Acme

Acme Home Improvement de Mexico, SA de CV Project Plan Team Four: RANTO Consultants AMBA 640, Section 9042 Professor Williams October 25, 2009 Team RANTO Acme Project Plan This page is intentionally blank. Team RANTO Acme Project Plan Section I II III IV V VI VII VIII IX Appendix A Appendix B Appendix C Table of Contents Executive Summary Introduction Work Breakdown Structure Dependencies Report Budget Analysis Lesson Learned Report Project Dashboard Report Summary References Cost Estimation Notes Project Charter Project Organizational Chart Page 1 4 5 7 10 11 13 16 18 22 24 25 Team RANTO Acme Project Plan This page is intentionally blank. Team RANTO Acme Project Plan I. Executive Summary Acme Home Improvement has decided it is critical to enter into the international markets in an effort to seek greater profits and create a buffer against the downturns in the US market. Acme Home Improvements, Inc. has established a joint venture with local interests to establish “Acme de Mexico, SA de CV. RANTO Consultants has been tapped to develop a strategic plan to facilitate the opening of the site within a 12 month period. Acme de Mexico purchased a site to build and open a new store in Mexico City. The store will consist of 100,000 square feet of interior space, a two-story garage adjacent to the store and 10,000 square feet of exterior space for garden products. The goal is to complete 8 major activities within budget and on time. RANTO will also produce a site grand opening. The successful execution of the Mexico City project will provide the incentive for Acme expansion in Canada. The project scope will include the following major activities: identifying required procedures for obtaining licenses and permits, ensuring efficient resources for site preparation and development, and verifying all project tasks are achievable. Additional tasks include documenting all business processes, adhering to best practices for international trade, as well as developing project metrics particular to the Mexico project. This information will be stored on the company’s Intranet, in an encrypted file for utilization in the future. RANTO’s plan summarizes staff roles and responsibilities, budget, and timeline for execution. In addition this plan identifies anticipated milestones, dependencies and a method for tracking feedback from stakeholders. RANTO will conduct meetings with 1 Team RANTO Acme Project Plan our local partners and Subject Matter Experts (SMEs) throughout the project to ensure that our efforts are conducted in accord with Mexican business culture. The executive staff of Acme Home Improvements Inc. has provided their best resources to assist in this effort. 2 Team RANTO Acme Project Plan This page is intentionally blank. 3 Team RANTO Acme Project Plan II. Introduction Acme Home Improvements Inc. was founded in 1982 in Raleigh, North Carolina and by 2007 the company had increased to 125 stores along the east coast. Acme is interested in seeking greater profits by globalizing its operations. Their goal is to open a location in Canada and Mexico. Acme has initiated a joint venture with local interests to form Acme Home Improvements de Mexico, SA de CV. Acme Home Improvements de Mexico has commissioned RANTO Consultants to facilitate the construction and opening of the Mexico City Store. RANTO Consultants will provide quality project management and time delivery of resources and services within the scope of the project budget. Our goal is to manage the construction of a 100,000 square foot indoor space, a 10,000 square foot garden outdoor space, in addition to a two-story parking garage. Acme Home Improvements de Mexico has requested the project to be completed in 12 months. RANTO team members understand the importance of the nine project management knowledge areas and intend to integrate them into practice with their project management plan for Acme Mexico City. Acme Home Improvement de Mexico plans to leverage the success of this project to enter the Canadian market. RANTO team consists of Consultant; Consultant, and , Project Manager, , Finance/Budget Consultant, , Human Resources Consultant. , Communications , Construction Prior research was conducted to determine licensing and permits regulations, reputable local human resource, marketing, and construction agencies. The license and permits were granted from the Mexican government and the marketing, HR and construction contracts have been awarded. RANTO will make every effort to utilize 4 Team RANTO Acme Project Plan environmentally friendly building supplies when economically feasible. Using green practices is a good will gesture to the community in addition to being good for the company and the environment. The hiring and training will be managed by the HR contractor and will consist of two phases. The first phase requires hiring qualified local talent during construction. The second phase requires hiring and training locals to work to staff the store. The positions for the store would be a store manager, assistant store manager, bookkeeper , an information systems manager and an assistant, a manager for each of the five major product groups, visible customer service employees, cashiers, receiving/stocking employees and maintenance and janitorial employees. Our goal is to ensure the store employs a multi-cultural staff. Our marketing agency will manage the grand opening event which will promote community goodwill, and generate sales. III. Work Breakdown Structure (WBS) and Gantt Chart A view of the work breakdown structure for the Acme Construction project is shown below, and an electronic copy in Microsoft Project format has been created and provided for review. The WBS file includes a Gantt Chart. The tasks necessary to complete the project are shown in a graphical format with levels of tasks grouped together and indented when they are dependent on the task a level above. The Gantt chart shows project schedule information and milestones, allowing the project team to analyze the critical paths to avoid project schedule overruns. 