 0.2 hr(s) 06/28/12 10:18 AM 06/28/12 10:30 AM6.5 Fold mount assembly 0.06 day(s) 06/28/12 10:30 AM 06/28/12 11:00 AM6.5.1 Fold section 1 0.2 hr(s) 06/28/12 10:30 AM 06/28/12 10:42 AM6.5.2 Apply glue section 3 0.2 hr(s) 06/28/12 10:42 AM 06/28/12 10:54 AM6.5.3 Fold again 0.1 hr(s) 06/28/12 10:54 AM 06/28/12 11:00 AM6.6 Squeeze and hold mount assembly 0.06 day(s) 06/28/12 11:00 AM 06/28/12 11:30 AM6.6.1 Squeeze tightly 0.1 hr(s) 06/28/12 11:00 AM 06/28/12 11:06 AM6.6.2 Hold assembly 0.1 hr(s) 06/28/12 11:06 AM 06/28/12 11:12 AM6.6.3 Allow to dry 0.3 hr(s) 06/28/12 11:12 AM 06/28/12 11:30 AM6.7 Install shock cord mount 0.56 day(s) 06/28/12 11:30 AM 06/28/12 5:00 PM6.7.1 Apply glue to shock cord mount assembly 0.5 hr(s) 06/28/12 11:30 AM 06/28/12 12:00 PM6.7.2 Insert shock cord mount assembly 38 mm inside upper body tube 2 hr(s) 06/28/12 1:00 PM 06/28/12 3:00 PM6.7.3 Hold until glue sets 0.5 hr(s) 06/28/12 3:00 PM 06/28/12 3:30 PM6.7.4 Let glue dry 1.5 hr(s) 06/28/12 3:30 PM 06/28/12 5:00 PM

Duration


WBS Code Task7 Attach Parachute and Shock Cord 2 day(s) 06/29/12 8:00 AM 07/02/12 5:00 PM7.1 Locate Parts 0.5 day(s) 06/29/12 8:00 AM 06/29/12 12:00 PM7.1.1 Locate Nose Cone 2 hr(s) 06/29/12 8:00 AM 06/29/12 10:00 AM7.1.2 Locate Assembled Parachute 1 hr(s) 06/29/12 10:00 AM 06/29/12 11:00 AM7.1.3 Locate Rubber Shock Cord 1 hr(s) 06/29/12 11:00 AM 06/29/12 12:00 PM7.2 Prepare Nose Cone 0.5 day(s) 06/29/12 1:00 PM 06/29/12 5:00 PM7.2.1 Remove excess flash on the nose cone 2 hr(s) 06/29/12 1:00 PM 06/29/12 3:00 PM7.2.2 Clean the eyelet of the nose cone 2 hr(s) 06/29/12 3:00 PM 06/29/12 5:00 PM7.3 Attach Parachute 1 day(s) 07/02/12 8:00 AM 07/02/12 5:00 PM7.3.1 Form loop in Shroud Lines 1.5 hr(s) 07/02/12 8:00 AM 07/02/12 9:30 AM7.3.2 Push through hole in nose cone 1.5 hr(s) 07/02/12 9:30 AM 07/02/12 11:00 AM7.3.3 Pass parachute through loop 2.5 hr(s) 07/02/12 11:00 AM 07/02/12 2:30 PM7.3.4 Tie Shock Cord to nose cone 2.5 hr(s) 07/02/12 2:30 PM 07/02/12 5:00 PM8 Finishing Rocket 5 day(s) 07/03/12 8:00 AM 07/09/12 5:00 PM8.1 Verify dryness 0.5 day(s) 07/03/12 8:00 AM 07/03/12 12:00 PM8.1.1 Check to ensure glue joint are dry 4 hr(s) 07/03/12 8:00 AM 07/03/12 12:00 PM8.2 Prime rocket 3 day(s) 07/03/12 1:00 PM 07/06/12 12:00 PM8.2.1 Apply primer coat #1 4 hr(s) 07/03/12 1:00 PM 07/03/12 5:00 PM8.2.2 Sand rocket body #1 4 hr(s) 07/05/12 8:00 AM 07/05/12 12:00 PM8.2.3 Apply primer coat #2 4 hr(s) 07/05/12 1:00 PM 07/05/12 5:00 PM8.2.4 Sand rocket body #2 4 hr(s) 07/06/12 8:00 AM 07/06/12 12:00 PM8.3 Paint rocket 1.5 day(s) 07/06/12 1:00 PM 07/09/12 5:00 PM8.3.1 Insert paint handle 2 hr(s) 07/06/12 1:00 PM 07/06/12 3:00 PM8.3.2 Apply paint to rocket 5 hr(s) 07/06/12 3:00 PM 07/09/12 11:00 AM8.3.3 Allow to dry 5 hr(s) 07/09/12 11:00 AM 07/09/12 5:00 PM9 Apply Decals 3 day(s) 07/10/12 8:00 AM 07/12/12 5:00 PM9.1 Apply Water Decals 2.48 day(s) 07/10/12 8:00 AM 07/12/12 11:48 AM9.1.1 Locate decal sheet 1 hr(s) 07/10/12 8:00 AM 07/10/12 9:00 AM9.1.2 Cut decals 0.15 day(s) 07/10/12 9:00 AM 07/10/12 10:12 AM9.1.2.1 Decal #1 0.1 hr(s) 07/10/12 9:00 AM 07/10/12 9:06 AM9.1.2.2 Decal #2 0.1 hr(s) 07/10/12 9:06 AM 07/10/12 9:12 AM9.1.2.3 Decal #3 0.1 hr(s) 07/10/12 9:12 AM 07/10/12 9:18 AM9.1.2.4 Decal #4 0.1 hr(s) 07/10/12 9:18 AM 07/10/12 9:24 AM9.1.2.5 Decal #5 0.1 hr(s) 07/10/12 9:24 AM 07/10/12 9:30 AM9.1.2.6 Decal #6 0.1 hr(s) 07/10/12 9:30 AM 07/10/12 9:36 AM9.1.2.7 Decal #7 0.1 hr(s) 07/10/12 9:36 AM 07/10/12 9:42 AM9.1.2.8 Decal #8 0.1 hr(s) 07/10/12 9:42 AM 07/10/12 9:48 AM9.1.2.9 Decal #9 0.1 hr(s) 07/10/12 9:48 AM 07/10/12 9:54 AM9.1.2.10 Decal #10 0.1 hr(s) 07/10/12 9:54 AM 07/10/12 10:00 AM9.1.2.11 Decal #11 0.1 hr(s) 07/10/12 10:00 AM 07/10/12 10:06 AM9.1.2.12 Decal #12 0.1 hr(s) 07/10/12 10:06 AM 07/10/12 10:12 AM9.1.3 Dip decals in water 0.15 day(s) 07/10/12 10:12 AM 07/10/12 11:24 AM9.1.3.1 Decal #1 0.1 hr(s) 07/10/12 10:12 AM 07/10/12 10:18 AM9.1.3.2 Decal #2 0.1 hr(s) 07/10/12 10:18 AM 07/10/12 10:24 AM9.1.3.3 Decal #3 0.1 hr(s) 07/10/12 10:24 AM 07/10/12 10:30 AM9.1.3.4 Decal #4 0.1 hr(s) 07/10/12 10:30 AM 07/10/12 10:36 AM9.1.3.5 Decal #5 0.1 hr(s) 07/10/12 10:36 AM 07/10/12 10:42 AM9.1.3.6 Decal #6 0.1 hr(s) 07/10/12 10:42 AM 07/10/12 10:48 AM9.1.3.7 Decal #7 0.1 hr(s) 07/10/12 10:48 AM 07/10/12 10:54 AM9.1.3.8 Decal #8 0.1 hr(s) 07/10/12 10:54 AM 07/10/12 11:00 AM9.1.3.9 Decal #9 0.1 hr(s) 07/10/12 11:00 AM 07/10/12 11:06 AM9.1.3.10 Decal #10 0.1 hr(s) 07/10/12 11:06 AM 07/10/12 11:12 AM9.1.3.11 Decal #11 0.1 hr(s) 07/10/12 11:12 AM 07/10/12 11:18 AM9.1.3.12 Decal #12 0.1 hr(s) 07/10/12 11:18 AM 07/10/12 11:24 AM

Duration


WBS Code Task9.1.4 Slip decals 0.15 day(s) 07/10/12 11:24 AM 07/10/12 1:36 PM9.1.4.1 Decal #1 0.1 hr(s) 07/10/12 11:24 AM 07/10/12 11:30 AM9.1.4.2 Decal #2 0.1 hr(s) 07/10/12 11:30 AM 07/10/12 11:36 AM9.1.4.3 Decal #3 0.1 hr(s) 07/10/12 11:36 AM 07/10/12 11:42 AM9.1.4.4 Decal #4 0.1 hr(s) 07/10/12 11:42 AM 07/10/12 11:48 AM9.1.4.5 Decal #5 0.1 hr(s) 07/10/12 11:48 AM 07/10/12 11:54 AM9.1.4.6 Decal #6 0.1 hr(s) 07/10/12 11:54 AM 07/10/12 12:00 PM9.1.4.7 Decal #7 0.1 hr(s) 07/10/12 1:00 PM 07/10/12 1:06 PM9.1.4.8 Decal #8 0.1 hr(s) 07/10/12 1:06 PM 07/10/12 1:12 PM9.1.4.9 Decal #9 0.1 hr(s) 07/10/12 1:12 PM 07/10/12 1:18 PM9.1.4.10 Decal #10 0.1 hr(s) 07/10/12 1:18 PM 07/10/12 1:24 PM9.1.4.11 Decal #11 0.1 hr(s) 07/10/12 1:24 PM 07/10/12 1:30 PM9.1.4.12 Decal #12 0.1 hr(s) 07/10/12 1:30 PM 07/10/12 1:36 PM9.1.5 Blot decals 0.15 day(s) 07/10/12 1:36 PM 07/10/12 2:48 PM9.1.5.1 Decal #1 0.1 hr(s) 07/10/12 1:36 PM 07/10/12 1:42 PM9.1.5.2 Decal #2 0.1 hr(s) 07/10/12 1:42 PM 07/10/12 1:48 PM9.1.5.3 Decal #3 0.1 hr(s) 07/10/12 1:48 PM 07/10/12 1:54 PM9.1.5.4 Decal #4 0.1 hr(s) 07/10/12 1:54 PM 07/10/12 2:00 PM9.1.5.5 Decal #5 0.1 hr(s) 07/10/12 2:00 PM 07/10/12 2:06 PM9.1.5.6 Decal #6 0.1 hr(s) 07/10/12 2:06 PM 07/10/12 2:12 PM9.1.5.7 Decal #7 0.1 hr(s) 07/10/12 2:12 PM 07/10/12 2:18 PM9.1.5.8 Decal #8 0.1 hr(s) 07/10/12 2:18 PM 07/10/12 2:24 PM9.1.5.9 Decal #9 0.1 hr(s) 07/10/12 2:24 PM 07/10/12 2:30 PM9.1.5.10 Decal #10 0.1 hr(s) 07/10/12 2:30 PM 07/10/12 2:36 PM9.1.5.11 Decal #11 0.1 hr(s) 07/10/12 2:36 PM 07/10/12 2:42 PM9.1.5.12 Decal #12 0.1 hr(s) 07/10/12 2:42 PM 07/10/12 2:48 PM9.1.6 Dry decals 1 day(s) 07/10/12 2:48 PM 07/11/12 2:48 PM9.1.6.1 Allow to dry overnight 1 day(s) 07/10/12 2:48 PM 07/11/12 2:48 PM9.1.7 Apply clear spray to decals 0.75 day(s) 07/11/12 2:48 PM 07/12/12 11:48 AM9.1.7.1 Apply spray to rocket 6 hr(s) 07/11/12 2:48 PM 07/12/12 11:48 AM9.2 Apply large self adheisive decals 0.53 day(s) 07/12/12 11:48 AM 07/12/12 5:00 PM9.2.1 Locate decal sheet 0.2 hr(s) 07/12/12 11:48 AM 07/12/12 12:00 PM9.2.2 Peel backing 0.5 hr(s) 07/12/12 1:00 PM 07/12/12 1:30 PM9.2.3 Cut away backing 1 hr(s) 07/12/12 1:30 PM 07/12/12 2:30 PM9.2.4 Align decal 0.5 hr(s) 07/12/12 2:30 PM 07/12/12 3:00 PM9.2.5 Smooth decal 2 hr(s) 07/12/12 3:00 PM 07/12/12 5:00 PM10 Prepare Parachute For Flight 1 day(s) 07/13/12 8:00 AM 07/13/12 5:00 PM10.1 Insert loosely crumpled recovery wadding into rocket 0.5 hr(s) 07/13/12 8:00 AM 07/13/12 8:30 AM10.2 Spike parachute 0.5 hr(s) 07/13/12 8:30 AM 07/13/12 9:00 AM10.3 Fold parachute 1 hr(s) 07/13/12 9:00 AM 07/13/12 10:00 AM10.4 Roll parachute 1 hr(s) 07/13/12 10:00 AM 07/13/12 11:00 AM10.5 Wrap lines loosely 1 hr(s) 07/13/12 11:00 AM 07/13/12 12:00 PM10.6 Insert parachute, shock cord and nose cone into body tube 4 hr(s) 07/13/12 1:00 PM 07/13/12 5:00 PM11 Prepare Engine For Flight 1 day(s) 07/16/12 8:00 AM 07/16/12 5:00 PM11.1 Separate igniter and plug 1 hr(s) 07/16/12 8:00 AM 07/16/12 9:00 AM11.2 Insert igniter 1.5 hr(s) 07/16/12 9:00 AM 07/16/12 10:30 AM11.3 Insert plug 1.5 hr(s) 07/16/12 10:30 AM 07/16/12 12:00 PM11.4 Push plug down 1 hr(s) 07/16/12 1:00 PM 07/16/12 2:00 PM11.5 Bend igniter wires to form leads 1 hr(s) 07/16/12 2:00 PM 07/16/12 3:00 PM11.6 Insert engine into rocket 2 hr(s) 07/16/12 3:00 PM 07/16/12 5:00 PM12 Prepare Rocket for test flight 1 day(s) 07/17/12 8:00 AM 07/17/12 5:00 PM12.1 Remove Safety Cap from rod 2 hr(s) 07/17/12 8:00 AM 07/17/12 10:00 AM12.2 Slide launch lugs over rod 2 hr(s) 07/17/12 10:00 AM 07/17/12 12:00 PM12.3 Attach micro-clips to igniter wires 2 hr(s) 07/17/12 1:00 PM 07/17/12 3:00 PM12.4 Insert safety key in launch controller 2 hr(s) 07/17/12 3:00 PM 07/17/12 5:00 PM

Duration


4. Cost Estimates

4.1 Labor Estimates

WBS Code Task Fitter Measurer Marker Cutter Gluer Sander Painter Taper Labor Cost1 Assemble Engine Mount 5 day(s)1.1 Locate Engine Mount Parts 0.31 day(s)1.1.1 Locate Engine Mount Tube 0.5 hr(s) x $4.501.1.2 Locate Green Engine Block 0.5 hr(s) x $4.501.1.3 Locate Yellow Spacer Tool 0.5 hr(s) x $4.501.1.4 Locate Engine Hook 0.5 hr(s) x $4.501.1.5 Locate Engine Hook Retainer Ring 0.5 hr(s) x $4.501.2 Mark Engine Mount Tube 0.44 day(s)1.2.1 Take Pencil 0.5 hr(s) x $4.501.2.2 Mark Tube 0.38 hr(s) x $3.421.2.2.1 Mark 13 mm from rear end of tube 1 hr(s) x $9.001.2.2.2 Mark 51 mm from rear end of tube 1 hr(s) x $9.001.2.2.3 Mark 3 mm from front end of tube 1 hr(s) x $9.001.3 Cutting Mount 0.5 day(s)1.3.1 Cut 3mm slit at 51 mm mark 4 hr(s) x $49.001.4 Mark Yellow Spacer Tool 0.25 day(s)1.4.1 Mark 19 mm from end 2 hr(s) x $18.001.5 Glue 0.5 day(s)1.5.1 Smear glue 44 mm inside engine mount tube 4 hr(s) x $36.001.6 Install Green Engine Block 1 day(s)1.6.1 Push engine block into engine mount tube with Spacer Tool 4 hr(s) x $36.001.6.2 Remove Spacer Tool 2 hr(s) x $18.001.6.3 Let glue dry 2 hr(s)1.7 Install Engine Hook 1 day(s)1.7.1 Apply glue around tube ahead of 13 mm mark 2 hr(s) x $18.001.7.2 Position engine hook 2 hr(s) x $18.001.7.3 Insert engine hook into slit 4 hr(s) x $36.001.8 Install Adapter Ring 1 day(s)1.8.1 Slide ring into front of engine tube 3 hr(s) x $27.001.8.2 Slide ring over engine hook to 13 mm mark 3 hr(s) x $27.001.8.3 Let glue dry 2 hr(s)2 Install Tank Tubes 3 day(s)2.1 Locate Tank Tube Parts 0.13 day(s)2.1.1 Locate White Tank Tubes 0.5 hr(s) x $4.502.1.2 Locate Fin Mount 0.5 hr(s) x $4.502.2 Install Tank Tube #1 0.48 day(s)2.2.1 Apply tube type plastic cement into one cavity 1.5 hr(s) x $13.502.2.2 Insert one Tank Tube into the cavity 1.3 hr(s) x $11.702.2.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) x $9.002.3 Install Tank Tube #2 0.48 day(s)2.3.1 Apply tube type plastic cement into one cavity 1.5 hr(s) x $13.502.3.2 Insert one Tank Tube into the cavity 1.3 hr(s) x $11.702.3.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) x $9.00

Duration


WBS Code Task Fitter Measurer Marker Cutter Gluer Sander Painter Taper Labor Cost2.4 Install Tank Tube #3 0.48 day(s)2.4.1 Apply tube type plastic cement into one cavity 1.5 hr(s) x $13.502.4.2 Insert one Tank Tube into the cavity 1.3 hr(s) x $11.702.4.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) x $9.002.5 Install Tank Tube #4 0.48 day(s)2.5.1 Apply tube type plastic cement into one cavity 1.5 hr(s) x $13.502.5.2 Insert one Tank Tube into the cavity 1.3 hr(s) x $11.702.5.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) x $9.002.6 Install Tank Tube #5 0.48 day(s)2.6.1 Apply tube type plastic cement into one cavity 1.5 hr(s) x $13.502.6.2 Insert one Tank Tube into the cavity 1.3 hr(s) x $11.702.6.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) x $9.002.7 Install Tank Tube #6 1 day(s)2.7.1 Apply tube type plastic cement into one cavity 1.5 hr(s) x $13.502.7.2 Insert one Tank Tube into the cavity 1.25 hr(s) x $11.252.7.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) x $9.003 Install Engine Mount, Cap and Centering Ring 3 day(s)3.1 Locate Cap and Centering Ring 0.13 day(s)3.1.1 Locate Cap 0.5 hr(s) x $4.503.1.2 Locate Centering Ring 0.5 hr(s) x $4.503.2 Install Engine Mount 0.88 day(s)3.2.1 Apply tube type plastic cement around inside surface of Fin Mount 2 hr(s) x $18.003.2.2 Insert Engine Mount assembly, aligning Engine Hook with slot in Fin Mount 2 hr(s) x $18.003.2.3 Push Engine Mount into place, stopping on shoulder of Fin Mount 1 hr(s) x $9.003.2.4 Let glue dry 2 hr(s)3.3 Install Cap 0.88 day(s)3.3.1 Apply tube type plastic cement to inside Cap 2 hr(s) x $18.003.3.2 Align Launch Lugs 1 hr(s) x $9.003.3.3 Slide Cap over Engine Mount Tube onto Tank Tubes 2 hr(s) x $18.003.3.4 Let glue dry 2 hr(s)3.4 Glue and Dry 0.38 day(s)3.4.1 Apply tube type plastic cement to Tube/Cap joint 1 hr(s) x $9.003.4.2 Let glue dry 2 hr(s)3.5 Install Centering Ring 0.75 day(s)3.5.1 Apply Carpenter's glue around Tube at 3 mm mark 2 hr(s) x $18.003.5.2 Slide Centering Ring onto Tube even with mark 2 hr(s) x $18.003.5.3 Let glue dry 2 hr(s)4 Install Body Tube 1 day(s)4.1 Locate Body Tube Part 0.06 day(s)4.1.1 Locate Body Tube 0.5 hr(s) x $4.504.2 Glue and Dry 0.13 day(s)4.2.1 Apply glue fillet around both sides of Centering Ring 0.5 hr(s) x $4.504.2.2 Let glue dry 0.5 hr(s)

