Project Plan- Oldie's Global Initiative Project

Project Plan 2013

PROJECT TEAM: Decraene, Robert Roman, Hediberto (ED) Sheehan, Courtney Wondimu, Mariamawit

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Oldie’s Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013 Table of Contents Executive Overview ..................................................................................................................................... 4 Project Description .................................................................................................................................................4 Project Objectives...................................................................................................................................................4 Project Milestones ..................................................................................................................................................4 Project Stakeholders ...............................................................................................................................................5 Project Plan Document ...........................................................................................................................................5

Resource Requirements ............................................................................................................................... 6 Core Project Team: .................................................................................................................................................6 Board of Directors ..................................................................................................................................................7 Subject Matter Experts (SME) & Project Personnel ..................................................................................................7

Organizational Breakdown Structure ........................................................................................................... 9 Organizational Breakdown Structure .......................................................................................................................9

Resource Accountability Matrix (RAM/RACI).............................................................................................. 12 Project WBS .............................................................................................................................................. 13 Microsoft-Project Schedule ........................................................................................................................ 21 Six-Month Pro Forma Profit and Loss Statement .................................................................................................... 32

Communication Management Plan ............................................................................................................ 33 Overview .............................................................................................................................................................. 33 Communication Procedures .................................................................................................................................. 33 Verbal Communication Requirements ................................................................................................................... 35 Written Communication Requirements ................................................................................................................. 36

Change Management Plan ......................................................................................................................... 37 Overview .............................................................................................................................................................. 37 Definitions of Change ........................................................................................................................................... 37 Change Control Board ........................................................................................................................................... 37 Roles and Responsibilities ..................................................................................................................................... 38 Change Control Process ........................................................................................................................................ 39

Risk Management Plan .............................................................................................................................. 40 Overview .............................................................................................................................................................. 40 Risk Identification ................................................................................................................................................. 40 Risk Matrix (Negative Risks) .................................................................................................................................. 41 Risk Analysis ......................................................................................................................................................... 42 Risk Response Plan ............................................................................................................................................... 46

Summary & Recommendation ................................................................................................................... 47 Appendix A ................................................................................................................................................ 49 CHANGE REQUEST FORM ...................................................................................................................................... 49 CHANGE REQUEST LOG ......................................................................................................................................... 51

Appendix B ................................................................................................................................................ 53 MONTHLY TEAM FEEDBACK FORM ........................................................................................................................ 53 2|P age


Project Plan 2013 MEETING AGENDA OUTLINE ................................................................................................................................. 54 SCHEDULE UPDATES EXAMPLE .............................................................................................................................. 55 EXECUTIVE MEETING AGENDA .............................................................................................................................. 56

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Project Plan 2013 Project Name

Oldie’s Strategic Globalization Initiative

Project Manager Owner(s)

Robert Decraene, MPM, PMP Hediberto (Ed) Roman, MPM, PMP Courtney Sheehan, MPM, PMP Mariamawit Wondimu, MPM, PMP

Project Number Prioritization

Case # 3

Start Date

March 18, 2013

Scheduled Completion:

January 6, 2014

High

Executive Overview History

Project Description

Project Objectives

Project Scope

Owner Fred Zarko started the first Oldie’s Soda Shoppe in 1910. Ever since then Oldie’s continues to be a place where people of all ages come to enjoy not only the ice cream, but also the old fashion Americana atmosphere it represents. Recently Oldie’s executive management has approved a global initiative project with clear goal of adding critical value to the business. The Oldie’s Strategic Globalization Initiative project will accomplish the proposed expansion of Oldie’s Soda Shoppe into the international marketplace to realize growth potential on a global scale. The global expansion plan is designed to support a growth strategy of which implementation of an international pilot location will work to expand Oldie’s strategic objective of worldwide operational expansion. The project will create new opportunities on a global scale for the Company, thus aligning the strategic goals with the planned portfolio of international market growth. It is the first planned project of its type for Oldie’s and upon successful completion, will springboard the Company into the international marketplace. The project’s objective is to globally expand Oldie’s soda shoppe by opening a pilot international store in Sao Paulo Brazil. The successful completion of this project will depend mainly on three factors: project completion within a $12 million assigned budget; a grand opening within 8-10 months of project charter approval; and within the quality standards set by Oldie’s. The Project scope includes planning, implementation, and opening of an international pilot location in Sao Paulo Brazil. The project does not include purchasing a pilot store location and the team will not alter designs set by Oldie’s. The high-level Project Milestones include:

Project Milestones

1. International City Analysis 2. Pilot store location selection 3. Site Renovation

4. Employee staffing and Training 5. Inventory Acquisition 6. Approval and Grand Opening 4|P age


Project Plan 2013 Project Stakeholders

Robert Decraene: Project Manager, Scheduler, & Coordinator Hediberto (Ed) Roman: Director of Project Controls Courtney Sheehan: Director of Resource Management Mariamawit Wondimu: Director of Risk & IT Management Subject Matter Experts (SMEs): Stephanie Zarko: Director of Marketing, Oldie’s Soda Shoppe, Inc. James Rockwell: Director of Operations, Oldie’s Soda Shoppe, Inc. Robert Davy: Director of Supply & Vendor Management, Oldie’s Soda Shoppe, Inc. Jose Marquez: International Relations Attorney, International Law Services Eduardo Gonzalez: CEO & Contractor, Contratante Servicos de Gonzalez Nancy Salvador: Portuguese Translator

Project Plan Document

This Project Plan document serves as a map for the entire project and is to be used throughout the project to help facilitate project control and execution. And throughout the life of the project; the project plan will be kept up to date with the necessary changes. The plan includes resource requirements, the Organizational Breakdown Structure (OBS), Resource Accountability Matrix (RAM/RACI), Project Schedule (WBS), Project Budget, Communication Plan, Change Management Plan, Risk Management Plan and summary and recommendations.

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Project Plan 2013

Resource Requirements The following resources are vital to the success and completion of Oldie’s global initiative project. Each resource has specific requirements and duties that are expected in order to be successful in this International expansion project: Amount Core Project Team: (* = Member)

1

 Each team member works in a project management role using a diverse set of expertise and skills  Each is responsible for a supporting role to the Project Manager leading specific deliverables of the project

1

 Manage international expansion project  Project Management Professional Certified (PMP)  Primary contact for all project events  Complete responsibility for project delivery and high-level authority over control of various resources as needed in order to complete the project in accordance with our customer’s strategic goals  Able to maintain deliverables within budget, schedule, and scope

1

 Implement planning/scheduling systems and risk tools systems throughout each new project  Plan, monitor, evaluate, and appropriate project budget/funding  Plan and implement Change Management contingencies

1

 Responsible for resource acquisition and management, monitoring resource pool, and allocation of resources as required for an efficient coverage of project activities & events  Experienced with internal scheduling functions and management consulting operations  Proven effective recruitment strategies

1

 Develops & manages risk-management & loss-prevention plans  Initiates policies to comply w/ safety legislation & industry practices  Develops & manages cost effective plans to reduce asset liability  Liaison to attorneys, insurance companies and individuals, pertaining to any occurrence that may result in asset loss  Requires a bachelor's degree in a related area and at least 7 years of experience in the field.  Responsible for all IT requirements to include: outsourcing IT resource requirements, managing IT contracts and contractors, and ensuring all IT requirements are fulfilled

Project Manager: *Robert Decraene

Dir. of Project Controls: *Hediberto Roman

Dir. of Resources Management: *Courtney Sheehan

Dir. of Risk & IT Management: *Mariamawit Wondimu

Description

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Project Plan 2013 Board of Directors Oldie’s Soda Shoppe, Inc. (** = Member)

Client & Director of Marketing: **Stephanie Zarko

Director of Operations: **James Rockwell Director of Supply & Vendor Management: **Robert Davy

1

 Advise, govern, oversee policy and direction, and assist with the leadership and general promotion of Oldie’s Soda Shop, Inc. so as to support the organization’s mission and strategic goals

1

 Our customer and Liaison between the Project Manager and Oldie’s Soda Shoppe, Inc. Executives  Provides a marketing team to handle all marketing aspects of this global initiative

1

 Ensures all business policies are followed and accomplished in accordance with Oldie’s strategic goals  Coordinates with Project Manager to ensure all goals are met

1

 Educated and experienced in supply chain management, logistics, and/or business  Certified by the Association of Operations Management  Responsible for all vendor acquisition and management

1

 Must be fluent in Portuguese  Responsible for translation between Project team and local (Brazil) Nationals who are stakeholders in this particular project

1

 International relations attorney responsible for handling any law related issues and requirements  Provides legal advice and representation in all legalities pertaining to this particular business expansion

1 As Needed

 Responsible for all renovation requirements from start to end including, but not limited to estimates, schedules, materials, and purchase orders  Supervises the installation of equipment and components in assigned field  Requires technical knowledge to assist installing contractors and all technical sub-contracting necessary to accomplish the site renovation  Requires a bachelor's degree and 6-8 years of experience in the field or in a related area  Licensed & Insured  Willing to accept a Fixed-Price Contract agreement

Subject Matter Experts (SME) & Project Personnel Translator: Nancy Salvador Legal: Jose Marquez, International Law Services

Renovation Contractor Lead: Eduardo Gonzalez, Contrante Servicos de Gonzalez

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Project Plan 2013 IT Specialist:

IT Support Specialist:

Administrative Support:

Sales Associates:

1 As Needed

 Works alongside the team of IT professionals  Is expected to help coordinate and setup the new store location’s hardware and software

2 Full Time

 Responsible for identifying, researching, and resolving technical issues  Responds to telephone calls, email and personnel requests for technical support  Responsible for documenting, tracking, and following up on IT issues in a timely manner

1 Full Time

 Provides administrative support services for the pilot store  Performs clerical and administrative support tasks

6 Full Time

Assistant Manager:

2 Full Time

Store Manager:

1 Full Time

 Assist in the day-to-day operations of the store  Help implement strategies to improve customer service, increase sales, and increase profitability  Responsible for exceeding customer satisfaction and making sure customers are attended to in a quick and efficient manner  Responsible for making sure store appearance and product presentation is in accordance with company guidelines  Develops internal goals and strategies to increase customer satisfaction and revenue which will positively impact profitability  Responsible for overseeing & providing guidance w/ inv. control, merchandising, safety, asset protection, & expense control  Assist in the day-to-day operations of the store  Help implement strategies to improve customer service, increase sales, and increase profitability  Monitors and manages various in-store metrics provided by the corporate office  Develops internal goals and strategies to increase customer satisfaction and revenue which will positively impact profitability  Acting on-site Human Resources Manager  Responsible for overseeing & providing guidance w/ inv. control, merchandising, safety, asset protection, & expense control  Responsible for recruiting, staffing, and scheduling  Requires a bachelor's degree or its equivalent at least 5 years of experience in the field or in a related area.