1.0 Initiating 1.1 Develop team plan 1.2 Develop project charter 1.3 Charter approval 1.4 Hold project kick off meeting 1.5 Develop preliminary scope plan 1.6 Research reputable Human Resource agencies 1.7 Research reputable construction contractors 1.8 Research reputable marketing agencies ` 5 Team RANTO Acme Project Plan 2.0 3.0 4.0 5.0 1.9 Send out RFPs 1.91 Review bids 1.92 Award contracts Planning 2.1 Project integration management 2.1.1 Brainstorming session with SMEs 2.1.2 Create team contract 2.1.3 Obtain required licenses & permits 2.2 Project scope management 2.2.1 Develop scope management 2.2.2 Create WBS & WBS dictionary 2.3 Project Cost Management 2.3.1 Develop budget 2.4 Project Quality Management 2.4.1 Develop metrics 2.5 Project human resource management 2.5.2 Develop staffing plan 2.6 Project communication management 2.6.1 Develop plan for communications 2.7 Project risk management 2.8 Project procurement management 2.9 Develop purchase and acquisition plan Executing 3.1 Construction of building 3.1.1 Exterior 3.1.1.1 Lay foundation 3.1.1.2 Paving 3.1.1.3Landscape 3.1.2 Interior 3.1.2.1 Build frame, walls, floors" 3.1.2.2 Install roof 3.1.2.3 Install electric 3.1.2.4 Install plumbing 3.1.2.5 Finish interior & stock inventory 3.2 Build garage 3.3 Buffer 3.4 Hire train employees 3.5 Stakeholders Communication 3.5.1 Community Phase 3.5.1.1Communicate project status, grand opening 3.5.1.2Community mailing, coupon mailers, local newspaper 3.5.1.3 Solicit local news coverage 3.5.2.4 Internet: Facebook/goggle Ads, email ads" 3.4.2 Internal Staffing Phase 3.4.2.1 Corporate Intranet 3.4.2.2 Meetings 3.4.2.3 Emails/Posters 3.6 Conduct grand opening Monitoring and Controlling Closing 6 Team RANTO Acme Project Plan IV. Dependencies Report Work Packages The Acme Project Management Plan consists of 12 major tasks which are consistently broken down into work packages. By definition, work packages are tasks at the lowest level of the work breakdown structure or WBS (Schwalbe, 2004). The Acme project started with a project initiating process which consisted of developing the team plan, the project charter and the scope. Once these actions were completed a kick off team meeting was held to ensure that all necessary data and documentation would be ready for the project’s successful start. Planning is another activity that is divided into several work packages dependent on an initiating phase. The project management plan can not be created prior to compiling a project charter that lists all members’ roles and responsibilities. Brainstorming sessions started while those two sections were in progress and will continue to be a part of our project integration management. The project scope management plan will determine when consistent activity should be started and will be supported by a detailed WBS. Determining a financial approach and allocating a budget will allow the team to establish a human resources management plan according to project funds. Prior the start of the construction phase, the longest activity of the project, the financial approach and budget should be reviewed and updated. Determining project quality management metrics and a reports system, defining a communications plan and developing a change request form falls under the project risk activity. It’s important to mention that all documents created under work packages are “alive” and must be updated as the project 7 Team RANTO Acme Project Plan progresses. However it is important to determine a baseline for all of the documents in order to create common project standards. Executing is one of the most complicated phases of the entire project and has a lot of components dependent one on another. Prior to starting this activity, responsible team members should complete one more phase – obtaining all needed permits and licenses for the project. Many aspects of the Acme store construction will greatly depend on successful completion of this phase. Finally, when the important milestone of start of construction is reached, the exterior phase of the project can be executed. This phase includes laying of the foundation, paving and landscaping. Once these three tasks are completed the interior phase should be started. The dependency here is the ‘Finish to Start’ type (Schwalbe, 2004), which necessitates that the construction of the walls, floors etc, will not take off before the completion of the foundation. Next is the installation of the electrical and plumbing fixtures. Building construction is completed once interior is finished, and the stocking of inventory is done. Among work packages at this point are floor planning for product location and shelf arrangement. The last part of the interior is the stocking of the shelves with products. Building the parking garage is mostly dependent on completing the important licenses and permits stage as it is a “Finish to Start” dependency. Also the main building construction will involve installation of the garage foundation and the framing of its walls, which have to be painted. The final phase of this activity is marking parking spots on the garage floor. While these activities are preceding, the marketing and promotion planning is performed. Opening day should be scheduled as the store becomes ready for going public. Marketing analysis is held to determine Acme's strengths and opportunities in 8 Team RANTO Acme Project Plan the market. Development of a product, pricing, and promotion plan is happening within this phase. Finally preparation of the merchandising, advertising, and grand opening promotion plan takes place. Dependencies Work on the site is dependent upon several things and based on several assumptions. The first is that we already have the required permits to begin construction and open for business. Another assumption is that our team is familiar with local governmental processes. These are very important aspects as we can’t start our project without having them. Also our 12 month timeline doesn’t allow us to spend much time on research activities in this area. Once these two criteria are in place, actual construction can start. The dependencies are such that a normal progression of events must occur for the completion of the structure. Each event is a unique task; however, many are highly dependent on other activities. Some tasks, like laying the foundation, have finish-to-start relationships with their predecessors. The foundation cannot be done until the site is cleared and prepared. Some tasks must finish along with other activities, while others must finish before another can start. For instance construction of the walls and floors is dependent on the foundation being established first. Building the roof is another finish to start dependency. The walls must be finished before a roof can be constructed. Therefore any delay in completing the walls will push back the start of constructing the roof and other tasks dependent on it. Interior activities 9 Team RANTO Acme Project Plan dependencies are similar. Likewise, the walls have to be constructed before wires and plumbing can be run throughout the building. Installing the electrical fixtures, however, is dependent on three predecessors being completed first. Walls must be dry-walled and floors should be laid prior to this. Finishing the interior is another example of finish to start dependencies. Painting can be performed only after this phase is completed and is a necessary precedent to installing the shelves and display units. Stocking the inventory cannot begin until the interior is finished. Therefore it is another finish to start dependency. It is also an external dependency because we do not control the timeline; it is established by the suppliers. Hiring and training employees is both a discretionary and external dependency. It is dependent upon the retail and construction job market in Mexico City. As a discretionary dependency, we can begin hiring and training when we think it is time. While it is optimal