Duration


WBS Code Task Fitter Measurer Marker Cutter Gluer Sander Painter Taper Labor Cost4.3 Install Body Tube 0.63 day(s)4.3.1 Apply tube type plastic cement around outside of ridge on Cap 2 hr(s) x $18.004.3.2 Slide Body Tube down onto Cap 1 hr(s) x $9.004.3.3 Wipe off excess glue 0.5 hr(s) x $4.504.3.4 Let glue dry 1.5 hr(s)4.4 Glue and Dry 0.19 day(s)4.4.1 Apply glue fillet to inside Tube/Ring joint 0.5 hr(s) x $4.504.4.2 Let glue dry 1 hr(s)5 Attach Nozzles and Fins 4 day(s)5.1 Locate Nozzle and Fin Parts 0.13 day(s)5.1.1 Locate Nozzles 0.5 hr(s) x $4.505.1.2 Locate Fins 0.5 hr(s) x $4.505.2 Install Nozzles 0.5 day(s)5.2.1 Apply tube type plastic cement to narrow ends of nozzles 1 hr(s) x $9.005.2.2 Insert into mounting holes in Fin Mount 2 hr(s) x $18.005.2.3 Let glue dry 1 hr(s)5.3 Install Fins 3.38 day(s)5.3.1 Install Fin #1 0.56 day(s)5.3.1.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) x $13.505.3.1.2 Attach to Fin Tab 1 hr(s) x $9.005.3.1.3 Flush with bottom 0.5 hr(s) x $4.505.3.1.4 Let glue dry 1.5 hr(s)5.3.2 Install Fin #2 0.56 day(s)5.3.2.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) x $13.505.3.2.2 Attach to Fin Tab 1 hr(s) x $9.005.3.2.3 Flush with bottom 0.5 hr(s) x $4.505.3.2.4 Let glue dry 1.5 hr(s)5.3.3 Install Fin #3 0.56 day(s)5.3.3.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) x $13.505.3.3.2 Attach to Fin Tab 1 hr(s) x $9.005.3.3.3 Flush with bottom 0.5 hr(s) x $4.505.3.3.4 Let glue dry 1.5 hr(s)5.3.4 Install Fin #4 0.56 day(s)5.3.4.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) x $13.505.3.4.2 Attach to Fin Tab 1 hr(s) x $9.005.3.4.3 Flush with bottom 0.5 hr(s) x $4.505.3.4.4 Let glue dry 1.5 hr(s) x $13.505.3.5 Install Fin #5 0.56 day(s)5.3.5.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) x $13.505.3.5.2 Attach to Fin Tab 1 hr(s) x $9.005.3.5.3 Flush with bottom 0.5 hr(s) x $4.505.3.5.4 Let glue dry 1.5 hr(s)5.3.6 Install Fin #6 0.56 day(s)5.3.6.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) x $13.505.3.6.2 Attach to Fin Tab 1 hr(s) x $9.005.3.6.3 Flush with bottom 0.5 hr(s) x $4.505.3.6.4 Let glue dry 1.5 hr(s)

Duration


WBS Code Task Fitter Measurer Marker Cutter Gluer Sander Painter Taper Labor Cost6 Shock Cord Mount Assembly 1 day(s)6.1 Locate Shock Cord Mount Parts 0.06 day(s)6.1.1 Locate Shock Cord Mount Pattern Sheet 0.5 hr(s) x $6.136.2 Cut Shock Cord Mount 0.13 day(s)6.2.1 Cut shock cord mount from pattern sheet 1 hr(s) x $12.256.3 Crease assembly 0.06 day(s)6.3.1 Fold on dotted lines 0.25 hr(s) x $3.066.3.2 Crease on dotted lines 0.25 hr(s) x $3.066.4 Glue mount assembly 0.06 day(s)6.4.1 Spread glue 0.3 hr(s) x $2.706.4.2 Lay end of shock cord in glue 0.2 hr(s) x $1.806.5 Fold mount assembly 0.06 day(s)6.5.1 Fold section 1 0.2 hr(s) x $1.806.5.2 Apply glue section 3 0.2 hr(s) x $1.806.5.3 Fold again 0.1 hr(s) x $0.906.6 Squeeze and hold mount assembly 0.06 day(s)6.6.1 Squeeze tightly 0.1 hr(s) x $0.906.6.2 Hold assembly 0.1 hr(s) x $0.906.6.3 Allow to dry 0.3 hr(s)6.7 Install shock cord mount 0.56 day(s)6.7.1 Apply glue to shock cord mount assembly 0.5 hr(s) x $4.506.7.2 Insert shock cord mount assembly 38 mm inside upper body tube 2 hr(s) x $18.006.7.3 Hold until glue sets 0.5 hr(s) x $4.506.7.4 Let glue dry 1.5 hr(s)7 Attach Parachute and Shock Cord 2 day(s)7.1 Locate Parts 0.5 day(s)7.1.1 Locate Nose Cone 2 hr(s) x $18.007.1.2 Locate Assembled Parachute 1 hr(s) x $9.007.1.3 Locate Rubber Shock Cord 1 hr(s) x $9.007.2 Prepare Nose Cone 0.5 day(s)7.2.1 Remove excess flash on the nose cone 2 hr(s) x $18.007.2.2 Clean the eyelet of the nose cone 2 hr(s) x $18.007.3 Attach Parachute 1 day(s)7.3.1 Form loop in Shroud Lines 1.5 hr(s) x $13.507.3.2 Push through hole in nose cone 1.5 hr(s) x $13.507.3.3 Pass parachute through loop 2.5 hr(s) x $22.507.3.4 Tie Shock Cord to nose cone 2.5 hr(s) x $22.50

Duration


WBS Code Task Fitter Measurer Marker Cutter Gluer Sander Painter Taper Labor Cost8 Finishing Rocket 5 day(s)8.1 Verify dryness 0.5 day(s)8.1.1 Check to ensure glue joint are dry 4 hr(s)8.2 Prime rocket 3 day(s)8.2.1 Apply primer coat #1 4 hr(s) x $46.008.2.2 Sand rocket body #1 4 hr(s) x $46.008.2.3 Apply primer coat #2 4 hr(s) x $46.008.2.4 Sand rocket body #2 4 hr(s) x $46.008.3 Paint rocket 1.5 day(s)8.3.1 Insert paint handle 2 hr(s) x $18.008.3.2 Apply paint to rocket 5 hr(s) x $57.508.3.3 Allow to dry 5 hr(s)9 Apply Decals 3 day(s)9.1 Apply Water Decals 2.48 day(s)9.1.1 Locate decal sheet 1 hr(s) x $9.009.1.2 Cut decals 0.15 day(s) x 1.359.1.2.1 Decal #1 0.1 hr(s) x $0.909.1.2.2 Decal #2 0.1 hr(s) x $0.909.1.2.3 Decal #3 0.1 hr(s) x $0.909.1.2.4 Decal #4 0.1 hr(s) x $0.909.1.2.5 Decal #5 0.1 hr(s) x $0.909.1.2.6 Decal #6 0.1 hr(s) x $0.909.1.2.7 Decal #7 0.1 hr(s) x $0.909.1.2.8 Decal #8 0.1 hr(s) x $0.909.1.2.9 Decal #9 0.1 hr(s) x $0.909.1.2.10 Decal #10 0.1 hr(s) x $0.909.1.2.11 Decal #11 0.1 hr(s) x $0.909.1.2.12 Decal #12 0.1 hr(s) x $0.909.1.3 Dip decals in water 0.15 day(s)9.1.3.1 Decal #1 0.1 hr(s) x $0.909.1.3.2 Decal #2 0.1 hr(s) x $0.909.1.3.3 Decal #3 0.1 hr(s) x $0.909.1.3.4 Decal #4 0.1 hr(s) x $0.909.1.3.5 Decal #5 0.1 hr(s) x $0.909.1.3.6 Decal #6 0.1 hr(s) x $0.909.1.3.7 Decal #7 0.1 hr(s) x $0.909.1.3.8 Decal #8 0.1 hr(s) x $0.909.1.3.9 Decal #9 0.1 hr(s) x $0.909.1.3.10 Decal #10 0.1 hr(s) x $0.909.1.3.11 Decal #11 0.1 hr(s) x $0.909.1.3.12 Decal #12 0.1 hr(s) x $0.909.1.4 Slip decals 0.15 day(s)9.1.4.1 Decal #1 0.1 hr(s) x $0.909.1.4.2 Decal #2 0.1 hr(s) x $0.909.1.4.3 Decal #3 0.1 hr(s) x $0.909.1.4.4 Decal #4 0.1 hr(s) x $0.909.1.4.5 Decal #5 0.1 hr(s) x $0.909.1.4.6 Decal #6 0.1 hr(s) x $0.909.1.4.7 Decal #7 0.1 hr(s) x $0.909.1.4.8 Decal #8 0.1 hr(s) x $0.909.1.4.9 Decal #9 0.1 hr(s) x $0.909.1.4.10 Decal #10 0.1 hr(s) x $0.909.1.4.11 Decal #11 0.1 hr(s) x $0.909.1.4.12 Decal #12 0.1 hr(s) x $0.90

Duration


WBS Code Task Fitter Measurer Marker Cutter Gluer Sander Painter Taper Labor Cost9.1.5 Blot decals 0.15 day(s)9.1.5.1 Decal #1 0.1 hr(s) x $0.909.1.5.2 Decal #2 0.1 hr(s) x $0.909.1.5.3 Decal #3 0.1 hr(s) x $0.909.1.5.4 Decal #4 0.1 hr(s) x $0.909.1.5.5 Decal #5 0.1 hr(s) x $0.909.1.5.6 Decal #6 0.1 hr(s) x $0.909.1.5.7 Decal #7 0.1 hr(s) x $0.909.1.5.8 Decal #8 0.1 hr(s) x $0.909.1.5.9 Decal #9 0.1 hr(s) x $0.909.1.5.10 Decal #10 0.1 hr(s) x $0.909.1.5.11 Decal #11 0.1 hr(s) x $0.909.1.5.12 Decal #12 0.1 hr(s) x $0.909.1.6 Dry decals 1 day(s)9.1.6.1 Allow to dry overnight 1 day(s)9.1.7 Apply clear spray to decals 0.75 day(s) x $6.759.1.7.1 Apply spray to rocket 6 hr(s) x $54.009.2 Apply large self adheisive decals 0.53 day(s)9.2.1 Locate decal sheet 0.2 hr(s) x $1.809.2.2 Peel backing 0.5 hr(s) x $4.509.2.3 Cut away backing 1 hr(s) x $9.009.2.4 Align decal 0.5 hr(s) x $4.509.2.5 Smooth decal 2 hr(s) x $18.0010 Prepare Parachute For Flight 1 day(s)10.1 Insert loosely crumpled recovery wadding into rocket 0.5 hr(s) x $4.5010.2 Spike parachute 0.5 hr(s) x $4.5010.3 Fold parachute 1 hr(s) x $9.0010.4 Roll parachute 1 hr(s) x $9.0010.5 Wrap lines loosely 1 hr(s) x $9.0010.6 Insert parachute, shock cord and nose cone into body tube 4 hr(s) x $36.0011 Prepare Engine For Flight 1 day(s)11.1 Separate igniter and plug 1 hr(s) x $12.2511.2 Insert igniter 1.5 hr(s) x $13.5011.3 Insert plug 1.5 hr(s) x $13.5011.4 Push plug down 1 hr(s) x $9.0011.5 Bend igniter wires to form leads 1 hr(s) x $9.0011.6 Insert engine into rocket 2 hr(s) x $18.0012 Prepare Rocket for test flight 1 day(s)12.1 Remove Safety Cap from rod 2 hr(s) x $24.5012.2 Slide launch lugs over rod 2 hr(s) x $18.0012.3 Attach micro-clips to igniter wires 2 hr(s) x $18.0012.4 Insert safety key in launch controller 2 hr(s) x $18.00

Total Labor Cost for work performed: $1,798.32

Fitter Measurer Marker Cutter Gluer Sander Painter Taper$9.00 $9.00 $9.00 $12.25 $9.00 $9.00 $11.50 $9.00

Current Hourly Pay Rate

Duration


4.2 Materials and Equipment Estimates

Required $ Per Shipping Total Rocket Kit Estes Rubicon Rocket 1 $500.00 $50.00 $550.00

$550.00

Ruler 1 $2.00 $2.00 Scissors 1 $5.00 $5.00 Knife, razor 1 $5.00 $5.00 Sandpaper 200 grit (sheets) 11 $0.25 $2.75 Sandpaper 320 grit (sheets) 11 $0.25 $2.75 Tape, paint & masking (rolls) 2 $5.00 $10.00 Pencil, mechanical 1 $3.00 $3.00

$30.50

Primer, paint, sandable (cans) 20 $5.00 $100.00 Paint, Grey (cans) 3 $5.00 $15.00 Paint, Black (cans) 8 $5.00 $40.00 Paint, Orange (cans) 3 $5.00 $15.00 Paint, White (cans) 8 $5.00 $40.00 Paint, Silver (cans) 2 $5.00 $10.00 Coating, Clear (cans) 3 $7.50 $22.50 Glue, Carpenters (pints) 3 $4.00 $12.00 Rubber cement (quarts) 2 $8.00 $16.00 Rocket Engines 7 $50.00 $350.00 Igniter 7 $10.00 $70.00 Misc items $89.00

$779.50

$1,360.00

Rubicon Rocket Project - Materials and Equipment

Total Cost :

Sub Total:Supplies

Sub Total:Material

Sub Total:


5. Project Schedule

11-May 21-May 31-May 10-Jun 20-Jun 30-Jun 10-Jul 20-Jul 30-Jul

Assemble Engine Mount

Install Tank Tubes

Install Engine Mount, Cap and Centering Ring

Install Body Tube

Attach Nozzles and Fins

Shock Cord Mount Assembly

Attach Parachute and Shock Cord

Finishing Rocket

Apply Decals

Prepare Parachute For Flight

Prepare Engine For Flight

Prepare Rocket for test flight

Rubicon Rocket Project - Activity ScheduleRed Tasks indicate Critical PathT


Install Tank TubesInstall Engine

Mount, Cap and Centering Ring

Install Body TubeAttach Nozzles and

FinsShock Cord Mount

AssemblyAttach Parachute

and Shock CordFinishing Rocket Apply Decals

Prepare Parachute for Flight

Prepare Engine for Flight

Prepare Rocket for Flight

Task Start Date 06-Jun 06-Jun 15-Jun 21-Jun 22-Jun 02-Jul 12-Jun 03-Jul 10-Jul 13-Jul 16-Jul 17-JulTask Duration (Days) 5 3 3 1 4 1 2 5 3 1 1 1

See Appendix A for the Project Network Diagram.


6. Responsibility Assignment Matrix

WBS Code Deliverable Stakeholder

Functional Manager

(Measurer, Marker)

Functional Manager (Fitter, Cutter)


Functional Manager (Gluer)

Functional Manager (Taper)

Quality Assurance Alternate QA Alternate

1.0 Assemble Engine Mount Byrd Mace WinduObi Wan Kenobi Hans Solo Bailey Bocock DPRO Rep

2.0 Install Tank Tubes Byrd Mace WinduObi Wan Kenobi Hans Solo Bailey Byrd DPRO Rep

3.0 Install Engine Mount, Cap and Centering Ring Johnson Mace WinduObi Wan Kenobi Hans Solo Bailey Johnson DPRO Rep

4.0 Install Body Tube Bell Mace WinduObi Wan Kenobi Hans Solo Bailey Bell DPRO Rep

5.0 Attach Nozzles and Fins Byrd Mace WinduObi Wan Kenobi Hans Solo Bailey Bocock DPRO Rep

6.0 Shock Cord Mount Assembly Bell Mace WinduObi Wan Kenobi Hans Solo Bailey Byrd DPRO Rep

7.0 Attach Parachute and Shock Cord Bocock Mace WinduObi Wan Kenobi

Anakin Skywalker Bailey Johnson DPRO Rep

8.0 Finishing RocketByrd,

Johnson Mace WinduAnakin

Skywalker Bailey Bell DPRO Rep

8.2 Prime Rocket Byrd Mace WinduAnakin

Skywalker Bailey Johnson DPRO Rep

8.3 Paint Rocket Bocock Mace WinduAnakin

Skywalker Bailey Byrd DPRO Rep

9.0 Apply Decals Johnson Mace WinduObi Wan Kenobi

Luke Skywalker Bailey Bocock DPRO Rep

10.0 Prepare Parachute For FlightRubicon

Project Team Mace WinduObi Wan Kenobi Bailey N/A Johnson

11.0 Prepare Engine For FlightRubicon

Project Team Mace WinduObi Wan Kenobi Bailey N/A Johnson

12.0 Prepare Rocket For Test Flight

Rubicon Project Team,

KTC Mace WinduObi Wan Kenobi

Luke Skywalker Bailey N/A Johnson

Functional Manager (Measurer, Marker) Mace WinduFunctional Manager (Fitter, Cutter) Obi Wan KenobiFunctional Manager (Sander, Painter) Anakin SkywalkerFunctional Manager (Gluer) Hans SoloFunctional Manager (Taper) Luke Skywalker

Rubicon Rocket Project Team Responsibility Assignment Matrix

In every project with products, quality assurance is very important. An assumption is made that KTC can use DPRO Rep (Defense Plant Representative Office) to perform QA in the event the primary QA is not available. All major defense contractors have DPRO onsite. For smaller defense contractors, they can use the DPRO at the major defense contractors, as long as the two locations are within 50 miles radius.