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Project Plan 2013

Organizational Breakdown Structure The project environment of which production is to take place for this initiative is a balanced matrix. This means that the project manager facilitates the project overall, but the functional groups report to their functional leads: Organizational Breakdown Structure

Function Senior Management (BOD) Project Manager

Director of IT Management Director of Marketing

Role Project sponsor; is consulted in high-level planning and signs off final approvals for budget, schedule, and scope. Responsible for team charter, project charter, project plan. Accountable for location identification/acquisition, completion of Marketing strategy and implementation, and overall completion on time and within budget of project. Oversees all planning, executing, installation and testing of hardware/software/POS networking systems. Oversees market analysis/strategy/implementation.

Director of Operations

Accountable for contractor identification/acquisition, store/materials/furniture, consulted throughout renovation and employee training and a part of the approving party for site evaluation/testing. Director of Project Consulted throughout planning, execution, and Controls & Budget monitoring and controlling phases on all aspects of the project pertaining to budgetary concerns. Director of Responsible for identifying stakeholders and Resource Mgt. employee acquisition and training.

Director of Risk

Director of Supply & Vendor Mgt.

Reports to Project Owners Senior Management/ BOD

Senior Management/ BOD Senior Management/ BOD Senior Management/ BOD

Senior Management/ BOD Senior Management/ BOD

Responsible for risk analysis, mitigation and contingency strategies, risk monitoring, and risk management plans.

Senior Management/ BOD

Responsible for contractor/inventory analysis and acquisition.

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Project Plan 2013 Equipment/Furnit ure Vendor

Responsible for site renovation, equipment installation and testing.


IT Specialist

Team leader for all planning, executing, installation and testing of hardware/software/POS networking systems.

Director of IT Mgt.

IT Support

Responsible for installation and testing of hardware/software/POS networking systems.

IT Specialist

Legal and License Mgr.

Responsible for procurement contracts and fulfillment of vendor invoices.

Director of Project Controls & Budget

Operations Marketing Associates

Responsible for market analysis/strategy/implementation, and store opening promotional activities.

Director of Marketing

Senior Management (BOD) Project Manager

Responsible for work site acquisition, facilities tours, lease agreement.


Consulted throughout planning, execution, and monitoring and controlling phases on all aspects of the project.

Director of IT Mgt. Oversees store associates and ensures operations in-store run smoothly. Responsible for organizing grand opening/celebration activities.

Senior Management/ BOD /Project Team Director of Resource Mgt.


Responsible for site demolition, renovation, build out.



Provides administrative support in the form of documentation and research.

Project Team Leads

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Project Plan 2013 Organizational Breakdown Structure Diagram

Senior Management/BOD 1.1.1, 1.2.1, 1.2.2, 1.4.6

Director of Supply & Vendor Management 1.3.2, 1.4.5

Contractor Lead 1.4.1, 1.4.2

Director of Operations 1.2.3, 1.3.2, 1.4.1, 1.4.4, 1.4.6, 1.5.2

Real Estate Specialist 1.2.3

Director of Marketing 1.2.2, 1.4.4, 1.5.1

Operations Marketing Associates 1.2.2, 1.3.1, 1.4.4, 1.5.1

Project Manager 1.1.2, 1.1.3, 1.1.4, 1.2.1, 1.5.4

PMO Support Staff 1.1.3, 1.1.4

Equipment/Fur niture Vendor 1.4.2, 1.4.3, 1.4.6

Administrative Support 1.3.2, 1.4.1, 1.4.4, 1.4.5, 1.5.3

Director of Project Controls & Budget 1.1.2, 1.4.5

Legal and License Manager 1.2.1, 1.3.2, 1.4.4, 1.5.4

SME 1.1.3, 1.1.4, 1.2.1, 1.2.3, 1.4.4

Director of Resource Management 1.1.1, 1.2.1, 1.4.4

Store Manager 1.5.2

Store Associates 1.5.2

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Director of IT Management 1.2.3, 1.4.6

IT Specialist 1.2.3, 1.4.3, 1.4.6

IT Support 1.2.3, 1.4.3, 1.4.6

Director of Risk 1.1.3, 1.1.4 1.2.1, 1.4.6,

Project Plan 2013

Task Name Identify Stakeholders Team Charter Project Charter Develop Proj. Plan Market Analysis Location Identification & Acquisition Marketing Strategy & Implementation Contractor Identification & Acquisition Order Store Equip., Materials, & Furniture Site Renovation Equipment Install Employee Acquis. & Training Purchase & Obtain Inventory Site Eval. & Testing Celebration Grand Opening Contract/Project Close-Out & Approval

R A

I C A

A

A

I A

R

A

C

A

A

R

R

A A

A

I

R R A

A C

R

A

C

A C C

C

C

C

C R

C

R

I I

R R

R

C

R I

R

A

A C A

A

I

A

I

Senior Mgmt./BOD SME Store Mgr.

Real Estate Specialist

C C I I I

R

C C C

C C

A

I

C

A A

I A A

C

A

I

A

A A C C

I I

A

I

A A A

I

C

Project Team

Project Manager A R R R

R

R

Oper. Marketing. Ass.

Legal and License Mgr.

IT Support

IT Specialist

Equip. & Furn. Vendor

Director of S. & V. Mgt.

Director of Risk Mgt.

Director of Res. Mgt.

Director of Project C & B



Director of IT Mgt.

Contractor Lead

RACI/RAM: Oldie's Global Initiative

Administrative Support

Resource Accountability Matrix (RAM/RACI)

R

I

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R R

Project Plan 2013

Project WBS WBS

Task Name

Duration Start

1 1.1 1.1.1 1.1.1.1

Oldie's Global Initiative Project Initiating Phase Identify Project Stakeholders Core Project Team Define Oldie's Subject Matter Experts (SME) High-level Meetings with Sponsor Introductions Delineate Core Project Roles

211 days 21 days 2 days 1 day

Mon 3/18/13 Mon 1/6/14 Mon 3/18/13 Mon 4/15/13 Mon 3/18/13 Tue 3/19/13 Mon 3/18/13 Mon 3/18/13

1 day

Tue 3/19/13 Tue 3/19/13

4

5 days 1 day 1 day

Mon 3/18/13 Fri 3/22/13 Mon 3/18/13 Mon 3/18/13 Mon 3/18/13 Mon 3/18/13

7FS-1 day

1 day

Mon 3/18/13 Mon 3/18/13

8FS-1 day

5 days 5 days 9 days 3 days 3 days 4 days 8 days 1 day 3 days 21 days 20 days 1 day 3 days 5 days 2 days 2 days 3 days 1 day 3 days 1 day 1 day 62 days 19 days 5 days 1 day 14 days 10 days

Mon 3/18/13 Fri 3/22/13 Mon 3/18/13 Fri 3/22/13 Mon 3/25/13 Thu 4/4/13 Mon 3/25/13 Wed 3/27/13 Mon 3/25/13 Wed 3/27/13 Thu 3/28/13 Tue 4/2/13 Mon 3/25/13 Wed 4/3/13 Thu 4/4/13 Thu 4/4/13 Mon 3/25/13 Wed 3/27/13 Mon 3/18/13 Mon 4/15/13 Mon 3/18/13 Fri 4/12/13 Fri 4/5/13 Fri 4/5/13 Fri 4/5/13 Tue 4/9/13 Mon 3/18/13 Fri 3/22/13 Tue 3/19/13 Wed 3/20/13 Fri 4/5/13 Mon 4/8/13 Wed 3/20/13 Fri 3/22/13 Mon 3/25/13 Mon 3/25/13 Tue 4/9/13 Thu 4/11/13 Fri 4/12/13 Fri 4/12/13 Mon 4/15/13 Mon 4/15/13 Wed 4/10/13 Thu 7/4/13 Wed 4/10/13 Mon 5/6/13 Wed 4/10/13 Tue 4/16/13 Tue 4/16/13 Tue 4/16/13 Tue 4/16/13 Fri 5/3/13 Tue 4/16/13 Mon 4/29/13

9SS 10SS

1.1.1.2 1.1.2 1.1.2.1 1.1.2.2 1.1.2.3 1.1.2.4 1.1.2.5 1.1.3 1.1.3.1 1.1.3.2 1.1.3.3 1.1.3.4 1.1.3.5 1.1.3.6 1.1.4 1.1.4.1 1.1.4.1.1 1.1.4.1.2 1.1.4.1.3 1.1.4.1.4 1.1.4.1.5 1.1.4.1.6 1.1.4.1.7 1.1.4.1.8 1.1.4.1.9 1.1.4.2 1.2 1.2.1 1.2.1.1 1.2.1.2 1.2.1.3 1.2.1.3.1

Requirements and Acceptance Criteria Allocate Budget Identify Schedule Deadlines Compile Team Charter Team Management Plan Task Assignments Communication Plan Team Risks Ciritcal Success Factors Conflict Management Plan Project Charter Compile Project Charter Mission Statement of Work Business Need Assumptions Define SMEs Define Key Milestones Define Budget Baseline Define Major Risks Acceptance Criteria Obtain Sponsor Approval Planning Phase Project Plan Scope Statement Begin Drafting Project Plan Resource Requirements Project Schedule (WBS)