to train most of the floor employees in a stocked facility we still could train the core of the store's management heads at one of our American stores. It would be desirable for these new managers to see how a fully functional store runs and meet with US counterparts to gain lessons learned. We are actively recruiting team members who are bilingual in Spanish and English, and live in the Mexico City area to ease in transition and facilitate retail transactions with customers. IV. Budget Analysis A quarterly costing summary for the Acme project is shown below. Further notes regarding the figures in the costing summary may be found in Appendix A. 10 Team RANTO Acme Project Plan Although the land for the site has already been purchased, it was included as a total project cost. The construction and inventory figures given are based on researched costs of similar stores in Mexico City, and stocked goods of hardware stores in the United States. We have taken into account the cost of licensing, all phases of construction, four months of wages and operations (to include the initial marketing and grand opening event), and stocking the store. SUMMARY COSTING for ACME MEXICO CITY 100000 sq ft (9468 m2) box store Prices as of 9/2009 CONSTRUCTION TOTAL COST PARKING LAND INVENTORY PERMITS ARCHIRECTS FEE INTERIOR 4 MONTHS WAGES 4 MONTHS OPERATIONS AMERICAN MANAGEMENT TEAM INSURANCE INTEREST INFLATIONS CONTINGENCIES TOTAL USD 17,428,088 1,840,736 4,109,112 5,000,000 100,000 3,311,337 1,800,000 958,333 250,000 500,000 485,376 637,725 637,725 1,830,061 38,888,494 VI. Lessons Learned Report The best practices gained from prior Acme site construction projects that will be applied to our project in Mexico are as follows: store fixture layout, construction process, equipment installation, store setup, and store opening. 11 Team RANTO Acme Project Plan Acme store fixture layout is an integral part of the design of all our stores. The fixture layout creates the atmosphere of the store and showcases product displays, which makes the merchandise more appealing to the customer. “Creating an attractive product display can draw the customer in, promote a slowmoving item, announce a sale, or welcome a season” (Waters, 2009, p. 1). We use lighting to accent our featured merchandise in all of our stores. Lighting is essential in an Acme store because it brings attention to our featured products. The construction process is the most important phase for all Acme stores. It requires an effective program manager that will ensure all areas of the construction project are complete. A well-defined plan should be utilized for accountability to guide the work and budget of the project. Schwalbe (2006) states “the project management plan briefly describes the overall scope, time and cost baselines for the project” (p. 95). The foundation of an Acme store once the interior has been completed is equipment installation. The use of a delivery schedule will track all deliveries and coordinate the equipment arrival and the installation of the inventory. Litwak (2001) believes that equipment installation should “have well defined installation specifications and guidelines” (p.1). All Acme stores require store set before inventory arrives. Store setup is the preparation of all the store fixtures, equipment and all other items that are needed before the products are stocked. According to Litwalk (2001), “a store should be 99 percent complete before any product is brought in” (p. 2). Litwalk 12 Team RANTO Acme Project Plan also suggest that “it should take two to three weeks to do the total store set” (p.2). The store setup adds a professional touch to Acme stores. Store opening is a vital aspect for Acme Home improvement. Before the store officially opens the staff should be trained in every aspect of store operations. “Conduct a post-opening audit of the store with the owner or senior operations management within 30 days after opening. (So you can see if any changes are needed at that store or on the next project)” (Litwalk, 2001, p. 3). The Acme home improvements compiled a best practices list to use when constructing a new store. The list consists of the following best practices: store fixture layout, construction process, equipment installation, store set, and store opening. The knowledge gained from constructing over 125 stores has streamlined the construction process and is the key to a successful construction project. VII. Project Dashboard Report A project management dashboard should be created for the ACME construction project to track all key construction indicators, including but not limited to task completion, cost expenditures, and scheduling. The project dashboard should be transparent to all levels of site management and updated by the project management group to reflect current data. A simple excel dashboard will be developed to track key indicators in order to meet project goals and keep costs on target. Dashboards are tools used by management to track important objectives, tasks, and indicators in order to get results. Dashboards show viewers a quick 13 Team RANTO Acme Project Plan visual representation of information related to a specific process. They can be used to disseminate information quickly between various layers of an organization, between dependent work groups, and between employees. Dashboards can save businesses time and money by streamlining sharing of information and focusing on problem areas in order to reach a goal. “…at the University of Miami, the process performance projects associated with a dashboard saved sixteen million dollars in a five year time frame, as well as creating an organization that focuses attention on its mission statement.” (Gitlow, Howard, 2005, p.357). Dashboards are designed to display key indicators specific to a particular company based on that company’s metrics. Metrics used should “…measure results in terms of defining action and improvement, rather than merely monitoring performance.” (Kawamoto, T., and Mathers, B., 2007, p.21). It is important that top level management support the development and maintenance of a dashboard so that it doesn’t become irrelevant. Dashboards can be simple -- updated by management using templates, or complex systems constructed and maintained by a team consisting “…of end users, business analysts, the database team, the IT team, [and] the project manager.” (Chiang, Alexander, 2009, p. 60). Security levels, real-time updates, and data storage issues are items to be considered when designing a company database. Many companies with successful dashboards started with a simple excel spreadsheet to track pertinent information. 14 Team RANTO Acme Project Plan (source: Dashboards By Example, a.) Figure 1. Example of a Complex Dashboard for a Construction Project. It shows action items with icons indicating status or type; team messages; weather; a web cam of the project; a site photo; and selected project reports. (source: Dashboards By Example, b.) Figure 2. Example of a Simple Dashboard created in Excel. This view shows a series of metrics for online marketers both historically and projected over time, and provides additional tabs of dashboard information. 