7. Performance Measurement Baseline

CATEGORY Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Total

Labor $339.41 $323.80 $241.00 $260.11 $254.50 $379.50 $1,798.32

Material and Supplies $590.00 $32.00 $26.50 $275.50 $16.00 $420.00 $1,360.00

TOTAL $929.41 $355.80 $267.50 $535.61 $270.50 $799.50 $3,158.32

CUMULATIVE $929.41 $1,285.21 $1,552.71 $2,088.32 $2,358.82 $3,158.32

EAC $3,158.32

$0.00

$500.00

$1,000.00

$1,500.00

$2,000.00

$2,500.00

$3,000.00

$3,500.00

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6

Rubicon Rocket Project - Cumulative Cost

Cost


8. Major Milestones

- Start of Milestone - Requires Program Manager Review at Completion - Requires Customer Signature at Completion (Burt Rutan)

Indentifier Task Description 06-Jun 07-Jun 08-Jun 09-Jun 10-Jun 11-Jun 12-Jun 13-Jun 14-Jun 15-Jun 16-Jun 17-Jun 18-Jun 19-Jun 20-Jun 21-Jun 22-Jun 23-Jun 24-Jun 25-Jun 26-Jun 27-Jun 28-Jun 29-Jun 30-Jun 01-Jul 02-Jul 03-Jul 04-Jul 05-Jul 06-Jul 07-Jul 08-Jul 09-Jul 10-Jul 11-Jul 12-Jul 13-Jul 14-Jul 15-Jul 16-Jul 17-Jul

1.1 MS Assemble Engine Mount - Start 5 day(s)1.1.1 Locate Engine Mount Parts - Finish 0.31 day(s)1.1.2 Mark Engine Mount Tube - Finish 0.44 day(s)1.1.3 Cutting Mount - Finish 0.5 day(s)1.1.4 Mark Yellow Spacer Tool - Finish 0.25 day(s)1.1.5 Glue - Finish 0.5 day(s)1.1.6 Install Green Engine Block - Finish 1 day(s)1.1.7 Install Engine Hook - Finish 1 day(s)1.1.8 Install Adapter Ring - Finish 1 day(s)

1.1 MF Assemble Engine Mount - Finish

2.1 MS Install Tank Tubes - Start 3 day(s)2.1.1 Locate Tank Tube Parts - Finish 0.13 day(s)2.1.2 Install Tank Tube #1 - Finish 0.48 day(s)2.1.3 Install Tank Tube #2 - Finish 0.48 day(s)2.1.4 Install Tank Tube #3 - Finish 0.48 day(s)2.1.5 Install Tank Tube #4 - Finish 0.48 day(s)2.1.6 Install Tank Tube #5 - Finish 0.48 day(s)2.1.7 Install Tank Tube #6 - Finish 1 day(s)

2.1 MF Install Tank Tubes - Finish

3.1 MS Install Engine Mount, Cap and Centering Ring - Start 3 day(s)3.1.1 Locate Cap and Centering Ring - Finish 0.13 day(s)3.1.2 Install Engine Mount - Finish 0.88 day(s)3.1.3 Install Cap - Finish 0.88 day(s)3.1.4 Glue and Dry - Finish 0.38 day(s)3.1.5 Install Centering Ring - Finish 0.75 day(s)

3.1 MF Install Engine Mount, Cap and Centering Ring - Finish

4.1 MS Install Body Tube - Start 1 day(s)4.1.1 Locate Body Tube Part - Finish 0.06 day(s)4.1.2 Glue and Dry - Finish 0.13 day(s)4.1.3 Install Body Tube - Finish 0.63 day(s)4.1.4 Glue and Dry - Finish 0.19 day(s)

4.1 MF Install Body Tube - Finish

5.1 MS Attach Nozzles and Fins - Start 4 day(s)5.1.1 Locate Nozzle and Fin Parts - Finish 0.13 day(s)5.1.2 Install Nozzles - Finish 0.5 day(s)5.1.3 Install Fins - Finish 3.38 day(s)

5.1 MF Attach Nozzles and Fins - Finish

6.1 MS Shock Cord Mount Assembly - Start 1 day(s)6.1 MF Shock Cord Mount Assembly - Finish

7.1 MS Attach Parachute and Shock Cord - Start 2 day(s)7.1.1 Locate Parts - Finish 0.5 day(s)7.1.2 Prepare Nose Cone - Finish 0.5 day(s)7.1.3 Attach Parachute - Finish 1 day(s)

Duration

Rubicon Rocket Project - Milestone Matrix


Indentifier Task Description 06-Jun 07-Jun 08-Jun 09-Jun 10-Jun 11-Jun 12-Jun 13-Jun 14-Jun 15-Jun 16-Jun 17-Jun 18-Jun 19-Jun 20-Jun 21-Jun 22-Jun 23-Jun 24-Jun 25-Jun 26-Jun 27-Jun 28-Jun 29-Jun 30-Jun 01-Jul 02-Jul 03-Jul 04-Jul 05-Jul 06-Jul 07-Jul 08-Jul 09-Jul 10-Jul 11-Jul 12-Jul 13-Jul 14-Jul 15-Jul 16-Jul 17-Jul

5.1 MF Attach Nozzles and Fins - Finish

6.1 MS Shock Cord Mount Assembly - Start 1 day(s)6.1 MF Shock Cord Mount Assembly - Finish

7.1 MS Attach Parachute and Shock Cord - Start 2 day(s)7.1.1 Locate Parts - Finish 0.5 day(s)7.1.2 Prepare Nose Cone - Finish 0.5 day(s)7.1.3 Attach Parachute - Finish 1 day(s)

7.1 MF Attach Parachute and Shock Cord - Finish

8.1 MS Finishing Rocket - Start 5 day(s)8.1.1 Verify dryness - Finish 0.5 day(s)8.1.2 Prime rocket - Finish 3 day(s)8.1.3 Paint rocket - Finish 1.5 day(s)

8.1 MF Finishing Rocket - Finish

9.1 MS Apply Decals - Start 3 day(s)9.1.1 Apply Water Decals - Finish 2.48 day(s)9.1.2 Apply large self adheisive decals - Finish 0.53 day(s)

9.1 MF Apply Decals - Start

10.1 MS Prepare Parachute For Flight - Start 1 day(s)10.1 MF Prepare Parachute For Flight - Finish

11.1 MS Prepare Engine For Flight - Start 1 day(s)11.1 MF Prepare Engine For Flight -Finish

12.1 MS Prepare Rocket for test flight - Start 1 day(s)12.1 MF Prepare Rocket for test flight - Finish

Duration


9. Resource Allocation Matrix

Step Sub Task Fitter Measurer Marker Cutter Gluer Sander Painter Taper1

A. Measure and mark Engine Mount Tube XB. Cut slit XC. Mark spacer tool XD. Smear glue inside Engine Mount Tube XE. Push Engine Block into Engine Mount Tube XF. Insert Engine Hook into slit XG. Install Engine Hook Retainer Ring X

2A. Apply tube type plastic cement XB. Install tank tubes XC. Align tank tubes X

3A. Apply tube type plastic cement XB. Insert Engine Mount assembly and align Engine Hook XC. Install Engine Mount XD. Apply tube type plastic cement XE. Align Launch Lugs XF. Apply tube type plastic cement XG. Install Centering Ring X

4A. Measure Body tube XB. Mark Body Tbe XC. Cut Body Tube XD. Apply Glue XE. Insert engine mount assembly into body tube X

5A. Apply tube type plastic cement XB. Install nozzles XC. Apply tube type plastic cement XD. Install fins X

6A. Cut out Shock Cord Mount XB. Apply glue XC. Glue mount X

Attach nozzles and fins

Install shock cord mount

Kaplan Technical Corporation - Rubicon Rocket Assembly

Assemble engine mount

Install tank tubes

Install engine mount, cap and centering ring

Install body tube


Step Sub Task Fitter Measurer Marker Cutter Gluer Sander Painter Taper7

A. Remove excess flash and clean the eyelet of the nose cone XB. Form loop in Shroud Lines XC. Install chute XD. Tie Shock Cord to Nose Cone

8A. Paint Fins XB. Paint Body X

9A. Determine location for decals XB. Apply and attach Deacls X

10A. Install recovery wadding into rocket XB. Spike Chute XC. Fold Chute XD. Roll chute XE. Install chute, shock cord, nose cone into body X

11A. Separate igniter and plug XB. Insert plug X

12B. Slide launch lugs over rod X XD. Insert safety key in launch controller X

Prepare engine for flight

Prepare parachute for flight

Apply decals on the rocket

Paint rocket componenets

Prepare Rocket for Launch

Attach parachute and shock cord


10. Probability-Impact Matrix

Frequent / 4.38%

Probable / 8.75%

Occasional / 17.50%

Unexpected/ 35%

Improbable / 70%

Environment Clean up

Equipment Damages <

8.75%

Environment Damages Expense <

8.75% - 17.50%

Disability Expense <

17.50% - 35%

Catastrophic > 35%

Equipment, Personnel or Vendor Late

Arrival

Lengthen Schedule to

Reconstruct < 4.38%

Illness One Work Day Loss for <

4.38% - 8.75% of Personnel

Injury Several Work Day Losses <

8.75% - 17.50%

Illegal Violation >

17.50%

Additional Testing

Required

Reconstruct and Rebuild

to Correct

Unrestorable Damages

Hospitalized Personnel

Catastrophic > 35%

Inadequate Material Quantity

Correction Failed Test

Equipment Breakdown

Personnel Loss

Catastrophic > 35%

Defined Conditions for Impact Scales of a Risk on Major Project Product Testing Objectives

- Parts won't fit- Sand damage

- Bad igniter- Bad plug- Bad engine

Objectives

Cost

Time

Scope

Quality

Health and Safety Relational ScalesRisk Identification

- Damage parts- Missing parts

- Mis-alignment- Not enough time for glue to dry- Not enough time for paint to dry- Not enough time for decals to dry

Probability80.00% 3.50% 7.00% 14.00% 28.00% 56.00% 56.00% 28.00% 14.00% 7.00% 3.50%60.00% 2.63% 5.25% 10.50% 21.00% 42.00% 42.00% 21.00% 10.50% 5.25% 2.63%40.00% 1.75% 3.50% 7.00% 14.00% 28.00% 28.00% 14.00% 7.00% 3.50% 1.75%20.00% 0.88% 1.75% 3.50% 7.00% 14.00% 14.00% 7.00% 3.50% 1.75% 0.88%10.00% 0.44% 0.88% 1.75% 3.50% 7.00% 7.00% 3.50% 1.75% 0.88% 0.44%Impact 4.38% 8.75% 17.50% 35.00% 70.00% 70.00% 35.00% 17.50% 8.75% 4.38%

Frequent

Probable

Occasional

Unexpected

Improbable

Probability and Impact MatrixThreats Opportunities

70% - Catastropic risks that could result in death, permanent disability or losses of any kind that exceed $10,000,000. and are irreversibly severe legal environmental violations causing irregulatory damages; this will end the project without closure but with termination instead.

35% - Hazards resulting in permanent disabilities, injuries or occupational illnesses resulting in the hospitalization of more than three personnel costing over $300,000 but less than $2,000,000 with irreversable legal violations. Depending on the depth of the testing area and space available for use to test the rocket quality and the risk of the rocket launching properly; it could be diffi cult to ensure that the rocket will not crash in the testing environment or hit and injure a project participant during the testing evaluation period.

17.50% - Risks resulting in injury or illness with losses greater than $10,000 but less than $100,000 for personnel missing one day or more of work. These injuries could be the result of failure of glued or bolted conntections for the prevention of equipment damages.

8.75% - Minimal risks resulting in injury or illness with losses greater than $2,000 but less than $15,000 for personnel missing hours within a day of work or other risks regarding test failures and component reconstruction requirements. If flammable materials are being used volunteer firefighters will need to be present during any testing timelines, in case rocket exhaust ignites and smoke becomes unconstrained within the testing environment.

4.38% - Risks involved with scheduled timeline increases due to late arrivals with personnel or vendors and poor quality testing envirornments or materials, such as exhaust smoke clean-up required due to testing with damaged equipment or materials.


11. Vendor Evaluation Benchmark

Criteria WeightVendor 1

RawVendor 1 Weighted

Vendor 2 Raw

Vendor 2 Weighted

Vendor 3 Raw

Vendor 3 Weighted

Vendor 4 Raw

Vendor 4 Weighted

Fastest Drying Time 0.1 1 0.1 4 0.4 2 0.2 3 0.3

Availibility 0.2 2 0.4 1 0.2 3 0.6 4 0.8

Best Coverage 0.3 3 0.9 4 1.2 2 0.6 1 0.3

Lowest Cost 0.4 2 0.8 1 0.4 3 1.2 4 1.6

Totals 1 8 2.2 10 2.2 10 2.6 12 3

Notes:

In all cases the highest value is the best result

Ease of appl ication was equal as the requirment was for paint in aerosol spray cans

Vendor 1: Testors Spray Paint

Vendor 2: Seymour Spray Paint

Vendor 3: Rustoleum Spray Paint Vendor 3 - Rustoleum Spray Paint - was selected as it provided best coverage at the lowest price (70% of our established criteria)

Vendor 4: Krylon Spray Paint

Paint Vendor Comparison

Criteria WeightVendor 1

RawVendor 1 Weighted

Vendor 2 Raw

Vendor 2 Weighted

Vendor 3 Raw

Vendor 3 Weighted

Vendor 4 Raw

Vendor 4 Weighted

Breaking Force 0.4 2 0.8 4 1.6 1 0.4 3 1.2Fastest Drying Time 0.3 4 1.2 3 0.9 2 0.6 1 0.3Ease of Application 0.2 3.5 0.7 3.5 0.7 1 0.2 2 0.4Lowest Cost 0.1 4 0.4 2 0.2 3 0.3 1 0.1Totals 1 13.5 3.1 12.5 3.4 7 1.5 7 2

Notes:

In all cases the highest value is the best result

Vendor 1: Elmers Probond

Vendor 2:Franklin Titebond III Vendor 2 - Franklin Titebond - was selected as it provided the strongest bond at the lowest price (70% of our established criteria)

Vendor 3: Gori l la Wood Glue

Vendor 4: LePage Carpenters Glue

Glue Vendor Comparison


12. Project Constraints

During the assembly of the Rubicon Gauchito Rocket, Kaplan Technical Corporation

(KTC) will balance the competing resources identified and made available for assembly of the

new 7/8-scale model for testing. KTC will address the needs, concerns, and expectations of

stakeholders as the build is planned and carried out (Project Management Institute [PMI], 2008).

The identified constraints are:

1. Scope - Build a 7/8-scale demonstration-evaluation (DEMVAL) rocket based on the

provided engineering specifications

2. Schedule – Rocket must be ready to launch on 17 July 2012

a. Currently established 40 hour / 5 day work week

3. Budget – Scaled Composites has authorized KTC a budget of $10,000

4. Resources – Availability/delivery of components not included in the kit

a. Porta Pad II Launch Pad

b. Electron Beam Launch Controller

c. Recovery Wadding

d. Engine model: D12-3 or D12-5

e. Engine igniters and plugs

5. Quality – Rocket must constructed to allow for multiple launches

6. Risk – Launch activities will be carried out in coordination with the National

Association of Rocketry (National Association of Rocketry [NAR], 2008)

7. Environmental

a. Weather – Can potentially delay launch

b. Launch Pad – Determine adequate area safe for testing


8. Team Members

a. Sick leave or vacation time can impact schedule


13. Project Assumptions

KTC will be successful during the assembly and demonstration. In order to move

forward without complete information, we need to make assumptions that if proven correct will

result in the capability for success. “An Assumption is, in one sense, the flip side of a risk.

With an Assumption, we expect something to happen. With a risk, we ask what will we do if

something does not happen, or how do we increase the probability that something will happen”

(Turnbit, 2005, p.1). These assumptions will be assessed and updated periodically as new

information is presented. Assumptions are potential failure points in a project. They need to be

monitored and managed.

1. Instructions – The assembly instruction guide will be provided with the kit and will

fully detail all steps.

2. Materials

a. All material required in the assembly kit will all on hand and serviceable.

b. The required engine will be available and will function according to

specification

c. Sufficient additional parts will be on hand to substitute if failure occurs

d. Redundant launch mechanisms will available

3. Funds – Sufficient funds for purchasing material and covering the costs of testing

and transportation will be available.

4. Skilled Workers – Workers with the necessary skills for the assembly of the scale

model rocket are available

5. Recovery

a. The flight of the rocket will allow it to be monitored and recovered


b. The parachute will not fail

6. Risk Mitigation

a. The test site will be free from overhead hazards

b. The weather conditions will allow the demonstration to occur on time


14. Scope Management Plan

Project Name: Ansari X Prize Rubicon Gauchito Rocket

Project Manager: Jeffery Gilpin

Contract Number: GM592-01N

14.1 Purpose

The purpose of this scope management plan is to define the scope of the Rubicon

Gauchito Rocket project. This scope management plan provides a formal guideline for defining,

planning, controlling and verifying the project throughout the duration of the project. This scope

management plan includes the roles and responsibilities of all the project participants, managing

the scope and changes to the scope, the Work Breakdown Structure (WBS), the WBS dictionary,

and scope verification to ensure that deliverables are met according to guidelines in accordance

with the project scope.

14.2 Define Scope

The scope for the Gauchito Rocket Project was defined through a collection of

requirements process. An analysis was done on the Gauchito Rocket plan by Space Transport

Corporation. Kaplan Technical Corporation (KTC) was outsourced because of their expertise in

assembly of launch vehicles. The scope for the Gauchito Rocket Project includes building a 7/8

scale demonstration-evaluation (DEMVAL) rocket based on the provided engineering

specifications, testing, and acceptance of the Gauchito Rocket. The project deliverable is a 7/8-

scale demonstration evaluation rocket (DEMVAL). This demonstration model of the Gauchito

rocket will be equipped with a reusable, single stage, multiple type engine capable rockets with a

parachute recovery system held by a plastic nose cone. The finished rocket will be 22 feet

(67.7m), Diameter of 38 inches (96.5cm), GTOW of 5,000-lbs (2,268 Kg), Dry WT of 1,500-lbs


(680 Kg), Seven Engines, Total Thrust of 20,000-lbs (88,964 N), Payload Capacity of 595-lbs

(270 Kg), and Crew Environment: Pressurized cabin. The acceptance criteria for this project are

successfully building a 7/8 scale (DEMVAL) rocket, the expected start date is July 6, 2012 and

the rocket must be completed on or before July 17, 2012. The rocket must meet documented

performance requirements and meet the budget of $10,000.

14.3 Roles and Responsibilities

Name Role Responsibilities

Burt Rutan, Scaled Composites

Primary Customer Representative

- Sign-off Project Charter- Approval of project completion and project

closureDr. M. Jeffery Tyler, SST Corp


commitment of personnel resources.Jeffery Gilpin, KTC Ansari X Prize

Gauchito Rocket Project Manager

Responsibilities:- Coordinate the project planning, executing,

monitoring and controlling, and closing, following DOD’s processes based on the PMI.





Authority:- Communicate directly with project sponsor

on status and issues.- Communicate with resource officer and





Name Role Responsibilities


Steven Bell, KTC Procurement Manager

Coordination of resources with resource officer and any functional managers affected.

Ryan Bocock, KTC Communication Manager

Description of how the communication for the project is going to proceed





Obi Wan Kenobe, KTC

Functional Manager (Fitter, Cutter)

Provide the project with Fitter and Cutter.




Hans Solo, KTC Functional Manager (Gluer)

Provide the project with Gluer.

Luke Skywalker, KTC Functional Manager (Taper)

Provide the project with Taper.

14.4 Work Breakdown Structure (WBS)

To effectively manage the Gauchito Rocket Project, the work required will be subdivided

into individual work packages that will not exceed 40 hours of work. The will make it possible


for the Project Manger to manage the project’s scope more effectively while the project team

work on tasks required for project completion. The project’s deliverables are subdivided into

smaller, manageable components until the work and deliverables are defined to the work package

level. All work packages will require no more than 40 hours of work.