Finish

Predecessors

6 13SS 14 14SS 16 13SS

12 21SS 6SS 9 12 11SS+2 days 10 25 28 29

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Project Plan 2013 1.2.1.3.2 1.2.1.3.3 1.2.1.4 1.2.1.5 1.2.1.6 1.2.1.6.1 1.2.1.6.2 1.2.1.6.3 1.2.1.7 1.2.1.7.1 1.2.1.7.2 1.2.1.7.3 1.2.1.7.4 1.2.1.8 1.2.2 1.2.2.1 1.2.2.2 1.2.2.3 1.2.2.4 1.2.2.4.1 1.2.2.4.2 1.2.2.4.3 1.2.2.4.4 1.2.2.4.5 1.2.2.4.6 1.2.2.4.7 1.2.2.5 1.2.2.6 1.2.2.7 1.2.3 1.2.3.1 1.2.3.2 1.2.3.3 1.2.3.4 1.2.3.4.1 1.2.3.4.2 1.2.3.4.3 1.2.3.4.4 1.2.3.5

Organizational Structure (OBS) Resource Accountability Matrix (RAM/RACI) Itemized Budget Marketing Plan Communications Management Plan Strategy Documentation Plan Communications Matrix Risk Management Plan Identification Analysis Response Plan Change Management Plan Project Plan Approval Market Analaysis Set Evaluation Criteria Identify Profitable Cities Baseline Performance Requirements Market Feasibilty City Market Analysis Determine Demand Determine Exchange Rate Determine Substantial Income Determine GDP Growth Determine Geography Determine Unemployment Rate Compare Cities Market Feasibility Analysis City Selection Location Identification & Acquisition Contract Portuguese Translator Government Business Laws Report Obtain Real Estate Agent Work Site Acquisition Office Tours Office Evaluation Site Selection Review & Sign Lease Work Site Move-In

4 days

Tue 4/30/13 Fri 5/3/13

36

4 days

Tue 4/30/13 Fri 5/3/13

37SS

3 days 5 days 2 days 1 day 1 day 1 day 12 days 3 days 5 days 2 days 2 days 1 day 15 days 1 day 6 days 1 day 1 day 1 day 1 day 1 day 1 day 1 day 1 day 1 day 2 days 3 days 2 days 43 days 1 day 4 days 4 days 7 days 5 days 4 days 1 day 1 day 25 days

Tue 4/16/13 Thu 4/18/13 Tue 4/16/13 Mon 4/22/13 Fri 5/3/13 Mon 5/6/13 Fri 5/3/13 Fri 5/3/13 Fri 5/3/13 Fri 5/3/13 Mon 5/6/13 Mon 5/6/13 Tue 4/16/13 Wed 5/1/13 Tue 4/16/13 Thu 4/18/13 Fri 4/19/13 Thu 4/25/13 Fri 4/26/13 Mon 4/29/13 Tue 4/30/13 Wed 5/1/13 Thu 5/2/13 Thu 5/2/13 Tue 4/16/13 Mon 5/6/13 Tue 4/16/13 Tue 4/16/13 Wed 4/17/13 Wed 4/24/13 Wed 4/24/13 Wed 4/24/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Fri 4/26/13 Mon 4/29/13 Tue 4/30/13 Thu 5/2/13 Fri 5/3/13 Mon 5/6/13 Tue 5/7/13 Thu 7/4/13 Tue 5/7/13 Tue 5/7/13 Wed 5/8/13 Mon 5/13/13 Tue 5/14/13 Fri 5/17/13 Wed 5/22/13 Thu 5/30/13 Wed 5/22/13 Tue 5/28/13 Thu 5/23/13 Tue 5/28/13 Wed 5/29/13 Wed 5/29/13 Thu 5/30/13 Thu 5/30/13 Fri 5/31/13 Thu 7/4/13

30 30 35FS-1 day 42SS 43 28FS+2 days 46 47 48 49 30 52 53FS-1 day 53 56SS 56SS 56SS 56SS 56SS 56SS 62 63 64 65 67 68 69FS+2 days 71SS+1 day 72 73

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Project Plan 2013 1.2.3.5.1 1.2.3.5.2 1.2.3.5.2.1 1.2.3.5.2.2 1.2.3.5.3 1.2.3.5.4 1.2.3.6 1.2.3.6.1 1.2.3.6.2 1.2.3.6.3 1.2.3.6.4 1.2.3.6.5 1.2.3.6.6 1.3 1.3.1 1.3.1.1 1.3.1.2 1.3.1.3 1.3.1.3.1 1.3.1.3.2 1.3.1.4 1.3.1.4.1 1.3.1.4.2 1.3.1.4.3 1.3.1.4.4 1.3.1.5 1.3.1.5.1 1.3.1.5.2 1.3.1.5.3 1.3.1.5.4 1.3.1.6 1.3.1.6.1 1.3.1.6.2 1.3.2 1.3.2.1 1.3.2.2 1.3.2.3 1.3.2.3.1 1.3.2.3.2

Install Work Stations Install IT Equipment Hardware installation Software installation Setup Network IP Phone Setup Storefront Acquisition Set Evaluation Criteria Identify Potential Locations Storefront Inspections Analysis & Evaluation Storefront Selection Review & Sign Lease Execution Phase Marketing Strategy & Implementation Identify Population Demographics Culture Evaluation & Analysis Identify Target Market Identify market demographics Analyze market & demand Direct Mail Flyer Campaign Design & layout Create direct mail (DM) package Finalize DM & artwork Initiate DM campaign Media Advertising Select media advertising outlets Develop media outline & script Create media ad Secure media time & placement Sign & Billboard Development Design ads Sign & billboard placement Contractor Identification & Acquisition Set Selection Criteria Develop Generic Request for Proposal (RFP) Identification Research Contractors Submit RFps to Potential Contractors

8 days 13 days 8 days 5 days 4 days 2 days 7 days 2 days 3 days 1 day 2 days 1 day 1 day 56 days 22 days 3 days 3 days 10 days 5 days 5 days 10 days 4 days 2 days 3 days 1 day 9 days 2 days 4 days 3 days 3 days 12 days 5 days 7 days 38 days 3 days

Fri 5/31/13 Tue 6/11/13 Wed 6/12/13 Fri 6/28/13 Wed 6/12/13 Fri 6/21/13 Mon 6/24/13 Fri 6/28/13 Mon 7/1/13 Thu 7/4/13 Mon 7/1/13 Tue 7/2/13 Fri 5/31/13 Mon 6/10/13 Fri 5/31/13 Mon 6/3/13 Fri 5/31/13 Tue 6/4/13 Wed 6/5/13 Wed 6/5/13 Thu 6/6/13 Fri 6/7/13 Mon 6/10/13 Mon 6/10/13 Mon 6/10/13 Mon 6/10/13 Tue 5/7/13 Tue 7/23/13 Tue 5/7/13 Wed 6/5/13 Tue 5/7/13 Thu 5/9/13 Fri 5/10/13 Tue 5/14/13 Tue 5/7/13 Mon 5/20/13 Tue 5/7/13 Mon 5/13/13 Tue 5/14/13 Mon 5/20/13 Tue 5/21/13 Mon 6/3/13 Tue 5/21/13 Fri 5/24/13 Mon 5/27/13 Tue 5/28/13 Wed 5/29/13 Fri 5/31/13 Mon 6/3/13 Mon 6/3/13 Tue 5/21/13 Fri 5/31/13 Tue 5/21/13 Wed 5/22/13 Thu 5/23/13 Tue 5/28/13 Wed 5/29/13 Fri 5/31/13 Wed 5/29/13 Fri 5/31/13 Tue 5/21/13 Wed 6/5/13 Tue 5/21/13 Mon 5/27/13 Tue 5/28/13 Wed 6/5/13 Fri 5/31/13 Tue 7/23/13 Fri 5/31/13 Tue 6/4/13

74

5 days

Wed 6/5/13 Tue 6/11/13

110

10 days Wed 6/12/13 Tue 6/25/13 5 days Wed 6/12/13 Tue 6/18/13 5 days Wed 6/19/13 Tue 6/25/13

111 113

76 78 77 80SS 70 74 84 85 86 87SS

65 91 65 94 95 97 98 99 93 102 103 104SS 95 107 74

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Project Plan 2013 1.3.2.4 1.3.2.4.1 1.3.2.4.2 1.3.2.4.3 1.3.2.5 1.3.2.5.1 1.3.2.5.2 1.3.2.5.3 1.3.2.5.4 1.3.2.5.5 1.4 1.4.1 1.4.1.1 1.4.1.2 1.4.1.3 1.4.1.3.1 1.4.1.3.2 1.4.1.4 1.4.1.4.1 1.4.1.4.2 1.4.1.4.3 1.4.1.4.4 1.4.2 1.4.2.1 1.4.2.2 1.4.2.3 1.4.2.3.1 1.4.2.3.2 1.4.2.3.3 1.4.3 1.4.3.1

Acquisition Evaluate Returned RFPs Interviews (if needed) Source Selection Develop/Conduct Procurement Contracts Include International & Trade Language Licensing Requirements Corporate Requirements Contract Administration Final Contract Acceptance Monitoring & Controlling Phase Order Store Equipment, Materials, & Furniture Determine Equipment, Materials, & Furniture Requirements Develop Import/Export Plan Contact Oldie's Equipment & Furniture Vendor Order Ice Cream Kitchen Equipment Order Store Furniture Local Supplier Materials Bidding Conduct Local Bidding Select Local Vendor Draft Contract Terms Finalize Contract Agreement Terms Site Renovation Obtain Drawings & Renovation Plan Obtain Building Permits & Licenses Build out Demolition Renovation Furniture Installation Equipment Installation Develop Installation Plan

1.4.3.2

Equipment Delivery

1.4.3.3 1.4.3.4

Install Ice Cream Equipment Install Kitchen Equipment

1.4.3.5

Install IT Equipment

14 days 8 days 5 days 1 day

Wed 6/26/13 Mon 7/15/13 Wed 6/26/13 Fri 7/5/13 Mon 7/8/13 Fri 7/12/13 Mon 7/15/13 Mon 7/15/13