15 Team RANTO Acme Project Plan Use of a project dashboard for management of the ACME Construction project is vital. It will allow for tracking of expenditures, percentage of task completion, and day to day operational focus priorities. A dashboard tool will allow ease of information dissemination between site managers, the home office and all layers of the organization. Scheduling issues will be less likely to create costly delays because they can be identified and acted on early by all involved in the project. VIII. Summary The Acme Mexico City Project Plan presented by RANTO Consultants details our strategy to guide Acme Home Improvements in their goal to enter the international market. The company will leverage the success of the Mexico project to enter the market in Canada. Within 1 year and a $38.3 million dollar budget, RANTO is expected to manage the construction of the building and garage, develop and market a communications plan, and facilitate the hiring and training of staff. Our plan includes an overview of the organization of the project, technical processes, work breakdown structure, analysis of dependencies and critical milestones, Gantt chart and projected budget. We have also included a Project Charter, and a Team agreement and work plan. Our thorough research explored Mexico’s working conditions as it relates to personal safety; corruption; and business customs. We believe our due diligence, partnership with the local interest and our strategic approach detailed in the work plan will ensure Acme Home Improvements successful entry into the international market within the designated time frame and budget. 16 Team RANTO Acme Project Plan This page is intentionally blank. 17 Team RANTO Acme Project Plan References Ace Hardware Corporation (2009). Ace hardware franchise information. Retrieved October 19, 2009. http://www.franchisedirect.com/retailfranchises/ace-hardware-corporation06448/ufoc/ Banco de Mexico (2009). Percentage changes in the National Consumer Price Index. Retrieved October 19, 2009. http://www.banxico.org.mx/sitioingles/polmoneinflacion/estadisticas/cpi/cpi.htm Chiang, A. (2009). Creating dashboards: the players and collaboration you need for a successful project. Business Intelligence Journal, 14(1), 59-63. Retrieved October 19, 2009. http://search.ebscohost.com.ezproxy.umuc.edu Dashboards By Example, n.a, (n.d.) a. Construction Project Management Dashboard – tracking job site conditions, activities, team messages screenshot. Retrieved October 20, 2009 from http://www.enterprisedashboard.com/2006/08/01/construction-project-management-dashboardtracking-job-site-conditions-activities-team-messages Dashboards By Example, n.a, (n.d.) b. Marketing Experiments Team. Excel Dashboard With Essential Metrics for Online Marketers screenshot. Improving Website Conversion: Essential Metrics for Online Marketers, Jacksonville Beach, FL. Retrieved October 20, 2009 from http://www.enterprisedashboard.com/2007/11/02/excel-dashboard-with-essential-metrics-for-onlinemarketers/ 18 Team RANTO Acme Project Plan Doing business (2009a). Dealing with construction permits in Mexico. Retrieved October 19, 2009. http://www.doingbusiness.org/ExploreTopics/DealingLicenses/Details.aspx'economyi d=127 Doing business (2009b). Explore economies: Mexico Retrieved October 22, 2009 http://www.doingbusiness.org/exploreeconomies/'economyid=127 Franklin and Andrews (2000). Spon's Latin America construction costs handbook. Retrieved October 19, 2009. Google Books. http://books.google.com/books'id=L5KSERj5qYsC&pg=PA5&dq=Spon%27s+Lat in+America+handbook#v=onepage&q=&f=false Gitlow, H. (2005). Organizational Dashboards: Steering an Organization Towards its Mission. Quality Engineering, 17(3), 345-357. http://search.ebscohost.com.ezproxy.umuc.edu, doi:10.1081/QEN-200059847 Global Intergity (2006). Mexico. Retrieved October 22, 2009. http://www.globalintegrity.org/reports/2006/mexico/index.cfm'gclid=CPrM1prd05 0CFVRM5Qod1AKVyA Goliath (2009). Creating a corporate shield; Companies in Mexico are investing more to protect their main asset: the executive talent Retrieved October 22, 2009. http://goliath.ecnext.com/coms2/gi_0199-5236257/Creating-a-corporate-shieldCompanies.html Kawamoto, T., & Mathers, B. (2007). Key Success Factors for a Performance Dashboard. DM Review, 17(7), 20-21. http://search.ebscohost.com.ezproxy.umuc.edu 19 Team RANTO Acme Project Plan Litwalk, D., 2001. Store Equipment and Design. Retrieved on October 23, 2009, from http://findarticles.com/p/articles/mi_m0BPE/is_1_10/ai_70709648 Public Broadcasting System (2009). Wide angle, corruption chart: how big is Mexico’s problem' Retrieved October 23. http://www.pbs.org/wnet/wideangle/shows/mexico/chart.html Schwalbe, K. (2009). An introduction to project management (2nd ed.). Boston: Course Technology. US Department of Commerce (2009) Doing business in Mexico. Retrieved October 23, 2009. http://www.buyusa.gov/mexico/en/doing_business.html Viva Real (2009). Commercial real estate listings, Manuel M. Flores, Ciudad de Mexico, Mexico. Retrieved on October 19, 2009. http://www.vivareal.net/industrial13905813/ Waters, S., 2009. Creating attractive displays. Retrieved on October 23, 2009, from http://retail.about.com/od/storedesign/a/create_display.htm 20 Team RANTO Acme Project Plan This page is intentionally blank. 21 Team RANTO Acme Project Plan Appendix A: Cost Estimate Notes APPENDIX Construction cost calculation 100000 ft2 = 9468 m2 1999 Cost Mexico m2 Shopping Center m2 Department Store Average Increase by 15% for Mexico City Inflation CPI 9/1999 to 9/2009 Estimated m2 Mexico City 2009 USD 821 1,131 976 1,122 2 1,841 17,428,088 Parking garage 1000 m2 @ $1840 m2 (Simplifying assumption: use cost above) 1,840,736 Land, Flores District, Mexico City Industrial zoned Land cost Built up area x 2 for access roads, plant, warehouse, garden area Inventory US hardware store inventory cost $400/m2 Reduce by 25% for cheaper items (less purchasing power) Six inventory turns/year Permits including expedition of paperwork Architect's fees, full-service, at 19% Fixtures, lighting, signage, telecommunication, computers, software @$18/sft 4 months wages 200 employees at $2/hour = $4000/year 75 employees at $5/hour = $10,000/year 25 employees at $15/hour = $30,000 year Divide by 3 217 2,054,556 4,109,112 5,000,000 400 300 50 100,000 3,311,337 1,800,000 958,333 800,000 750,000 750,000 2,300,000 766,667 22 Team RANTO Acme Project Plan Multiply by 1.25 benefits 4 months operations (water, power, telecom, supplies, garbage disposal etc) American management team (plus expenses) 1 manager, 2 asst mgr, 1 exec asst Insurance at 2% for items A1, A2, A4 Interest on capital expenditure 7% year, effective 3.5% Items A1-A3 Inflation: Assume 4%, 2% effective, Items A1-A4, A7-A10 Contingencies @ 5% on entire project cost (exclude inflation) 