Step WBS Task

1 Assemble engine mount

2 Install tank tubes

3 Install engine mount, cap and centering ring

4 Install body tube

5 Attach nozzles and fins

6 Install shock cord mount

7 Attach parachute and shock cord

8 Paint rocket components

9 Apply decals on the rocket

10 Prepare parachute for flight

11 Prepare engine for flight

12 Prepare rocket for test flight


WBS Code Task1 Assemble Engine Mount 5 day(s) 06/06/12 8:00 AM 06/12/12 5:00 PM1.1 Locate Engine Mount Parts 0.31 day(s) 06/06/12 8:00 AM 06/06/12 10:30 AM1.1.1 Locate Engine Mount Tube 0.5 hr(s) 06/06/12 8:00 AM 06/06/12 8:30 AM1.1.2 Locate Green Engine Block 0.5 hr(s) 06/06/12 8:30 AM 06/06/12 9:00 AM1.1.3 Locate Yellow Spacer Tool 0.5 hr(s) 06/06/12 9:00 AM 06/06/12 9:30 AM1.1.4 Locate Engine Hook 0.5 hr(s) 06/06/12 9:30 AM 06/06/12 10:00 AM1.1.5 Locate Engine Hook Retainer Ring 0.5 hr(s) 06/06/12 10:00 AM 06/06/12 10:30 AM1.2 Mark Engine Mount Tube 0.44 day(s) 06/06/12 10:30 AM 06/06/12 3:00 PM1.2.1 Take Pencil 0.5 hr(s) 06/06/12 10:30 AM 06/06/12 11:00 AM1.2.2 Mark Tube 0.38 hr(s) 06/06/12 11:00 AM 06/06/12 3:00 PM1.2.2.1 Mark 13 mm from rear end of tube 1 hr(s) 06/06/12 11:00 AM 06/06/12 12:00 PM1.2.2.2 Mark 51 mm from rear end of tube 1 hr(s) 06/06/12 1:00 PM 06/06/12 2:00 PM1.2.2.3 Mark 3 mm from front end of tube 1 hr(s) 06/06/12 2:00 PM 06/06/12 3:00 PM1.3 Cutting Mount 0.5 day(s) 06/06/12 3:00 PM 06/07/12 10:00 AM1.3.1 Cut 3mm slit at 51 mm mark 4 hr(s) 06/06/12 3:00 PM 06/07/12 10:00 AM1.4 Mark Yellow Spacer Tool 0.25 day(s) 06/07/12 10:00 AM 06/07/12 12:00 PM1.4.1 Mark 19 mm from end 2 hr(s) 06/07/12 10:00 AM 06/07/12 12:00 PM1.5 Glue 0.5 day(s) 06/07/12 1:00 PM 06/07/12 5:00 PM1.5.1 Smear glue 44 mm inside engine mount tube 4 hr(s) 06/07/12 1:00 PM 06/07/12 5:00 PM1.6 Install Green Engine Block 1 day(s) 06/08/12 8:00 AM 06/08/12 5:00 PM1.6.1 Push engine block into engine mount tube with Spacer Tool 4 hr(s) 06/08/12 8:00 AM 06/08/12 12:00 PM1.6.2 Remove Spacer Tool 2 hr(s) 06/08/12 1:00 PM 06/08/12 3:00 PM1.6.3 Let glue dry 2 hr(s) 06/08/12 3:00 PM 06/08/12 5:00 PM1.7 Install Engine Hook 1 day(s) 06/11/12 8:00 AM 06/11/12 5:00 PM1.7.1 Apply glue around tube ahead of 13 mm mark 2 hr(s) 06/11/12 8:00 AM 06/11/12 10:00 AM1.7.2 Position engine hook 2 hr(s) 06/11/12 10:00 AM 06/11/12 12:00 PM1.7.3 Insert engine hook into slit 4 hr(s) 06/11/12 1:00 PM 06/11/12 5:00 PM1.8 Install Adapter Ring 1 day(s) 06/12/12 8:00 AM 06/12/12 5:00 PM1.8.1 Slide ring into front of engine tube 3 hr(s) 06/12/12 8:00 AM 06/12/12 11:00 AM1.8.2 Slide ring over engine hook to 13 mm mark 3 hr(s) 06/12/12 11:00 AM 06/12/12 3:00 PM1.8.3 Let glue dry 2 hr(s) 06/12/12 3:00 PM 06/12/12 5:00 PM2 Install Tank Tubes 3 day(s) 06/13/12 8:00 AM 06/15/12 5:00 PM2.1 Locate Tank Tube Parts 0.13 day(s) 06/13/12 8:00 AM 06/13/12 9:00 AM2.1.1 Locate White Tank Tubes 0.5 hr(s) 06/13/12 8:00 AM 06/13/12 8:30 AM2.1.2 Locate Fin Mount 0.5 hr(s) 06/13/12 8:30 AM 06/13/12 9:00 AM2.2 Install Tank Tube #1 0.48 day(s) 06/13/12 9:00 AM 06/13/12 1:48 PM2.2.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/13/12 9:00 AM 06/13/12 10:30 AM2.2.2 Insert one Tank Tube into the cavity 1.3 hr(s) 06/13/12 10:30 AM 06/13/12 11:48 AM2.2.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/13/12 11:48 AM 06/13/12 1:48 PM2.3 Install Tank Tube #2 0.48 day(s) 06/13/12 1:48 PM 06/14/12 8:36 AM2.3.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/13/12 1:48 PM 06/13/12 3:18 PM2.3.2 Insert one Tank Tube into the cavity 1.3 hr(s) 06/13/12 3:18 PM 06/13/12 4:36 PM2.3.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/13/12 4:36 PM 06/14/12 8:36 AM2.4 Install Tank Tube #3 0.48 day(s) 06/14/12 8:36 AM 06/14/12 1:24 PM2.4.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/14/12 8:36 AM 06/14/12 10:06 AM2.4.2 Insert one Tank Tube into the cavity 1.3 hr(s) 06/14/12 10:06 AM 06/14/12 11:24 AM2.4.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/14/12 11:24 AM 06/14/12 1:24 PM2.5 Install Tank Tube #4 0.48 day(s) 06/14/12 1:24 PM 06/15/12 8:12 AM2.5.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/14/12 1:24 PM 06/14/12 2:54 PM2.5.2 Insert one Tank Tube into the cavity 1.3 hr(s) 06/14/12 2:54 PM 06/14/12 4:12 PM2.5.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/14/12 4:12 PM 06/15/12 8:12 AM2.6 Install Tank Tube #5 0.48 day(s) 06/15/12 8:12 AM 06/15/12 12:00 PM2.6.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/15/12 8:12 AM 06/15/12 9:42 AM2.6.2 Insert one Tank Tube into the cavity 1.3 hr(s) 06/15/12 9:42 AM 06/15/12 11:00 AM2.6.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/15/12 11:00 AM 06/15/12 12:00 PM2.7 Install Tank Tube #6 1 day(s) 06/15/12 8:00 AM 06/15/12 5:00 PM2.7.1 Apply tube type plastic cement into one cavity 1.5 hr(s) 06/15/12 3:30 PM 06/15/12 5:00 PM2.7.2 Insert one Tank Tube into the cavity 1.25 hr(s) 06/15/12 8:00 AM 06/15/12 9:15 AM2.7.3 Gently press the base of Tank Tube until it slip down past lip on inside of Fin Mount 1 hr(s) 06/15/12 1:00 PM 06/15/12 2:00 PM

Duration


WBS Code Task3 Install Engine Mount, Cap and Centering Ring 3 day(s) 06/18/12 8:00 AM 06/20/12 5:00 PM3.1 Locate Cap and Centering Ring 0.13 day(s) 06/18/12 8:00 AM 06/18/12 9:00 AM3.1.1 Locate Cap 0.5 hr(s) 06/18/12 8:00 AM 06/18/12 8:30 AM3.1.2 Locate Centering Ring 0.5 hr(s) 06/18/12 8:30 AM 06/18/12 9:00 AM3.2 Install Engine Mount 0.88 day(s) 06/18/12 9:00 AM 06/18/12 5:00 PM3.2.1 Apply tube type plastic cement around inside surface of Fin Mount 2 hr(s) 06/18/12 9:00 AM 06/18/12 11:00 AM3.2.2 Insert Engine Mount assembly, aligning Engine Hook with slot in Fin Mount 2 hr(s) 06/18/12 11:00 AM 06/18/12 2:00 PM3.2.3 Push Engine Mount into place, stopping on shoulder of Fin Mount 1 hr(s) 06/18/12 2:00 PM 06/18/12 3:00 PM3.2.4 Let glue dry 2 hr(s) 06/18/12 3:00 PM 06/18/12 5:00 PM3.3 Install Cap 0.88 day(s) 06/19/12 8:00 AM 06/19/12 4:00 PM3.3.1 Apply tube type plastic cement to inside Cap 2 hr(s) 06/19/12 8:00 AM 06/19/12 10:00 AM3.3.2 Align Launch Lugs 1 hr(s) 06/19/12 10:00 AM 06/19/12 11:00 AM3.3.3 Slide Cap over Engine Mount Tube onto Tank Tubes 2 hr(s) 06/19/12 11:00 AM 06/19/12 2:00 PM3.3.4 Let glue dry 2 hr(s) 06/19/12 2:00 PM 06/19/12 4:00 PM3.4 Glue and Dry 0.38 day(s) 06/19/12 4:00 PM 06/20/12 10:00 AM3.4.1 Apply tube type plastic cement to Tube/Cap joint 1 hr(s) 06/19/12 4:00 PM 06/19/12 5:00 PM3.4.2 Let glue dry 2 hr(s) 06/20/12 8:00 AM 06/20/12 10:00 AM3.5 Install Centering Ring 0.75 day(s) 06/20/12 10:00 AM 06/20/12 5:00 PM3.5.1 Apply Carpenter's glue around Tube at 3 mm mark 2 hr(s) 06/20/12 10:00 AM 06/20/12 12:00 PM3.5.2 Slide Centering Ring onto Tube even with mark 2 hr(s) 06/20/12 1:00 PM 06/20/12 3:00 PM3.5.3 Let glue dry 2 hr(s) 06/20/12 3:00 PM 06/20/12 5:00 PM4 Install Body Tube 1 day(s) 06/21/12 8:00 AM 06/21/12 5:00 PM4.1 Locate Body Tube Part 0.06 day(s) 06/21/12 8:00 AM 06/21/12 8:30 AM4.1.1 Locate Body Tube 0.5 hr(s) 06/21/12 8:00 AM 06/21/12 8:30 AM4.2 Glue and Dry 0.13 day(s) 06/21/12 8:30 AM 06/21/12 9:30 AM4.2.1 Apply glue fillet around both sides of Centering Ring 0.5 hr(s) 06/21/12 8:30 AM 06/21/12 9:00 AM4.2.2 Let glue dry 0.5 hr(s) 06/21/12 9:00 AM 06/21/12 9:30 AM4.3 Install Body Tube 0.63 day(s) 06/21/12 9:30 AM 06/21/12 3:30 PM4.3.1 Apply tube type plastic cement around outside of ridge on Cap 2 hr(s) 06/21/12 9:30 AM 06/21/12 11:30 AM4.3.2 Slide Body Tube down onto Cap 1 hr(s) 06/21/12 11:30 AM 06/21/12 1:30 PM4.3.3 Wipe off excess glue 0.5 hr(s) 06/21/12 1:30 PM 06/21/12 2:00 PM4.3.4 Let glue dry 1.5 hr(s) 06/21/12 2:00 PM 06/21/12 3:30 PM4.4 Glue and Dry 0.19 day(s) 06/21/12 3:30 PM 06/21/12 5:00 PM4.4.1 Apply glue fillet to inside Tube/Ring joint 0.5 hr(s) 06/21/12 3:30 PM 06/21/12 4:00 PM4.4.2 Let glue dry 1 hr(s) 06/21/12 4:00 PM 06/21/12 5:00 PM

Duration


WBS Code Task5 Attach Nozzles and Fins 4 day(s) 06/22/12 8:00 AM 06/27/12 5:00 PM5.1 Locate Nozzle and Fin Parts 0.13 day(s) 06/22/12 8:00 AM 06/22/12 9:00 AM5.1.1 Locate Nozzles 0.5 hr(s) 06/22/12 8:00 AM 06/22/12 8:30 AM5.1.2 Locate Fins 0.5 hr(s) 06/22/12 8:30 AM 06/22/12 9:00 AM5.2 Install Nozzles 0.5 day(s) 06/22/12 9:00 AM 06/22/12 2:00 PM5.2.1 Apply tube type plastic cement to narrow ends of nozzles 1 hr(s) 06/22/12 9:00 AM 06/22/12 10:00 AM5.2.2 Insert into mounting holes in Fin Mount 2 hr(s) 06/22/12 10:00 AM 06/22/12 12:00 PM5.2.3 Let glue dry 1 hr(s) 06/22/12 1:00 PM 06/22/12 2:00 PM5.3 Install Fins 3.38 day(s) 06/22/12 2:00 PM 06/27/12 5:00 PM5.3.1 Install Fin #1 0.56 day(s) 06/22/12 2:00 PM 06/25/12 9:30 AM5.3.1.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/22/12 2:00 PM 06/22/12 3:30 PM5.3.1.2 Attach to Fin Tab 1 hr(s) 06/22/12 3:30 PM 06/22/12 4:30 PM5.3.1.3 Flush with bottom 0.5 hr(s) 06/22/12 4:30 PM 06/22/12 5:00 PM5.3.1.4 Let glue dry 1.5 hr(s) 06/25/12 8:00 AM 06/25/12 9:30 AM5.3.2 Install Fin #2 0.56 day(s) 06/25/12 9:30 AM 06/25/12 3:00 PM5.3.2.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/25/12 9:30 AM 06/25/12 11:00 AM5.3.2.2 Attach to Fin Tab 1 hr(s) 06/25/12 11:00 AM 06/25/12 1:00 PM5.3.2.3 Flush with bottom 0.5 hr(s) 06/25/12 1:00 PM 06/25/12 1:30 PM5.3.2.4 Let glue dry 1.5 hr(s) 06/25/12 1:30 PM 06/25/12 3:00 PM5.3.3 Install Fin #3 0.56 day(s) 06/25/12 3:00 PM 06/26/12 10:30 AM5.3.3.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/25/12 3:00 PM 06/25/12 4:30 PM5.3.3.2 Attach to Fin Tab 1 hr(s) 06/25/12 4:30 PM 06/26/12 8:30 AM5.3.3.3 Flush with bottom 0.5 hr(s) 06/25/12 8:30 AM 06/26/12 9:00 AM5.3.3.4 Let glue dry 1.5 hr(s) 06/26/12 9:00 AM 06/26/12 10:30 AM5.3.4 Install Fin #4 0.56 day(s) 06/26/12 10:30 AM 06/26/12 4:00 PM5.3.4.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/26/12 10:30 AM 06/26/12 12:00 PM5.3.4.2 Attach to Fin Tab 1 hr(s) 06/26/12 1:00 PM 06/26/12 2:00 PM5.3.4.3 Flush with bottom 0.5 hr(s) 06/26/12 2:00 PM 06/26/12 2:30 PM5.3.4.4 Let glue dry 1.5 hr(s) 06/26/12 2:30 PM 06/26/12 4:00 PM5.3.5 Install Fin #5 0.56 day(s) 06/26/12 4:00 PM 06/27/12 11:30 AM5.3.5.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/26/12 4:00 PM 06/27/12 8:30 AM5.3.5.2 Attach to Fin Tab 1 hr(s) 06/27/12 8:30 AM 06/27/12 9:30 AM5.3.5.3 Flush with bottom 0.5 hr(s) 06/27/12 9:30 AM 06/27/12 10:00 AM5.3.5.4 Let glue dry 1.5 hr(s) 06/27/12 10:00 AM 06/27/12 11:30 AM5.3.6 Install Fin #6 0.56 day(s) 06/27/12 11:30 AM 06/27/12 5:00 PM5.3.6.1 Apply tube type plastic cement to flat side of a Fin 1.5 hr(s) 06/27/12 11:30 AM 06/27/12 2:00 PM5.3.6.2 Attach to Fin Tab 1 hr(s) 06/27/12 2:00 PM 06/27/12 3:00 PM5.3.6.3 Flush with bottom 0.5 hr(s) 06/27/12 3:00 PM 06/27/12 3:30 PM5.3.6.4 Let glue dry 1.5 hr(s) 06/27/12 3:30 PM 06/27/12 5:00 PM6 Shock Cord Mount Assembly 1 day(s) 06/28/12 8:00 AM 06/28/12 5:00 PM6.1 Locate Shock Cord Mount Parts 0.06 day(s) 06/28/12 8:00 AM 06/28/12 8:30 AM6.1.1 Locate Shock Cord Mount Pattern Sheet 0.5 hr(s) 06/28/12 8:00 AM 06/28/12 8:30 AM6.2 Cut Shock Cord Mount 0.13 day(s) 06/28/12 8:30 AM 06/28/12 9:30 AM6.2.1 Cut shock cord mount from pattern sheet 1 hr(s) 06/28/12 8:30 AM 06/28/12 9:30 AM6.3 Crease assembly 0.06 day(s) 06/28/12 9:30 AM 06/28/12 10:00 AM6.3.1 Fold on dotted lines 0.25 hr(s) 06/28/12 9:30 AM 06/28/12 9:45 AM6.3.2 Crease on dotted lines 0.25 hr(s) 06/28/12 9:45 AM 06/28/12 10:00 AM6.4 Glue mount assembly 0.06 day(s) 06/28/12 10:00 AM 06/28/12 10:30 AM6.4.1 Spread glue 0.3 hr(s) 06/28/12 10:00 AM 06/28/12 10:18 AM6.4.2 Lay end of shock cord in glue 0.2 hr(s) 06/28/12 10:18 AM 06/28/12 10:30 AM6.5 Fold mount assembly 0.06 day(s) 06/28/12 10:30 AM 06/28/12 11:00 AM6.5.1 Fold section 1 0.2 hr(s) 06/28/12 10:30 AM 06/28/12 10:42 AM6.5.2 Apply glue section 3 0.2 hr(s) 06/28/12 10:42 AM 06/28/12 10:54 AM6.5.3 Fold again 0.1 hr(s) 06/28/12 10:54 AM 06/28/12 11:00 AM6.6 Squeeze and hold mount assembly 0.06 day(s) 06/28/12 11:00 AM 06/28/12 11:30 AM6.6.1 Squeeze tightly 0.1 hr(s) 06/28/12 11:00 AM 06/28/12 11:06 AM6.6.2 Hold assembly 0.1 hr(s) 06/28/12 11:06 AM 06/28/12 11:12 AM6.6.3 Allow to dry 0.3 hr(s) 06/28/12 11:12 AM 06/28/12 11:30 AM6.7 Install shock cord mount 0.56 day(s) 06/28/12 11:30 AM 06/28/12 5:00 PM6.7.1 Apply glue to shock cord mount assembly 0.5 hr(s) 06/28/12 11:30 AM 06/28/12 12:00 PM6.7.2 Insert shock cord mount assembly 38 mm inside upper body tube 2 hr(s) 06/28/12 1:00 PM 06/28/12 3:00 PM6.7.3 Hold until glue sets 0.5 hr(s) 06/28/12 3:00 PM 06/28/12 3:30 PM6.7.4 Let glue dry 1.5 hr(s) 06/28/12 3:30 PM 06/28/12 5:00 PM