6 days

Tue 7/16/13 Tue 7/23/13

1 day 1 day 1 day 3 days 2 days 147 days

Tue 7/16/13 Tue 7/16/13 Tue 7/16/13 Tue 7/16/13 Tue 7/16/13 Tue 7/16/13 Wed 7/17/13 Fri 7/19/13 Mon 7/22/13 Tue 7/23/13 Fri 5/31/13 Mon 12/23/13

114 116 117

118 120SS 120SS 122 123

14 days Wed 7/24/13 Mon 8/12/13 4 days

Wed 7/24/13 Mon 7/29/13

124

3 days

Tue 7/30/13 Thu 8/1/13

127

1 day

Tue 7/30/13 Tue 7/30/13

1 day 1 day 10 days 5 days 3 days 1 day 1 day 101 days 4 days 30 days 55 days 12 days 35 days 8 days 76 days 3 days

Tue 7/30/13 Tue 7/30/13 Tue 7/30/13 Tue 7/30/13 Tue 7/30/13 Mon 8/12/13 Tue 7/30/13 Mon 8/5/13 Tue 8/6/13 Thu 8/8/13 Fri 8/9/13 Fri 8/9/13 Mon 8/12/13 Mon 8/12/13 Fri 5/31/13 Fri 10/18/13 Tue 7/30/13 Fri 8/2/13 Fri 5/31/13 Thu 7/11/13 Mon 8/5/13 Fri 10/18/13 Mon 8/5/13 Tue 8/20/13 Wed 8/21/13 Tue 10/8/13 Wed 10/9/13 Fri 10/18/13 Tue 7/30/13 Tue 11/12/13 Tue 7/30/13 Thu 8/1/13 Mon 1 day Mon 10/21/13 10/21/13 2 days Tue 10/22/13 Wed 10/23/13 3 days Tue 10/22/13 Thu 10/24/13 Tue 16 days Tue 11/12/13 10/22/13

127 127 127 133 134 135 127 74 138 141 142 127 143 146 146

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Project Plan 2013 1.4.3.5.1

POS System Installation

1.4.3.5.1.1

Hardware Installation

1.4.3.5.1.2

Software Installation

1.4.3.5.2 1.4.3.5.3 1.4.4 1.4.4.1 1.4.4.1.1 1.4.4.1.2 1.4.4.2

Network Installation Phone Installation Employee Acquisition & Training Identify Foreign Employment Considerations Employment Law Identify Staffing Requirements Develop Staffing Advertisements

Tue Tue 11/5/13 10/22/13 6 days Tue 10/22/13 Tue 10/29/13 Wed 5 days Tue 11/5/13 10/30/13 5 days Wed 11/6/13 Tue 11/12/13 1 day Wed 11/6/13 Wed 11/6/13 19 days Thu 11/7/13 Tue 12/3/13 11 days

9 days

Thu 11/7/13 Tue 11/19/13

5 days 4 days

Thu 11/7/13 Wed 11/13/13 Thu 11/14/13 Tue 11/19/13 Wed Wed 11/20/13 11/20/13 Wed Wed 11/20/13 11/20/13 Wed Wed 11/20/13 11/20/13 Wed Wed 11/20/13 11/20/13 Wed Wed 11/20/13 11/20/13 Thu Fri 11/29/13 11/21/13 Thu Fri 11/29/13 11/21/13 Thu 11/21/13 Mon 11/25/13 Thu 11/21/13 Wed 11/27/13 Fri 11/29/13 Fri 11/29/13 Thu Wed 11/27/13 11/21/13 Thu 11/21/13 Wed 11/27/13 Thu 11/21/13 Fri 11/22/13 Mon Mon 11/25/13 11/25/13 Tue Tue 12/3/13 11/26/13 Mon 12/2/13 Mon 12/2/13 Tue Tue 11/26/13 11/26/13 Tue Tue 11/26/13 11/26/13

1 day

1.4.4.2.1

Full Time Staff

1 day

1.4.4.2.2

Shift Managers

1 day

1.4.4.2.3

General Manager

1 day

1.4.4.3

Submit Staffing Advertisements

1 day

1.4.4.4

Staffing Acquisition

7 days

Conduct General & Shift Manager Interviews 1.4.4.4.1.1 Certification Verification 1.4.4.4.1.2 Background Checks 1.4.4.4.1.3 Select Management Team 1.4.4.4.1

1.4.4.4.2

Conduct Staff Interviews

7 days 3 days 5 days 1 day 5 days

1.4.4.4.2.1 1.4.4.4.2.2

Background Verification Employment Verification

5 days 2 days

1.4.4.4.2.3

Select Staff Members

1 day

1.4.4.5

Employee Training

6 days

1.4.4.5.1

Acquire Training Materials & Uniforms 1 day

1.4.4.5.2

Management Training

1.4.4.5.2.1

Orientation

1 day 1 day

146 151 152 153SS

154 157

158 160SS 160SS 160SS

163 166SS 167FS+1 day

163 170SS 171

168

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Project Plan 2013 1.4.4.5.2.1. 1 1.4.4.5.2.1. 2 1.4.4.5.3 1.4.4.5.4 1.4.4.6 1.4.4.6.1 1.4.4.6.1.1 1.4.4.6.1.2 1.4.4.6.2 1.4.5 1.4.5.1 1.4.5.1.1 1.4.5.1.2 1.4.5.1.2.1 1.4.5.1.2.2 1.4.5.1.2.3 1.4.5.1.2.4 1.4.5.1.3 1.4.5.1.3.1 1.4.5.1.3.2 1.4.5.1.3.3 1.4.5.1.4 1.4.5.1.4.1 1.4.5.1.4.2 1.4.5.1.4.3 1.4.5.2 1.4.5.3 1.4.6

Employee Information Gathering

1 day

Tue 11/26/13 Tue 11/26/13

172

Review Company Policies

1 day

Tue 11/26/13 Tue 11/26/13

177SS

Managerial Processes Training Operational Processes Training

3 days 3 days

Fri 11/29/13 Tue 12/3/13 Fri 11/29/13 Tue 12/3/13 Tue Tue 12/3/13 11/26/13 Tue Tue 11/26/13 11/26/13 Tue 11/26/13 Tue 11/26/13 Tue 11/26/13 Tue 11/26/13 Fri 11/29/13 Tue 12/3/13

178FS+2 days 179SS

Staff Training Orientation Employee Information Gathering Review Company Policies Operational Processes Training Purchase And Obtain Raw Materials Inventory Develop Inventory Supplier Plan Determine Supplier Evaluation Criteria Identify Potential Suppliers & Purveyors

6 days 1 day 1 day 1 day 3 days

172 183SS 184FS+2 days

27 days Fri 10/18/13 Mon 11/25/13

16 days Fri 10/18/13 Fri 11/8/13 1 day Fri 10/18/13 Fri 10/18/13 Mon 2 days Tue 10/22/13 10/21/13 Mon Raw Ingredients 2 days Tue 10/22/13 10/21/13 Mon End Products 2 days Tue 10/22/13 10/21/13 Mon Confections 2 days Tue 10/22/13 10/21/13 Mon Disposable Materials 2 days Tue 10/22/13 10/21/13 Wed Develop Request for Suppliers (RFS) 8 days Fri 11/1/13 10/23/13 Wed Submit RFS To Potential Firms 2 days Thu 10/24/13 10/23/13 Obtain & Evaluate Returned Proposals 4 days Fri 10/25/13 Wed 10/30/13 Interview Acceptional Purveyors 2 days Thu 10/31/13 Fri 11/1/13 Supplier Selection 5 days Mon 11/4/13 Fri 11/8/13 Draft Contract Terms 2 days Mon 11/4/13 Tue 11/5/13 Finalize Contract Agreement Terms 1 day Wed 11/6/13 Wed 11/6/13 Obtain Contract Approval 2 days Thu 11/7/13 Fri 11/8/13 Mon Order Inventory 1 day Mon 11/11/13 11/11/13 Receive & Stock Inventory 10 days Tue 11/12/13 Mon 11/25/13 Mon Site Evaluation & Testing 26 days Mon 12/23/13 11/18/13

148FS-5 days

188 190SS 190SS 190SS

193 195 196 197 199 200 201 202

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Project Plan 2013 1.4.6.1

Develop Testing Plan

3 days

1.4.6.2 1.4.6.2.1 1.4.6.2.2

Kitchen Equipment Inspect Kitchen Equipment Test Kitchen Equipment

2 days 1 day 1 day

1.4.6.3

IT Equipment

1.4.6.3.1

Inspect Network Equipment

1.4.6.3.2

Test Network Equipment

1.4.6.3.3

Test POS System

1.4.6.4 1.4.6.4.1 1.4.6.4.2 1.4.6.4.3 1.4.6.4.4 1.4.6.4.5 1.4.6.4.6 1.4.6.4.7 1.4.6.5 1.4.6.6 1.4.6.7

Inspect Furniture & Interior Booth Inspection Wall Inspection Chair Inspection Countertop Inspection Bathroom Inspection Exterior Inspection Utilities Inspection Make Needed Adjustments Obtain Sponsor Approval City & Government Inspections

1.4.6.8

Obtain Final Approval

1.4.6.8.1

Sponsor Visit

1.4.6.8.2

Store Inspection & Walk-through

1.4.6.8.3

Operations & Training Demonstration

1.5 1.5.1 1.5.1.1 1.5.1.1.1 1.5.1.1.2 1.5.1.2 1.5.1.2.1 1.5.1.2.2 1.5.1.3 1.5.1.4

Closing Phase Celebration Distribute RSVP Requirements Stakeholders Friends Send Celebration Invitations Business Owners Government Employees Confirm Attendees Procure Decorations

