Risk Assessment Update and HR Overview

Recycling Center for Hazardous Waste Project

Project Plan

Recycling Center for Hazardous Waste

Waste Management Project

Author: Kari Sanborn, Luke Weaver, Tamara Guerin, Greg Raphan, Donna Prescott

Creation Date: 4/16/18

Last Revised: 4/19/18

Version: 1.0

Responsibilities for HR:

Kari - project purpose/goals & objectives and the procurement plan.

Tamara - time and budget portion

Luke - quality control plan, communication approach

Donna - HR, risk management plan

Brendan -

Greg -

Remaining - STAKEHOLDER INVOLVMENT, SCOPE

TABLE OF CONTENTS

2INTRODUCTION

Purpose of Plan 2

Background Information/Available Alternatives 2

Project Approach 3

Phase X: Secure Equipment 3

GOALS AND OBJECTIVES 4

Business Goals and Objectives 4

Project Goals and Objectives 4

SCOPE 5

Scope Definition 5

Items Beyond Scope 6

Projected Budget 6

Risk Assessment 7

Initial Project Risk Assessment 8

Milestones 11

ASSUMPTIONS 12

Project Assumptions 12

CONSTRAINTS 13

Project Constraints 13

Related Projects 13

Critical Project Barriers 13

PROJECT MANAGEMENT APPROACH 14

Project Timeline 14

Project Roles and Responsibilities 14

Issue Management 16

Communications Plan 17

ATTACHMENTS/APPENDICES 19

APPROVALS 20

Sign-off Sheet 20

INTRODUCTION

Purpose of Plan

The Recycling Center for Hazardous Waste will provide a definition of the project, to include specific objectives and goals. Additionally, this plan serves as an agreement between the following parties: Project Sponsor, Steering Committee, Project Manager, Project Team and other stakeholders associated with this project.

The Project Plan defines the following:

· Project purpose:

The purpose of this project is to introduce a state of the art hazardous waste recycling center in the city of Clearwater Florida. Our goal is to use a preestablished facility, equipped with the ability to process, store and dispose of hazardous waste from medical, commercial, and educational facilities.

· Scope, expectations, and limitations:

For this project will not be focusing on the looks of the building nor will we be concentrating on the current employees. The objectives of this project are only to focus on the efficiently of the center and the centers ability to continue to recycle hazardous waste and keep the community safe.

· Communication approach

· Project budget

· Project timeline

· Quality control plan

· Human Resources plan

· Procurement model

· Risk Management plan

· Stakeholder involvement

PROJECT PURPOSE/GOALS AND OBJECTIVES

Business Goals and Objectives

The business goals and objectives for this project will focus on implementing mobile technology that:

· Improves officer, firefighter and citizen safety.

· Facilitates coordination and information sharing both internal and external to the participating organizations.

· Enhances the ability and effectiveness of staff to perform their jobs.

· Facilitates coordinated crime prevention and reduction.

· Provides high levels of data security.

· Provides an open, flexible, reliable technology base for the future.

· Facilitates the electronic capture of data at its source.

· Is easy to use.

· Eliminate redundant data entry throughout the organization.

Project Goals and Objectives

Sample project goals and objectives:

· Ensure that end users have input into the design process.

· Accomplish project business goals and objectives within defined budget and time parameters.

· Minimize impact to standard business operations within the affected units.

· Craft a favorable and secure agreement between the Department and the selected vendor.

SCOPE

Scope Definition

The Project will introduce a new hazardous waste facility; including the following:

· 3 waste transport vehicles

· Remodel of previous waste facility

· Training program for new procedures

· Securing contracts from…

· Automated communications and monitoring systems

· Dispatch system control unit

Including the following interfaces:

Desired Enhancements

Items Beyond Scope

The project does not include the following:

· Devices in supervisor vehicles

· Desktop hardware upgrade or replacement

· Printers

COMMUNICATION APPROACH

Communications Plan

Disseminating knowledge about the project is essential to the project’s success. Project participants desire knowledge of what the status of the project is and how they are affected. Furthermore, they are anxious to participate. The more that people are educated about the progress of the project and how it will help them in the future, the more they are likely to participate and benefit.

This plan provides a framework for informing, involving, and obtaining buy-in from all participants throughout the duration of the project.

Audience This communication plan is for the following audiences:

· Project Sponsor

· Steering Committee

· Project Manager

· User Group Participants

· Subject Matter Experts

Communications Methodology The communications methodology utilizes three directions for effective communication:

Top-Down It is absolutely crucial that all participants in this project sense the executive support and guidance for this effort. The executive leadership of the organization needs to speak with a unified, enthusiastic voice about the project and what it holds for everyone involved. This will be 'hands-on' change management, if it is to be successful. Not only will the executives need to speak directly to all levels of the organization, they will also need to listen directly to all levels of the organization, as well.

The transition from the project management practices of today to the practices envisioned for tomorrow will be driven by a sure and convinced leadership focused on a vision and guided by clearly defined, strategic, measurable goals.

Bottom-Up To ensure the buy-in and confidence of the personnel involved in bringing the proposed changes to reality, it will be important to communicate the way in which the solutions were created. If the perception in the organization is that only the Steering Committee created the proposed changes, resistance is likely to occur. However, if it is understood that all participants were consulted, acceptance seems more promising.

Middle-Out Full support at all levels, where the changes will have to be implemented, is important to sustainable improvement. At this level (as with all levels), there must be an effort to find and communicate the specific benefits of the changes. People need a personal stake in the success of the project management practices.