Duration


WBS Code Task7 Attach Parachute and Shock Cord 2 day(s) 06/29/12 8:00 AM 07/02/12 5:00 PM7.1 Locate Parts 0.5 day(s) 06/29/12 8:00 AM 06/29/12 12:00 PM7.1.1 Locate Nose Cone 2 hr(s) 06/29/12 8:00 AM 06/29/12 10:00 AM7.1.2 Locate Assembled Parachute 1 hr(s) 06/29/12 10:00 AM 06/29/12 11:00 AM7.1.3 Locate Rubber Shock Cord 1 hr(s) 06/29/12 11:00 AM 06/29/12 12:00 PM7.2 Prepare Nose Cone 0.5 day(s) 06/29/12 1:00 PM 06/29/12 5:00 PM7.2.1 Remove excess flash on the nose cone 2 hr(s) 06/29/12 1:00 PM 06/29/12 3:00 PM7.2.2 Clean the eyelet of the nose cone 2 hr(s) 06/29/12 3:00 PM 06/29/12 5:00 PM7.3 Attach Parachute 1 day(s) 07/02/12 8:00 AM 07/02/12 5:00 PM7.3.1 Form loop in Shroud Lines 1.5 hr(s) 07/02/12 8:00 AM 07/02/12 9:30 AM7.3.2 Push through hole in nose cone 1.5 hr(s) 07/02/12 9:30 AM 07/02/12 11:00 AM7.3.3 Pass parachute through loop 2.5 hr(s) 07/02/12 11:00 AM 07/02/12 2:30 PM7.3.4 Tie Shock Cord to nose cone 2.5 hr(s) 07/02/12 2:30 PM 07/02/12 5:00 PM8 Finishing Rocket 5 day(s) 07/03/12 8:00 AM 07/09/12 5:00 PM8.1 Verify dryness 0.5 day(s) 07/03/12 8:00 AM 07/03/12 12:00 PM8.1.1 Check to ensure glue joint are dry 4 hr(s) 07/03/12 8:00 AM 07/03/12 12:00 PM8.2 Prime rocket 3 day(s) 07/03/12 1:00 PM 07/06/12 12:00 PM8.2.1 Apply primer coat #1 4 hr(s) 07/03/12 1:00 PM 07/03/12 5:00 PM8.2.2 Sand rocket body #1 4 hr(s) 07/05/12 8:00 AM 07/05/12 12:00 PM8.2.3 Apply primer coat #2 4 hr(s) 07/05/12 1:00 PM 07/05/12 5:00 PM8.2.4 Sand rocket body #2 4 hr(s) 07/06/12 8:00 AM 07/06/12 12:00 PM8.3 Paint rocket 1.5 day(s) 07/06/12 1:00 PM 07/09/12 5:00 PM8.3.1 Insert paint handle 2 hr(s) 07/06/12 1:00 PM 07/06/12 3:00 PM8.3.2 Apply paint to rocket 5 hr(s) 07/06/12 3:00 PM 07/09/12 11:00 AM8.3.3 Allow to dry 5 hr(s) 07/09/12 11:00 AM 07/09/12 5:00 PM9 Apply Decals 3 day(s) 07/10/12 8:00 AM 07/12/12 5:00 PM9.1 Apply Water Decals 2.48 day(s) 07/10/12 8:00 AM 07/12/12 11:48 AM9.1.1 Locate decal sheet 1 hr(s) 07/10/12 8:00 AM 07/10/12 9:00 AM9.1.2 Cut decals 0.15 day(s) 07/10/12 9:00 AM 07/10/12 10:12 AM9.1.2.1 Decal #1 0.1 hr(s) 07/10/12 9:00 AM 07/10/12 9:06 AM9.1.2.2 Decal #2 0.1 hr(s) 07/10/12 9:06 AM 07/10/12 9:12 AM9.1.2.3 Decal #3 0.1 hr(s) 07/10/12 9:12 AM 07/10/12 9:18 AM9.1.2.4 Decal #4 0.1 hr(s) 07/10/12 9:18 AM 07/10/12 9:24 AM9.1.2.5 Decal #5 0.1 hr(s) 07/10/12 9:24 AM 07/10/12 9:30 AM9.1.2.6 Decal #6 0.1 hr(s) 07/10/12 9:30 AM 07/10/12 9:36 AM9.1.2.7 Decal #7 0.1 hr(s) 07/10/12 9:36 AM 07/10/12 9:42 AM9.1.2.8 Decal #8 0.1 hr(s) 07/10/12 9:42 AM 07/10/12 9:48 AM9.1.2.9 Decal #9 0.1 hr(s) 07/10/12 9:48 AM 07/10/12 9:54 AM9.1.2.10 Decal #10 0.1 hr(s) 07/10/12 9:54 AM 07/10/12 10:00 AM9.1.2.11 Decal #11 0.1 hr(s) 07/10/12 10:00 AM 07/10/12 10:06 AM9.1.2.12 Decal #12 0.1 hr(s) 07/10/12 10:06 AM 07/10/12 10:12 AM9.1.3 Dip decals in water 0.15 day(s) 07/10/12 10:12 AM 07/10/12 11:24 AM9.1.3.1 Decal #1 0.1 hr(s) 07/10/12 10:12 AM 07/10/12 10:18 AM9.1.3.2 Decal #2 0.1 hr(s) 07/10/12 10:18 AM 07/10/12 10:24 AM9.1.3.3 Decal #3 0.1 hr(s) 07/10/12 10:24 AM 07/10/12 10:30 AM9.1.3.4 Decal #4 0.1 hr(s) 07/10/12 10:30 AM 07/10/12 10:36 AM9.1.3.5 Decal #5 0.1 hr(s) 07/10/12 10:36 AM 07/10/12 10:42 AM9.1.3.6 Decal #6 0.1 hr(s) 07/10/12 10:42 AM 07/10/12 10:48 AM9.1.3.7 Decal #7 0.1 hr(s) 07/10/12 10:48 AM 07/10/12 10:54 AM9.1.3.8 Decal #8 0.1 hr(s) 07/10/12 10:54 AM 07/10/12 11:00 AM9.1.3.9 Decal #9 0.1 hr(s) 07/10/12 11:00 AM 07/10/12 11:06 AM9.1.3.10 Decal #10 0.1 hr(s) 07/10/12 11:06 AM 07/10/12 11:12 AM9.1.3.11 Decal #11 0.1 hr(s) 07/10/12 11:12 AM 07/10/12 11:18 AM9.1.3.12 Decal #12 0.1 hr(s) 07/10/12 11:18 AM 07/10/12 11:24 AM

Duration


14.5 WBS Dictionary

In order to clearly define the work necessary for the completion of the Gauchito rocket

the WBS Dictionary is used. The WBS dictionary provides a detailed description of work for

each element of the project and the resources, and deliverables needed for the element. The

Gauchito Project team will use the WBS Dictionary as a statement of work for all WBS

elements. Table 4 below is an example of the WBS Dictionary.

Table 4. Sample of WBS Dictionary

Level WBS Code

Element Name Description of Work Deliverables Resources

1 1 Assemble engine mount

Assemble engine mount to engine

Fully assembled engine mount

Engine mount parts

2 1.1 Locate engine mount parts

Find all engine mount parts

Parts required to fully assemble the engine mount

Engine mount instructions, engine mount packages

14.6 Scope Verification

The Project Manager will verify project deliverable against the project scope as defined

in the scope statement, WBS, and WBS Dictionary. After the Project Manager confirms that the

scope meets the project plan’s requirements, the Project Manager and Project Sponsor will meet

for formal acceptance of the deliverable. The Project manager will present the deliverable to the

Project Sponsor for formal acceptance during the meeting. Formal acceptance requires the

signing of a project deliverable formal document by the Project Sponsor. This will ensure that

project work stays within the scope of the project consistently throughout the life of the project.


14.7 Scope Control

The project team will work with the Project Manager to control the scope of the project.

The Project manager will monitor the project and the work of the project team to ensure the

scope control process is followed on the project. The project team will use the WBS Dictionary

to verify all WBS elements are met. A defined deliverable will be generated from the WBS

Dictionary and only work described in the WBS Dictionary will be performed for the Gauchito

Rocket project.

Scope Management Plan Approvals

Prepared by: _____________________________________________________________Project Manager

Approved by: _____________________________________________________________Project Manager

_____________________________________________________________Project Sponsor

_____________________________________________________________Executive Sponsor

_____________________________________________________________


15. Schedule Management Plan




15.1 Purpose

The project schedule is the roadmap for how the project will be executed. Schedules are

an important part of any project as they provide the project team, sponsor, and stakeholders a

picture of the project’s status at any given time. The purpose of the schedule management plan

is to define the approach the project team will use in creating the project schedule. This plan

also includes how the team will monitor the project schedule and manage changes after the

baseline schedule has been approved. This includes identifying, analyzing, documenting,

prioritizing, approving or rejecting, and publishing all schedule-related changes (PMdocs, 2012).

15.2 Project Schedule

The project schedule will define the project management team approach and will be the

roadmap for how the Ansari X Rubicon Gauchito Rocket will be assembled. A project schedule

allows the project management team, sponsor, and other stakeholders an opportunity to monitor

and track project milestone progress duration the assembly and delivery of the Ansari X Rubicon

Gauchito Rocket.

15.3 Schedule Scope

The project deliverable is a 7/8-scale demonstration model of the Gauchito Rocket with

reusable, single stage, multiple type engine capable rocket with plastic nose cone that capable of

holding a parachute recovery system. In order to effectively track project schedule during

assembly, the project manager will utilize an Earned Value Management System (EVMS) that


will integrate cost and schedule. The project schedule is designed to assist in the identification,

mitigation, and avoidance of risk to the space development program by managing changes after

the baseline has been approved by stakeholders. Any changes to the project will be identified,

analyzed, documented, prioritized and either approved or rejected based on cost, schedule, and

feasibility of integration into the project.

15.3.1 Project Deliverables by Schedule

The Ansari X Rubicon Gauchito Rocket has a total of 12 deliverables, as shown in Table

10, with each of the items being designated as a major milestone for the assembly process:

Table 5. Project Deliverables and Duration

Deliverable Start Day Task Duration (Days)Assemble Engine Mount 6-Jun 5Install Tank Tubes 6-Jun 3Install Engine Mount, Cap and Centering Ring 15-Jun 3Install Body Tube 21-Jun 1Attach Nozzles and Fins 22-Jun 4Shock Cord Mount Assembly 2-Jul 1Attach Parachute and Shock Cord 12-Jun 2Finishing Rocket 3-Jul 5Apply Decals 10-Jul 3Prepare Parachute For Flight 13-Jul 1Prepare Engine For Flight 16-Jul 1Prepare Rocket for test flight 17-Jul 1

15.4 Staff Roles and Responsibilities

Project Sponsor

Review and approve baseline schedule

Approve / Reject significant changes from the schedule change control process

Project Manager

Provide input to the schedule

Facilitate work package definition, sequencing, and estimating


Review schedule status reports

Evaluate project milestones to avoid schedule issues

Functional Managers

Communicate with project manager about workload changes that may affect

schedule

Review and provide time estimates for schedule input

Quality Assurance

Audit schedule processes to validate compliance the Schedule Management Plan

15.5 Key Constraints for Schedule

Rocket must be ready to launch on 17 July 2012. In order for KTC to remain within

budgetary guidelines, the assembly period is established as a 40 hour / 5 day work week for the

duration of the project. Any additional labor requirement

15.6 Project Change Requests

Once a team member determines that a change may be necessary, the project

management team will meet in order to review and assess the change. The team will make the

determination of impact to project, scope, schedule, or available resources. Once the assessment

is complete and a decision is made that the change will fall outside of the current schedule, then

a formal change request must be submitted. Figure 2 shows the sample Change Request Form.


CHANGE REQUEST FORMCR# GM592-01N

Type of CR Enhancement Defect

Project Ansari X Prize Rubicon Gauchito Rocket

Submitter Name

Brief Description of Request

Date Submitted

Date Required

Priority Low Medium High Mandatory

Reason for Change

Comments

Attachments or References Yes No

Approval SignatureDate Signed

Figure 2. Sample Change Request Form

15.6.1 Change Request Criteria

Change requests that have been reviewed and approved by the project manager will be

communicated during the weekly meetings to the remainder of the project team, project sponsor,

and stakeholders. All change requests regardless of status will be filed in the appropriate

repository. When a potential project change meets on of the two following guidelines, a formal

change request will be submitted:

If the proposed change will reduce or increase a work package by 5%

If the proposed change will reduce or increase overall baseline schedule by 5%

In the event that the project manager determines a significant change in scope is required, the

project schedule can be re-baselined once reviewed and approved by the project sponsor.

15.7 Schedule Impact

Challenges to the project schedule can occur at any stage in the rocket assembly. Impact

to the schedule will be classified into the once of the following categories:


Cosmetic – Works as required but does not match the expected result (i.e. color or

size)

o Functional manager will coordinate with project manager as time allows

Low – Very little impact on project

o Functional manager will coordinate with project manager as time allows

Medium – Affects only a part of the rocket but will still impact the overall operation

o Functional manager, quality manager, project manager under normal procedures

High – Affects a substantial part of the project and must be fixed immediately

o Requires immediate attention and input from functional manager, quality

manager, project manager, and project sponsor

Critical – Must be fixed immediately utilizing all available resources

o All stakeholders must be assembled until resolved

Schedule Management Plan Approvals

Prepared by: _____________________________________________________________Schedule Manager


_____________________________________________________________Project Sponsor


_____________________________________________________________


16. Cost Management Plan




16.1 Purpose

The purpose of the Cost Management Plan is to ensure that the cost estimate, budget

determinations and cost controls for the rocket are accurate and appropriate for the specifications

set by the customer (PMdocs, 2012).

16.2 Cost Estimates

The cost estimates for the Gauchito Rocket Project are an approximation of the monetary

resources needed to complete our project activities. Cost estimates will be expressed in terms of

U.S. dollars. All the materials needed to complete the project, including unique items, complex

equipment, and special order material that needs to be ordered in advanced, are identified in the

estimated costs. To estimate the costs for this the following artifacts have been used: the scope

baseline, the project schedule, the human resource plan, the risk register, enterprise

environmental factors, and organizational process assets. Tools used to estimate costs included:

expert judgment, analogous estimating, and bottom up estimating. Outputs from the cost

estimates are the activity costs estimates, which include the labor cost estimate, material

estimate, and the basis of estimates.

16.2.1 Cost Estimates: Inputs

The major input for the cost estimate plan was the scope baseline. The scope baseline

provided the project with the product description, acceptance criteria, key deliverables, project

boundaries, assumptions and constraints about the project. Another major input for the cost


estimates was the project schedule which identified the type, quality and quantity of work needed

to complete the project, as well as the need dates for materials. The project schedule helped

identify when all material needed to be ordered so that it would be available for individual tasks.

Longer lead items that required expedited logistical considerations were identified and accounted

for in the cost estimate. The human resource plan identified all staffing personnel rates that were

needed as resources for the project. The risk register was reviewed to account for cost incurred

by risk mitigation. Enterprise environmental factors, such as marketing conditions and published

resource material costs, were used to estimate resource material costs. Finally, KTC cost

estimating policies and templates, historical information and lessons learned from previous

project experience were used to determine the estimated costs.

16.2.2 Cost Estimates: Tools and Techniques

One of the main cost estimating tools and techniques to be used for the Gauchito Project

is our expert judgment. KTC has performed this type of project before and has taken into

consideration the labor rates material costs used. We used historical information on our past

projects provides insight. Along with our expertise we used analogous estimating using the

scope, cost, budget, duration and other factors from similar projects. Finally, we used the

bottom-up estimating to determine the costs of all the work components, rolled up to the major

activities, and higher level tasks. Personnel usage is identified by hours and fraction of hours in

labor estimates. All these tools and techniques were used to estimate the costs and verify the

estimates.

16.2.3 Cost Estimates: Outputs

One of the cost estimate outputs is the activity cost estimates. These include an estimated

of all the activities required for completing project tasks, and an estimate of all the cost of


resources needed to support the task activities. Finally, the basis of estimates is an output of the

cost estimating that documents the development of the basis of estimates, how all the

assumptions were made, identified all known constraints, indicated the cost range, and indicated

the confidence level in the final estimate.

16.3 Budget Determinations

The budget was determined by aggregation the estimated costs of all activities. The

project budget constituted the funds authorized to execute the project and project cost

performance will be measured against the authorized budget. The inputs for the budget

determination are the activities cost estimated and the basis of estimates, the scope baseline, the

project schedule, resource calendars, contracts and organizational process asserts. The tools and

techniques used to determine budget is cost aggregation, reserve analysis, expert judgment,

historical relationships, and funding limit reconciliation. The outputs from determine budget will

be the cost performance baseline, project funding requirements, and project document updates.


16.3.1 Budget Determinations: Inputs

Activity costs estimates are aggregated to obtain a cost estimate for each work package,

and the basis of estimates support the details for the cost estimates. The scope baseline is made

up of the scope baseline, work breakdown structure and work breakdown dictionary. The project

schedule is included in the project management plan and included start and finish dates for all

task activities, milestones, work packages, planned packages, and control accounts. Resource

calendars provide details that can be used to control and manage resource allocation for the

project. During the budgeting process the personnel usage is itemized with no difference from

the resource estimates. Project contract provides information on costs relating to products,

services, and agreements that impact budgets. Organizational process assets relate to existing

formal and informal cost budgeting policies, cost budgeting tools and reporting methods.

16.3.2 Budget Determinations: Tools and techniques

Cost aggregation is one of the tools and techniques are used ensure work packages are in

accordance with the work breakdown structure. Reserve analysis determines a contingency

reserved fund used as need to mitigate potential risks. Expert judgment is used to determine

costs related to working with other organizations, working with consultants, working with

stakeholders, working with professional organizations and other industry groups. Funding limit

reconciliations is used to determine the difference between planned expenditures that had to be

rescheduled, and the original cost estimates.

16.3.3 Budget Determinations: Outputs

The cost performance baseline is one of the main outputs of the cost performance

baseline. The cost performance baseline is used to measure, monitor, and control overall cost

performance on the project. The cost performance baseline is referred to as the performance


measurement baseline. The project funding requirements, made up of the total funding

requirements and the periodic funding requirements, are derived from the cost baseline. The last

output from determining the budget is to update other project documents like the risk register,

cost estimates and project schedule.

16.4 Cost Controls

Cost controls processes are established to monitor the project status and update the

project budget as needed to manage changes in the cost baseline. Cost control processes will be

used to ensure that all change requests are acted upon in a timely manner, manage actual changes

when they occur, ensure expenditures do not exceed authorized funding, monitoring cost

performance, and monitor work performance against funs expended. Cost control inputs are the

project management plan, project fund requirements, work performance information, and

organizational process assets. Cost control tools and techniques are earned value management,

forecasting, to complete performance index, performance reviews, variance analysis, and project

management software. Cost control outputs are work performance measurements, budget

forecasts, organizational process assets updates, change requests, project management plan

updates and project document updates.

16.4.1 Cost Controls: Inputs

The project management plan is one of the main inputs for cost controls. The project

management plan has the cost performance baseline which is used to compare with the actual

results to determine if a change, corrective or preventive action is necessary. The project

management plan also has the cost management plan which describes how project costs will be

managed and controlled. The project funding requirements, an output of budget determination,

are also needed for control costs. Work performance information, which includes mostly project


progress information, is also needed for control costs to account for incurred costs and estimated

completing project work. Finally, organization process assets, like cost control policies, cost

control tools and cost control monitoring and reporting methods, can influence the control costs

process.

16.4.2 Cost Controls: Tools and Techniques

The main tools and techniques used for cost controls is earn value management. The

Gauchito project used actual cost values and rounded to man-hours. Earned value management

is used to integrate project scope, cost, and schedule measurement and to help project

management team assess and measure project performance and progress. Earned value

management uses the planned value, or authorized budget assigned for work to be accomplished,

earned value, or the value of work performed expressed in terms of approved budget assigned to

a task of set of tasks, and the actual costs which is the total cost actually incurred and recorded

for accomplishing a task or set of tasks. Earned value management helps measure the variance

in schedule, the variance in costs, the schedule performance index, and the cost performance

index. Forecasting is another tool used to measure the estimate at completion that may differ

with the budget at completion. For the Gauchito project the estimate at completion is $3,158.32

which is made up of $1,798.32 for material and $1,360 for labor. The To-Complete Performance

Index is a calculation used to determine the projection of cost performance that must be achieved

on the remaining work to meet a specified management goal, such as the budget at completion or

estimation at completion. Performance reviews are used to compare cost performance over time,

over scheduling activities or work packages. These performance reviews are useful in variance

analysis, trend analysis and determining earned value performance. Variance analysis is also

good tools and techniques used to assess the magnitude of variation to the original cost baseline.


Finally, there are many project management software applications available that help project

managers monitor earned value management dimensions such as the planned value, earned value

or the actual costs.

16.4.3 Cost Controls: Outputs

The outputs of the control costs are the calculated cost value, schedule value, cost

performance index, schedule performance index for all project task and related work breakdown

structure tasks and sub-tasks. Budget forecasts calculate the estimate at completion costs are

also an output of control costs. Organization process assets such as explanation of variances,

corrective actions, and other information identified from project cost control. An important

output from cost controls are change requests which are used to update to cost performance

baseline and other project management plan components as needed. Cost report formats are to

be completed as shown in Table 4 below:

Table 6. Cost Report Format

Values Variance Performance Index

WBS ElementPlanned

Value (PV)

Earned value (EV)

Actual Cost (AC)

Schedule EV - PV

Cost EV - AC

Schedule EV/PV

Cost EV/AC

1.0 Assemble Engine Mount2.0 Install Tank Tubes3.0 Install Engine Mount, Cap and Centering Ring4.0 Install Body Tube5.0 Attach Nozzles and Fins6.0 Shock Cord Mount Assembly7.0 Attach Parachute


and Shock Cord8.0 Finishing Rocket9.0 Apply Decals10.0 Prepare Parachute for Flight11.0 Prepare Engine for Flight12.0 Prepare Rocket for Test Flight

Totals

Finally other project documents are updated as a result of cost controls such as cost

estimates and basis of estimates.

16.5 Summary

The cost management plan includes the processes involved in estimating, budgeting, and

controlling costs that are necessary to complete the project. The major processes used for the

cost management plan are the estimate costs, or the processes used to develop the approximate of

costs needed to complete the project activities; determine budget, which are the processes of

estimating costs for all the individual activities and establishing a cost baseline; and finally,

control costs, which are the processes used to monitor the status of the project and to update the

project budget as needed.

Cost Management Plan Approvals

Prepared by: _____________________________________________________________Business Manager



_____________________________________________________________Project Sponsor


_____________________________________________________________


17. Quality Management Plan




17.1 Purpose

The purpose of the Quality Management Plan is to ensure that the rocket is built to the

specifications set by the customer. Customer satisfaction with the workmanship, cost, schedule,

and final delivery of the Rubicon rocket are keys to achieving the goal of follow-on contracts and

future work from other sources.