958,333 250,000 500,000 485,376 818,228 637,725 1,830,061 23 Team RANTO Acme Project Plan Appendix B: Project Charter RANTO CONSULTANTS Project Charter October 18, 2009 Project Title: Acme Home Improvements de Mexico Store Construction & Opening Project Project Start Date: January 1, 2010 Projected Finish Date: January 1, 2011 Budget Information: We estimate a budget of 15 million. The majority of the budget will be allocated to construction of building (interior/exterior), parking garage, architectural fees, security system, labor, communications, plumbing, electrical and sprinkler systems. Project Manager: Project Objectives: Develop new ACME store on already purchased land in Mexico which includes a store consisting of 100,000 square footage of interior space, a two-story parking garage adjacent to the store and 10,000 square footage of exterior space for garden products. Complete 8 major activities on time and within budget. Execute site opening and leverage success to expand to Canada. Approach: Construct a team consisting of SMEs for each of 5 major product groups , joint venture teamACME de Mexico and ACME Home Improvements – US Develop timeline for building construction, parking garage, landscaping, and stock inventory Research “green” building supplies Obtain necessary licenses and permits Obtain proper inspections Create marketing and advertising plan Develop a plan to address staffing needs - hiring and training employees Develop metrics to measure performance Roles and Responsibilities: Names & Signature Role Position Contact Information Communications Team Member Consultant Team Member Finance/Budget Consultant Team Member Construction Consultant Team Member Project Manager Team Member Human Resource Consultant Comments: ACME must begin working with the Mexican government to obtain proper permits and licenses before the construction phase of the project begins. Use of green construction standards and materials when possible. Hiring and training employees early in the course of this project will ensure a seamless Grand Opening event, and foster good will in the community— important in this competitive market. 24 Team RANTO Acme Project Plan Appendix A: Project Organization Chart The layout of this organizational chart demonstrates the communication authority for the organization of the Mexico Project. The team members report to the Project Managers. The construction contractors report to the RANTO Consultants as well as the Acme de Mexico project manager. Each member of the team provides unique skills sets to the project. 25 ID 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 Task Name 1 Initiating 1.1 Develop team plan 1.2 Develop project charter 1.3 Charter approval 1.4 Hold project kick off meeting 1.5 Develop preliminary scope plan 1.6 Research reputable Human Resource agencies 1.7 Research reputable construction contractors 1.8 Research reputable marketing agencies 1.9 Send out RFPs 1.9.1 Review bids 1.9.2 Award contracts 2 Planning 2.1 Project integration management 2.1.1 Brainstorming session with SMEs 2.1.2 Create team contract 2.1.3 Obtain required licenses & permits 2.2 Project scope management 2.2.1 Develop scope management 2.2.2 Create WBS 2.3 Project Cost Management 2.3.1 Develop budget 2.4 Project Quality Management 2.4.1 Develop metrics 2.5 Project human resource management 2.5.1 Develop staffing plan 2.6 Project communication management 2.6.1 Develop plan for communications 2.7 Project risk management 2.8 Project procurement management 2.9 Develop purchase and acquisition plan 3 Executing 3.1 Construction of building 3.1.1 Exterior 3.1.1.1 Lay foundation 3.1.1.2 Paving Task Critical Task Duration 37.25 days 1 day 3 days 1 day 1 day 3 days 7 days 7 days 7 days 5 days 5 days 0 days 116.08 days 60.75 days 4 days 7 days 30 days 15.58 days 7 days 10 days 10 days 10 days 7 days 7 days 7 days 7 days 5 days 5 days 7 days 10 days 5 days 628.33 days 201 days 75 days 40 days 20 days Start Finish Predecessors Resource Names W T F S Oct 4, '09 S M Sun 10/11/09 Tue 11/24/09 Sun 10/11/09 Mon 10/12/09 Tue 10/13/09 Fri 10/16/09 2 Sat 10/17/09 Sun 10/18/09 3 Mon 10/19/09 Tue 10/20/09 4 Wed 10/21/09 Sat 10/24/09 5 Sat 10/24/09 Mon 11/2/09 6 Mon 11/2/09 Tue 11/10/09 7 Tue 11/10/09 Wed 11/18/09 8 Wed 11/18/09 Tue 11/24/09 9 Wed 11/18/09 Tue 11/24/09 Tue 11/24/09 Tue 11/24/09 11 Thu 10/1/09 Thu 2/18/10 Thu 10/1/09 Sat 12/12/09 Mon 11/30/09 Fri 12/4/09 12 Fri 12/4/09 Sat 12/12/09 15 Thu 10/1/09 Sun 11/8/09 5 Mon 11/30/09 Fri 12/18/09 Thu 12/10/09 Fri 12/18/09 Mon 11/30/09 Fri 12/11/09 12 Fri 12/18/09 Wed 12/30/09 Fri 12/18/09 Wed 12/30/09 Wed 12/30/09 Fri 1/8/10 21 Wed 12/30/09 Fri 1/8/10 Fri 1/8/10 Sat 1/16/10 23 Fri 1/8/10 Sat 1/16/10 22 Sat 1/16/10 Fri 1/22/10 25 Sat 1/16/10 Fri 1/22/10 Fri 1/22/10 Sun 1/31/10 27 Sun 1/31/10 Thu 2/11/10 29 Fri 2/12/10 Thu 2/18/10 30 Sun 10/11/09 Thu 11/10/11 Sat 1/16/10 Wed 9/15/10 26 Sat 1/16/10 Fri 4/16/10 Sat 1/16/10 Fri 3/5/10 Fri 3/5/10 Mon 3/29/10 35 RANTO RANTO RANTO RANTO RANTO RANTO RANTO RANTO RANTO RANTO,ACME De Me RANTO ACME De Mexico,RAN RANTO ACME De Mexico ACME De Mexico,RAN RANTO ACME De Mexico,RAN RANTO RANTO,HR RANTO ACME De Mexico,RAN ACME De Mexico,RAN ACME De Mexico,RAN Construction Construction Construction External Tasks Project Summary Group By Summary Deadline Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 1 Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary ID 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 Task Name Duration Start Mon 3/29/10 Fri 4/16/10 Fri 4/16/10 Mon 7/5/10 Sun 7/18/10 Sun 7/18/10 Wed 8/11/10 Sat 1/16/10 Thu 9/16/10 Mon 9/19/11 Sun 10/11/09 Sun 10/11/09 Thu 7/29/10 Sun 10/11/09 Mon 8/2/10 Sat 8/7/10 Mon 3/1/10 Mon 3/1/10 Wed 10/5/11 Wed 10/5/11 Sat 10/9/10 Sun 10/11/09 Fri 11/5/10 Finish Predecessors Resource Names W T F S Landscapers Carpentery Roofers Electric,Communicatio Plumbing Carpentery,Stock Construction ACME De Mexico,RAN HR Oct 4, '09 S M 3.1.1.3 Landscape 15 days 3.1.2 Interior 126 days 3.1.2.1 Build frame, walls, floors 65 days 3.1.2.2 Install roof 11 days 3.1.2.3 Install electric 11 days 3.1.2.4 Install plumbing 20 days 3.1.2.5 Finish interior & stock inventory 30 days 3.2 Build garage 100 days 3.3 Buffer 15 days 14 days 3.4 Hire train employees 3.5 Stakeholders Communications 628.33 days 3.5.1 Community Efforts 258 days 3.5.1.1 Communicate project status, grand opening 8 days 3.5.1.2 Community mailing, coupon mailers, local news 6 days 3.5.1.3 Solicit local news coverage 5 days 3.5.1.4 Internet: Facebook/goggle Ads, email ads 9 days 3.5.2 Staff Efforts 511.75 days 3.5.2.1 Corporate Intranet 30 days 3.5.2.2 Meetings 5 days 3.5.2.3 Emails/Posters 30 days 7 days 3.6 Conduct grand opening 324 days 4 Monitoring and Controlling 7 days 5 Closing Fri 4/16/10 36 Wed 9/15/10 34 Mon 7/5/10 36 Sat 7/17/10 39 Sat 7/31/10 40 Wed 8/11/10 40 Wed 9/15/10 42 Sun 5/16/10 26 Mon 10/4/10 43 Wed 10/5/11 Thu 11/10/11 Wed 8/18/10 Sat 8/7/10 Sun 10/18/09 Sat 8/7/10 Wed 8/18/10 51 Thu 11/10/11 Mon 4/5/10 28 Tue 10/11/11 46 Thu 