Wed 12/4/13 Fri 12/6/13

Mon 12/9/13 Tue 12/10/13 Mon 12/9/13 Mon 12/9/13 Tue 12/10/13 Tue 12/10/13 Mon 19 days Thu 12/12/13 11/18/13 2 days Mon 12/9/13 Tue 12/10/13 Wed 2 days Thu 12/12/13 12/11/13 Mon 2 days Tue 11/19/13 11/18/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 3 days Tue 12/10/13 Thu 12/12/13 4 days Fri 12/13/13 Wed 12/18/13 2 days Thu 12/19/13 Fri 12/20/13 Mon 1 day Mon 12/23/13 12/23/13 Mon 1 day Mon 12/23/13 12/23/13 Mon 1 day Mon 12/23/13 12/23/13 Mon 1 day Mon 12/23/13 12/23/13 21 days Mon 12/9/13 Mon 1/6/14 15 days Mon 12/9/13 Fri 12/27/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 7 days Tue 12/10/13 Wed 12/18/13 1 day Thu 12/19/13 Thu 12/19/13

155 205 207

205 210

205 205 205 205 205 205 205 220 221 222

223 225SS 225SS

205 231SS 205 205 235 236 19 | P a g e


Project Plan 2013 1.5.1.5 1.5.2 1.5.2.1 1.5.2.1.1 1.5.2.1.2 1.5.2.2 1.5.2.2.1 1.5.2.2.2 1.5.2.2.3 1.5.2.3 1.5.2.3.1 1.5.2.3.2 1.5.2.3.3 1.5.3 1.5.3.1 1.5.3.2 1.5.3.3 1.5.4 1.5.4.1 1.5.4.2

Set-up Decorations Grand Opening Soft & Grand Opening Announcement Distribute Flyers Secure Media Coverage Soft Opening Design Soft Opening Menu Set Up Sampling Station Dry-run of Limited Menu Grand Opening Setup Decorations Ribbon Cutting Ceremony Open Store

1 day 21 days 2 days 1 day 2 days 16 days 1 day 1 day 1 day 5 days 1 day 1 day 1 day

Close Procurements

5 days

Verify Compliance

1 day

Finalize Procurement Invoices Close Contracts Close Project Document Lessons Learned Archival of Project Assets

3 days 1 day 1 day 1 day 1 day

Fri 12/27/13 Fri 12/27/13 Mon 12/9/13 Mon 1/6/14 Mon 12/9/13 Tue 12/10/13 Mon 12/9/13 Mon 12/9/13 Mon 12/9/13 Tue 12/10/13 Mon 12/9/13 Mon 12/30/13 Mon 12/9/13 Mon 12/9/13 Tue 12/10/13 Tue 12/10/13 Mon Mon 12/30/13 12/30/13 Tue Mon 1/6/14 12/31/13 Tue 12/31/13 Tue 12/31/13 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 Mon Fri 1/3/14 12/30/13 Mon Mon 12/30/13 12/30/13 Tue 12/31/13 Thu 1/2/14 Fri 1/3/14 Fri 1/3/14 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14

237FS+5 days

205 205 205 244 238

246 248FS+3 days 249SS

204FS+4 days 252 253 250SS 256SS

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Project Plan 2013

Microsoft-Project Schedule

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Project Plan 2013

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Project Plan 2013

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Project Plan 2013

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Project Plan 2013

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Project Plan 2013

Budget Plan Oldie's Soda Shoppe, Inc. Global Initiative Revised Budget as of: 7 April 2013 Resource, Work Task, &/or Objective

Cost per Unit

Unit Type

# Units

Original Budget

Project Expenditures

$35.00

hours

40

$1,400.00

$1,400.00

$30.00

hours

40

$1,200.00

$1,200.00

$0.00

hours

40

$0.00

$0.00

$0.00 $30.00

hours hours

40 40

$0.00 $1,200.00

$0.00 $1,200.00

$30.00

hours

40

$1,200.00

$1,200.00

$30.00 $22.00

hours hours

40 40

$1,200.00 $880.00 $0.00 $7,080.00

$1,200.00 $880.00 $0.00 $7,080.00

Project Balance

Team Charter Project Manager Director of Resource Management Senior Management (Oldie's Management Team) BOD (Oldie's Management Team) Director of IT Management Director of Project Controls & Budget Director of Risk Management Project Team Total Task 1

$0.00

Market Analysis Project Manager Director of Marketing (Oldie's Management Team) Operations Marketing Staff (Oldie's Marketing Team) SME Senior Management (Oldie's Management Team) BOD (Oldie's Management Team)

$35.00

hours

40

$1,400.00

$1,400.00

$0.00

hours

40

$0.00

$0.00

$0.00 $50.00

hours hours

40 40

$0.00 $2,000.00

$0.00 $2,000.00

$0.00

hours

40

$0.00

$0.00

$0.00

hours

40

$0.00 $0.00 $3,400.00

$0.00 $0.00 $3,400.00

Total Task 2

$0.00

Project Charter Project Manager Senior Management

$35.00 $0.00

hours hours

40 40

$1,400.00 $0.00

$1,400.00 $0.00 26 | P a g e


Project Plan 2013 (Oldie's Management Team) BOD (Oldie's Management Team) Project Team SME Director of Project Controls & Budget Director of Risk Management

$0.00 $22.00 $50.00

hours hours hours

40 40 40

$0.00 $880.00 $2,000.00

$0.00 $880.00 $2,000.00

$30.00

hours

40

$1,200.00

$1,200.00

$30.00

hours

40

$1,200.00 $0.00 $6,680.00

$1,200.00 $0.00 $6,680.00

Total Task 3

$0.00

Location Identification & Acquisition Project Manager Legal and License Manager Real Estate Specialist - (Paid by owner of leased property) Director of Operations (Oldie's Management Team) Director of Project Controls & Budget Director of IT Management IT Specialist IT Support SME Airline Tickets 2 Rental Cars

$35.00 $30.00

hours hours

40 40

$1,400.00 $1,200.00

$1,400.00 $1,200.00

$0.00

hours

40

$0.00

$0.00

$0.00

hours

40

$0.00

$0.00

$30.00 $30.00 $25.00 $20.00 $50.00 $2,300.00 $150.00

hours hours hours hours hours item days

40 40 40 40 40 4 180

$1,200.00 $1,200.00 $1,000.00 $800.00 $2,000.00 $9,200.00 $27,000.00 $0.00 $45,000.00

$1,200.00 $1,200.00 $1,000.00 $800.00 $2,000.00 $9,200.00 $27,000.00 $0.00 $45,000.00

Total Task 4

$0.00

Develop Project Plan Project Manager Project Team Director of Resource Management Director of Project Controls & Budget Director of Marketing (Oldie's Management Team) SME Director of Risk

$35.00 $22.00

hours hours

40 40

$1,400.00 $880.00

$1,400.00 $880.00

$30.00

hours

40

$1,200.00

$1,200.00

$30.00

hours

40

$1,200.00

$1,200.00

$0.00 $50.00 $30.00

hours hours hours

40 40 40

$0.00 $2,000.00 $1,200.00

$0.00 $2,000.00 $1,200.00 27 | P a g e


Project Plan 2013 Management Senior Management (Oldie's Management Team) BOD (Oldie's Management Team)

$0.00

hours

40

$0.00

$0.00

$0.00

hours

40

$0.00 $0.00 $7,880.00

$0.00 $0.00 $7,880.00

Total Task 5

$0.00

Marketing Strategy & Implementation Director of Marketing (Oldie's Management Team) Operations Marketing Staff (Oldie's Marketing Team) Direct Mail Flyers Media Ads Billboard

$0.00

hours

$0.00 hours $300.00 box 100 $125.00 30 sec $750.00 monthly

40

$0.00

$0.00

40 10 100 6

$0.00 $3,000.00 $12,500.00 $4,500.00 $0.00 $0.00 $20,000.00

$0.00 $3,000.00 $12,500.00 $4,500.00 $0.00 $0.00 $20,000.00

Total Task 6

$0.00

Contractor Identification & Acquisition Project Manager Director of Operations (Oldie's Management Team) Director of Supply & Vendor Management (Oldie's Management Team) Admin Support Legal & License Manager

$35.00

hours

40

$1,400.00

$1,400.00

$0.00

hours

40

$0.00

$0.00

$0.00 $10.00 $30.00

hours hours hours

40 40 40

$0.00 $400.00 $1,200.00 $0.00 $3,000.00

$0.00 $400.00 $1,200.00 $0.00 $3,000.00

Total Task 7

$0.00

Order Store Equipment, Materials, & Furniture Contractor Lead Director of Operations (Oldie's Management Team) Admin Support Legal & License Manager Director of Supply & Vendor Management (Oldie's Management Team) Total Task 8

$0.00

hours

40

$0.00

$0.00

$0.00 $10.00 $30.00

hours hours hours

40 40 40

$0.00 $400.00 $1,200.00

$0.00 $400.00 $1,200.00

$0.00

hours

40

$0.00 $1,600.00

$0.00 $1,600.00

$0.00

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Project Plan 2013 Site Renovation Contractor Lead Legal & License Manager Equipment/Furniture Vendor Renovation Contract Total Task 9

$0.00 $30.00

hours hours

$0.00 hours $40,000.0 0 Contract

40 40

$0.00 $1,200.00

$0.00 $1,200.00

40

$0.00

$0.00

1

$40,000.00 $41,200.00

$0.00

$40,000.00 $41,200.00

$0.00

$0.00 $0.00 $750.00 $600.00 $1,350.00

Equipment Installation Equipment/Furniture Vendor Contractor Lead IT Specialist IT Support Total Task 10

$0.00 $0.00 $25.00 $20.00

hours hours hours hours

9 40 30 30

$0.00 $0.00 $750.00 $600.00 $1,350.00

Employee Acquisition & Training Legal & License Manager SME Director of Operations (Oldie's Management Team) Director of Resource Management Director of Marketing (Oldie's Management Team) Operations Marketing Staff (Oldie's Marketing Team) Admin Support Total Task 11

$30.00 $50.00

hours hours

40 40

$1,200.00 $2,000.00

$1,200.00 $2,000.00

$0.00

hours

40

$0.00

$0.00

$30.00

hours

40

$1,200.00

$1,200.00

$0.00

hours

40

$0.00

$0.00

$0.00 $10.00

hours hours

40 40

$0.00 $400.00 $4,800.00

$0.00 $400.00 $4,800.00

$0.00

Purchase and Obtain Inventory Director of Supply & Vendor Management (Oldie's Management Team) Admin Support Legal & License Manager Director of Operations (Oldie's Management Team) Director of Project Controls & Budget Total Task 12