17.2 Method

The construction material used for this project has been hand-picked by the customer. It

will only be inspected for damage that may have been done during shipping. The construction

processes have also been provided by the customer. Quality for this project will consist of

ensuring that the construction processes have been followed and any improvement will be

properly documented.

17.3 Quality Processes

17.3.1 Quality Assurance

Kaplan Technical Corporation (KTC) takes quality seriously. It is the policy of KTC and

its elements to develop, integrate, and implement Quality Assurance (QA) and Quality Control

(QC) practices to assure delivery of quality products and services that meet or exceed customer

needs and expectations, in accordance with applicable laws, policies and technical criteria,

schedules, and budgets. Adherence to quality principles and established practices is integral to

the roles and responsibilities of all KTC’s elements and functions.


Quality standards have been set by the customer in the kit assembly directions provided

to the Rubicon Rocket project team. The QA team will inspect each deliverable as milestones

are reached. Checklists will be developed using the kit directions for each station assembling a

section of the rocket. The checklist will simply ensure each step in the assembly process is done

in accordance with the customer’s instructions.

17.3.2 Quality Control

The checklists at each station will be picked up by the QA team during the inspection of

the deliverable. The complete checklist with the QA’s stamp will be included as part of the sell-

off documentation for each deliverable.

17.3.3 Project Deliverables and Processes Acceptance Criteria

All deliverables will be constructed according to the Este Kit instructions

1.0 Assemble Engine Mount

2.0 Install Tank Tubes

3.0 Install Engine Mount, Cap and Centering Ring

4.0 Install Body Tube

5.0 Attach Nozzles and Fins

6.0 Shock Cord Mount Assembly

7.0 Attach Parachute and Shock Cord

8.0 Finishing Rocket

9.0 Apply Decals

10.0 Prepare Parachute For Flight

11.0 Prepare Engine For Flight

12.0 Prepare Rocket For Test Flight


17.3.4 Project Overview

This project will address design consideration of the Gauchito Rocket. The rocket’s

design and test results can be observed using a 7/8 scale model of the full sized rocket. This

approach provides a valid measurement of the rocket’s success without the time and expense

necessary to build a full-sized rocket. This will also help in the identification, mitigation and

avoidance of risk to the space development program. This project is being under taken to show

that our company has the ability to produce a reliable test product that accurately duplicates the

final full size rocket. To do this we will deliver the completed 7/8 scale model rocket 3 days

after the assembly is completed to Mohave Rocket Test Area (MRTA).

17.3.5 Quality Standards

Rocket parts included in the kit have been inspected. These parts are of acceptable

quality and grade for this project. The seven solid propellant rocket motors (D12-5) being

installed on the 7/8 scale model rocket, have been designed and tested to produce similar thrust

as the engines on the full scale rocket.

17.3.6 Quality Tools

Audits of all deliverables will be made by a QA team member. Checklists will be first

verified and signed by the Fitter, Measurer, Gluer, or Sander. Then the checklist will be verified,

signed and stamped by the QA lead, and included as part of the end-item-data-package (EIDP)

sell-off documentation. In the event the QA lead is not available, representative from the

Defense Plant Representative Office (DPRO) will provide the final inspection and stamp.

Mr. Thomas Bailey has been assigned as Quality Assurance Manager and has the

responsibility for:

Specifying how the quality assurance processes should be applied.


Specifying how the quality control procedures should be applied.

Specifying the continuous process improvement for the project.

Defining criteria for the effective execution of key project activities,

processes, and deliverables.

Defining quality management responsibilities for the project.

Identifying or include any checklists or templates that should be used by

project team members.

Defining how the project will be audited to ensure compliance with the quality

management plan.

17.3.7 Project Quality Assurance

Quality assurance helps determining the acceptability of a deliverable based on the

processes used to create it. Quality assurance processes are used to evaluate overall project

performance frequently and to determine that quality reviews were held, deliverables acceptance

tested, and final delivery to the MRTA.

17.3.8 Quality Assurance Procedures

Quality has been designed into the product. All of the parts used in this rocket project

have been hand-picked by the customer for the 7/8 scale model rocket. Although the assembly

procedures were provided by the customer, they will be monitored by QA team members looking

for ways to improve the process of gluing, sanding, and painting through the use of better tools

or material. Staff and Subcontractor’s knowledge of the processes being used will be asked for

recommendations for improvement on the checklists.


17.3.9 Project Monitoring Processes

A checklist will be marked off for each of the measurable steps in the construction

process. These checklists will be signed off by one of the staff or subcontracted fitters and a QA

team member or DRPO representative. This will ensure that all steps in the construct process

were followed.

17.3.10 Project Quality Control Sample Checklist

Table 7. Project Quality Control Sample Checklist

Deliverable Step CompletedAssemble Engine Mount Yes No

Mark 13 mm from rear end of tubeMark 51 mm from rear end of tubeMark 3 mm from front end of tubeCut 3 mm slit at 51 mm markMark Yellow Spacer Tool 19 mm from endSmear glue 44 mm inside engine mount tubePush engine block into engine mount tube up to mark with Spacer ToolRemove Spacer Tool ImmediatelyLet glue dryApply glue around tube ahead of 13 mm markPosition engine hookInsert engine hook into slitSlide engine hook retainer ring into front of engine tubeSlide ring over engine hook to 13 mm markLet glue dry

Signature: Date:

Inspector: ________________________________________ _______________

QA: ____________________________________________ _______________

Recommended improvement (materials or processes):

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________


17.3.11 Project Deliverables

Checklist signed by a verifier and a QA team member. The checklist will also include

suggestions by the staff member or subcontracted personnel who did the assembly of the rocket

deliverable.

17.3.12 Project Deliverables Test and Acceptance Process

The construction material used for this project has been hand-picked by the customer.

17.3.13 Project Deliverable Acceptance Criteria

All deliverables will be constructed according to kit instructions. The passing criteria are

listed in the checklist.

17.3.14 Project Audits and Quality Reviews

Project Quality Audit Review Plan Dates Review Auditor

Comments

Assemble Engine Mount Completion of Deliverable

QA member

Install Tank Tubes Completion of Deliverable

QA member

Install Engine Mount, Cap and Centering Ring

Completion of Deliverable

QA member

Install Body Tube Completion of Deliverable

QA member

Attach Nozzles and Fins Completion of Deliverable

QA member

Shock Cord Mount Assembly Completion of Deliverable

QA member

Attach Parachute and Shock Cord Completion of Deliverable

QA member

Finishing Rocket Completion of Deliverable

QA member

Apply Decals Completion of Deliverable

QA member

Prepare Parachute for Flight Completion of Deliverable

QA member

Prepare Engine For Flight Completion of Deliverable

QA member

Prepare Rocket For Test Flight Completion of Deliverable

QA member


Quality Management Plan Approvals

Prepared by: _____________________________________________________________Quality Assurance Manager


_____________________________________________________________Project Sponsor


_____________________________________________________________Client Sponsor


18. Staffing Management Plan




18.1 Project Justification

In assembling the 7/8 scale model of the Ansari X Rubicon Gauchito Rocket, the

opportunity to address needed modifications identified through quality analysis and testing on

the design is invaluable to the Pablo de Leon & Associates space development program. This

will also assist in the identification, mitigation and avoidance of risk to the space development

program.

18.2 Staff Requirements

The project staff will consist of:

Fitters

Measurer

Marker

Cutter

Gluer

Sander (Junior and Senior)

Painter (Junior and Senior)

Taper

18.3 Key Constraints

Fitters, Gluer, Sander, and Taper will be subcontracted through a staffing organization

and employ based on requirements and durations identified in the WBS.


18.4 Key Assumptions

Resources are properly allocated to ensure load balancing throughout the project.

18.5 Staff Selection Criteria

The 7/8-scale demonstration-evaluation (DEMVAL) Rubicon rocket project is a project

that will utilize much of the expertise within Kaplan Technical Corporation (KTC). This is a

precision project that calls upon many skills and skill sets within the company. Based on past

performances, we will rise to the task, asking the best of the best to step forward in anticipation

of a well-produced and structurally sound product.

Below are specific job requirements in support of the Rubicon Rocket Project. The

project manager, Jeffery Gilpin, will work with the functional managers to screen qualified

individuals to support this undertaking. The involvement of Mr. Gilpin will ensure the team

success. The primary criteria used in selection process are:

Attendance and performance

Special knowledge and skills

Work history

Current project workload

Authorization and costing to work overtime

Interest in the project

18.6 Staff Acquisition and Team Development

Selected individuals will be detailed to support this project as an addendum to ongoing

requirements. Specific position requirements are listed below. A team building activity will be

scheduled after the completion of the selection and prior to the start of the project. This project

has an expected completion date of not later than 17 Jul 2012.


Job Description for Fitter: This position requires an Associate Degree in fitter

sciences, a closely related field; or five years of professional experience in

assembling/constructing. Additional requirements for this position include the ability

to read and follow instructions. The person assigned to this position will perform

other duties as assigned.

Job Description for Measurer: This position requires an Associate Degree in

measurement science or design technology, or a related field; or three years of

professional experience. The person assigned to this position will perform other

duties as assigned.

Job Description for Marker: This position requires an Associate Degree in marking

science or design technology, or a related field; or three years of professional

experience. The person assigned to this position will perform other duties as

assigned.

Job Description for Cutter: This position requires an Associate Degree in utilizing

sharp instruments such as knives or scissors. Selected individual must have the

ability to read and interpret simple instructions, as well as cutting. Individual must be

able to cut out, with an appropriate tool, any patterns within one-millimeter of

specifications. The person assigned to this position will perform other duties as

assigned.

Job Description for Junior Painter:

o Possess a High School diploma or General Education Development (GED)

equivalent plus three years of professional experience.

o Capable of scraping, priming, and sealing surfaces prior to painting.


o Must be able to mix and match paint colors. Must be able to apply paint,

varnish, enamel and other finishes.

o Other duties include clean and care of paint brushes, spray guns, and paint

equipment.

Job Description for Senior Painter:


equivalent plus six years of professional experience.

o Responsible for the preparation of all surfaces prior to painting.

o Ensures proper application and adherence to surfaces of all types.

o Responsible for checking the condition of woodwork, reporting any carpentry

needs, clean-up, and ensuring completeness and customer satisfaction with

assigned projects.

Job Description for Junior Sander:


equivalent plus three years of professional experience.

o Capable of using machine or hand sander, as well as capable of sanding any

surface until it is smooth.

o Capable of applying filler compound to any surface to seal.

Job Description for Senior Sander:


equivalent plus six years of professional experience.

o Capable of using machine or hand sander, as well as capable of sanding any

surface to “fine” specifications.


o Responsible for the selection of “grit” sandpaper and sanding equipment.

o Capable of verifying to requirements using applicable tools and experience.

Job Description for Gluer: Capable of applying glue between seams in order to

bind wooden parts of rockets or other items to make them airtight. Must be able to

use Guide Glue tool to force glue into seam, fill Glue Runner with glue, and guide

Glue Runner along seam to fill seam with glue. Ability to remove excess glue using

scraper or towel is a must.

Job Description for Taper: Capable of preparing and applying decals precisely.

Must be able to follow simple instructions. Responsible for checking the condition of

decals, reporting any defects, clean-up, and ensuring completeness and customer

satisfaction with assigned projects.

18.7 Constraints

This project has a requirement for staff that is not organic to Pablo de Leon & Associates.

Authorization has been approved from management for external recruitment.

18.8 Recruitment

The Rubicon Project Team will begin recruiting immediately through the Pablo de Leon

& Associates Human Resources (HR) to hire qualified candidates to fill the staffing needs. The

qualified candidates will be screened by the HR professionals and interviewed by the project

team managers.

Sufficient resources are available to support this undertaking. Resource allocation has

been formally studied and is available in section 9 for review by functional managers. These

requirements will be continually evaluated throughout the life of the project and adjustments will

be made as required.


Staffing Management Plan Approvals

Prepared by: _____________________________________________________________Human Resource Manager


_____________________________________________________________Project Sponsor


_____________________________________________________________


19. Communications Management Plan




19.1 Purpose

The purpose of the Communications Management Plan is to define the communication

requirements for the project and how information will be distributed. This Communications

Management Plan sets the communications framework for this project. It will serve as a guide

for communications throughout the life of the project and will be updated as communication

requirements change. This plan identifies and defines the roles of persons involved in this

project. It also includes a communications matrix which maps the communication requirements

of this project (PMdocs, 2012).

19.2 Communications Management Approach

At KTC, we know that effective communication, internally and externally, is one of the

most important features that separate project success from project failure. We will not reinvent

the wheel; we will continue to communicate in a manner that has been proven to work in support

of other projects. The Project Manager will take a proactive role in ensuring effective

communications on this project. The communications requirements are documented in the

Project Communications Planner Matrix presented in Table 9. The Project Communications

Planner Matrix will be used as the guide for what information to communicate, who is to do the

communicating, when to communicate it and to whom to communicate. The procedures listed

below have been designed to build communication at all levels, and to ease the supporting

processes while continuing to capitalize on its inherent benefit.


The Project Manager is responsible for disseminating any and all information to

concerned parties. This responsibility includes information of the type indicated in Table 7

below as well as other information deemed pertinent by any interested party. Items not covered

in Table 7 will, at a minimum, be posted in the Gauchito Project Website daily, by the close of

business.

Note: The project administrative assistant will post weekly status meeting minutes to the

company Gauchito Project Website weekly.

Information becomes such when it is inclusive of the components who, what, when

where, why and how; effective communication includes these components and addresses the

specific subject of interest. Information communicated about this or any project will be as

detailed as possible initially, and will be followed up in writing or in an e-mail to all concerned

parties. Any input, as a contributor to the successful outcome of this project, will be welcomed.

When seeking answers or addressing concerns, a response will be provided in writing to

the initiating party within 12 working hours. If this timeframe is violated or is not sufficient,

escalation will follow the below listed path:

a. Project Team Leader

b. Project Manager

c. Project Sponsor

Note: Project team members shall not communicate directly to the customer, except

through the communication path listed above.

Escalation to any of the above listed parties will be in writing or through e-mail.

Additionally, a copy of this correspondence must be maintained by the initiating party.


The Table 8 below is a guide to be used in support of this communications plan;

concerned parties are listed to ensure that information flows are consistent with the needs of both

Stakeholders and management. This list may not be inclusive and provisions for the update of it,

as well as the Project Communications Planner Matrix, or this communications plan are detailed

in the paragraph below.

Organizational feedback is always welcome through the Suggestion Box. As KTC

strives to satisfy the needs of both its customer and employees, concerned individuals should feel

free to offer suggestions for improvement, update or refinement of this or any other policies.

Requests for modification of this plan or Project Communications Planner Matrix will be in

writing through the hierarchal structure as specified in the organizational chart in Appendix C.

Failure to comply with this minimal communication guidance will result in disciplinary action or

termination.


Table 8. Project Key Staff

Title Name OrganizationCustomer Burt Rutan Scaled CompositesSponsor Dr. M. Jeffery Tyler Space Systems TechnologyProject Manager Jeffery Gilpin Kaplan Technology CorporationBusiness Manager Steven Bell Kaplan Technology CorporationSchedule Manager Pamela Johnson Kaplan Technology CorporationParts and Materials Manager Ryan Bocock Kaplan Technology CorporationMission Excellence Manager Thomas Bailey Kaplan Technology CorporationSubcontract Manager Wendell Byrd Kaplan Technology CorporationProcurement Manager Padme Amidala Kaplan Technology CorporationFunctional Manager (Measurer, Marker)

Mace Windu Kaplan Technology Corporation

Functional Manager (Fitter, Cutter) Obi Wan Kenobe Kaplan Technology CorporationFunctional Manager (Sander, Painter)

Anakin Skywalker Kaplan Technology Corporation

Functional Manager (Gluer) Han Solo Kaplan Technology CorporationFunctional Manager (Taper) Luke Skywalker Kaplan Technology Corporation


Table 9. Project Communication Planner

Who Sent? Who Received?What

Information? When?How?

(Form/Medium)

Project Manager

Primary Stakeholder Project Status Weekly Email

Primary Stakeholder Project Completion One Day Prior To Completion

Email / Telephone

Project Team Project Status Weekly Email

Project Team Project Kickoff Prior To Project Start

Meeting

Team Leads

Project Manager Task Status Weekly Email / Meeting

Project Manager Cost Adjustment As Required Email / Meeting

Project Manager Schedule Adjustment

As Required Email / Meeting

Project Manager Engineering Change Request

As Required Email / Meeting

Project Manager Cost and Schedule Reports

Weekly Meeting

Project Manager Stage Completion Upon Completion Email / Meeting

Project Team

Team Leads Supplies Request / Supplies Modification

Immediately Email / Telephone

Team Leads Supplies Lost / Supplies Damage

Immediately Email / Telephone

Primary Stakeholder

Project Manager Information Request

As Required Email / Telephone

Procurement

Project Manager Purchase Order for Rocket Kit and Supplies

Immediately After Contract Award

Meeting

Measurer Pickup Information After Purchase Order Approved and When Rocket Kit Arrived

Email

Measurer Procurement Purchase Receipt After Pickup Completion

Fax / Email

Quality Assurance

Project Manager Assembly Sell-off Reports

Weekly Email


Communication Management Plan Approvals

Prepared by: _____________________________________________________________Project Manager


_____________________________________________________________Project Sponsor


_____________________________________________________________


20. Risk Management Plan




20.1 Purpose

The purpose of the risk management plan is to establish the framework in which the

project team will identify risks and develop strategies to mitigate or avoid those risks. However,

before risks can be identified and managed, there are preliminary project elements which must be

completed (PMdocs, 2012). The risk management plan goals and objectives are to:

continuously improve risks and safety in order to minimize or prevent the occurrence of errors,

such as system breakdowns leading to harmful activities that will impact project successes. Most

of all to minimize adverse effects of errors or system breakdowns when they do occur; overall,

minimizing losses to the project objectives by proactively identifying, analyzing, preventing, and

controlling potential operational risks and facilitate compliance with regulatory, and legal,

requirements as well as protect human and tangible resources. Care must be taken to ensure that

the environmental safety evaluation process is developed within the context of state laws for

legal privileges as well as any federal laws, rules and regulatory benefits.

20.2 Approach

Risk management is the systematic process of identifying, analyzing, and responding to

project risks. It includes maximizing the probability and consequences of positive events and

minimizing the probability and consequences of adverse events impacting project objectives.

This risk management plan defines how this project team will handle risks to achieve the project

goals and objectives. Risks are often a measure of the inability to achieve overall project


objectives within defined project requirements and constraints and consists of the probability of

occurrence; the impact of the risk on the project quality results or objectives; and the time

differentials during which the consequences will occur if the risks are not mitigated. This risk

management plan is designed to support the mission and vision of this project as it pertains to

project risks and environmental safety as well as potential operational and property risks.

The approach takes to manage risks for this project includes a methodical process by

which the project team identified, scored, and ranked the various risks. The most likely and

highest impact risks were added to the project schedule to ensure that the assigned project team

leaders take the necessary steps to implement the mitigation response at the appropriate time

during the schedule. Responsible project team leaders will provide status updates on their

assigned risks in the weekly project team meetings, but only when the meetings include their

risk’s planned timeframe. Upon the completion of the project, during the closing process, the

project manager will analyze each risk as well as the risk management process. Based on this

analysis, the project manager will identify any improvements that can be made to the risk

management process for future projects. These improvements will be captured as part of the

lessons learned knowledge base.

20.3 Risk Management Strategy

The risk management strategy consists of a conceptual framework that will guide the

development of a process for managing risks and safety initiative activities. This is a formally

written risk management and safety operations process for managing probable project risks. The

risk management plan supports the project philosophy that safety and risk management is

everybody’s responsibility. Teamwork and participation among management, and project

participants are essential for an efficient and effectively safe risk management operational


process. The process is being implemented through the coordination of multiple project

functions with the guidance of subject matter experts and project managers.

This project supports the establishment of a fair trustworthy culture that emphasizes

implementing evidence-based best practices, learning from error analysis, and providing

constructive feedback, rather than blame and punishment. In a fair trustworthy culture, unsafe

conditions and hazards are readily and proactively identified, errors are reported and analyzed,

mistakes are openly discussed, and suggestions for systemic improvements are welcomed.