Communications Outreach The following is a list of communication events that are established for this project:

Monthly Status Reports The Project Manager shall provide monthly written status reports to the Steering Committee. The reports shall include the following information tracked against the Project Plan:

· Summary of tasks completed in previous month

· Summary of tasks scheduled for completion in the next month

· Summary of issue status and resolutions

Monthly Steering Committee Meeting These status meetings are held at least once per month and are coordinated by the Project Manager. Every member of the Steering Committee participates in the meeting. The Project Manager sends the status report to each member of the team prior to the meeting time so everyone can review it in advance.

Bi-Monthly Project Team Status Meeting These status meetings are held every other month. Every member of the Project Team will be invited to participate in the meeting. Project Manager sends the status report to each member of the team prior to the meeting so everyone can review it in advance.

Website Use User Group Participants and Subject Matter Experts may be updated monthly at the discretion of the Project Manager. Information will be posted to the project’s website.

PROJECT BUDGET

Define the project budget and insert it here: Reference the WBS that will be in the appendix

PROJECT TIMELINE

Use a graphical representation, reference WBS

QUALITY CONTROL PLAN

HUMAN RESOURCES PLAN

PROCUREMENT PLAN

Get Tamara’s procurement plan from last week to complete this

RISK MANAGEMENT PLAN

The initial Risk Assessment (following page) attempts to identify, characterize, prioritize and document a mitigation approach relative to those risks which can be identified prior to the start of the project.

The Risk Assessment will be continuously monitored and updated throughout the life of the project, with monthly assessments included in the status report (see Communications Plan) and open to amendment by the Project Manager.

Because mitigation approaches must be agreed upon by project leadership (based on the assessed impact of the risk, the project’s ability to accept the risk, and the feasibility of mitigating the risk), it is necessary to allocate time into each Steering Committee meeting, dedicated to identifying new risks and discussing mitigation strategies.

The Project Manager will convey amendments and recommended contingencies to the Steering Committee monthly, or more frequently, as conditions may warrant.

No.	Hazardous	Cause	Before Controls	Consequences	Response (avoid, transfer, mitigate, accept and manage	After Controls
			1 / P /R=PX1			1 / P /R=PX1
1	Unexpected structural conditions	Structural conditions encountered on site different from original report.	3 3 9	Installations delayed. Possible changes in design required. Project cost and timescale increased.	Use qualified staff on site. Make sure site staff is aware of original report.	3 1 3
2	Flooding	Excessive rains can cause hazardous wastes to mix with groundwater.	3 4 12	Permanent damage to surrounding ecosystem. Project eliminated.	Ensure that cut off drains are installed and serviceable. Monitor weather forecast and act accordingly for poor weather forecasts.	2 2 4
3	Equipment removal	Clearance of outdated equipment exceeds current capabilities.	4 3 12	Damage to original structure and surrounding ecosystem.	Reinforce site staff about all required environmental regulations.	2 1 2
4	Equipment installation	Accidental hazardous waste spills.	4 4 16	Poor installations lead to complete system failure.	Reinforce site staff about all required environmental regulations.	2 1 2

STAKEHOLDER INVOLVEMENT

PROJECT MANAGEMENT APPROACH

Project Roles and Responsibilities

Role	Responsibilities	Participant(s)
Project Sponsor	· Ultimate decision-maker and tie-breaker · Provide project oversight and guidance · Review/approve some project elements	Insert Name
Steering Committee	· Commits department resources · Approves major funding and resource allocation strategies, and significant changes to funding/resource allocation · Resolves conflicts and issues · Provides direction to the Project Manager · Review project deliverables	Insert Names
Project Manager	· Manages project in accordance to the project plan · Serves as liaison to the Steering Committee · Receive guidance from Steering Committee · Supervises consultants · Supervise vendor(s) · Provide overall project direction · Direct/lead team members toward project objectives · Handle problem resolution · Manages the project budget	Debbie Whitson
Project Participants	· Understand the user needs and business processes of their area · Act as consumer advocate in representing their area · Communicate project goals, status and progress throughout the project to personnel in their area · Review and approve project deliverables · Creates or helps create work products · Coordinates participation of work groups, individuals and stakeholders · Provide knowledge and recommendations · Helps identify and remove project barriers · Assure quality of products that will meet the project goals and objectives · Identify risks and issues and help in resolutions	To be identified by Steering Committee
Subject Matter Experts	· Lend expertise and guidance as needed	To be identified by Steering Committee

Issue Management

The information contained within the Project Plan will likely change as the project progresses. While change is both certain and required, it is important to note that any changes to the Project Plan will impact at least one of three critical success factors: Available Time, Available Resources (Financial, Personnel), or Project Quality. The decision by which to make modifications to the Project Plan (including project scope and resources) should be coordinated using the following process:

Step 1: As soon as a change which impacts project scope, schedule, staffing or spending is identified, the Project Manager will document the issue.

Step 2: The Project Manager will review the change and determine the associated impact to the project and will forward the issue, along with a recommendation, to the Steering Committee for review and decision.

Step 3: Upon receipt, the Steering Committee should reach a consensus opinion on whether to approve, reject or modify the request based upon the information contained within the project website, the Project Manager’s recommendation and their own judgment. Should the Steering Committee be unable to reach consensus on the approval or denial of a change, the issue will be forwarded to the Project Sponsor, with a written summation of the issue, for ultimate resolution.

Step 4: If required under the decision matrix or due to a lack of consensus, the Project Sponsor shall review the issue(s) and render a final decision on the approval or denial of a change.

Step 5: Following an approval or denial (by the Steering Committee or Project Sponsor), the Project Manager will notify the original requestor of the action taken. There is no appeal process.

ATTACHMENTS/APPENDICES

Appendices/Attachments may be included in a hardcopy form

APPROVALS

Sign-off Sheet

I have read the above Project Plan and will abide by its terms and conditions and pledge my full commitment and support for the Project Plan.

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