$0.00 $10.00 $30.00

hours hours hours

40 40 40

$0.00 $400.00 $1,200.00

$0.00 $400.00 $1,200.00

$0.00

hours

40

$0.00

$0.00

$30.00

hours

40

$1,200.00 $2,800.00

$1,200.00 $2,800.00

$0.00

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Project Plan 2013 Site Evaluation & Testing Project Manager Director of IT Management Director of Operations (Oldie's Management Team) Director of Risk Management Director of Supply & Vendor Management (Oldie's Management Team) Equipment/Furniture Vendor IT Specialist IT Support

$35.00 $30.00

hours hours

40 40

$1,400.00 $1,200.00

$1,400.00 $1,200.00

$0.00

hours

40

$0.00

$0.00

$30.00

hours

40

$1,200.00

$1,200.00

$0.00

hours

40

$0.00

$0.00

$0.00 $25.00 $20.00

hours hours hours

40 40 40

$0.00 $1,000.00 $800.00 $0.00 $5,600.00

$0.00 $1,000.00 $800.00 $0.00 $5,600.00

Total Task 13

$0.00

Contract Close-Out & Approval Project Manager Legal & License Manager Admin Support Senior Management (Oldie's Management Team) BOD (Oldie's Management Team) Director of Operations (Oldie's Management Team)

$35.00 $30.00 $10.00

hours hours hours

40 40 40

$1,400.00 $1,200.00 $400.00

$1,400.00 $1,200.00 $400.00

$0.00

hours

40

$0.00

$0.00

$0.00

hours

40

$0.00

$0.00

$0.00

hours

40

$0.00 $0.00 $3,000.00

$0.00 $0.00 $3,000.00

Total Task 14

$0.00

Celebration Project Manager Store Manager Director of Marketing (Oldie's Management Team) Operations Marketing Staff (Oldie's Marketing Team) Admin Support

$35.00 $15.00

hours hours

40 40

$1,400.00 $600.00

$1,400.00 $600.00

$0.00

hours

40

$0.00

$0.00

$0.00 $10.00

hours hours

40 40

$0.00 $400.00 $0.00 $0.00 $0.00 $2,400.00

$0.00 $400.00 $0.00 $0.00 $0.00 $2,400.00

Total Task 15

$0.00

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Project Plan 2013 Grand Opening Director of Marketing (Oldie's Management Team) Operations Marketing Staff (Oldie's Marketing Team) Store Manager Director of Operations (Oldie's Management Team)

$0.00

hours

40

$0.00

$0.00

$0.00 $15.00

hours hours

40 40

$0.00 $600.00

$0.00 $600.00

$0.00

hours

40

$0.00

$0.00

Total Task 16 ITEMIZED PROGRAM TASK BUDGET Total Task 1 Total Task 2 Total Task 3 Total Task 4 Total Task 5 Total Task 6 Total Task 7 Total Task 8 Total Task 9 Total Task 10 Total Task 11 Total Task 12 Total Task 13 Total Task 14 Total Task 15 Total Task 16 Overall Project Totals

$600.00

$0.00

$600.00

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$7,080.00 $3,400.00 $6,680.00 $45,000.00 $7,880.00 $20,000.00 $3,000.00 $1,600.00 $41,200.00 $1,350.00 $4,800.00 $2,800.00 $5,600.00 $3,000.00 $2,400.00 $600.00

$0.00

$0.00

$156,390.00

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Project Plan 2013 Six-Month Pro Forma Profit and Loss Statement Oldie's Soda Shoppe, Inc. - Sao Paulo, Brazil Fiscal Year Begins Jan 6, 2014 Approximately $6 per customer expected Revenue Total Revenue (Sales)

% Jan-14 B/A 16,000 100.0

Feb-14 % 26,000 100.0

Mar-14 % 30,000 100.0

16,000 100.0

26,000 100.0

30,000 100.0

Apr-14 % May-14 % 40,000 100.0 58,000 100.0

6Month Jun-14 % Total % 72,000 100.0 242,000 100.0

40,000 100.0

72,000 100.0 242,000 100.0

58,000 100.0

COGS Total Cost of Sales

2,400

15.0

3,900

15.0

4,500

15.0

6,000

15.0

8,700

15.0

10,800

15.0

36,300

15.0

2,400

15.0

3,900

15.0

4,500

15.0

6,000

15.0

8,700

15.0

10,800

15.0

36,300

15.0

Gross Profit

13,600

85.0

22,100

85.0

25,500

85.0

34,000

85.0

49,300

85.0

61,200

85.0 205,700

85.0

Expenses Salary expenses Supplies (Oper.) Repairs & Maint. Advertising Rent Telephone Utilities Insurance Total Expenses

20,000 125.0 1,600 10.0 400 2.5 2,100 13.1 2,540 15.9 75 0.5 1,000 6.3 4,333 27.1 32,048 200.3

20,000 66.7 3,000 10.0 400 1.3 2,100 7.0 2,540 8.5 75 0.3 1,000 3.3 4,333 14.4 33,448 111.5

20,000 4,000 400 2,100 2,540 75 1,000 4,333 34,448

50.0 10.0 1.0 5.3 6.4 0.2 2.5 10.8 86.1

20,000 5,800 400 2,100 2,540 75 1,000 4,333 36,248

34.5 10.0 0.7 3.6 4.4 0.1 1.7 7.5 62.5

20,000 7,000 400 2,100 2,540 75 1,000 4,333 37,448

27.8 120,000 9.7 24,000 0.6 2,400 2.9 12,600 3.5 15,240 0.1 450 1.4 6,000 6.0 4,333 52.0 185,023

49.6 9.9 1.0 5.2 6.3 0.2 2.5 1.8 76.5

-448

-1.1

13,052

22.5

23,752

33.0

Net Profit

-18,448 115.3

20,000 76.9 2,600 10.0 400 1.5 2,100 8.1 2,540 9.8 75 0.3 1,000 3.8 4,333 16.7 33,048 127.1 -10,948

-42.1

-7,948

-26.5

32 | P a g e


20,677

8.5

Project Plan 2013

Communication Management Plan Overview

The following communication plan will ensure that the project team provides accurate, pertinent, and comprehensible information to all appropriate audiences throughout the project life of Oldie’s Globalization Initiative. The team is responsible for communicating with one another in a concise, efficient, and suitable manner, so as to achieve deliverables while obtaining the support of key stakeholders. Total transparency will be necessitated between the team to maintain synergy while addressing project concerns and risks, as well as the conceivable resolutions to such. Concerning The communication plan will be inclusive of all stakeholders. It will allocate the requisite levels of involvement and consistency amongst divergent communication channels, describing the process used for communications and how the team will control project communications. Overall, this framework will facilitate the frequency, delivery, recipients, format, and ownership of communications, so stakeholders can be held accountable to one another. The communications plan is completed with a sufficient level of detail for a project of this size.

Communication During the implementation of Oldie’s Global Initiative project (Brazil), the Project Procedures Manager and team will be active and steadfast in seamlessly delivering project information to key stakeholders. This section will acts as a guideline to describe the communicatory requirements, procedures, and formats that each team member will be held accountable for. The specifications of written and verbal communication will be provided in following communications matrices. These will utilize several different mediums for delivery, in which each team member is required to maintain compliance and professionalism. Such mediums will include face-to-face meetings, conference calls, and emails. Less formal means of communications, such as text or instant messaging, may be utilized at the user’s discretion, however all communication guidelines must be followed when necessitated. Emergencies and Unforeseen Occurrences: In the event of an unforeseen occurrence or catastrophe during the project, the Project Manager is to be notified immediately if they are not already aware of the occurrence. From this point, the Project Manager will schedule an informal meeting to clarify and disseminate the status, additional information, and progress amongst team members, while congregating possible resolutions. The Sponsor is to be included in the meeting along with any key stakeholders deemed necessary for the given scenario. In most cases, 33 | P a g e


Project Plan 2013 the Sponsor will schedule and lead a change request meeting as a result, while following necessary protocols within the risk and change management plans. Face to Face Meetings: Face to face meetings will normally be conducted in the main conference room designated near the Brazilian project site, unless an alternative location is disclosed. The agenda will be compiled and distributed through email one day prior to the event, along with a hardcopy agenda that will be dispersed to attendees upon their arrival to the meeting. Unless otherwise disclosed in one of the Communications Matrices, the Project Manager will be responsible for facilitating the meeting and distributing the finalized agenda. Meetings will begin promptly at the designated time, beginning with an introduction and review of the agenda, followed by a status review of any action items assigned from previous meetings. The audience will then address new action items, best practices, and concerns, ending with a consolidation and review of new action items. In some instances, Stephanie Zarco, the Sponsor and Chair of the Change Control Board (CCB), will be in charge of leading meetings as required. The Director of Risk Management will maintain the Recorder’s role in note taking, time keeping, and compiling meeting minutes. A copy of the meeting minutes will be organized and delivered to the Project Manager for review and acceptance, prior to its distribution amongst the meeting’s audience. Web and Phone Conferencing: Any stakeholder who is unable to attend a face-to-face meeting, and approved to do so, may access a meeting by conferencing technologies. All meeting processes will remain unchanged other than the distribution of a hard copy agenda. The instructions to access, utilize, and facilitate web and phone conferencing is provided in the Oldie’s employee commons. Email Communications: The sender of any email communications must ensure that all involved parties are copied to the email, in accordance to the written communication matrix. Official emails should be delivered in a formalized, concise, professional, and direct manner. Any documents that necessitate inclusion should be compiled through an approved medium and attached to the email. 34 | P a g e


Project Plan 2013 Records, Attachments, and Documents: The project team will be responsible for keeping records of all communications employed during the project’s life, which will be compiled and stored by the Director of Project Controls. Documents will be compiled using approved mediums and stored in the H Drive within the company network. Documents and records may be reviewed and accessed by any approved stakeholder that maintains security access to given documents. All appropriate and formatted meeting documents and report templates that are relevant to the project can be viewed in the Appendix section at the conclusion of the project plan. This section outlines the verbal communication plan for Oldie’s Global Initiative Project: Verbal Communication Requirements