Individuals are still held accountable for compliance with safety and risk management practices.

As such, if evaluation and investigation of an error or event reveals reckless behavior or willful

violations of policies and procedures, disciplinary actions can be taken. The project’s risk

management plan is expected to stimulate the development, review, and revision of the project’s

practices and protocols to line them up with identified risks, chosen loss prevention, and loss

reduction strategies.

This documents the risk management plan that is being put in place to define the risk

management process to be utilized throughout the life of this project. The project manager is

responsible for reviewing and maintaining this risk management plan throughout the project life

cycle, to ensure that the risk process remains appropriate to deal with the level of risk faced by

the project. The project team has already initially identify probable project risks, but will

continue to collect and document information; plan and update this risk management strategy as

necessary to deploy the plan in order to continue to assess new risks impacting this project.

20.4 Risk Management Assessment for Operational Mandates

Risk management communications involve bringing risk factors or events to the attention

of the project manager and project team to assess operational mandates; and the most important


purpose is to ensure clear communications about how these possible probable or unknown risks

are to be handled and managed. As a risk assessment is the act of determining the probability

that a risk will occur and the impact that type of event will have, should it occur.

The estimated cost, the duration of the potential delay, the changes in scope and the

reduction in quality are factors that can be estimated and documented in the risk statement

submission and the risk registry and then be measured, evaluated or compared using the standard

project management documentation such as, a project plan, a project budget, and statements of

work or work packages. Rather than producing detailed impact estimates the risk register makes

it easier to compare one risk to another and assign priorities. For each of the impact categories

the impact will be assessed as follows:

Cost issues will be assessed as an impact with an estimated dollar amount that has a

direct impact on the project. Regardless of whether there is a direct cost, any

additional resources will be documented in the risk statement submission and risk

register as part of the mitigation cost.

Scope issues will be assessed whenever there is the potential that the final product

will not be completed as originally expected creating a scope impact. Scope impacts

could be measured as a reduction in the number of tasks to be completed due to the

elimination of equipment deliveries for damaged or missing parts, or not providing a

back-up delivery source.

Schedule issues will be assessed to estimate the schedule impact of a risk event as

these results are often the basis for elevating other impact categories. Because

schedule delays frequently result in cost increases and may also result in a reduction

of scope or quality. Schedule delays may or may not impact the critical path of the


project and may be associated with an extended final project end date. As an

example, if a bridge or overpass collapsed this might delay completion of project

deliverables for 8-10 weeks, but if an alternate route is a contingency plan, the 8-10

week delay won’t impact the final end date.

Quality issues will be assessed as a reduction in quality is the preferred choice for the

mitigation of a risk. Because quick fixes, shortcuts and low cost replacements are

ways of reducing cost impacts. If not documented appropriately and approved by the

project sponsor, mitigation strategies that rely upon a reduction in quality can result in

significant disappointments and complaints from project stakeholders. Therefore,

most risks will be assigned one category, but some might be assigned more than one

by encompassing all categories.

These categories will consist of situational risks such as adverse events or incidents at

various levels. An adverse event or incident is an undesired outcome or occurrence, not

expected within the normal process, condition, or delivery of services. On the other hand an

event or situation that could have resulted in an accident, injury, or illness but did not occur

because, either by chance or through a timely intervention became an opportunity for learning

and provided a chance to develop preventive strategies and actions. An unusual occurrence or

serious injury where there is neither an active claim nor any institutional formal legal action, but

the project’s judgment, is reportable to the institution that is providing medical accident

insurance. For example an adverse event would be if a fall with injuries has had a delay or

experienced a failure in reporting a worker’s condition without contacting an ambulance for

emergency medical assistance. To perform a risk analysis a determination of the causes,

potential probability, and potential harm of an identified risk and alternatives for dealing with the


risk are requirements. Examples of risk analysis techniques include failure mode and effects

analysis, systems analysis, root-cause analysis, and tracking the trends of adverse events.

But risk assessments are activities undertaken in order to identify potential risks and

unsafe conditions inherent in the organization or within targeted systems or processes much like

risk avoidance where avoidance of engaging in practices of hazards that expose the project to a

liability. Much like legal claims issues which are activities undertaken by the project manager to

exert control over potential claims filings or filed claims against the project, the organization and

or its providers. These activities include identifying potential claims early, notifying the

organization’s liability insurance carrier and or defense counsel of potential claims and lawsuits,

evaluating liability and associated costs, identifying and mitigating potential damages, assisting

with the defense of claims by scheduling individuals for deposition, providing documents or

answers to written interrogations, implementing alternate dispute-resolution tactics, and

investigating adverse events or incidents.

Based on this a root-cause analysis is a process that will be used for identifying the basic

or causal factors that underlie the occurrence or possible occurrence of an adverse event. Which

is defined by experiencing an unexpected occurrence involving death or serious physical or

psychological injury, or the risk of injury; a serious injury such as those described here

specifically include things like the loss of a limb or paralyzed functional losses. All of this

includes any process variation for which a recurrence would carry a significant chance of a

serious adverse event.

20.5 Roles and Responsibilities

The ultimate responsibility will be on the Project Manager, as he has the authority within

the team to approve or deny any mitigation plans that are developed as well as the authority to


alter the scope statement, the budget, or the quality plan as may be required if any of the

determined risk events occurs.

The responsibility for managing risk is shared amongst all the stakeholders of the project.

However, decision authority for selecting whether to proceed with mitigation strategies and

implement contingency actions, especially those that have an associated cost or resource

requirement rest with the project sponsor and the project manager. The main risk management

tasks performance responsibilities are outlined in Table 10 below.

Table 10. Risk Management Tasks Performance Responsibilities

Risk Management Tasks Performance Risk ResponsibilityRisk Identification Reports All project stakeholders and participantsRisk Registry Journal Project ManagersRisk Assessments All project stakeholders and participantsRisk Status Reporting and Documentation Project ManagersRisk Response Options Identification All project stakeholders and participantsRisk Response Approval Project Sponsor and Project ManagerRisk Mitigation and Contingency Planning Project Manager and Subject Matter ExpertsRisk Response Management Project ManagersRisk Tracking and Evaluations Project Manager and Subject Matter ExpertsRisk Communications Monitoring Distribution Project Managers

Documentation of the designations of the project manager is contained in this risk

management plan as well as their responsibilities in the table above for risk management duties.

The project manager is responsible for overseeing day-to-day monitoring of safety and risk

management activities and for investigating and reporting as necessary medical emergency

accident issues to the insurance carrier or business claims for lawsuits arising out of the project,

according to requirements specified in the insurance policy or contract compliance requirements.

The project manager serves as the primary contact between the organization and other external

parties on all matters relative to risk identification, prevention, and control, as well as risk

retention and risk transfer. The project manager oversees the reporting of events to external


organizations, per regulations and contracts, and communicates analysis and feedback of

reported risk management and safety information to all project participants as necessary; because

performance improvement goals are developed to remain consistent with the stated risk

management and environmental safety goals and objectives. Documentation includes risk

management reports on risk management activities and outcomes.

20.6 Budgeting

While certain risk can have an effect on the schedule and quality of the project, corrective

cost will be negligible unless the risk event goes unnoticed and uncorrected for an extend time

period. The Project Manager, along with the project team leaders, determined it would be

feasible to allocate approximately 10% of the budget to Risk Management and Mitigation. The

percentage will be reevaluated weekly for the life of the project, but it is not necessary to “re-

baseline” for this project.

20.7 Risk Identification

For this project, risk identification was conducted in the initial project risk assessment

meeting. The method used by the project team to identify risks was the Crawford Slip method.

The project manager chaired the risk assessment meeting and distributed notepads to each

member of the team and allowed 10 minutes for all team members to record as many risks as

possible (PMdocs, 2012). In order to determine the severity of the risks identified by the team, a

probability and impact factor was assigned to each risk. This process allowed the project

manager to prioritize risks based upon the effect they may have on the project. The project

manager utilized a probability-impact matrix to facilitate the team in moving each risk to the

appropriate place on the chart.


Once the risks were assigned a probability and impact and placed in the appropriate

position on the chart, the recorder captured the finished product and the project manager moved

the process on to the next step: risk mitigation/avoidance planning.

For each identified risk, a response must be identified. The probability of the risk event

occurring and the impacts will be the basis for determining the degree to which mitigation and

contingency planning for the risk will be taken. Risks will be collected, reported, and

documented and it is expected that the collection of information can be done by many people at

the same time and should be done by people with knowledge about the specific asset class or

area. It is required that the specific trade workers or subject matter experts to do the collection

because they probably know more about the asset classes they work with and would be more

accepting of risk management procedures for which they have had some input.

20.8 Risk Categories

Risks responses will be identified under the following subtitled category classifications:

Asset or environmental failures are the sudden unexpected failure of an asset or the

unknown occurrence of an accident.

Asset degradation relates to the relative slow degradation of an asset’s performance

over time which is not noticed.

Asset invasion is a classification where the asset may continue to work perfectly;

however, the asset itself gets clogged up unexpectedly.

Unexpected human behavior occurs when humans begin behaving in a totally

unexpected way.


Possible misinterpretation by humans due to poorly worded instructions or signs are

things that can lead people to do things that are dangerous to themselves or others as well as

those poorly worded instructions becoming contributory to dangerous conditions developing.

20.9 Definition of Risk Probability and Impact

A project of this scale needs impact and probability measurements to signify low,

moderate, and high. Numeric value will be recorded for each risk on the 5x5 Probability-Impact

Matrix as shown in Figure 3. Risks in the “Red” are considered high risks and need to be

resolved immediately. Risks in the “Yellow” are considered moderate risks and need to be track

through the life of the project. Risks in the “Green” are considered low risks and do not need to

be tracked but need to be aware of. The total ratings in the table, which are determined by taking

Probability times Impact, can be used to determine the organization’s sensitivity to each risk

event listed.

Negligible0.1

Minor0.2

Moderate0.3

Serious0.4

Critical0.5

IMPACT

PR

OB

AB

ILIT

YD

efin

itely

(91

-10

0%

)L

ike

ly(6

1-9

0%

)O

cca

sio

na

l(4

1-6

0%

)S

eld

om

(11

-40

%)

Un

like

ly(0

-10

%)

Figure 3. Probability-Impact Matrix


The risks register journal format will consist of the following points.

Date of identification; here is where the date the risk was identified will be reported.

Status updates will identify whether the risk is active or closed.

Risk descriptions will be a description of the risk.

Risk probability is the likelihood that the risk will occur. See the Risk Probability

Impact in Table 11 for possible values. In this category the descriptive words

Frequent, Probable, Occasional, Unexpected and Improbable will be used.

Risk impact is the effect on the project objectives if the risk event occurs. See the

Risk Probability Impact in Table 11 for possible values. In this category the

descriptive words Frequent, Probable, Occasional, Unexpected and Improbable will

be used.

Table 11. Risk Probability Impact Percentage Description

Type Risk Probability Impact Percentage DescriptionFrequent 4.38% - Risks involved with scheduled timeline increases due to late arrivals with personnel

or vendors and poor quality testing environments or materials, such as exhaust smoke clean-up required due to testing with damaged equipment or materials.

Probable 8.75% - Minimal risks resulting in injury or illness with losses greater than $2,000 but less than $15,000 for personnel missing hours within a day of work or other risks regarding test failures and component reconstruction requirements. If flammable materials are being used volunteer firefighters will need to be present during any testing timelines, in case rocket exhaust ignites and smoke becomes unconstrained within the testing environment.

Occasional 17.50% - Risks resulting in injury or illness with losses greater than $10,000 but less than $100,000 for personnel missing one day or more of work. These injuries could be the result of failure of glued or bolted connections for the prevention of equipment damages.

Unexpected 35% - Hazards resulting in permanent disabilities, injuries or occupational illnesses resulting in the hospitalization of more than three personnel costing over $300,000 but less than $2,000,000 with irreversible legal violations. Depending on the depth of the testing area and space available for use to test the rocket quality and the risk of the rocket launching properly; it could be difficult to ensure that the rocket will not crash in the testing environment or hit and injure a project participant during the testing evaluation period.


Improbable 70% - Catastrophic risks that could result in death, permanent disability or losses of any kind that exceed $10,000,000. And are irreversibly severe legal environmental violations causing regulatory damages; this will end the project without closure but with termination instead.

20.10 Risk Management Mitigation and Contingency Operations

One way of evaluating mitigation strategies is to multiply the risk cost times the

probability of occurrence. Mitigation strategies that cost less than risk probability calculation

will be given serious consideration and the response category subtitle classifications options are:

• Avoidance mitigation is basically a change request to protect the project in avoiding

risks; which will also change the project scope and objectives, as well as other project

elements.

• Transference mitigation is a shift of the impact of a risk to a third party like a

subcontractor. It does not eliminate the risks it simply shifts responsibility for the

risks.

• Direct mitigation reduction occurs when steps are taken to reduce the probability

and/or impact of a risk. Such as taking early action, close monitoring, and more

testing.

• Acceptance mitigation is simply accepting that something is a risk. When choosing

acceptance as a response the probability of a risk occurring and the associated impact

to the project results, may include any actions will affect the cost, schedule, scope,

and quality impacts if the risk event occurs.

• Deferred mitigation is a determination of how a risk will be addressed at a later time.

Risk retention is another form of deferred mitigation as it is an internally driven

financing mechanisms intended to pay for accidental and uninsurable losses; much


like risk transfer techniques involving the process of shifting the financial burden of

losses to an external party or parties like insurance companies or subcontractors.

In order to reduce the probability of an adverse risk occurring this plan is being designed

as it will be more effective at prevention and less costly than repairing the damage after a risk

has occurred. However, some risk mitigation options may simply be too costly in time or money

to consider. Contingency planning is the act of preparing a plan also with a series of activities,

should an adverse risk occur. Having a contingency plan in place forces the project team to think

in advance as to a course of action if a risk event takes place; and the contingency plan will be

performed to implement the mitigation strategy.

Mitigation activities will be documented in the risk register, and reviewed on a regular

basis. They include identification of potential failure points for each risk mitigation solution. For

each failure point, documented the event that would reveal that the event or factor has occurred

or reached a critical condition. For each failure point, alternatives for correcting the failure will

be provided. The results of the risk assessment process are documented in each risk statement

submission and summarized in the risk register which will be reported continually on a regularly

scheduled basis along with contingency planning. And this will identify the necessary resources

such as money, equipment and labor. After developing the contingency plan schedule; although

the date the plan will be implemented is unknown, this requires that the schedule be in the format

of day 1, day 2, day 3, and so forth, rather than containing specific start and end dates; but

defining emergency notification and escalation procedures, as needed will be done by the project

manager. Contingency plan training materials will also be developed as needed and these plans

will be reviewed and updated as necessary. The plans will be published and distributed to

management and those directly involved in executing the plans. Contingency planning may also


be reflected in the project budget, as a line item to cover unexpected expenses. The amount to

budget for contingencies may be limited to probability risks. This is determined by estimating

the cost if a risk occurs, and multiplying it by the probability. For example, assume a risk is

estimated to result in an additional cost of $50,000, and the probability of occurrence is 70%.

The amount that should be included in the budget for this one item is $35,000. Associated with a

contingency plan, is when it should be applied and when it has completed its resolution.

Application is an event that would activate the contingency plan, while a resolution is the criteria

to resume normal operations. Both will be identified in the risk register. However, conditional

compliance failures which are proactive method for evaluating a process to identify where and

how it might fail and for assessing the relative impact of different failures in order to identify the

parts of the process that are most in need of improvement will also be identified along with loss

reduction and loss prevention.

Loss reduction or loss prevention; loss reduction is the minimization of the severity of

losses through methods such as claims investigation and administration, early identification and

management of events, and minimization of potential loss of performance reputation. Loss

prevention is the minimization of the likelihood or probability of a loss through proactive

methods such as risk assessment and identification; staff and volunteer education, credentialing,

and development; policy and procedure implementation, review, and revision; preventive

maintenance; quality performance reviews and improvements through root cause analysis and

others. Such as risk control for the treatment of risk by using methods aimed at eliminating or

lowering the probability of an adverse event much like the loss prevention process and

eliminating, reducing, or minimizing harm to individuals and the financial severity of losses

when they occur like the loss reduction process and this includes risk financing which is an


analysis of the cost associated with quantifying risk and funding for such things as workmen’s

compensation due to accidental injuries.

As project activities are conducted and completed, risk factors and events will be

monitored to determine if in fact events have occurred that would indicate the risk is now a

reality.

Based on events that have been documented during the risk analysis and mitigation

processes, the project managers will have the authority to enact contingency plans as deemed

appropriate. Day to day risk mitigation activities will be enacted and directed by the project

managers. Contingency plans once approved and initiated will be added to the project work plan

and be tracked and reported along with all of the other project activities. Risk management is an

ongoing activity that will continue throughout the life of the project. This process includes

continued activities of risk identification, risk assessment, planning for newly identified risks,

monitoring conditions and contingency plans, and risk reporting on a regular basis. Project

status reporting will contain a section on risk management, where new risks are presented along

with any status changes of existing risks. Some risk attributes, such as probability and impact,

could change during the life of a project and this will be reported as well. The individual

identifying the risk will immediately notify the project managers. The individual notified will

assess the risk situation. If required, the project managers will identify a mitigating strategy, and

assign resources as necessary. This risk management plan can make sure that clear instructions

exist on how to respond to risk events, or tasks and have these tasks will be carried out regularly

at some recurrent intervals. The plan also has a budgeted resource time and cost for managing

these risks. The plan will be easily accessible for review as circumstances change or to add new

steps or procedures to the plan.


20.11 Reporting Formats for Risk Register

The risk registry, as shown in Figure 4, lays out the definition of the risk, what category it

fits into, the root cause of the risk event (if the root cause has been determined and is relevant to

the project), the triggers for the risk, and how KTC will respond to the risk event. There will be

weekly quality assessments. At this time the Risk Manager along with the Quality Manager and

the PM will be assessing the progress of the project and any occurrences that could be considered

a risk. The assessments, as well as any and all reports from the construction staff and/or the

functional managers will all be used to determine risk occurrences, which will all go into the

register, be they big or small.

Risk RegisterProjectRevision: DateRisk

#Risk

DescriptionRisk Root Cause Risk

CategoryTrigger Risk Response

1234

Figure 4. Sample Risk Register

20.12 Tracking

It is imperative that any risk events be tracked throughout the life of this project, whether

they are big or small, as a small risk is likely to become a big risk and a potential detriment to the

project if it goes unchecked for a length of time. As this information can be important to any

member of the project, it needs to be easily accessible; therefore, each project team leader as well

as the project manager has copies of the Risk Register and the weekly assessments available for

viewing upon request.


Risk Management Plan Approvals

Prepared by: _____________________________________________________________Risk Manager


_____________________________________________________________Project Sponsor


_____________________________________________________________


21. Procurement Management Plan




21.1 Purpose

The purpose of the Procurement Management Plan is to define the procurement

requirements for the project and how it will be managed from developing procurement

documentation through contract closure. This Procurement Management Plan sets the

procurement framework for this project. It will serve as a guide for managing procurement

throughout the life of the project and will be updated as acquisition needs change. This plan

identifies and defines the items to be procured, the types of contracts to be used in support of this

project, the contract approval process, and decision criteria. The importance of coordinating

procurement activities, establishing firm contract deliverables, and metrics in measuring

procurement activities is included (PMdocs, 2012).

21.2 Procurement Management Approach

The Project Manager will provide oversight and management for all procurement

activities under this project. The Project Manager will work with the project team to identify all

items to be procured for the successful completion of the project. The Project Management

Office (PMO) will then review the procurement list prior to submitting it to the contracts and

purchasing department. The contracts and purchasing department will review the procurement

items, determine whether it is advantageous to make or buy the items, and begin the vendor

selection, purchasing and the contracting process.