11/10/11 46 Sun 10/17/10 50 Fri 11/5/10 Sun 11/14/10 58 Communications,Mark Marketing Marketing,ACME De M ACME De Mexico,Com Communications,ACM ACME De Mexico,RAN ACME De Mexico,RAN Marketing,RANTO,AC ACME De Mexico,RAN RANTO Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 2 External Tasks Project Summary Group By Summary Deadline 9 T W T F S Oct 11, '09 S M T W T F S Oct 18, '09 S M T W T F S Oct 25, '09 S M T W T F S Nov 1, '09 S M T W T F S Nov 8, '09 S M T W T F S Nov 15, '09 S M T W T F RANTO RANTO RANTO RANTO RANTO RANTO RANTO RANTO 10/1 Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 3 External Tasks Project Summary Group By Summary Deadline 9 T W T F S Oct 11, '09 S M T W T F S Oct 18, '09 S M T W T F S Oct 25, '09 S M T W T F S Nov 1, '09 S M T W T F S Nov 8, '09 S M T W T F S Nov 15, '09 S M T W T F Marketing Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 4 External Tasks Project Summary Group By Summary Deadline S Nov 22, '09 S M T W T F S Nov 29, '09 S M T W T F S Dec 6, '09 S M T W T F S Dec 13, '09 S M T W T F S Dec 20, '09 S M T W T F S Dec 27, '09 S M T W T F S Jan 3, '10 S M T RANTO,ACME De Mexico 11/24 ACME De Mexico,RANTO 12/4 ACME De Mexico,RANTO RANTO ACME De Mexico,RANTO Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 5 External Tasks Project Summary Group By Summary Deadline S Nov 22, '09 S M T W T F S Nov 29, '09 S M T W T F S Dec 6, '09 S M T W T F S Dec 13, '09 S M T W T F S Dec 20, '09 S M T W T F S Dec 27, '09 S M T W T F S Jan 3, '10 S M T Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 6 External Tasks Project Summary Group By Summary Deadline W T F S Jan 10, '10 S M T W T F S Jan 17, '10 S M T W T F S Jan 24, '10 S M T W T F S Jan 31, '10 S M T W T F S Feb 7, '10 S M T W T F S Feb 14, '10 S M T W T F S RANTO RANTO,HR RANTO ACME De Mexico,RANTO ACME De Mexico,RANTO ACME De Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 7 External Tasks Project Summary Group By Summary Deadline W T F S Jan 10, '10 S M T W T F S Jan 17, '10 S M T W T F S Jan 24, '10 S M T W T F S Jan 31, '10 S M T W T F S Feb 7, '10 S M T W T F S Feb 14, '10 S M T W T F S Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 8 External Tasks Project Summary Group By Summary Deadline Feb 21, '10 S M T W T F S Feb 28, '10 S M T W T F S Mar 7, '10 S M T W T F S Mar 14, '10 S M T W T F S Mar 21, '10 S M T W T F S Mar 28, '10 S M T W T F S Apr 4, '10 S M T W Mexico,RANTO Construction Construction Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 9 External Tasks Project Summary Group By Summary Deadline Feb 21, '10 S M T W T F S Feb 28, '10 S M T W T F S Mar 7, '10 S M T W T F S Mar 14, '10 S M T W T F S Mar 21, '10 S M T W T F S Mar 28, '10 S M T W T F S Apr 4, '10 S M T W Comm Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 10 External Tasks Project Summary Group By Summary Deadline T F S Apr 11, '10 S M T W T F S Apr 18, '10 S M T W T F S Apr 25, '10 S M T W T F S May 2, '10 S M T W T F S May 9, '10 S M T W T F S May 16, '10 S M T W T F S May S Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 11 External Tasks Project Summary Group By Summary Deadline T F S Apr 11, '10 S M T W T F Apr 18, '10 S S M T 3/29 W T F S Apr 25, '10 S M T W T F S May 2, '10 S M T W T F S May 9, '10 S M T W T F S May 16, '10 S M T W T F S May S 1/16 unications,ACME De Mexico,Marketing,RANTO Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 12 External Tasks Project Summary Group By Summary Deadline 23, '10 M T W T F S May 30, '10 S M T W T F S Jun 6, '10 S M T W T F S Jun 13, '10 S M T W T F S Jun 20, '10 S M T W T F S Jun 27, '10 S M T W T F S Jul 4, '10 S M T W T Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 13 External Tasks Project Summary Group By Summary Deadline 23, '10 M T W T F S May 30, '10 S M T W T F S Jun 6, '10 S M T W T F S Jun 13, '10 S M T W T F S Jun 20, '10 S M T W T F S Jun 27, '10 S M T W T F S Jul 4, '10 S M T W T 4/16 Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 14 External Tasks Project Summary Group By Summary Deadline F S Jul 11, '10 S M T W T F S Jul 18, '10 S M T W T F S Jul 25, '10 S M T W T F S Aug 1, '10 S M T W T F S Aug 8, '10 S M T W T F S Aug 15, '10 S M T W T F S Aug 22, ' S M Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 15 External Tasks Project Summary Group By Summary Deadline F S Jul 11, '10 S M T W T F S Jul 18, '10 S M T W T F S Jul 25, '10 S M T W T F S Aug 1, '10 S M T W T F S Aug 8, '10 S M T W T F S Aug 15, '10 S M T W T F S Aug 22, ' S M Roofers Electric,Communications Plumbing Communications,Marketing,RANTO,ACME De Mexico Marketing,ACME De Mexico,RANTO ACME De Mexico,Co Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 16 External Tasks Project Summary Group By Summary Deadline '10 T W T F S Aug 29, '10 S M T W T F S Sep 5, '10 S M T W T F S Sep 12, '10 S M T W T F S Sep 19, '10 S M T W T F S Sep 26, '10 S M T W T F S Oct 3, '10 S M T W T F Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 17 External Tasks Project Summary Group By Summary Deadline '10 T W T F S Aug 29, '10 S M T W T F S Sep 5, '10 S M T W T F S Sep 12, '10 S M T W T F S Sep 19, '10 S M T W T F S Sep 26, '10 S M T W T F S Oct 3, '10 S M T W T F 8/11 ACME De Mexico, mmunications,Marketing,RANTO Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 18 External Tasks Project Summary Group By Summary Deadline S Oct 10, '10 S M T W T F S Oct 17, '10 S M T W T F S Oct 24, '10 S M T W T F S Oct 31, '10 S M T W T F S Nov 7, '10 S M T W T F S Nov 14, '10 S M T W T F S Nov 21, '10 S M T Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 19 External Tasks Project Summary Group By Summary Deadline S Oct 10, '10 S M T W T F S Oct 17, '10 S M T W T F S Oct 24, '10 S M T W T F S Oct 31, '10 S M T W T F S Nov 7, '10 S M T W T F S Nov 14, '10 S M T W T F S Nov 21, '10 S M T ,RANTO Marketing,RANTO,ACME De Mexico ACME De Mexico,RANTO RANTO Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 20 External Tasks Project Summary Group By Summary Deadline W T F S Nov 28, '10 S M T W T F S Dec 5, '10 S M T W T F S Dec 12, '10 S M T W T F S Dec 19, '10 S M T W T F S Dec 26, '10 S M T W T F S Jan 2, '11 S M T W T F S Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 21 External Tasks Project Summary Group By Summary Deadline W T F S Nov 28, '10 S M T W T F S Dec 5, '10 S M T W T F S Dec 12, '10 S M T W T F S Dec 19, '10 S M T W T F S Dec 26, '10 S M T W T F S Jan 2, '11 S M T W T F S Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 22 External Tasks Project Summary Group By Summary Deadline Jan 9, '11 S M T W T F S Jan 16, '11 S M T W T F S Jan 23, '11 S M T W T F S Jan 30, '11 S M T W T F S Feb 6, '11 S M T W T F S Feb 13, '11 S M T W T F S Feb 20, '11 S M T W Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 23 External Tasks Project Summary Group By Summary Deadline Jan 9, '11 S M T W T F S Jan 16, '11 S M T W T F S Jan 23, '11 S M T W T F S Jan 30, '11 S M T W T F S Feb 6, '11 S M T W T F S Feb 13, '11 S M T W T F S Feb 20, '11 S M T W Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 