TYPE

WHEN

Kickoff Meeting

Once on 03/18/13 8am EST Weekly 8am EST Monday Bi-Monthly Friday 10am EST As Needed N/A N/A Monthly Last Friday 11am EST Monthly Last Friday 8am EST Bi-Monthly Wednesday 8am EST Monthly Last Wed. 11am EST As Needed N/A

Team Meetings Senior Leadership Meeting Technical/ Operations Meetings Monthly Project Status Meetings Individual Performance Meetings Risk Management Meetings Change Approval Meetings Unexpected Events

VERBAL COMMUNICATION MEDIUM OWNER Face to face

Project Sponsor

Face to face

Project Manager Project Manager

AUDIENCE

Face to face Conf. Call

TBD


Project Sponsor

Face to face

Project Sponsor

1. Project Sponsor 2. Core Project Team 3. Director of Operations 1. Core Project Team 2. SME (As requested) 1. Project Manager 2. Project Sponsor (Dir. Marketing) 3. Director of Operations 1. Core Project Team 2. Project Stakeholders 3. SME (As requested) 1. Project Sponsor 2. Core Project Team 3. Stakeholders 1. Project Manager 2. Individual Core Team Member


Risk Manager

1. Core Project Team 2. SME (As requested)


Client

1. Change Control Board


TBD

1. Project Sponsor 2. Core Project Team

Conf. call

35 | P a g e


Project Plan 2013 This section outlines the written communication plan for Oldie’s Global Initiative Project: Written Communication WRITTEN COMMUNICATION Requirements TYPE WHEN DELIVERY SENDER RECEIVER Progress Report Agenda Outline Meeting Minutes Executive Progress Reports Status Reports Schedule Updates Change Requests Report

9am day before weekly meeting During weekly meetings One day after meetings 5pm Thursday biweekly before senior meeting Weekly by 2pm on Thursday 3pm Wed. or more as needed Two days after a change approval meeting

Compiled in Word or Excel and distributed through email. Printed & handed out to everyone before meeting Compiled in word and distributed through email. Compiled in word and distributed in the body of an email and as an attachment. Hard copy compiled in Word or Excel along with an email Update Master Schedule and send notification email to team Compiled by PM with both hard and soft copies issued to project team.

Team Members Project Manager Risk Manager Project Manager Team Members Team Members Change Request Board

Meeting Attendees Meeting Attendees Meeting Attendees Customers and key stakeholders Project Manager Project Manager Customers and key stakeholders

36 | P a g e


Project Plan 2013

Change Management Plan Overview

The Change Management Plan was created for the Oldie’s Soda Shoppe, Inc. Global Initiative Project in order to set expectations on how the approach to changes will be managed and the overall change management process. All stakeholders will be expected to submit or request changes to the Oldie’s Soda Shoppe, Inc. Global Initiative Project in accordance with this Change Management Plan and all requests and submissions should follow the process in described in this plan. There is a variable of changes that may necessitate a requisition and consideration during the life of the Project. Upon approval of any proposed change, a modification to project documentation and communication plans will be required. This is to ensure all stakeholders are informed promptly of such changes and those changes are identified accordingly. Changes are defined as:

Definitions of Change

Schedule Changes: changes that will have a direct impact on the time frame and milestones of the initial project schedule. Any change to the project schedule may require schedule control via schedule compression, crashing, fast tracking, and/or adjustment to the baseline of the schedule. This is dependent upon the level of severity of any changes that take place. Budget Changes: changes that are a result of schedule changes which will impact the initial project budget from adding resources and/or work to the original project plan. Budget changes may require a requisition for supplementary funding or a discharge of funding that is no longer required. Scope Changes: necessary changes which impact the project’s scope as a result of unforeseen requirements not initially planned. Scope changes can potentially impact both the budget and schedule of the project and may require a revision to the WBS, project scope statement, and other project documentation.

Change Control Board

The approval authority for all proposed project change requests is the Change Control Board (CCB). The CCB is responsible for reviewing all change requests, determining the additional risk resulting from the changes, identify any impact to the scope, cost, and schedule, and to approve or deny all change requests.

37 | P a g e


Project Plan 2013 CCB Constituents

Roles and Responsibilities

Name

Position

CCB Role

Stephanie Zarko

Project Sponsor

CCB Chair

Robert Decraene

Project Manager

Member

James Rockwell


CCB Co-Chair

Mariamawit Wondimu

Director of Risk Management

Member

Jose Martinez

Legal Professional

Member

Project Sponsor:    

Approving authority for any budget/funding allocations Approving authority for changes to the schedule's baseline Approving authority for changes to the project scope CCB Chair person

Project Manager:      

Responsible for receiving and logging change requests from project stakeholders Responsible for each initial change analysis pertaining to risk, cost, schedule, and scope prior to CCB Responsible for clarifying any open issues or concerns by coordinating with the individual(s) requisitioning the change Responsible for revising or editing documentation for any approved changes as needed Approves – validates low impact requests CCB participant

Project Team/Stakeholders:   

Responsible for utilizing standard request forms for any change requests Responsible for providing detailed and accurate information when submitting change request forms Responsible for providing feedback pertaining to any potential impact on proposed changes

38 | P a g e


Project Plan 2013 Change Control Process

This change management process is the standard which will be used for this project. The Project Manager is ultimately responsible for implementing the following steps upon receipt of every change request. Identify a required change (Stakeholders) – A detailed change request form should be submitted to the project manager by the individual(s) who has/have identified a need for change. Requested change should be logged (Project Manager) – A log of all submitted requests will be kept by the project manager. Change analysis (Project Manager) – A preliminary evaluation of how the change will impact risk, cost, schedule, and scope of the project will be performed by the Project Manager. Submit change request to CCB (Project Manager) – Change requests and the accompanying preliminary analysis will be submitted to the CCB by the Project Manager for review. The project manager will submit the change request, as well as the preliminary analysis, to the CCB for review. Approve or disapprove change request (CCB) – Each proposed change will be discussed by the CCB which will result in the approval of disapproval by the CCB based on the information provided in the requisition Execute the change (Project Manager) – Upon the CCB's approval, all project documentation will be revised in accordance with the approved change(s) by the Project Manager

39 | P a g e


Project Plan 2013

Risk Management Plan Overview

The Risk Management Plan is a document that is prepared by the Project Manager to assess positive and negative risks for the project. Our team has used brainstorming and research on similar projects to compile this risk management plan. It includes our risk identification of both positive and negative risks for the project; a thorough risk matrix for the negative risks detailing consequences, impact, probability and responsibility; and a risk analysis documenting measures to prevent and mitigate those risks.

Risk Identification

Negative Risks for Oldie’s Global Initiative: 1. Regulatory Risks 2. Currency Risks 3. Social Risks 4. Political Risk 5. Technological Risk 6. Competition 7. Quality Assurance Risks 8. Contractor and supplier Risk 9. Crime 10. Force Majure Positive Risks for Oldie’s Global Initiative: 1. Engagement and accountability exhibited by the functional leaders from Oldie's Soda Shoppe, Inc. 2. Preparation exhibited from our core project team. 3. Sizable budget allocated to our project budget. 4. The team's ability to work collectively with one another. 5. The operational and functional expertise of Oldie's stakeholder team. 6. Global expansion, if successful, will work to support growth potential from an international marketplace standpoint. 7. Global expansion will allow for strategic alignment of international portfolio growth in other locales worldwide. 8. Knowledge transfer and cultural sensitivity will be a direct result of virtual teaming. 9. Expansion into an up-and-coming economy with positive projected growth potential. 10. Industry growth and existence of competition 11. The American brand that Oldie’s soda shoppe represents 40 | P a g e


Project Plan 2013 Risk Matrix (Negative Risks) Risk ID Description 001. Regulatory Unfamiliarity Risks with Brazil’s regulatory laws 002. Currency Fluctuations Risks within the exchange and inflation rate 003. Social Risks Language and cultural barrier

004. Competition 005. Political Risk

Type and size of competition Political Instability in chosen city

006. Technological The technological Risk progress in chosen city 007. Quality Gap in quality Assurance Risks standards 008. Contractor and Supplier Risk 009. Crime

010. Force Majeure

High Dependency on Contractors /suppliers Organized crime prevalent in Brazil Sao Paulo is a coastal city and there is risk of extreme weather conditions

Consequences Cause delay in starting the business

Impact M

Prob. M

Responsibility Legal and License Mgr.

Project going over budget

M

M

Director of Project Controls

Inability to form the needed partnerships to keep the business going

M

H

Project Manager

Decreased market share

H

H

Causes unfavorable working conditions and threatens the existence of the business in Sao Paulo Communication and business operations negatively affected Low quality product

H

M

Director of Marketing Project Manager

H

M

Director of IT Management

H

M

Delay in schedule Project over budget Project quality affected Based on its impact, crime can be devastating to the business Threatens the existence of the business in Sao Paulo

H

H

Project Manager, Store Manager Project Manager

H

M

Project Manager

H

L

Project Manager and Director of IT Management

41 | P a g e


Project Plan 2013 Risk Analysis

1.

Regulatory Risks: Unfamiliarity with the Regulatory Laws of Brazil. Consequences

Type

Impact

Schedule

Delay in project Schedule

M

Budget

No effect on budget

N/A

Quality

No effect on quality

N/A

Measures Develop local partnerships with banks that have the needed knowledge and expertise in Regulatory Laws of Brazil. 2.

Effect

Preventative

H

Currency Risk: Fluctuations in exchange and inflation rate Consequences

Type

Impact

Schedule

Delay in Project Schedule

L

Budget

Over Budget

H

Quality


Measures Put in place a contingency budget 3.

Type

N/A Type

Effect

Preventative

H

Social Risk: language and cultural barrier Consequences

Type

Impact

Schedule

May delay schedule

L

Budget

No effect on Budget

N/A

Quality

Communication is affected

M

42 | P a g e


Project Plan 2013 Measures Hire a translator Hire a local store manager and staff when store opens 4.