21.3 Procurement Definition

Table 8 summarizes the procurement items and/or services that have been determined to

be essential for project completion and success. The following list of items/services,

justification, and timeline are pending PMO review for submission to the contracts and

purchasing department:

Table 12. Procurement Items

Required Need Date JustificationRocket Kit Estes Rubicon Rocket 1 06-Jun-2012

Ruler 1 06-Jun-2012 Needed for manufacturing the rocketScissors 1 06-Jun-2012 Needed for manufacturing the rocketKnife, razor 1 06-Jun-2012 Needed for manufacturing the rocketSandpaper 200 grit (sheets) 11 05-Jul-2012 Needed for finishing the rocketSandpaper 320 grit (sheets) 11 05-Jul-2012 Needed for finishing the rocketTape, paint & masking (rolls) 2 05-Jul-2012 Needed for finishing the rocketPencil, mechanical 1 06-Jun-2012 Needed for manufacturing the rocket

Primer, paint, sandable (cans) 20 05-Jul-2012 Needed for finishing the rocketPaint, Grey (cans) 3 05-Jul-2012 Needed for finishing the rocketPaint, Black (cans) 8 05-Jul-2012 Needed for finishing the rocketPaint, Orange (cans) 3 05-Jul-2012 Needed for finishing the rocketPaint, White (cans) 8 05-Jul-2012 Needed for finishing the rocketPaint, Silver (cans) 2 05-Jul-2012 Needed for finishing the rocketCoating, Clear (cans) 3 05-Jul-2012 Needed for finishing the rocketGlue, Carpenters (pints) 3 06-Jun-2012 Needed for manufacturing the rocketRubber cement (quarts) 2 06-Jun-2012 Needed for manufacturing the rocketRocket Engines 7 15-Jul-2012 Needed for project deliveryIgniter 7 15-Jul-2012 Needed for project delivery

Rubicon Rocket Project - Materials and Equipment

Supplies

Material

In addition to the above list of procurement items, the following individuals are

authorized to approve purchases for the project team:

Jeffery Gilpin, Project Manager

Padme Amidala, Procurement Manager

21.4 Type of Contract

All items and services to be procured for this project will be solicited under firm-fixed

price contracts. The project team will work with the contracts and purchasing department to


define the item types, quantities, services and required delivery dates. The contracts and

purchasing department will then solicit bids from various vendors in order to procure the items

within the required time frame and at a reasonable cost under the firm fixed price contract once

the vendor is selected. The contracts will be awarded with a clear understanding that all of the

M&E purchased are to be delivered no later than a week prior to the project start.

There is also a need to outsource the Fitters, Gluers, Sanders, and Tapers for this project,

as those skill sets are no longer available on-staff within the organization. After a discussion

with the Human Resource and using the Quality Assurance Manager’s research it was

determined that these skill sets would be subcontracted from the Endor Corporation. Contract

with Endor Corporation will be drawn up specifying their pay per hour, their breaks and lunches,

and all other requirements necessary to meet state’s requirements for hourly employees. Firm

Fixed Price contract will be used for this outsourcing activity.

21.5 Contract Approval Process

The first step in the contract approval process is to determine what items or services will

require procurement from outside vendors. This will be determined by conducting a cost

analysis on products or services which can be provided internally and compared with purchase

prices from vendors. Once cost analyses are complete and the list of items and services to be

procured externally is finalized, the purchasing and contracts department will send out

solicitations to outside vendors. Once solicitations are complete and proposals have been

received by all vendors the approval process begins. The first step of this process is to conduct a

review of all vendor proposals to determine which meet the criteria established by the project

team and the purchasing and contracts department.


21.6 Decision Criteria

The criteria for the selection and award of procurement contracts under this project will

be based on the following decision criteria:

Ability of the vendor to provide all items by the required delivery date

Quality

Cost

Expected delivery date

Comparison of outsourced cost versus in-sourcing

Past performance

These criteria will be measured by the contracts review board and/or the Project

Manager. The ultimate decision will be made based on these criteria as well as available

resources.

21.7 Vendor Management

The Project Manager is ultimately responsible for managing vendors. In order to ensure

the timely delivery and high quality of products from vendors the Project Manager, or his/her

designee will meet weekly with the contract and purchasing department and each vendor to

discuss the progress for each procured item. The meetings can be in person or by teleconference.

The purpose of these meetings will be to review all documented specifications for each product

as well as to review the quality test findings. This forum will provide an opportunity to review

each item’s development or the service provided in order to ensure it complies with the

requirements established in the project specifications. It also serves as an opportunity to ask

questions or modify contracts or requirements ahead of time in order to prevent delays in


delivery and schedule. The Project Manager will be responsible for scheduling this meeting on a

weekly basis until all items are delivered and are determined to be acceptable.

21.8 Performance Metrics for Procurement Activities

While the purchasing and contracts department has their own internal metrics for

procurement, the following metrics are established for vendor performance for this project’s

procurement activities. Each metric is rated on a 1-4 scale, with 1 as unsatisfactory and 4 is

exceptional. The Vendor Evaluation Benchmark in section 11 captures the performance metrics

for the procurement of paint and glue for the project.

21.9 Constraints

There are two constraints for this project:

a. The unavailability of skill sets for fitter, gluer, sander and taper within KTC.

These skill sets have to be subcontracted to Endor Corporation to meet the

staffing requirement.

b. Any delay delivery of materials and equipment will result in a schedule delay.

21.10 Assumptions

For the project to be successful, the following assumptions are made:

a. The materials and equipment will arrive one week prior to project start date.

b. All necessary personnel will be available at the time of the project start.

c. The contracts will be followed as written without any delays or difficulties.


Procurement Management Plan Approvals

Prepared by: _____________________________________________________________Procurement Manager


_____________________________________________________________Project Sponsor


_____________________________________________________________


22. Glossary

AAccountability/Responsibility Matrix

A structure which relates the project organization structure to the work breakdown structure; assures that each element of the project scope of work is assigned to a responsible individual.

Acceleration A rate of change in the speed of an object over a unit of time

Actual Cost of Work Performed ("ACWP") Total costs incurred (direct and indirect) in accomplishing work during a given time

period. ACWP is used in the earned value method of progress measurement.

Aerospace A compound term used to describe the atmosphere and space as one medium.

Armed A ready-to-launch condition in which a safety key is inserted

As-Performed Schedule The final project schedule which depicts actual completion (finish) dates, actual

durations, and start dates.

Assumption There may be external circumstances or events that must occur for the project to be

successful. If you believe such an event is likely to happen, then it would be an assumption. (Contrast with the definition of a risk.) If an event is within the control of the project team, such as having testing complete by a certain date, then it is not an assumption. If an event has a 100% chance of occurring, then it is not an assumption since there is no "likelihood" or risk involved. (It is just a fact). Examples of assumptions might be that "Budgets and resources will be available when needed ..." or "The new software release will be available for use by the time the Construct Phase begins".

Assurance To examine with the intent to verify

BBallistic

A projectile that receives an initial thrust from a power source then continues in motion due to momentum

Baseline at Completion ("BAC") Total completed cost of work as originally planned

http://www.maxwideman.com/pmglossary/PMG_D04.htm#Duration

http://www.maxwideman.com/pmglossary/PMG_A02.htm#Actual

http://www.maxwideman.com/pmglossary/PMG_F01.htm#Finish

http://www.maxwideman.com/pmglossary/PMG_C04.htm#Completion

http://www.maxwideman.com/pmglossary/PMG_A02.htm#Actual

http://www.maxwideman.com/pmglossary/PMG_P14.htm#Project%20Schedule


Baseline, cost estimate The estimated cost to perform all work defined by the project baseline based on the

defined conditions, for example, without overtime.

Bills of Materials The formal documentation of the complete set of physical elements required to build a

product, which is used by the project manager or purchasing department to order any material or supplies that are required.

Boost Phase The period in a model rocket's flight where a motor is providing thrust

Budget at Completion ("BAC") The sum of all budgets allocated to a project. It is synonymous with the term

"Performance Measurement Baseline (PMB)."

Budget Cost The cost anticipated at the start of a project.

Budgeted Cost of Work Performed ("BCWP") The sum of the budgets for completed portions of in-process work, plus the appropriate

portion of the budgets for level of effort and apportioned effort for the relevant time period. BCWP is commonly referred to as Earned Value.

Budgeted Cost of Work Scheduled ("BCWS") The sum of the budgets for work scheduled to be accomplished (including in-process

work), plus the appropriate portion of the budgets for Level of Effort and apportioned effort for the relevant time period.

Burn The time in which a model rocket motor is providing thrust.

Burn-out The point where all of the fuel is expended and thrust is no longer provided.

CCertificate of Conformance

A certificate signed by a contractor representative that the supplies or services required by the contract have been furnished in accordance with all applicable contract requirements.


Change Request A request needed to obtain formal approval for changes to the scope, design, methods,

costs or planned aspects of a project. Change requests may arise through changes in the business or issues in the project. Change requests should be logged, assessed and agreed on before a change to the project can be made.

Closeout The completion of all work on a project.

Cluster A group of rocket motors working together.

Combustion A chemical reaction that occurs inside the combustion chamber and provides a

controlled explosion resulting in thrust.

Communication The transmission and validated receipt of information so that the recipient understands

what the sender intends, and the sender is assured that the intent is understood.

Communications Plan A statement of project stakeholders' communication and information needs.

Component A subsystem, assembly, subassembly or other major element of an end item

Component Integration and Test Assembling units into the next higher assembly and testing the integrated unit

Constraint A restriction that must be balanced with all other constraints to achieve project success.

The four primary and universal project constraints are scope, quality grade, time and resources.

Contingency As a result of risk analysis sums of money or amounts of time may be set aside as

contingency which may be used in the event of risks occurring.

Cost Performance Index ("CPI") The cost efficiency factor representing the relationship between the actual costs

expended and the value of the physical work performed.

Critical Path The series of tasks that must finish on time for the entire project to finish on schedule.

Each task on the critical path is a critical task.


DDeliverables

The physical items to be delivered for a project. This may include organization attributes, reports and plans, as well as physical products or objects.

EEarned Value

A measure of the value of work performed so far. Earned value uses original estimates and progress-to-date to show whether the actual costs incurred are on budget and whether the tasks are ahead or behind the baseline plan.

Errors and Omissions Generally refers to design deficiencies in the plans, specifications or contract.

Estimate at Completion Actual cost of work completed to date plus the predicted costs and schedule for finishing

the remaining work.

Executable Architecture A partial implementation of the system built to demonstrate selected system functions

and properties, in particular those satisfying non-functional requirements

FFAA

Federal Aviation Administration. This is the governing body that controls all of the airspace above the United States

Fin An airfoil attached to the body. In the example of a model rocket, a fin is attached to aft

section and adds stability in flight.

Finish The final surface of a model rocket.

Free Slack The amount of time a task can slip without delaying another task.

Frequency The rate at which something is repeated, typically at short intervals.

GG

A unit of gravity.


Gantt Chart A chart using time lines and other symbols that illustrates multiple, time-based activities

or projects on a horizontal time scale.

Glide The non-powered descent of a model with airfoils controlling part of the descent.

HHighlight Report

A report prepared by the project manager at intervals determined by the project board. It reviews progress to date and highlights any actual or potential problems which have been identified during the period it covers.

IIgniter

An electrical device, usually nichrome wire, that provides enough heat to cause the chemical reaction between the fuel and the oxidizer.

Ignition A point where fuel and oxidizer combine.

Impact An assessment of the adverse effect of the risk occurring. Used in risk analysis as one

part of the assessment of a risk, the other being likelihood

Inspection Cyclical A system whereby supplies and equipment in storage are subjected to, but not limited to,

periodic, and special inspection and continuous action to assure that material is maintained in a ready for issue condition

JJob

A group of contiguous operations related by similarity of functions that can be completed by one or more workers without interference or delay.

KKey Performance Indicators ("KPI")

Those project management indicators that: o are determined at the beginning of the projecto reflect directly on the key objectives [goals] of the projecto provide the basis for project management trade-off decisions during the course of

the project.

LLaunch controller

An electrical system that provides a current to the igniter.


Launch lug A tube that is attached to the body of the rocket for the purpose of guiding the model up

the launch rod during liftoff.

Launch rod A rod used to guide a model rocket in the first moments of ascent. This rod provides a

path in the first seconds of launch.

Launch tower A structure that provides a path for the rocket, during launch, by exerting slight

pressures upon the fins.

Life Cycle The phases that a project goes through from concept through completion. The nature of

the project changes during each phase.

MManagement Reserve ("MR")

An amount of the owner's total allocated budget withheld under the owner's management control, rather than assigned as part of the project's scope under the control of the project manager.

Maximum Thrust The greatest amount of thrust created during the combustion process.

Momentum Mass times velocity equals momentum.

Motor A device that converts chemical energy into thrust. The word is used interchangeably

with "engine."

Multi-Stage A rocket having two or more sections that operate one after the other

NNAR

The National Association of Rocketry. This is the official governing body of the model rocket hobby.

Network Diagram A schematic display of the sequential and logical relationship of the activities which

comprise the project. Two popular drawing conventions or notations for scheduling are arrow and precedence diagramming.


Nichrome Alloy wire used to ignite model rocket motors when an electrical current is passed

through it.

Nozzle The portion of the rocket motor which accelerates the gases to sonic velocity at the

narrowest part of the nozzle (the throat) then expands them to greater velocity in the exit cone.

OOrganizational Breakdown Structure ("OBS")

A hierarchical structure designed to pinpoint the area of an organization responsible for each part of a project.

PPayload

An object (s) that is carried on board of a rocket during its flight. The payload is not normally a permanent fixture of the rocket

Phase A major period in the life of a project culminating in a major milestone. A Phase may

encompass several Stages.

Post Contract Evaluations Objective review and analysis of the performance of both parties' performance, realistic

technical problems encountered and the corrective actions taken

Propellant The combined mass of the fuel and the oxidizer.

Propulsion The act of moving the rocket forward.

Prototype An original or model on which a later item is formed or based.

Punch List A list made near to the completion of a project showing the items of work remaining in

order to complete the project scope.

QQuality Assurance

All those planned and systematic actions necessary to provide adequate confidence that a product or service will satisfy given requirements for quality.


RRange

An outdoor launch area.

Recovery System A system built into a model rocket to bring it safely back to Earth after a flight.

Risk The probability of an undesirable outcome.

Risk Identification The process of systematically identifying all possible risk events which may impact on a

project. They may be conveniently classified according to their cause or source and ranked roughly according to ability to manage effective responses. Not all risk events will impact all projects, but the cumulative effect of several risk events occurring in conjunction with each other may well be more severe than the examination of the individual risk events would suggest.

Risk Matrix A matrix with risks located in rows, and with impact and likelihood in columns.

SS Curve

A display of cumulative costs, labor hours or other quantities plotted against time.Editor's Note: The name derives from the S-like shape of the curve, flatter at the beginning and end and steeper in the middle, which is typical of most activities (and whole project). The beginning represents a slow, deliberate but accelerating start, while the end represents a deceleration as the work runs out.

Shock cord An elastic cord that attaches the parts that separate when the ejection charge is ignited.

Shroud Line The lines that make up the parachute.

Solid Propellant When the fuel and oxidizer are dry chemicals, they make up the solid propellant.

Streamer A strip, or ribbon, of material used to slow the descent of a model rocket-other than a

parachute.

System Verification Proof of compliance with system specifications. Verification may be determined by test,

analysis, inspection, or demonstrationT


Target Completion Date ("TC") An imposed date which constrains or otherwise modifies the network analysis.

Threshold Monetary, time, or resource values used as parameters, which if breached will cause

some type of management action to occur

Thrust A force produced when the propellant burns.

Trajectory The flight path of a model rocket.

Turnaround Report A report created especially for the various responsible managers to enter their progress

status against a list of activities that are scheduled to be in progress during a particular time window.

UUser

Any individual or organization that uses the system or the results of the system.

VVariance at Completion ("VAC")

The budget at completion less the estimate at completion. A negative result indicates that the project is over budget.

Velocity The speed per unit of time in a given direction.

WWork Breakdown Structure ("WBS")

A task oriented detailed breakdown, which defines the work packages and tasks at a level above that defined in the networks and schedules. The WBS initiates the development of the Organizational Breakdown Structure (OBS), and the Cost Breakdown Structure (CBS). It also provides the foundation for determining Earned Value and activity networks.


Appendix A – Project Network Diagram


Install Engine Mount, Cap,

and RingRed line indicates critical path

Install Body Tube

Install Tank Tubes

Attach Nozzle and Fins

Shock Cord Mount

Assembly

Attach Parachute / Shock Cord

Finishing Rocket

Apply Decals

Prepare Parachute for

Flight

Prepare Engine for

Flight

Prepare Rocket for Test Flight

FS

FS

FS

FS

FS

FS

FS

FS

FS

FS

FS

FS


Appendix B – Potential Communication Channels

The analysis of the communication channels determines the information needs of the

project stakeholders and is defined by the format and value of the information (Project

Management Institute, 2008). Project manager used

n ×(n−1)

2

where, n represents the number of stakeholders, in order to determine potential communication

channels. For Rubicon Rocket Project, we have 17(17-1)/2 = 136 potential communication

channels

Primary Customer Representative: 1

Sub-Contractor on the Scaled Composites X-Prize Contract: 1

Project Manager: 1

Project Team Leaders: 6

Project Team Personnel: 8


Appendix C – Organizational Chart with Functional Area

Burt RutanScaled Composites

M Jeffrey Tyler Project Sponsor

Thomas Bailey

Steven Bell

Ryan Bocock

Wendell Byrd

Pamela Johnson

Jeffery Gilpin

Pablo de Leon Team Leader

Fitter

Cutter

Painter

Sander

Measurer

Marker

Gluer

Taper

Customer - 1Team Members - 8

Team Leader - 1

Project Management Staff - 6

Sub-contractor - 1


Appendix D – Stakeholder Analysis Matrix

Stakeholder Stakeholder Interest in Project Assessment of Impact

Customer(1) Burt Rutan Customer Represenative Final Acceptance Authority

Subcontractor(2) M. Jeffery Tyler Senior Project Leader - Sponsor Project Initiation / Completion

Project Management(3) Thomas Bailey Mission Excellence Manager

(4) Steven Bell Business Manager

(5) Ryan Bocock Parts and Materials Manager

(6) Wendell Byrd Subcontract Manager

(7) Pamela Johnson Scheduling Manager

(8) Jeffery Gilpin Project Manager

Team Leader(9) Pablo de Leon Lead the Production Team

Team Members(10) Fitter

Project Performance Project Task Execution

(11) Cutter

(12) Painter

(13) Sander

(14) Measurer

(15) Marker

(16) Gluer

Strategies for Gaining Support Support or Reducing Obstacles

- Define Project - Indentify Business Strategies

Design and manage Quality Assurance criteria for project

- Obtain Support From Project Sponsor

- Communicate Project Goals and Objectives to Team Leader - Monitor Project Timeline / Scope - Review Milestones and Present

to Senior Project Manager

Management of project’s finance and business related activities

Coordinate the procurement of parts and materials for the assembly

Establish criteria for and manage subcontractors and vendors

Monitors and manages project’s schedule

Project Planning / Monitoring / Execution

Production Execution and Management

- Management of Team Members throughout project - Review Project Plans - Sponsor Meetings with Team Members - Review Project Milestone Requirements

- Keep informed of project changes - Provide

task objective / scope / timeline - Attend

Project Meetings with Team Leader


References

Estes. (2004-2005). Rubicon flying model rocket kit instructions. Space Transportation

Corporation

National Association of Rocketry. (2008). High Power Rocket Safety Code. Retrieved from

http://www.nar.org/NARhpsc.html

Project Management Docs (PMdocs). (2012). PMBOK based project management templates.

Retrieved from http://www.projectmanagementdocs.com/templates.html

Project Management Institute. (2008). A guide to the project management body of knowledge

(4th ed.). Newtown Square, PA: Author.

Turnbit, N. (2005). Managing Assumptions. The PROJECT PERFECT White Paper Collection.

Retrieved on 10 June 2012 from http://www.projectperfect.com.au/info_assumptions.php

Tyler, J. (2009). Project initiation, planning, and execution. New York, NY: Pearson custom

publishing

http://www.projectperfect.com.au/info_assumptions.php

http://www.projectmanagementdocs.com/templates.html

http://www.nar.org/NARhpsc.html

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