24 External Tasks Project Summary Group By Summary Deadline T F S Feb 27, '11 S M T W T F S Mar 6, '11 S M T W T F S Mar 13, '11 S M T W T F S Mar 20, '11 S M T W T F S Mar 27, '11 S M T W T F S Apr 3, '11 S M T W T F S Apr S Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 25 External Tasks Project Summary Group By Summary Deadline T F S Feb 27, '11 S M T W T F S Mar 6, '11 S M T W T F S Mar 13, '11 S M T W T F S Mar 20, '11 S M T W T F S Mar 27, '11 S M T W T F S Apr 3, '11 S M T W T F S Apr S Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 26 External Tasks Project Summary Group By Summary Deadline 10, '11 M T W T F S Apr 17, '11 S M T W T F S Apr 24, '11 S M T W T F S May 1, '11 S M T W T F S May 8, '11 S M T W T F S May 15, '11 S M T W T F S May 22, '11 S M T W T Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 27 External Tasks Project Summary Group By Summary Deadline 10, '11 M T W T F S Apr 17, '11 S M T W T F S Apr 24, '11 S M T W T F S May 1, '11 S M T W T F S May 8, '11 S M T W T F S May 15, '11 S M T W T F S May 22, '11 S M T W T Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 28 External Tasks Project Summary Group By Summary Deadline F S May 29, '11 S M T W T F S Jun 5, '11 S M T W T F S Jun 12, '11 S M T W T F S Jun 19, '11 S M T W T F S Jun 26, '11 S M T W T F S Jul 3, '11 S M T W T F S Jul 10, ' S M Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 29 External Tasks Project Summary Group By Summary Deadline F S May 29, '11 S M T W T F S Jun 5, '11 S M T W T F S Jun 12, '11 S M T W T F S Jun 19, '11 S M T W T F S Jun 26, '11 S M T W T F S Jul 3, '11 S M T W T F S Jul 10, ' S M Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 30 External Tasks Project Summary Group By Summary Deadline 1 T W T F S Jul 17, '11 S M T W T F S Jul 24, '11 S M T W T F S Jul 31, '11 S M T W T F S Aug 7, '11 S M T W T F S Aug 14, '11 S M T W T F S Aug 21, '11 S M T W T F Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 31 External Tasks Project Summary Group By Summary Deadline 1 T W T F S Jul 17, '11 S M T W T F S Jul 24, '11 S M T W T F S Jul 31, '11 S M T W T F S Aug 7, '11 S M T W T F S Aug 14, '11 S M T W T F S Aug 21, '11 S M T W T F Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 32 External Tasks Project Summary Group By Summary Deadline S Aug 28, '11 S M T W T F S Sep 4, '11 S M T W T F S Sep 11, '11 S M T W T F S Sep 18, '11 S M T W T F S Sep 25, '11 S M T W T F S Oct 2, '11 S M T W T F S Oct 9, '11 S M T Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 33 External Tasks Project Summary Group By Summary Deadline S Aug 28, '11 S M T W T F S Sep 4, '11 S M T W T F S Sep 11, '11 S M T W T F S Sep 18, '11 S M T W T F S Sep 25, '11 S M T W T F S Oct 2, '11 S M T W T F S Oct 9, '11 S M T 9/19 Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 34 External Tasks Project Summary Group By Summary Deadline W T F S Oct 16, '11 S M T W T F S Oct 23, '11 S M T W T F S Oct 30, '11 S M T W T F S Nov 6, '11 S M T W T F S Nov 13, '11 S M T W T F S Nov 20, '11 S M T W T F S Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 35 External Tasks Project Summary Group By Summary Deadline W T F S Oct 16, '11 S M T W T F S Oct 23, '11 S M T W T F S Oct 30, '11 S M T W T F S Nov 6, '11 S M T W T F S Nov 13, '11 S M T W T F S Nov 20, '11 S M T W T F S ACME De Mexico,RANTO ACME De Mexico,RANTO Task Critical Task Project: fACME De Mexico Date: Sun 10/25/09 Progress Milestone Summary Rolled Up Task Rolled Up Critical Task Rolled Up Milestone Rolled Up Progress Split Page 36 External Tasks Project Summary Group By Summary Deadline AMBA 640 TEAM AGREEMENT & WORK PLAN Team Name: RANTO Consultants I. TEAM AGREEMENT: A. Team Contact Information (All days/times are stated in EST) Member Names Telephone Numbers E-mail Contacts Guidelines for contact B. Mission Statement: Our mission is to understand major evolving management issues in an age of globalization and to provide advice to clients on: (1) how to most effectively and efficiently deal with these issues and (2) to remain competitive in today's marketplace. C. Vision Statement: To inspire innovation and promote cultural diversity, as we learn from and respect others viewpoints regarding change. D. Shared Values: Communication – Each member endeavors to communicate his or her ideas effectively and professionally Accountability/Responsibility- Each member is liable for his/her own actions and how they affect the team’s assigned goals. Mutual respect: Team members will respect individual contributions while challenging one another in a non-confrontational manner. If we want our ideas heard and accepted, then we extend the same courtesy to others. Honesty: We agree to give honest feedback to one another. Each of us will follow through on our commitments to complete our assignments thoroughly and on time. We agree to seek assistance from other team members if we encounter hardships that may prevent us from doing so. Integrity: As a team, we agree to refrain from the act of plagiarism. All team members will participate in all areas of the group project and complete our assignments, ensuring that all work is free from plagiarism. Each team member submits original work and takes pride in the work submitted. Learning: To gain knowledge from each other's input and experiences while collaborating on various assignments. E. Desirable team behaviors and consequences for non-compliance: Timeliness is a key trait that each team member must have. It will ensure that all assignments are submitted on or before the deadline. It will also ensure that requests and drafts are sent to the other members of the group allowing adequate time for review and revision. Time and date stamp, and revision tracking will be used to allow for ease in documenting the contributions of each member. Communication is key to the success of the team. As in any organization, a team cannot succeed without constructive feedback from its members and communication with individuals outside the team. Willingness to volunteer to contribute more than the assigned tasks if another member is unable to meet a deadline is a necessity. The team needs 100% from each member to produce a superior project. As a member of this group, each member should make it a priority to be 100% involved with the group assignments. In order for our team to be successful, we must communicate frequently and update one other on our progress with our assignments. Each member should check email and the study group sessions daily to see the update of our assignment. This behavior is extremely important to ensure that all team members are involved in each assignment and also to guarantee that all members are on the same page despite a difference in schedules and time. As far as time for conferences, if a team member misses a teleconference or online conference, that member should make an effort to contact another team member to catch up on what they may have missed. As needed, any member can request a team meeting via email/chat/conference call