Effect H H

Competition: The type and size of direct and indirect competition in Sao Paulo, Brazil Consequences

Type

Impact

Schedule

No effect on project schedule

N/A

Budget

Project may be over budget

Quality


Measures Prepare a thorough Marketing strategy that addresses existing competition in Brazil 5.

Type Preventative Preventative

M N/A

Type Preventative

Effect H

Political Risk: Political instability in Brazil Consequences

Type

Impact

Schedule

Delay in project schedule

Budget

No effect on budget

N/A

Quality


N/A

Measures Assess Brazil’s political climate during Market Analysis before choosing the country for the Pilot Location Modified Probability Modified Consequence

H

Type

Effect

Preventative

H

From M to L Brazil is a politically stable country so political instability has a very remote probability of happening and thus has reduced impact on business

43 | P a g e


Project Plan 2013 6.

Technological Risk: The technological progress in Brazil Consequences

Type

Schedule

Delay in project schedule

Budget

No effect on budget

Quality

Project quality negatively affected

Measures Assess Brazil’s technological progress during Market Analysis before choosing the country for the Pilot Location Modified Probability Modified Consequence 7.

Impact H N/A

Type Preventative

M Effect H

From M to L Brazil is a technologically advanced country thus technology risk has reduced impact on business

Quality Assurance Risks: Gap in quality standards Consequences

Type

Impact

Schedule

Delay in schedule

L

Budget

Project over Budget

M

Quality

Quality of final product affected

H

Measures Administer quality performance tests before acquisition on all supplier sites to ensure products are per US quality standards Have back up supplier plans in case of quality assurance problems

Type

Effect

Preventative

H

Mitigation

H

44 | P a g e



Contractor and Supplier Risk: High dependency on Contractor Consequences

Type

Schedule

Delay in schedule

H

Budget

Project over budget

H

Quality

Project product’s quality affected

M

Measures Do a thorough research on the contractor/supplier before hiring Have back up contractors/ suppliers

9.

Impact

Type

Effect

Preventative

H

Preventative

H

Crime: Organized crime prevalent in Brazil Consequences

Type

Impact

Schedule

Delay in schedule

M

Budget

Project over budget

M

Quality


M

Measures Choose a pilot store location in safe part of city Install a security system to secure the store Hire a security team to guard the location

Type

Effect

Preventative Preventative Preventative

H H H

45 | P a g e



Force Majeure: Sao Paulo is a coastal city and there is risk of extreme weather Consequences

Type

Schedule

Delay in schedule

H

Budget

Project over budget

H

Quality


H

Measures Have proper insurance coverage Prepare a disaster and recovery plan

Risk Response Plan

ID 001 002 003 004 005 006 007

008 009

010

Impact

Type

Effect

Mitigation

H

Preventative

H

Measure  Develop local partnerships with banks that have the needed knowledge and expertise in Regulatory Laws of Brazil.  Put in place a contingency budget  Hire a translator  Hire a local store manager and staff when store opens  Prepare a thorough Marketing strategy that addresses existing competition in Brazil  Assess Brazil’s political climate during Market Analysis before choosing the country for the Pilot Location  Assess Brazil’s technological progress during Market Analysis before choosing the country for the Pilot Location  Administer quality performance tests before acquisition on all supplier sites to ensure products are to US quality.  Have back up supplier plans in case of qual. ass. problems  Do thorough research on contractor/supplier before hiring  Have back up contractors/ suppliers  Choose a pilot store location in a safe part of the city  Install a security system to secure the store  Hire a security team to guard the location  Have proper insurance coverage  Prepare a disaster and recovery plan

Responsibility Legal and License Mgr. Dir. Proj. Con. Project Manager Director of Marketing Project Manager Director of IT Management Proj. Manager & Store Mgr. Project Manager Project Manager Proj. Manager & Dir. of IT Management

46 | P a g e


The pr intern expan of an i worldw Oldie’ intern

Project Plan 2013

Summary & Recommendation Summary & Counsel

The Strategic Globalization Initiative Project seeks to introduce and elevate the Oldie’s brand across international markets; creating elevated opportunities for the company and its business needs. The resource requirement and resource accountability matrix sections of this project plan contain all of the crucial personnel, hardware, software, and equipment resources that will permit the project’s successful delivery. The core team’s scheduling (WBS) recommendations are very detailed with multiple levels of milestones and tasks; this also includes specific dates, dependency relationships, durations, and resource assignments. This extensive breakdown of work packages will allow the team to track, gauge, and alter the schedule accordingly when sufficient change approvals are obtained. Furthermore, the associated budget is realistic and maintains reasonable and justifiable costs correlated to the implementation of the project, as well as six months of operational expenses. The project schedule, budget, and risk management plans will not triumph without sound communication and change management plans to simplify and aid collaboration. The team has outlined a communication plan that facilitates the frequency, delivery, format, recipient(s), and ownership of all project communications, so as to hold stakeholders accountable to one another. This includes communication procedures for both written and verbal deliveries, such as email, face to face, and phone/web conferencing mediums. Likewise, the change management plan will ensure that correct procedures and suitable parties are involved while implementing critical alterations to the project plan. The change request board will be piloted by the Stephanie Zarko to safeguard the best interest of the organization above all else. To conclude the plan, we have composed a comprehensive risk management plan that identifies, analyzes, and responds to risk scenarios that are most likely to occur. Everyone on the team is committed to the successful delivery of Oldie’s Globalization Initiative Project; therefore risks must be frequently analyzed to determine impact or likeliness changes during all project implementation phases. In order to decrease the severity of risk occurrences and catastrophic events, the risk management plan will be built into the project phases and work packages. The establishment of a capable and comprehensive project plan will ensure that our team delivers on quality and success criterion, all whilst exceeding client expectations and performance targets. Achievements of this magnitude will require the support and facility of organizational leaders within company and a well-structured schedule that encompass suitable resource and budget allocations. With this foundational premise in mind, we will recommend a matrix organizational breakdown structure (OBS). This will allow the project to capitalize on both the subject matter expertise of 47 | P a g e


Project Plan 2013 Oldie’s functional staff members and the extensive capabilities of our core project team. The project team will also employ a local Contract Lead, by means of a FirmFixed Price (FFP) contract, whom maintains locality to the store site.

Approvals Type Name Project Manager Approval:

Signature Robert Decraene, MPM, PMP

Date 3/17/2013

Customer/Sponsor Approval:

Stephanie Zarko, MBA

3/17/2013

Signed off by: Robert Decraene, MPM, PMP Hediberto Roman, MPM, PMP Courtney Sheehan, MPM, PMP Mariamawit Wondimu, MPM, PMP

48 | P a g e


Project Plan 2013

Appendix A CHANGE REQUEST FORM 1. Identification Project Name: Control No. (from CR Log): Requestor: Date Submitted: Brief Description:

Priority: (check one)

High [ ]

Medium [ ]

Low [ ]

Reason for Change:

Project Impact: (check all that apply)

Scope [ ]

Budget [ ]

Schedule [ ]

Quality [ ]

2. Detailed Impact Analysis Impact on Cost : Impact on Schedule: Impact on Resources: Impact on Quality: Risks involved with change: Risks involved without change: Final Review Results: Review Date: (MM/DD/YYYY) Priority: (check one)

High [ ]

Medium [ ]

Low [ ]

3. Change Approvals 49 | P a g e


Project Plan 2013 Decision: (check one) [ ] Approved [ ] Approved w/Conditions [ ] Rejected [ ] More Information Required Date: (MM/DD/YYYY)

Comments:

Conditions: (if applicable)

50 | P a g e


Project Plan 2013 CHANGE REQUEST LOG Project Name: Status* Description:

Description of Change

Priority*

Change Owner

Expected Resolution Date

Project Manager: ID

*Status (New, In Review, Work in Progress, Testing, Rejected, Closed) *Priority (Low, Medium, High) Status Description

Status

New

Description

Received but not approved or assigned

Request is being Reviewed by Change Control Board Change Request approved & assigned, and is being implemented Change Request has been completed and is now being tested

51 | P a g e


Project Plan 2013

In Review

Change Request has been reviewed, but not approved for Implementation

Work in Progress

Change Request work is complete, has passed all testing and can now be designated as Closed. Testing

Rejected Closed

Priority Description

Priority

Description CR has > 25% impact on Schedule, Cost, Scope or Quality CR has 10% 25% impact on Schedule, Cost, Scope or Quality CR has < 10% impact on Schedule, Cost, Scope or Quality

High

Medium

Low

52 | P a g e


Project Plan 2013

Appendix B MONTHLY TEAM FEEDBACK FORM Please answer the following questions What are the team’s current objectives? How do you feel about the direction of the project?     Outstanding Good Adequate Needs improvement What kind of job are we doing as we move toward our project goals?     Outstanding Good Adequate Needs improvement How do you rank team participation?     Outstanding Good Adequate Needs improvement How is our project processes working?     Outstanding Good Adequate Needs improvement How would you rank the decision making process?    Outstanding Good Adequate

 Needs improvement

How do you rank team member appreciation and respect?     Outstanding Good Adequate Needs improvement

 Poor

 N/A

 Poor

 N/A

 Poor

 N/A

 Poor

 N/A

 Poor

 N/A

 Poor

 N/A

What kind of job are we doing as it relates to adhering to meeting guidelines?      Outstanding Good Adequate Needs Poor improvement What is the best thing about our team? What is the biggest challenge for our team? Additional Feedback Please list any areas in which our team could be improved:

 N/A

Personal Information Providing the following information is optional. First Name: Last Name: Address: City: State: ZIP Code: Telephone: Gender: Age: Would you like someone to contact you regarding your responses on this survey?   Yes No Thank you for taking the time to fill out our survey. We rely on your feedback to help us improve our services. 53 | P a g e


Project Plan 2013 MEETING AGENDA OUTLINE

54 | P a g e


Project Plan 2013 PROJECT STATUS REPORT OUTLINE

SCHEDULE UPDATES EXAMPLE

55 | P a g e


Project Plan 2013 EXECUTIVE MEETING AGENDA

56 | P a g e


Project Plan- Oldie's Global Initiative Project

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