and each of us agree to make these meetings a priority to attend. If a team member is lagging in meeting deadlines, the project manager will communicate with that person directly and redistribute workload as necessary. Each member should not refrain from letting another member in the group know if s/he needs help in any part of the assignment. Team members will be proactive with asking for help from other members, if needed, before allowing a deadline to be missed. With these behaviors, our team will be able to make certain that our assignment is done promptly, correctly and successfully for the greater good of the group. F. Summary of individual member strengths and weaknesses (self-assessed) Members Individual areas of strength (eg., good writer, editor, researcher, organizer, communicator, technologyadept, etc.) Growth areas for teamwork (eg., limited team experience, tend to “take charge and want to be in control”, writing weaknesses, inexperienced editor, etc. I am always looking to better my skills and learn my areas of growth: getting people to work together to complete a task. I can use help always in my writing skills, procrastinator. solving) and people-oriented roles (Plant, Teamworker, Specialist) Researcher, Analyst, and Budgeting. – People-Oriented and Action Oriented role (Resource Investigator, Teamworker, Chairperson, and Implementer) Technology adept, coordinator, and researcher. Action-Oriented role (Shaper, Implementer, Completer Finisher, Teamworker, Monitor/Evaluator) Action oriented role (Shaper, Monitor/Evaluator) Professional technical writer, editor, and project manager. Mediate and follow-up w/ communications, tech adept. Good organizer and editor. Procrastinate, perfectionist, overcommitted work/social life. Become a better writer and improve research skills. –Action oriented role (Teamworker and Monitor/Evaluator) Good researcher, organizer, technology fluent, great deal of international work & living. Become better team worker and problem solver. G. Team conflict management plan: Team will confront conflicts directly with each other and work to resolve any issues within the group. The goal will be to have a full consensus among team members. If there is not a full consensus the majority will rule. If there is still a conflict the team will utilize parliamentary procedures. If the conflict is not resolved by voting, the team will select the team leader or a neutral party to act as the point of contact between the team and professor or faculty assistant. The designated person will address all the issues and concerns with the professor or faculty assistant. The team will accept the solution or recommendation the faculty assistant or professor provides. If a resolution cannot be achieved the team will appoint a spokesperson to contact the professor via e mail (copying all group members on the communication) and follow any guidance that is given. The default team spokesperson is the team leader for each project. H. Statement of team decision protocol: Team members will make decisions based on consensus. Once assignments are submitted, the majority will make the final decision on final work submitted. The majority for our group is 3 out of 5 members. All members are expected to check the Study Group postings and their email on a regular basis and respond in a timely manner. Whenever feedback is needed a deadline should be given to the Team. If a team member does not respond within that time the decision will be based on the feedback of those that have responded. In emergency situations the team members will be contacted via telephone to get their feedback on the emergency matter. If a team member is not reachable a voicemail and follow up email will be sent (if possible). Depending on the type of emergency and the amount of time available to correspond a decision will be made based on the feedback of the team members that were reachable. I. Encouragement of Teamwork: To ensure team work from all group members we will document our contributions in the Study Group area. For meetings and conferences one team member will be designated to document decisions made in the group and post the information in the Study Group area to further document each member’s contributions. The team will employ the following strategies to further encourage teamwork: • Use deadlines and clearly identified roles/tasks to hold team members accountable. • Verify once a day via email, phone, or WebTycho that the completion of project goals is on track. • Provide positive support to team members on tasks successfully completed. • Encourage team members to rely on each other if he or she has questions or uncertainty about his or her specific task. • Encourage open and honest communication regarding personal workload and outside of school (i.e. life) responsibilities. If a member realizes he or she is not going to be able to meet a deadline or runs into an unforeseen problem, alert the team as soon as possible so that the team can adjust and ensure its success. J. Team self-assessment approach and methodology: At points throughout the project as well as at the conclusion each project, the team will conference to evaluate our ability to honor the mission statement as well as our shared values. We will also discuss our ability to realize our vision and successfully complete the projects. II. TEAM WORK PLANS (all dates/times are EST) Team Task Assignments & Timeline for Delivery Task A. Team Agreement: Coordinate development and production of team Agreement Draft of inputs 10/16/09 Finalize review and inputs by all: 10/17/09 pm, post to conference. 10/17/09 Lead Due Completed and submitted to team Manage values clarification exercise and provide needed input for Agreement. 10/17/09 Collect and organize team strengths and areas of weakness for inclusion in Agreement. 10/16/09 10/16/09 Develop and obtain approval of a team conflict management plan for inclusion in team Agreement. 10/16/09 10/16/09 Coordinate and facilitate project idea brainstorming session. Draft Project Charter 10/17/09 10/17/09 B. Team Project I – (Acme Mexico Case) Tasks Prepare Executive summary and establish all required dependencies for activities Create Work breakdown structure (WBS) and Gantt chart, including a critical path Prepare estimated requirements for money, materials, and people. Prepare project dashboard for management of the project, to include a judgment of its cost effectiveness, Compiled all team task into one document. Revise team work plan, project charter, discuss knowledge gained from prior Acme store construction projects Edit project management plan and WBS Finalize and submit project management plan and WBS Leads Due 10/23/2009 Completed and submitted to team 10/23/2009 10/23/2009 10/23/2009 10/23/2009 10/23/2009 10/23/2009 10/23/2009 10/23/2009 10/23/2009 10/24/2009 10/25/2009 10/24/2009 10/25/2009 Signature Block: I have read and contributed to the development of the work plan and agree to comply with the team conditions outlined above. Signed: